Title Page

Executive Summary (summary of the main findings of the report 300 words)
Table of Content
1. Introduction (all intro 300 words)
1.1. Background (what has come before the report to make it necessary for it to be written)
1.2. Aim (what is the main aim(s) of the report)
1.3. Scope (how will this aim(s) be covered, in what sections, what areas wont be
discussed)
2. Introduction to the Trend
2.1. Trends Background
2.2. Trends impact on the Hospitality Industry
2.2.1. Positive Impact
2.2.2. Negative Impact
2.2.3. Overall Positive Force
3. Trend Situational Analysis
3.1. PESTLE Analysis
4. Ten Recommendations for a Hotel to Marketing to Trend Followers
4.1. Recommendation One
4.2. Recommendation Two
4.3. Recommendation Three
4.4. Recommendation Four
4.5. Recommendation Five

hotelier may also partner with hotel schools to predict the energy savings attributable
to these measures by using their statistical software of multiple regressions
4.6. Recommendation Six
4.7. Recommendation Seven
4.8. Recommendation Eight
4.9. Recommendation Nine
4.10. Recommendation Ten
Adoption of systems for tracking and reduction of resources and wastes
Use resources efficient appliances
Transition to renewable energy sources
Recycling of material
Educating guests and employees to display environment friendly behaviour
Local sourcing to reduce transport related environmental impact
Co- operation with other firms with high environment standards and compliance with legislation
5. Conclusion & Recommendations (summarise the main points of the report and make
recommendations for any further research) 300 words
Reference List (strict BM Harvard or APA format, references cant be in the list if theyre not given
at some point in-text)

1.1. Background (what has come before the report to make it necessary
for it to be written)
The hotel industry represents one of the most important sectors of the travel
and tourism industry and is the worlds largest single employer.
Compared to most other categories of commercial buildings, lodging facilities
are unique as regards to operational plans, the types of amenities and services
offered, as well as the resulting patterns of natural resource use. Many of the
services provided by hotels are resource-intensive, resulting in a significant
ecological footprint. Indeed, tourism is one of the three main sectors impacting
the environment, after industry and agriculture.
Hotels interact with the environment at every stage of their life cycle. A typical
life cycle analysis tends to show that the siting of the hotel and the
construction phase represent less than 10 % of the total amount of energy
consumption over a 50 year period, thus demonstrating the importance of the
environmental impact during the hotels operational phase (Despretz, 2001).
Therefore, the main environmental impact is most significant during the
operational phase of the hotel, which is why efforts have to be made to reduce
those environmental impacts.
The following figure illustrates the main environmental elements involved in
running a hotel. The input describes the material needed for the operation
of a hotel; the output is the emission or by-product caused by the operation
of the hotel.
Hotels have a direct influence on the input and output.

Keyenergyefficiencysolutionsaugustfinalversion
Despretz H. (2001), Green Flag for greener hotels. Valbonne:
European Community, ADEME, ARCS, CRES, ICAEN, IER, SOFTECH.

Over the years, the focus on environmentally responsible behavior has grown dramatically
from hardly being talked about to being a major concern for the travel and tourism industry
(Gustin and Weaver, 1996). According to Vora (2007), 43 million U.S. travelers have
indicated their worries for the environment. Practices such as saving water, saving energy,
and reducing solid waste were three of the most common things green hotels were doing to
help the environment. But, even more important than water usage and reducing paper waste
were changes like eco-cuisine, energy efficient lighting, installing hinge activated lighting,
and using electronics such as email and electronic check-in versus using paper (Wolff, 2008).
These efforts had been continuously growing over the past few decades. Since green hotel is
a relatively new concept, it is interesting to explore the perception and attitude of consumers
toward green hotel/resort concepts in the twenty-first century.
(Ogbeide, G. C. (2012). Perception of green hotels in the 21st century.Journal of Tourism
Insights, 3(1), 1.)
Vora, S. 2007. Business travelers go green. Forbes. http://www.msnbc.msn.com/id/19417697/
(accessed April 19, 2012).
Wolff, C. (2008). Second Nature. Lodging Hospitality, 64(2): 24-26.
Gustin, M., and P. Weaver. 1996. Are hotels prepared for the environmental consumer?
Cornell Hotel and Restaurant Administration Quarterly 20 (2): 1-14.
It's becoming easier to make eco-conscious choices as you hit the road, since more hotels
now incorporate green practices into their business. In the past year, the number of hotels
with LEED certification, an official designation from the U.S. Green Building Council

