12
October

Hotel Sustainability: Moving Into a New Phase

This article is cross-posted on Environmental Leader.

Over the past decade, hotel companies have implemented programs to reduce the waste generated and the energy used in their daily operations. Many have been successful in saving both resources and money as well as attracting environmentally conscious guests; however, the industry as a whole has yet to make sustainability an integral part of its strategic plans. The Two Tomorrow’s sustainability agency’s latest survey, the Tomorrow’s Value Rating (TVR) from 2009, indicates that the world’s ten largest hotel companies “are only just beginning to address the wide range of social and environmental challenges facing the sector.” Climate Counts, which scores corporations on the climate impact of their business, found similar results when researching six major hotel firms. “The world’s largest hotel chains may be seeking practical ways to address a range of broad environmental impacts in their operations . . . however, few appear to be aligning such actions as part of a larger and more comprehensive carbon management strategy. An average sector score of 19 out of a possible 100 suggests the sector has much work ahead.” Now that the low hanging fruit that has enabled hotels to claim they are going green has been picked, it is time for hotel companies to evolve their sustainability programs in order to address the new phase of challenges and opportunities they currently face.

After several years of running environmental programs, hotels need to evaluate if their current organizational structures supporting these projects continue to be effective. Early green programs were often developed in the Environmental, Health, and Safety department. Their initiatives to protect workers and the Earth from dangerous chemicals evolved into projects to reduce waste and operating costs. Other sustainability programs were managed by the social responsibility team, run through the Human Resources department, which focused on giving back to the community. As a result, many sustainability officers now reside in Operations or HR. These alignments made perfect sense ten years ago when changing out light bulbs and cleaning up local parks represented major sustainability programs within a lot of hotels. The benefits of these initiatives are real but, as our world enters a new era where stakeholders are demanding more transparency and third party certifications are evolving and becoming a requirement to conduct business, keeping these programs in their original locations is often limiting.

Sustainability has evolved into a much deeper practice than many business leaders initially believed was possible. It is a tool and philosophy that can be applied strategically to every department, from the new hotel design team and franchise relations to the sales, marketing, and food services groups. By using the lens of sustainability, it is possible to uncover new data points to track and reveal previously unseen metrics about current key indicators. Rather than having Operations or HR staff trying to implement sustainability goals for other departments, hotels need corporate sustainability officers that operate out of their own unique department and are empowered to assess and coach all other departments within the organization. Some hotel companies are realizing this and 2011 has seen the development of several new or revamped sustainability director and officer positions residing within environmental or sustainability departments. This organizational realignment will greatly increase the ability of hotels to address the new challenges faced by environmental teams in all industries, such as managing a green supply chain and deciphering what consumers will want one year from now.

Once these roles are established, hotels need to find visionary leaders who can inspire, educate, and spark excitement for sustainability from within the organization. One of their main tasks will be convincing departmental leaders that sustainability is not just another passing trend but a valid business model with real benefits. Each department within a hotel company should work with the sustainability officers to define how environmentalism affects their team, develop a clear strategy with measurable goals, and then create a plan to achieve their objectives. This will ensure sustainability goals are not in conflict with more traditional hotel aims of increasing occupancy and revenue per available room (RevPAR).

The bottom line according to the TVR survey is that “Only three companies (Accor, InterContinental Hotels Group, and Marriott) seem to see sustainability management as important for protecting and creating commercial value.” Recently announced programs are showing progress and are very encouraging. The Carbon Measurement Working Group, formed by the International Tourism Partnership and the World Travel & Tourism Council, has pulled together ten major players in the hotel industry and is working to standardize how carbon is measured and reported. Hilton Worldwide has earned ISO 9001 and ISO 14001 certifications for all if its brands. Their programs should be applauded as well as emulated by other hotel companies. These examples make it clear that hotels can engage with sustainability in a deeper, more strategic way. As they do so, they will move the hospitality industry into the next phase of sustainability: one defined by strategic, proactive decisions instead of reactionary measures.

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2
October

Developing An Award Winning Sustainability Program

@ Business NH Magazine

This article is cross-posted on Triple Pundit.

On September 14, I was presented with the 2010 Lean and Green Large Process Award. The honor was given by Business NH Magazine for the sustainability programs I lead at a software firm in New Hampshire. I founded the company’s Green Committee (GC) in 2007 and have since worked with a wonderful team of colleagues to develop and implement a variety of sustainability projects. This is the first of several posts that will highlight the development of the GC along with several of its most effective and innovative programs.

I chose to announce the formation of the GC at an off-site quarterly meeting when the entire office was in attendance. I made arrangements for the CEO to provide an introduction and express his personal commitment to the GC’ s sustainability efforts. He was truly interested in protecting the environment and shared a heartfelt story that I believe helped employees put a personal face on the company’s new sustainability focus.