(USGBC), has jumped from 120 to 170, with another 950 in the process of seeking status.
Hotel owners understand that there is growing demand for going green," says Jacob Kriss,
media associate at the USGBC. A 2009 study by Deloitte found 40 percent of business
travellers are willing to pay more for a green hotel and 38 percent of business travellers
actively seek information on green hotels.
At the same event, Patricia Griffin, president of the US-based Green Hotel Association,
added: Greening is a path or a journey.there is no end as new products and ideas appear
every day. From her organisations point of view greening is about encouraging hotels
that are ecologically responsible...It is all about conserving and saving, from water and
energy through waste to money....Very few people go to a hotel for the hotel itself; they go for
the location, she said, but guests demand that their rooms are clean. Our noses are the most
important determinant for whether a hotel is clean. Griffin believes that supplying green
cleaning products to hotel housekeeping staff provides an additional benefit that workers
realise the management cares about their health and safety as well as benefits for guests
(Eisberg, N. (2009). To go green or not to go green. Chemistry & Industry, (22), 4. )

1.2. Aim (what is the main aim(s) of the report)

the aim of this paper is to offer a review of the how the global hotel industry publicly communicates
its approach to sustainability via a simple exploration of the extent to which world's top ten hotel
brands report on their sustainability commitments and achievements and to offer some reflections on
these commitments and achievements.

2.1. Trends Background

Among the activities that have a major impact on the
environment, hotel energy consumption is fundamental. Hotel
facilities rank among the top five in terms of energy consumption
in the tertiary building sector (only less than food services and
sales, health care and certain types of offices) (US EIA, 1998).
Although no collective data is available on global energy
consumption in the hotel sector, Gssling (2002) estimates that
97.5 TWh of energy was used in hotel facilities worldwide in 2001.
Furthermore, European hotels generate nearly half.
The world total of hotel rooms (Eurostat, 2006) was estimated to
use a total of 39 TWh (terawatt hours) in 2000 (CHOSE, 2001).
Considering almost 80% of the energy in the world is derived
from fossil sources (IEA, 2005), the sectors contribution to global
environmental problems, including global warming and climate
change, is not negligible. It is estimated that a typical hotel
annually releases between 160 and 200 kg of CO2 per m2 of room

floor area, depending on the fuel used to generate electricity,

heating or cooling (EEO, 1994). Global hotel-based CO2 emissions
were assumed to be at the level of 55.7 Mt in 2001 (Gssling,
2002), while Bohdanowicz (2005-a)??? estimates that European
hotels emit more than 10 Mt of carbon dioxide annually given
the estimated energy consumption of 39 TWh annually.
. Bohdanowicz P. (2005-a), European hoteliers environmental attitudes: Greening the
business. The Cornell Hotel and Restaurant Administration Quarterly 46, 188-204.
2. CHOSE (2001), Energy savings by combined heat cooling and power plants (CHCP) in
the hotel sector. Stockholm: Commission of the European Communities, Directorate
General for Energy.
3. Despretz H. (2001), Green Flag for greener hotels. Valbonne: European Community,
ADEME, ARCS, CRES, ICAEN, IER, SOFTECH.
4. EEO Energy Efficiency Office (1994), Introduction to Energy Efficiency in Hotels
(Garston, UK: Energy Efficiency Best Practice Programme, Department of the
Environment, BRESCU), 5, 24.
5. Eurostat European business (2006), Chapter 19: Hotels and restaurants.
6. Gssling S. (2002), Global environmental consequences of tourism, Global
Environmental Change 12, 283-302.
7. IEA (2005), Key world energy statistics 2004. Paris Cedex: International Energy
Agency.
8. US DOE/EIA (2002), 1999 commercial buildings energy consumption survey.
Washington DC: US

There are a number of key areas within a hospitality establishment that need to be considered
when reducing negative environmental impacts.
Energy Management: The hospitality sector is a huge consumer of energy. Methods for
managing energy in hospitality establishments can include:
Reduction in energy consumption, i.e. switching off air-conditioning units when not in use,
blocking sun with window tinting and/or blinds, installing solar hot water heaters
Replacement of old equipment, i.e. purchasing of high energy efficient equipment
Regular maintenance of equipment, i.e. enforcing a fixed maintenance schedule to keep
equipment running appropriately
Replacement of fossil energy sources with renewable ones available locally, such as wind or
sun (solar power)
Phase out of CFCs (chlorofluorocarbon) in refrigeration products and replacement with
internationally accepted agents
Energy savings is a topic that has been at the forefront of conversations around the world for
the past few years. Whether it's a global warming debate or the latest in hybrid autos, it's all
about energy. For the hospitality industry Energy Savings has a special role. Saving energy
helps the planet-sure, but it also has a very positive effect on both your bottom line and the
positive way in which your guests view your property. Many guests prefer to stay at energy

friendly properties versus those that are not able to demonstrate and promote their green
status.
Energy is expensive, and it's not going to go down anytime time soon. So answering the
question about - why save energy ? - may seem like a Duh. . . !! sort of subject. However,
many hotel managers are unaware of the significant dollar savings that are possible by
reducing the amount of energy that is wasted in connection with guest room operations.
Energy - Excessive energy use is extremely costly and with minor
adjustments, it can lead to massive cost savings. According to Gssling et.
al. (2005), "the average energy consumption per bed per night in hotels
might be in the order of 130 Megajoules. Hotels generally use more
energy per visitor than local residents, as they have energy intense
facilities, such as bars, restaurants, and pools, and have more spacious
rooms" (Gssling et. al. 2005:6). Studies have determined that a hotel
emits an average 20.6 kg of carbon dioxide per night (Gssling et al.,
2005).
(Gossling, S, Paul Peeters, Jean-Paul Ceronc, Ghislain Duboisd, Trista
Pattersone and Robert B. Richardson. 2005, 'The Eco-Efficiency of
Tourism.' Ecological Economics, vol. 54, no.15, pp. 417-434)
The primary goal of home energy efficiency initiatives might be to reduce
total energy consumption, but these projects could have a negative
impact on public health if we do not take care.
Global climate change has been called the biggest global public health
threat of the 21st century and energy efficiency is a key tool in our
efforts to reduce greenhouse gas emission levels.
Energy efficiency is the extent to which energy is used
effectively in your business to deliver products and services
to your customers. By becoming energy efficient you avoid
unnecessary consumption of energy.
Achieving energy efficiency in your business will involve a
number of activities such as behaviour change, which may or
may not be coupled with smarter equipment choices and use.
Understanding how and where you use energy is an important
first step, more important than just buying new equipment that
consumes less power.
2.2. Trends impact on the Hospitality Industry
2.2.1. Positive Impact
Energy consumption contributes significantly to a hotels operating cost.
In general, energy cost
account for 4%-8% of total operating costs, and in PDMCs this can reach
up to 25% of operating cost.
This results in expensive hotel rates that can lower a hotels competitive
edge in the tourism market.

Energy efficiency offers hotels a quick and low-investment method of

reducing energy-use without
compromising guest comfort.
Energy efficiency can reduce a hotels energy cost by 10%-40% depending
on the measures taken.
This in turn lowers the hotels operating cost, resulting in a higher profit
margin and increased competitive ability of the business
Energy generation is the largest source of human-induced GHG emissions. GHG
emissions cause
global climate change, which in turn affects human habitation and livelihood in
many ways:
The Intergovernmental Panel on Climate Change (IPCC 2007) predicts a 2-6
degrees Celsius (C) rise
in global temperature by the end of the century.
Rising sea level damages coastal habitats.
Increased frequency of extreme weather conditions such as cyclones, droughts,
and floods
threaten food supply with impacts on agricultural products.
Increasing number of tropical-borne diseases impact human health.
Increased vulnerability to food production as a result of changes to temperature
and rainfall.

The hospitality industry has seen significant change as green initiatives

and sustainability have taken a more prominent role in todays world and
in the consciousness of our guests and our staff. The hotel operators now
understand how significant this responsibility is and the importance of
sustainability on a long term basic.
Green initiatives can affect all aspects of a hotel. Whether its in the front
office, the kitchen, the restaurant, the housekeeping, there is no any
department that isnt affected by sustainable practices. This impact helps
all department benefits.
Marketing / Brand image. Most of the major hotel
brands have incorporated some fashion of sustainability
platform into their brand definition. Sustainability
initiatives are routinely demonstrated in both marketing
materials and annual reports (for publicly traded
entities). Several brands have been repositioned to cater
to a younger generation of more environmentally and
socially-conscious customers. The effectiveness of
environmental certification programs to impact facility
selection at the consumer level has been less successful
to date based on HVS recent conversations with hotel
executives, most guests still select lodging based on
location, amenities, price, and brand reputation. There
has been somewhat greater market penetration for
certification programs within the corporate travel
sector, especially relating to the growing field of green
meetings and conventions.