I then took the floor and defined the concept of a triple bottom line, shared the GC’s environmental mission statement, and told the group that starting the following day Styrofoam cups, paper plates, and plastic utensils would no longer be available in the company kitchens. Instead re-usable kitchen items would take their place. I then asked everyone to look in the cloth shopping bag they received when they entered the room, inside of which was a ceramic mug and a water bottle. These items were all adorned with the GC logo,  a badge similar to the images used for our software applications, which created an immediate visual presence for the GC within our company.

I told everyone that these items would allow them to live a more environmentally friendly work life but that simply providing them with the mug, bottle, and bag was not enough. I stressed the important role each person would need to play in moving our organization toward a greener future. Not only could everybody aim to make use of their re-usable items each day, they could also share their sustainability ideas with the GC. To facilitate this process, we created an email address that routes suggestions and comments directly to the GC committee members. In the first month after the official GC kickoff, we received emails from ten percent of our workforce suggesting ways in which employees thought the company could become more environmentally benign.

Three years after I introduced sustainability to this software company, projects and ideas are still pouring in. In future posts I will describe the most successful and the most challenging programs we developed and how we made it this far, even winning an award along the way.

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31
August

Environmental Mission Statements: Wyndham’s Winning Ways

© Wyndham Worldwide

This article is cross-posted on Environmental Leader.

An environmental mission statement is the foundation of a company’s sustainability efforts. It provides the organization and its stakeholders with an understanding of why protecting the natural world is important to the business. It also establishes environmental goals and describes how the company will look when their sustainability objectives are achieved. In short, a strong environmental mission statement is the sum of three parts: Why is the topic important? What is the end goal? How will success be measured? Knowing this, I have been analyzing the environmental mission statements of hotel companies, highlighting where they shine and discussing options for improvement. In this article I will take a look at Wyndham Hotels and Resorts’ green policy statement.

One look at the Wyndham Green website and it is obvious this international hotel company dedicates a tremendous amount of time and resources into creating their on-line environmental persona. Wyndham Green has an attractive look, offers interactive controls that allow users to explore and learn more about the company’s sustainability efforts, and provides a large amount of information about what Wyndham is doing to reduce its environmental footprint. A great place to start sorting through all of the data is by reviewing their green policy statement, which says:

At Wyndham Worldwide, corporate social responsibility is not just another program to implement or policy to follow; it is a way of approaching our work that embodies our vision and values, celebrates our diversity and supports a balance of professional and personal needs. Wyndham Worldwide believes it has a responsibility to the communities in which it operates as well as to its guests, investors, employees, and business partners.

The following outlines Wyndham Worldwide’s green policy statement:

Wyndham Worldwide understands that its business activities impact the earth and its resources. We will continue our efforts to conserve resources, preserve natural habitats and prevent pollution.

We will achieve results, both locally and globally by:

  • Developing environmental best practices in programs, products and services
  • Setting environmental impact targets and measuring performance
  • Working with our employees, suppliers, owners and local communities to minimize our
    environmental impact
  • Complying with local, state and federal environmental laws

Our areas of focus include:

  • Educate and influence all internal and external stakeholders
  • Reduce energy consumption and track performance
  • Reduce water usage and recycle
  • Improve air quality
  • Minimize waste by recycling and reusing materials
  • Implement sustainable procurement practices
  • Participate in local community environmental activities

Ensuring compliance with laws and understanding how their operations impact Earth helps Wyndham answer why sustainability is important to them. They also make a point to list all of their stakeholders in their opening paragraph. This is an excellent idea that allows all parties and people affected by the business Wyndham conducts to be confident that the company is aware of the many lives they touch.

In addition to the actions they will take to “conserve resources, preserve natural habitats and prevent pollution,” Wyndham also have seven “areas of focus” that further define their goals and how they will achieve them. These sustainability aims are exciting but also generic. Their policy would be more powerful if it contained specific dates and reduction objectives. Once these goals are met, the policy can be updated.

Without clear goals, measuring success becomes difficult. While I can envision what the world will be like when Wyndham achieves all of its goals, it would be more effective for them to tell me how they see the future taking shape once their “green” objectives are met. Will all of their new hotels be LEED certified? Maybe they foresee a time when each Wyndham employee is required to attend 20 hours of sustainability training a year to learn how they can reduce the impact of their job on the environment. I am sure Wyndham has a vision for their sustainable future and I encourage them to share it. Doing so will make their already strong environmental statement more inspiring.

After reviewing their environmental policy, I took some time to peruse the rest of the Wyndham Green website. I encourage everyone to read about the many and varied sustainability projects in which they are involved. One area that caught my eye was their Top 10 Basic Initiatives. I love the fact that they chose to use the term “basic.” It tells me that Wyndham believes there is a baseline of environmental practice that all companies should currently be following. Having this mindset means it is easier for Wyndham to go beyond the basics and that is very exciting. While the rest of the Wyndham Green site’s details about projects and figures about reductions are impressive, using the term “basic” told me more about how far sustainability has made its way into the heart of Wyndham Worldwide than any of these other items ever could have.