Company image and hotel corporate reputation, are one of the most intangible
yet priceless assets a business can have. For hotels located in environmentally
or socially sensitive regions of the world, maintaining a good
Reputation is particularly important, especially in the face of pressure from
nongovernmental organizations (NGO), enlightened individuals and society
in general. Having a good company image can lead to competitive advantage
in the market. Some of the benefits of increased competitive advantage include
increased price premiums, attractiveness to customers, improved market
share, access to or creation of new markets, improved company image,
increased productivity of employees and operational fitness (Descano and
Gentry 1999; Bansal and Roth 2000; Rivera 2001). In the Canadian context, it
is becoming more common for environmentally progressive companies, such
as General Motors and Procter and Gamble, to choose to work with a hotel
facility based on the level of environmental commitment (Graci 2002). Several
hotels receive numerous questionnaires from companies requesting information
on their environmental practices. In 1997 the Canadian Government
announced it would only use domestic hotels with sound environmental
programs, forcing the industry to implement environmental initiatives if they
wanted to keep their public sector contracts (WWF/ IBLF 2002).
Guest experience. Hoteliers are increasingly
understanding that investments in environmental
technology can have a direct positive impact on guest
experience, which can affect both occupancy and ADR.
The new generation of intelligent HVAC systems and
energy management devices, coupled with a properly
managed maintenance regime, can result in significant
improvements in thermal comfort and indoor air quality
for both guests and employees. Improvements can also
be realized in the indoor acoustic environment, where
noise from building equipment such as fans, boilers and
compressors can negatively impact the guest
experience.
Customer Retention
Many individual guests base their decision to stay at a hotel facility on location,
amenities and service. The implementation of environmental initiatives
may play a small role in a guests choice of a facility. The influence from customers
however, occurs when their level of environmental awareness increases
and certain activities such as recycling are expected. Over the past 20 years
there has been a shift in the expectations and demands of consumers (Dodds
and Joppe 2005). The typical hotel guest of today is more sophisticated, and
to varying degrees is likely to be concerned about environmental issues such
as recycling bottles, cans and paper at home or making greener lifestyle
purchases such as organic vegetables or fuel-efficient cars. Despite first time
guests basing their decision to stay in a hotel on location, amenities and service,
returning customers may base this decision on the level of environmental
commitment (Graci 2002).

In a recent study, Canadian travelers have expressed a willingness to take

personal action with regards to choosing tourism services that are moving towards
being more environmental. One-third of the respondents say that they
would switch from a preferred holiday destination to another that supported
sustainable tourism, while four in 10 would try to find and use a travel agency
that adheres to environmentally sensitive guidelines. Over one-quarter (28%)
say they would pay a premium for an ethical and sustainable holiday (TNS
Canadian Facts 2007). Such customers are therefore attracted to businesses
(including tour operators and hotels) that can demonstrate an awareness and
responsibility for implementing environmental initiatives. According to a
survey conducted in 2007 by an Atlanta based market research company, 75%
of survey respondents indicated that it is important that the hotel they choose
follows environmental practices. This survey stated that Americans have become
more environmentally aware and have changed their behaviour and the
expectations of businesses they support (Green Lodging News 2008).
Following these trends, the Groupe Germain announced a brand new concept
for cheap-chic hotels that will be introduced in Canada. The hotels will future a series of
energy-efficient measures: heating and cooling with geothermal
systems, recovery of heat from outdoor air and exhaust air leaving the
building, recovery of heat from water used in commercial washers, energy efficient
lighting throughout, a main light switch for controlling all lights in
the room when guests check out, geothermal hot water heaters, geothermal
heated tiles on the ground floor, door contacts in stairwells to reduce lighting
by 50% when unoccupied, and a system of direct digital controls for ventilation,
cooling and heating. The first site of this hotel is in Montreal, Quebec.
The Groupe Germain identified that there is a shortage of these types of hotels
in Canada. This exemplifies that it is smart business practice to develop
hotels that cater to the ever growing green consumer market (Green Lodging
News 2008).
In addition, a number of organizations are now working with the hotel industry
for greener business venues including the Oceans Blue Foundation in
Canada which in 2001 launched a Blue and Green Meetings initiative. In 1998,
Fairmont Hotels and Resorts pioneered the concept of a green conference
program branded Eco-meet that educates and informs delegates about environmental
and heritage topics whilst fulfilling personal and organizational
environmental requirements. Its four key components comprise: eco service
(disposable-free food and beverage services, 100% recycled note pads, biodegradable
corn pens and recycling stations in meeting rooms); eco-accommodation
(recycling bins, optional sheet and towel replacement, energy-efficient
lighting, biodegradable soap, recyclable amenities and water saving
shower heads and tap aerators); eco-cuisine (menus that incorporate local,
seasonal, and organically grown food) and eco-programming (activities and
guest speakers) (Green Hotelier 1999).
Creation of a positive corporate culture / Employee
retention. The adoption of a sustainable corporate
culture can provide a distinct advantage in terms of
attracting and retaining talent. A 2007 survey conducted
by the U.S. employment website Monster revealed that
80 percent of young professionals are interested in