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30
July

Environmental Mission Statements: Four Seasons’ Golden Opportunity

This article is cross-posted on Environmental Leader.

As the hotel industry continues to move toward Corporate Social Responsibility, recent Deloitte hospitality research states that “Sustainability will become a defining issue for the industry in 2015 and beyond.” With this in mind, I have been analyzing the environmental mission statements and policies of various hotel companies. In this article, I review Four Seasons Hotels and Resorts’ “Supporting Sustainability” policy and suggest several ways in which they could turn their commitment to protecting the environment into a defining core value.

Four Seasons Hotels and Resorts have built an internationally recognized brand by offering guests exceptional luxury in beautiful locations around the world. They understand that while each property provides patrons with a unique experience, a consistent level of service across all hotels is crucial to the success of the company. From what I have found on-line, all Four Seasons properties do not apply the same level of attention to their environmental programs. Four Seasons says their “guiding principle is the Golden Rule – to treat others as you wish to be treated” and I believe this allows them to excel at what they do. They now have a “Golden Opportunity” to bring sustainability, and the increased revenue and marketing opportunities it offers, to all areas of their enterprise.

Four Seasons has posted their environmental stance on-line under the heading “Supporting Sustainability.” One of three corporate values found on their corporate website, it states that:

Four Seasons involves employees and guests in the common goal of preserving and protecting the planet. We engage in sustainable practices that conserve natural resources and reduce environmental impact. As importantly, sustainable tourism will enhance and protect the destinations where Four Seasons operates for generations to come.

Four Seasons closes their statement by making it clear why protecting natural resources is important to them. As I outlined in a previous post, an effective environmental mission statement answers the following three questions: Why is the topic important? What is the end goal? How will success be measured? Without understanding why environmentalism is a significant issue for their business, Four Seasons would not be able to develop an effective strategy for minimizing their impact on the Earth.

By stating their aims, Four Seasons touches on another piece that effective environmental policies must contain: what is the end goal? Four Seasons understands that in order to reach their objectives they must work with both their guests and employees. These are two vital groups that can have a large impact on sustainability efforts and Four Seasons is wise to include them. I believe it is also important that Four Seasons join with their business partners and the communities in which they operate. Both of these stakeholders have a keen interest in the strength and character of Four Seasons’ business practices.

What their Supporting Sustainability statement lacks is how Four Seasons will measure their success in relation to their goals. For example, they could develop specific and measurable energy reduction targets to be met by 2015 at all of their properties. The absence of an enterprise-wide environmental program with goals for all properties is setting Four Seasons up for inconsistent programs across their brand. I believe this may lead to an appearance that sustainability is not a true core value for the company.

Searching the internet provides several examples of “green” programs that take place at Four Seasons hotels. There are gardens, a few sustainable meeting packages, and even some green lodging awards. These initiatives are very encouraging and show that many Four Seasons properties are taking steps toward protecting the natural world; however, the lack of a corporate-wide program means inconsistent and potentially uninspired local offerings are inevitable.

For example, I found one Four Seasons Hotel’s website in which “Green Initiatives” is the seventh item listed under the Conference Planning page. The sustainability offering falls below technical assistance, music and entertainment, receiving and maintenance, welcome amenities and VIP gifts, spouse programs, and family programs. I understand that what sets Four Seasons apart in the hospitality industry is their close attention to all aspects of a meeting and this thorough list of offerings is proof that they can accommodate all conference needs. At the same time, I am discouraged to find “green” initiatives last in the list of services offered to Four Seasons’ guests. Its position within the list matters. I was forced to scroll down two pages to find the first mention of “green.” Having studied and worked with sustainability programs for many years, I believe this makes the “Green Initiatives” offering at this Four Seasons Hotel appear to be an afterthought. Added to the bottom of the list, the sustainability option may seem to be offered because it is in vogue rather than being a corporate value of the company. Four Seasons truly has a “Golden Opportunity” to bring sustainability into every part of its operations and avoid the potential mixed-message that situations like this create.

Four Seasons is a leader in the hospitality industry because they know how to run a world-class organization. The time is ripe for them to bring the exceptional execution they apply to other parts of their business into focus on a company-wide sustainability campaign. Not only will this decrease their operational costs and get them in-line with the rest of the industry, going “green” can provide a year’s worth of content for social media marketing and will no doubt drive new business, something even this prestigious company can use in today’s economic climate.

An effective plan would be to hire a Chief Sustainability Officer who can create a robust environmental mission statement and develop an environmental action plan for the entire organization. As is quickly becoming the norm, Four Seasons should be transparent about their entire sustainability project and publish an annual report documenting all of their environmental work.

Making sure employees embody The Golden Rule every day allows Four Seasons to offer consistent and outstanding service at all of their properties. To ensure the success of a new sustainability program, Four Seasons will need to train their staff to incorporate “green” ideals into everything they do. Knowing how well they execute day-to-day operations as well as special projects, I am sure that Four Seasons will develop and implement an innovative and exciting environmental sustainability program when they turn their attention to this “Golden Opportunity.”

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19
May

Environmental Mission Statements: Starwood Shows Their Commitment

This article is cross-posted on Environmental Leader.

In my last two articles, I summarized a variety of hotel environmental policies and outlined a three-step process for developing a strong environmental mission statement. The following analysis of how one lodging company has chosen to develop their commitment to sustainability will provide guidance on how to incorporate a tangible plan to protect the Earth into your own business.

Starwood Hotels and Resorts Worldwide, Inc. has published an excellent Environmental Sustainability Policy on their website.

We, at Starwood Hotels & Resorts Worldwide, Inc., believe that economic growth and the well-being of society are inextricably tied to the health of the environment. Accordingly, we embrace our responsibility for environmental stewardship and are committed to integrating leading environmental practices and sustainability principles into our core business strategy.

Through collaboration with our hotel owners, franchisees, suppliers and business partners, we will actively work to reduce the environmental impact of our business activities and to continually improve and innovate on practices aimed at:

  • conserving natural resources,
  • minimizing waste and pollution,
  • enhancing indoor environmental quality,
  • establishing and reporting on key environmental performance indicators, and
  • raising environmental awareness among our associates, guests and communities.

We acknowledge that, in many ways, we, like the global community we serve, are only in the early stages of developing and implementing the many changes that will be necessary to achieve these vital goals. Nonetheless, we strongly believe that our efforts to support a healthy environment serve the interests of both current and future generations and constitute the foundation for enduring success.

Starwood’s understanding that the planet, people and profits are all inextricably linked is clear in the intialparagraph of their policy. Accepting this “triple bottom line” concept is an essential first step in developing an environmental mission statement, because it answers the question of why sustainability is important to their company. In addition, Starwood acknowledges their accountability and states their commitment to environmental responsibility in their opening sentences, which are strong points that create an impactful introduction to an environmental mission statement. Starwood has been effective in defining why the protection of the natural world is important to their organization.

In the second paragraph of their policy, Starwood’s environmental goals are presented in a clear manner and cover important “green” topics both inside and outside of their hotels. The objectives include an educational component, which is a critical piece in changing business practices and personal habits. They list hotel owners, franchisees, suppliers and business partners as the stakeholders with whom they will work to achieve their environmental objectives. Not including clients in this list of active “green” participants working toward Starwood’s environmental goals may result in their missing an important opportunity. In the past few years, there has been a surge of interest in environmental sustainability. Developing an explicit partnership with guests that goes beyond education is an important way to leverage the energy and commitment to protecting the Earth that an increasing number of clients posses. If invited to become involved, interested guests could help Starwood progress in their sustainability commitments. Those who opt not to participate will simply be aware that Starwood is actively seeking to work with all of its stakeholders to become increasingly “green.”  Not including guests underestimates the role this group can play in making Starwood’s Environmental Sustainability Policy come to life.

Many hotel companies incorporate a generalized statement about endeavoring to protect the natural world that lacks the specificity required to promote measurable change. Others claim they are currently engaged in sustainable practices, which does not provide incentives for them or their stakeholders to do more. Starwood sets itself apart by boldly stating a plan for success that seeks to “continually improve and innovate” their environmental practices. In doing so, they have set a bar they can never fully reach, creating an ideal situation that propels them ahead as they persistently explore new “green” avenues for improvement.

Unexpectedly, Starwood closes their environmental policy by acknowledging the nascent stage of their environmental efforts and admitting they have a lot of work ahead of them. Despite their identification with the many other companies that trail behind in implementing sustainability initiatives, Starwood demonstrates their willingness to take large strides toward a new way of doing business with their public statement about the many changes that are necessary in order to move their company in a “green” direction.

Starwood’s environmental mission statement includes all the three pieces of an effective statement: Why is environmental responsibility important to the company? What is the end goal? How will the business measure their success? Starwood logically outlines why they are interested in protecting the Earth, how they plan to lessen their impact on the natural world by listing their “green” goals, and explains that they will deem their efforts successful only if they work to continually improve them.