securing a job that has a positive impact on the

environment, and 92 percent would be more inclined to
work for a company that is perceived as environmentally
friendly (Source: www.monster.com, 2007).
Anecdotal evidence within the hospitality sector points
toward higher employee retention rates amongst
corporations where green ethics are prominently
displayed and adhered to within the workplace.
Employee Loyalty

Employees are identified as one of the greatest benefits to going green. Employees,
like hotel guests, are increasingly sophisticated and tuned in to current
thinking in society. As a result, they are far more likely to identify with
an employer whose principles and practices are in tune with current trends.
Environmental programs have proved to be an effective means of generating
enthusiasm and motivating staff to work as a team to achieve a common purpose.
Many hotel companies use environmental programs as a staff incentive
the financial savings earned are translated into cash or other rewards such
as in-house staff events or trips. Fairmont Hotels are famous for the development
and implementation of their green commiees that are instrumental in
the success of their environmental programs. The green commiees consist
of volunteers that are responsible for implementing environmental policies
and achieving the hotels goals (Reid 2006). The environmental commiee
makes recommendations to management at the operational level on how
things should be done. In 1998, an incentive program provided these Green
Teams with rewards for the completion of environmental initiatives. The
program, titled Seeing the Forest AND the Trees created friendly competition
between the individual Green Teams throughout the hotel chain. As
teams created and implemented environmental initiatives they were rewarded
with tree stickers displayed on a sticker board. At the end of the year the
Green Team with the most trees won n an all expense paid trip to the Caribbean
for all ten members of the team. The commiee also received the title of
Fairmont Hotels and Resort Green Hotel of the Year (Reid 2006). The success
of the Fairmont Green Partnership program was a result of the employees
hard work and dedication to caring for the environment. It also displays that
employees are increasingly caring about the environment, as in the Fairmont
(previously CP Hotel Chain) over 90% of the employees were supportive of
the green partnership program and their suggestions provided the basis for
the original action plan (Reid 2006).
2.2.2. Negative Impact
According to Jauhari and Manaktola (2007), consumers attitudes and
behaviors toward
who should pay for these green changes in the hotel industry vary from
one consumer to
another. A study found that, 11 percent were willing to pay 25 percent of
the costs, 40 percent felt hotels should pay 50 to 100 percent of the
costs, and 40 percent felt that they could pay 4 to 6 percent more while
staying at green hotels (Jauhari and Manaktola, 2007). Research in the
U.S. indicated that customers were not willing to pay extra to fund green
policies (Kirk, 1995). According to Yesawich (2008), 8 out of 10 Americans

claimed to be green by turning off lights and composting. Yesawich (2008)