While well-crafted overall, Starwood’s policy misses a potential opportunity that provides us with another occasion to learn about effective environmental mission statements. I believe that if encouraged to become involved, clients who hunger to do more to help the environment will spend their own time working with brands they value. Some may simply tell friends and family about a new local business in which they believe and that they want to succeed. Others will do much more. Many of Starwood’s clients are meeting planners who might wish to reduce the energy and materials consumed at the events they coordinate. If asked by Starwood to engage their attendees, most planners would be happy to ensure their meeting participants are aware of the ways in which they can help minimize the impact of their conference, such as recycling and turning off lights. Customers who seek more should be offered opportunities to become involved in addition to environmental education, but exactly how companies reach out to their clients will vary depending on the organization’s “green” goals.

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7
March

Environmental Mission Statements: How To Develop Your Own

This article is cross-posted on Environmental Leader.

In my last article, I outlined the environmental mission statements and polices of nine hotel companies. It was interesting to compare how these organizations chose to define their relationships with the Earth. All companies understood that operating their properties has significant effects on the natural world. Most discussed how they plan to protect the earth. Several listed goals they have developed in order to minimize their impact. A handful provided clear tools they will utilize to achieve these goals. While the interest in environmental sustainability these companies have shown through their policies is very important, I believe focused environmental missions are much more effective than general statements of how a company interacts with the our planet.

The number one hurtle many organizations face when looking to bring sustainability into their company is the same obstacle that slows down many new initiatives. Executives have a difficult time defining a road map. They do not know how to begin the process of making the products and services they provide more environmentally sustainable. This is where a strong environmental mission statement is crucial.

An environmental mission statement is the sum of three parts: Why + Goal + Success

  1. Why is this topic important to us? - We believe …
  2. What is our end goal? - We want to …
  3. How is success measured? – We envision a world ….

Taken separately, these three questions are powerful enough to spark conversation and suggest that change is in the air. When grouped together, they can light a “green” torch will illuminate the best path forward.

Why is this topic important to us? The reasons are almost infinite. There may be an operational problem which needs to be solved. Stakeholders may have become restless about the status quo and are demanding change. Incentives may have been put in place by the government. Maybe other major players in the industry are already starting to move toward sustainability and you do not want to be left behind.

Whatever the reason, you have to be honest with yourself about why you are ready to go “green.” Very often a variety of factors are at play. Each and every one of these should be documented and vetted. Together they will enable you to figure out what is important to your organization. Understanding the reasons behind the change allows you to move with confidence and passion.

Why sample – “We believe developing environmentally sustainable business practices is a vital step toward decreasing our company’s carbon footprint, increasingly its competitive advantage, and preparing for inevitable government regulations. ”

What is our end goal? I believe that given the choice, all business leaders would elect to run their operations as cleanly and efficiently as possible. How does that look in your business? Will your products be produced with 100% recycled material? Will travel be replaced by virtual meetings?  Can your people work remotely 85% of the time?

These seemingly basic questions create an outline for what needs to be done. Even within the same industry, hospitality for example, a hotel’s path to “green” differs from an airline’s which differs from a travel agency’s which is not the same as a cruise line’s course to environmental sustainability. Looking at the ways in which your business negatively impacts the earth and defining all the areas in which you need to change will help bring your road map into focus. Keep in mind, your environmental mission statement should evolve as your company and our world move ahead. Consider it progress when you have to edit your statement because you have accomplished your goals.

Goal sample – “We are working to assess the full extent to which our products and services touch the natural world. We will finish this process by August 1st, 2010 and use the findings to develop a strategic green vision to be launched in January 2011.”

Be bold when developing your goals. This is a time for action.

How is success measured? Close your eyes to block out distractions and image the possibilities. Research is now revealing that daydreaming to be another effective method for developing creative ideas. So, choose your means and image your successful end.

Envision your customers, your employees, your office, and your suppliers. What are they doing in five or ten years? How about in 15 or 20 years? Image beyond today’s technology. How are your goods and services packaged, distributed, sold, used, and recycled? Who purchases them and why? Do not worry if your vision seems a bit out of reach. A lofty goal will rally your employees to find creative ways to make it a reality.

How sample – “We are striving to revolutionize our industry and change our world. We envision products that honor the materials from which they are made and inspire those who use them. They can be recycled by simply leaving them out in the rain. They can last for a lifetime if stored in a cool, dry, and sacred place.”

Some will say that having goals is too specific for an environmental mission statement and should be reserved for an annual environmental report. I disagree. Placing all of one’s efforts into an annual report can lead to an environmental policy that is too generic, such as, “We will ensure that our products are safe for the earth and its people.” Annual reports are incredibly important and should discuss the story behind developing, pursuing, and achieving your goals.

Mission statements, on the other hand, are made to inspire action. Without clearly stating why you are seeking change, defining your goals, and how to measure their success, an environmental mission statement does not live up to its potential.

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15
February

Environmental Mission Statements: A List of Hotel Sustainability Policies

This article is cross-posted on Environmental Leader.

A mission statement can help an organization navigate difficult times. I wonder how many hoteliers used their mission statements to remind them what of mattered most to their company during the past 18 months. As is true with many sectors of the world economy, 2009 was the worst year in recent memory for the hospitality industry. Meeting planners and business travelers moved to on-line conferences whenever possible and overnight vacations became a luxury for many people. Despite these financial problems, hotels and their investors understand the importance of developing a sustainable product and have been investing in green technologies.

This is the first in a series of posts that will investigate environmental mission statements. The articles will focus on how to develop an environmental mission statement, which companies have them, how are they being used, and discussing whether environmental mission statements are necessary. I have started by compiling links to the environmental policies and statements of several well-known hotel organizations.

Fairmont Hotels & Resorts – One of the first hotel companies to incorporate sustainability into their organization, Fairmont’s Environmental Policy outlines  their commitments to protecting the natural world. Mission Statement

Four Seasons Hotels and Resorts – While it is not a true environmental mission statement, the “Supporting Sustainability” paragraph on their Corporate Values page summarizes Four Seasons’ stance on being “green”.

Hilton Worldwide – A Sustainability Statement and an Environmental Policy are both available on Hilton’s Sustainability web page. Measurable goals are documented and ways to achieve them are noted. Mission Statement

InterContinental Hotels Group – Listing eight steps it will take to improve its relationship with the earth, IHG’s Environmental Policy is clear and aggresive. Their Green Engage program is an industry leading environmental initative and shows they are serious about their mission. Mission Statement

Kimpton Hotels and Restaurant Group, LLC – The foundations of the EarthCare program were set almost 30 years ago. Since then, Kimpton has dedicated itself to innovative “green” practices across all of its locations. Mission Statement

Marriott International, Inc. – Spirit to Preserve is the sustainable arm of Marriott’ s Social Responsibility and Community Engagement program. In their Social Responsibility Report, J.D. Marriott says, “An integrated green strategy is a business imperative”. While Marriott has several partnerships with international conservation organizations, I am unable to find an official environmental mission statement.

Omni Hotels and Resorts – Similar to other hotel companies, Omni Hotels does not have a specific environmental mission statement. Instead, they provide information on their Environmental Stewardship practices.

Starwood Hotels and Resorts Worldwide, Inc. – Their Environmental Sustainability Policy is clear and professional, outlining the five “green” areas on which they are focused. Mission Statement

Wyndham Worldwide Corporation – The Wyndham Green program is well defined on-line. Their Policy Statement defines their thoughts on the environment, provides local and global goals, and lists seven areas of focus. The site also provides links to their Green Scorecard and Core Initiatives. Mission Statement

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19
September

Is LEED Really Leading?

Until recently, when I talked with people about LEED certification, I typically needed to follow the acronym up with the term “green building”. Although the standard has been around since 1998, it remained mostly unknown to a large segment of the population. This has been changing recently as following LEED guidelines has become increasingly popular with new construction projects across the country. My company’s building is pursing accreditation and our town library was awarded LEED certification two years ago. LEED is in the news more often but unfortunately, the press it is receiving is not always positive.

LEED stands for Leadership in Energy and Environmental Design and contains several different standards, including one for new construction and major renovations of corporate and public buildings as well as one for the operation and maintenance of existing buildings. New construction is focused on five areas: sustainable site development, materials selection, energy efficiency, water savings, and indoor environmental quality. Buildings are ranked on a 100 point scale in which 40 – 49 points earns a Certified ranking, 50 – 59 brings Silver, 60 – 79 equals Gold, and projects over 80 points are rewarded with Platinum LEED certification. The 14,000 buildings across the US that have received LEED accreditation or are in the process of pursing certification must certainly be state of the art, environmentally efficient, and cutting edge, right? Not always. I believe that LEED has been a fantastic stepping stone toward sustainable building design and construction but is not always leading the way to a “green” future. Others agree.

The United States Green Building Council (USGBC), which developed LEED, was the focus of a recent New York Times article on its previous standards. Evidently, the Federal Building in Youngstown, OH is Certified LEED but failed to be energy efficient enough to earn the Environmental Protection Agency’s (EPA) Energy Star label. After reviewing last year’s energy bills, the cooling system seems to have contributed to the building’s inability to become an Energy Star Partner. It has become obvious to the USGBC that annual performance needs to be tracked and they announced last week that existing LEED buildings will be asked to voluntarily send in their energy bills. They also have plans to require new projects to submit five years of energy use data as part of their certification process. This is certainly great news and shows that the developers of LEED are willing to analyze their program and adapt their credentials for the betterment of all. But they seem to have a fair amount of work to do. Their recent standard came out in April of this year and as my story below illustrates, the criteria can still guide participants into questionable practices while constructing their buildings.