also stated that 4 out of 10 leisure travelers would pick an
environmentally friendly hotel over one that was not. However, it seemed
that only half were willing to pay more to the environmentally friendly
hotel as compared to its non-green competitors. This reluctance to pay
more led Yesawich to believe that the consumers only followed through
with green practices because they felt it.
(Manaktola, K. and Jauhari, V. (2007). Exploring Consumer Attitude and
Behaviour toward
Green Practices in the Lodging Industry in India. International Journal of
Contemporary
Hospitality Management, 19(5): 364-377.)
(Ogbeide, G. C. (2012). Perception of green hotels in the 21st
century.Journal of Tourism Insights, 3(1), 1.)
Inclusive in these arguments are issues related to legitimacy of its lack of
regional constituency inclusiveness on the standards board and the high
costs associated with its adoption and maintenance, which mandates
annual appraisals and comprehensive environmental audits every three
years (Mueller et al., 2009).
(Mueller, M., Gomes dos Santos, V. and Seuring, S. (2009), The
contribution of environmental and social standards towards ensuring
legitimacy in supply chain governance, Journal of Business Ethics, Vol.
89, pp. 50923.)
(Denise Kleinrichert, Mehmet Ergul, Colin Johnson, Mert Uydaci, (2012)
"Boutique hotels: technology, social media and green practices", Journal
of Hospitality and Tourism Technology, Vol. 3 Iss: 3, pp.211 225)
In order to move the hotel industry forward in being more environmentally
responsible, a number of barriers need to be overcome: lack of communication,
legislative issues, business culture and the need for cohesive information.
First, there is a need for a greater communication and sharing of best
practices. It is necessary for the environmentally mature organizations to
work with the small and medium organizations to assist in moving the agenda
forward and to showcase practical how-to examples of how good practice
can be achieved. Second, there needs to be a top down approach for legislation
towards environmental measures. Canada is unique in the context of
environmental commitment in the hotel industry. Although some countries
have a top down approach for environmental legislation, the jurisdiction for
the environment is shared between the federal and provincial governments
in Canada, thus creating much confusion, overlap and general disarray in
environmental protection. Additionally, the tourism industry is not on the
legislative agenda and in many cases not even recognized as an important
economic sector, let alone environmental issue. Many of the environmental
initiatives currently taking place in the hospitality industry in Canada are
basic in nature (sheet and towel change programs) or are the result of an
enlightened general manager in the case of a one off or policy of a multinational
corporation (for example, Fairmont and Four Seasons). Multinational
corporations work in an international arena therefore policies are based on

worldwide pressure and regulations and learning from best practices in their
community. As there is currently no overarching legislation, environmental
legislation is at best piecemeal. Third, hotel managers and operators need to shift their
mentality in the business culture and realise that there are practical,
easy and cost effective measures that can be undertaken to reduce impacts and
see that a return on investment is a ainable in many forms. Current
a
a itudes
a
need to shift to realise that the very environment that a racts visitors is at risk
a
if industry does not protect the very resources it promotes. Fourth, because
the accommodation industry is complex and fragmented with various ownership
structures, sizes, clientele, locations and influences from stakeholders,
a strategy of information sharing identifying best practices and benefits to
the Canadian hotel industry is necessary to close the gap between a itude
a
and action. This gap can only be closed with collective action which can be
spurred by the sharing of best practices and cost-benefit analyses. Managers,
policy makers and operational staff need to see the return on investment in
order to commit to moving forward and also must work collectively to ensure
that a country wide commitment is reached. The insights of David Roberts, a
general manager of the Fairmont Chateau Whistler Resort clearly speaks to
this need for collective action. He shared We all have the power of one. Each
one of us can begin to make a difference, and collectively, a lot of individuals
can move mountains (or save them)and corporations can make single decisions
to shift policy that in time will produce major cultural and behavioural
change (as cited in Speck 2002:269) It is therefore evident that the business
case for environmental commitment must be identified on an industry and
regionally specific basis to specifically tackle the barriers to action.
Based on the growing number of factors that will drive
sustainability efforts within the hospitality community,
a coinciding series of needs will have to be addressed to
provide hoteliers with the resources to implement
environmental and social initiatives at their facilities.
HVS identifies several of the most pressing of these
needs as follows:
Access to financing. For asset managers and property level
decision-makers, lack of financing is often cited as
the main reason many hotels are unable to take
advantage of energy-efficiency opportunities. Hoteliers
are generally more willing to take on CAPEX projects
when third-party funds are available. The use of
alternative financing mechanisms such as energy
savings agreements (or similar novel investment
vehicles) will most likely be pivotal in encouraging a
critical mass of environmental improvement projects at
the global level.
Vetting and confirmation of technology. Within the
past decade, a tremendous number of green
technologies have been introduced into the
marketplace. With numerous vendors and differing
technologies (including emerging forms of alternative