This week I worked at a new convention center on the East Coast. I was happy to learn that it was applying to be a Certified LEED building. Good for them, I thought. It appears that most new large construction projects today are pursuing some level of LEED certification. When I walked into the south hall, I was surprised to see most of the carpet was stained and deeply discolored. I assumed that something had happened during its installation but was later told that in order to gain LEED points, the carpet was being reused from an old exposition center on the property that was being converted into offices. This fits into the “refuse, reduce, reuse, and recycle” mantra but I felt odd about what I saw. This must be a good idea, I told myself, despite the stains and the general “something is not quite right here” feeling I got when I saw the old, worn carpet next to the new, bright carpet.

Yesterday I entered the center at 7:30am and saw a crew of four people cleaning the carpet. When I left for lunch, I saw the same people continuing to clean the carpet. And when I called it a day at 6:30pm, guess what? They were still cleaning the carpet. All that work and the stains seemed just as noticeable as ever. And I thought, all of this for some LEED points?

The carpet cleaning was not working and I assume pressure from management will make them use less benign cleaning agents to remove the stains before the sales office begins giving tours to potential clients. If this happens, then everyone involved in the project may feel that LEED points do not make sense. Put in old carpet and clean it with toxic agents? That just doesn’t add up.

What if I am wrong and the stains are left as I saw them today? Management will certainly feel they need to explain the stains to visitors and will educate everyone who steps into the building as to why the carpets of a brand new convention center look twenty years old. I can hear the comments now. “This is LEED? I don’t like it. I’ll think twice about looking into it when my company is ready for a new building.” “Can’t those tree huggers allow our town to have a new, clean center we can be proud of? These stains are horrible.” And so, with either path the center chooses, cleaning with un-natural products or leaving the rugs stained, LEED’s reputation will suffer.

I am left thinking that the USGBC needs to revamp their LEED criteria so it guides those seeking certification toward pragmatic solutions rather than suggesting confusing strategies. Maybe it is time for them to pull into a rest area, review a road map, and make sure they are truly leading us in the right direction.

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15
August

Kimpton Knows What It Takes to Be Sustainable

The dawn of the green movement in the hospitality world goes back further than one might think. While many companies in the hotel industry have only recently embraced the environmental aspects of corporate social responsibility (CSR), Kimpton Hotels and Restaurants has over 25 years of experience caring for both the earth and its people. They provide several examples of how to do well by doing good. I believe it is time for the entire world to follow Kimpton’s example and reinvent the way we do business by re-prioritizing what really matters. I am talking about incorporating profits, people, and the planet into ones organization and using Kimpton as an example of how to make this happen.

I do not think anyone would be surprised to learn that it was Kimpton’s first hotel, the Bedford in San Francisco, that in 1981 began looking after its waste in a sustainable manner. Or that the “Eco Floor” at Hotel Triton, another SF establishment, set the bar for environmentally sustainable lodging in 1994, literally helping California write their Green Lodging Program standards. The West Coast just seems to have a knack for combining their social and environmental causes with their business ethics. But after the initial excitement has faded, how does a company sustain its commitment to the environment for over a quarter of a century?

According to a speech at last year’s EcoCity 2008 conference, Steve Pinetti, Senior Vice President of Sales and Marketing at Kimpton, said being green requires two things: weekly meetings and a dedication to reach ones goals knowing the road will always be rocky. “Adults are like college students. Give them a month between meetings and they will wait until two day before and try to cram.” Mandating weekly meetings is absolutely an important step because it allows people to maintain their focus on the end goal. After talking about frequent meetings, Mr. Pinetti then gave an outstanding example of the dedication his company displayed while trying to grow its sustainability program.

When Kimpton decided to switch to earth-friendly cleaning products at all of their hotels, they ran into obstacles again and again. Unable to find a national supplier, they had to deal with six regional suppliers, which naturally increased the complexity of the entire project. Then when experienced cleaning personnel said, “I don’t see any foam. These products don’t work,” Kimpton embarked on a company wide campaign designed to educate their housekeeping staff on the differences between traditional and sustainable cleaning products and how to effectively use the new, green cleaning agents. After training, the hotels complained that these products still did not work, so Kimpton continued to find a solution that would make their goal of using earth-friendly products a reality. They hired a water engineer to test the water at each of their properties and guess what they found. There were nine distinct waters, all with their own pH, across their organization and each water required the cleaning solution to be fine-tuned so it would work effectively.

What began as a relatively simple project took one year but in the end Kimpton had a sustainable cleaning solution. It also had first hand experience about what it takes to truly commit an organization to walking a green path. Today, Kimpton’s dedication is as strong as ever. Here are several examples of what they do to protect the planet and its people.