energies), hospitality owners require vetting and

confirmation of these technologies as being cost
effective and contextually appropriate for hotel and
lodging use.
Benchmarking and Auditing. Benchmarking provides
a means to evaluate facility performance against similar
facilities to preliminarily ascertain the potential for
operational performance improvements (and associated
OPEX savings). Benchmarking can be utilized to support
basic facility management decisions such as whether to
invest in a facility audit and/or building commissioning
investigation. Detailed, investment grade audits can
provide a fundamental tool to assist owners and
operators in understanding the technical and financial
implications of environmental retrofits and employee
training initiatives.
Financial analysis to facilitate informed CAPEX
decision making. Although significant technical
information exists, verifiable information regarding the
financial aspects of environmental investments is much
more difficult to find. To enable proper decision making,
hoteliers require simple life-cycle based analyses of
potential investments, ideally classified or ordered
according to capital outlay and ROI criteria.
Simplified procurement and project
implementation. Another complicating factor in the
lodging industry is the fact that there is often no central
procurement authority for environmental equipment
and technology each project and property is bid out
separately by different vendors and consultants. The
design/bid process can be tremendously detailed and
time consumptive, and is therefore not prioritized by
owners. Streamlined procurement and project
implementation processes would likely result in a
significantly greater number of retrofit projects.
Operational training. Even after investment is made
into environmental technologies (whether from a
newbuild or renovation perspective), efficient design
decisions do not always equate into efficient operational
practices. It is critical that a transition be made between
the design teams and the actual building operators. This
can be accomplished via detailed, technical training of
relevant staff, which can facilitate improved
environmental performance while reducing resource
consumption.
2.2.3. Overall Positive Force
Within the hospitality sector, energy costs may only be a small percentage of turnovers, but
reducing them can directly increase revenue without the need to increase sales. Money saved
on energy goes straight to the bottom line which makes businesses more competitive - and
with rising energy prices, this is more important than ever. The implementation of simple

energy efficiency measures can also increase levels of staff and customer comfort as well as
improving general morale.
In addition to financial and customer service benefits, there are of course, social and
environmental advantages to reducing energy consumption, such as minimising climate
change. Increasing awareness about these issues has seen customers and guests becoming
more discerning about the environmental credentials of the businesses they deal with. Being
energy efficient can enhance business's reputation and help to attract more customers.
The hospitality sector is diverse, comprising hotels, motels, guest houses, pubs, bars
restaurants and other catering establishments. Despite the diversity, there are several
common areas where energy is wasted. See below for three areas to focus on for reducing
energy in your sector.
Sustainability issues impact nearly all aspects of hotel ownership, including both
development and operations. The numerous drivers toward sustainability that were identified
in this article indicate a growing correlation between sustainability and financial
performance we anticipate that this connection will continue to strengthen over the coming
years.
The hotel and lodging community is poised to embrace sustainable operation and
development as a means not only to preserve our environment, but also to optimize efficiency,
realize cost savings, improve employee morale, enhance guest satisfaction, and manage
investor expectations.
The Sheraton Tacoma Hotel developed a project to transition to compact
fluorescent light
fixtures. The staff replaced 2,000 incandescent light fixtures with
quadruple-tube compact
fluorescent light bulbs in various areas of the hotel such as the guest
rooms and the lobby. The cost saving was calculated at up to $15,000 with
a payback rate of 18 months.
3.1. PESTLE Analysis
PESTEL analysis is used to analyze international companies as well as
industries that
are engaged in exporting and depend on international markets. In tourism,
one might
use PESTEL analysis that helps assessing the global behavior of tourism
demand. The
analysis includes the following factors: socio - cultural, technological,
economic,
political, environmental and legal in terms of business tourism known as
MICE; meetings, incentive trips, conferences and exhibitions. According to
the author M.
Buble1, key segments of the environment in which the international
company operates,
are precisely the elements of PESTEL analysis; natural environment,
technological
environment, economic environment, political environment, legal
environment,
demographic environment and cultural environment. As the tourism
industry deals with