EarthCare, Kimpton’s flagship environmental program, is as much a philosophy as it is a standard. Employees are empowered to make the choices they believe will make a difference. Every hotel has two EarthCare Champions, employees who lead the initiatives at their own properties and meet with champions from other hotels on a weekly basis to discuss their latest triumphs and work through their most recent setbacks. Since 2005, all hotels and restaurants in the Kimpton family have been required follow the EarthCare program. Now they each adhere to a 50 point list which includes using recycled paper, removing phone books from guestrooms (they remain available upon request), and conducting efficiency audits on their water reducing technologies.

Providing guests with a green meeting option is now common place in the industry. Events at Kimpton properties are always eco-friendly because they were the first company to roll out twelve sustainable practices to all of their meetings at all of their hotels nationally. With Kimpton, every meeting is a green meeting and another opportunity for the company to showcase its true commitment to sustainable hospitality.

During the summer months, Kimpton actively educates its guests and the public-at-large about The Trust for Public Land (TPL), a non-profit focused on preserving community land for people to enjoy. TLP’s Parks for People program is a key focus of Kimpton’s fund raising efforts and hotels will donate $10 per room night when guests request the “TPL Rate”.

Rounding out its social responsibility initiatives, Kimpton donates 100% of its profits from many of the products on its on-line shopping site, Kimpton Style. The Live accessories fund Kimpton’s Red Ribbon Campaign to fight HIV while all proceeds from the Eco line go to Parks for People and money from the Travel & Gifts page are donated to Dress for Success, a organization helping low-income women move into the workforce.

The successes, as well as the stumbling blocks, Kimpton has achieved showcase that they know what it takes to effectively implement a triple bottom line strategy into their business model. I find it very telling that Steve Pinetti’s email is available if people want to share their green travel tips with Kimpton. In many other companies, sustainability is handled by someone in operations, not the Vice President of Sales and Marketing. To be sure, Mr. Pinetti is not alone in developing Kimpton’s eco-strategy, but he appears to be intimately involved. To me it says that being sustainable is such an important aspect within Kimpton that the responsibility to manage the company’s green efforts is linked with the responsibility to manage the entire business. That is impressive as well as encouraging, and a piece of wisdom any organization can use when they begin to focus on people and our planet as well as profits.

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18
July

Green Engage – IHG's Answer to Global Warming

In early 2009, InterContinental Hotels Group (IHG) launched its own on-line sustainability program. Designed to aid hotel managers in reducing the waste, water, and energy consumption of their properties, Green Engage is revolutionary within the hospitality industry. Never before has a hotel company developed their own tool to measure, assess, and reduce the resources they use and the garbage they create.

Green Engage was conceived after IHG completed an extensive consumer research project in 2008. In addition to the standard guest wishes of ‘nice location’ and ‘good price’, they noticed that more people were interested in hotel sustainability practices than ever before. Combining this new data with their own interest in reducing the green house gases of their properties, the concept of a single, on-line application that would allow all IHG hotels to document, manage, and report their sustainability efforts was born and Green Engage was rolled out in January 2009.

Green Engage lives up to its name, providing data and suggestions for every department a of  hotel beginning with the site selection process for new properties.  During the construction, guidelines for sustainable materials are provided and information on IHG specific concerns, such as creating an effective and efficient building envelope to “maintain the desired indoor conditions and … permit the use of natural ventilation, passive heating, and day-lighting” are available.

Super efficient HVAC, lighting, and mechanical systems are suggested as a good way to reduce the hotel’s consumption and publicly showcase the efforts each IHG hotel is making toward becoming a more sustainable operation. The progress of all hotels is available to all lIHG properties so managers are able to research which green initiatives best suit their property and which programs will provide the best ROI.

IHG created the Green Engage platform to be used at all 4,100 of their properties and last year began training its Americas Region on what sustainability means to a hotel. Green Aware (About, Water, Air, Recycling and Energy) courses were provided to managers at approximately 500 hotels. And it does not stop there.

In September 2008, IHG moved its corporate headquarters into a new, green building in Denhem, England. This state of the art, sustainable building includes the Green Room, a mock up of their “room of the future,” that will allow them to test new sustainability products and systems before rolling them out to some of their 620,000 guestrooms world wide. For the rest of the building, not only were local, sustainable suppliers given preferential treatment, 400 tonnes was construction debris was spared from a life underground in landfills. Instead, 90% of the project’s waste was reused or recycled, reducing green house gases, bringing new life to previously used materials, and in the end, sustaining life for us all.

IHG provides another example of a company that “gets it”. Bringing sustainability into an organization does more than protect the earth. Being green provides cost savings from increased efficiency and conservation. These efforts can be rolled into new marketing opportunities focused on the rapidly growing eco-consumer. Sustainability programs can also make sure a business is ahead of the inevitable regulation that will stop those who lag begin in their tracks and reward those who stayed ahead of the curve. Like FairmontHotels and Resorts, IHG is leading the way in green hospitality, showing everyone that green business is good business.

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