invisible exports and operates in the international market, this type of

analysis can be
applied to the analysis of individual companies in the tourism industry but
also to the
destination as a collection of tourism supply of an area, region or country
offered to
tourists on the international markets.
PESTLE Analysis
Political, Environmental, Social and Technological analysis is given
following for the case abovementioned Landmark LondonPolitical issues
In UK there has been a development of environmental facts and proper
utilization of resources among the community over the decade which
influenced the political settings and business activities here. Therefore,
different political policies have changed over time for the public interests
which are related to the environment and other issues and sometimes
influence the companies in different industries.
Economic issues
Economic issues of course impact the tourism and hospitality business.
For example in recession the tourism businesses get hurt even in the
international downgrading this industry fall short of its estimated revenue
and profit.
Social factors
There have been social consciousness and education derived about
resource consumption and environmental issues that caused the company
Landmark London to initiate development in keeping mind about the
environmental factors. These factors rose by the people within the
community and the business organizations adopt this as both threats and
opportunities and of course for sustainable growth.
Technologies
Technologies are important part of the current business in tourism and
hospitality business. Over a long period of time technologies evolved and
business organizations adapt those technological aspects for having
competitive advantages. Now a day science fight with science for
developing newer technologies and business firms are adopting those. As
a result there is a new risk rises like technology risk as expire of existing
technologies may cause a loss for the organization which has less capital
to invest in the new technology. Therefore having new technology is must
for exist in the market or else the organization must exit from the market.
From above case we can see Landmark London has good result from new
technology of Evac. It increases the revenue earning of the company and
reduces the cost for the company. Therefore the competitiveness
had been enhanced for the company and it had competitive
advantage over other companies in same industry.
Legal Issues
There are many legal requirements by the local and international
authority which to be met by the tourism and hospitality business as it is
become the important industry in any country.

Environmental Analysis
Tourism industry is liable for the extensive effect on the environment
partially. It cannot decline the claim of different global environmental
factors. As tourism is expanding in different developing nation where less
integration is found than the developed nation in accomplishing job and
often environment get hurt about those discrepancies. These
environmental factors not only impact on that certain country but also
other countries edging with that country. Therefore in UK it is strictly
observe that environmental issues are not violated by the organization.
Now a day nurturing environment is the included or considered as the
corporate social responsibilities and make good brand image for the
companies. So for long run and sustainable growth companies are very
much keen developing project which is environmental friendly in UK.
Politics
Since the 1960s, tourism has been increasingly recognised as a route to
economic growth and national and local policies are often supportive of
the management and marketing of tourism. Tourism income from
overseas visitors can form a critical part of a developing nations
economy, contributing significantly to the balance of payments.
The Beijing Olympics in 2008 and the London Olympics in 2012 are clear
examples of the economic impact of tourism as a key political justification
for the investment of many millions (or indeed billions) of pounds in
hosting the event.
International relations will have an impact on demand for tourism.
National governments offer travel advice to their citizens on global threats
including terrorism, crime and health. At the time of writing the UK Foreign
and Commonwealth Office website is advising against all travel to one
country and advising against travel to parts of a further 27 countries.
The former Yugoslavias European tourism markets watched the dramatic
television images of the bombing of Dubrovnik and responded by heading
to other Mediterranean resorts. The Bali bombings struck this top Asian
destination equally as hard and it too will face years of destination and
brand development to recover the pre-bombing visitor numbers. Tourism,
as a predominantly discretionary and non-essential activity, will be
extremely vulnerable to such instability.
Less dramatic but potentially having a greater impact on the global
market is the relaxation of travel restrictions in and out of China. China
has become a fast growing destination and, with one fifth of the worlds
population and a growing economy, the Chinese are themselves becoming
a significant global travel market.
Economics
Standards of living have risen across the globe household budgets for
luxury items are increasing. It has now become the norm for consumers to
have more than one holiday a year, feeding the rise of mass market
tourism. The supply of product within the sector has also increased as
tourism has become firmly as an economic regeneration strategy.

Exchange rate fluctuations can be a more volatile economic feature of the

market. The strength of the against the $ in the early 2000s was widely
perceived as dampening the prospects of a speedy recovery for the UKs
inbound market from the US, post 9/11.
Social
In the latter half of the 20th Century, overseas travel moved from being a
luxury enjoyed by the educated elite to a staple of all socio-economic
groups of the developed world. Set against this broad global trend,
national markets bear distinctive features in terms of their preferred
destinations and their tourism expectations. VisitBritains market profiles
reveal for example that China has 17m outbound tourists with the UK
having a 0.6% share of that market and that USA has 65m outbound
tourist with the UK having a 5.3% share of that market. The VisitBritain
market profiles also describe relevant market conditions such as the
Netherlands customer having on average 25 days annual leave compared
with just 10 days for the USA customer.
Against a general backdrop of growing wealth, the demographic, social,
behavioural and cultural contexts of tourism markets across the globe will
therefore vary significantly. Some key trends include:
The world-wise traveller with experience of global standards and a
corresponding expectation of service levels
Multiple annual holidays and therefore the demand for both long and
short holidays
A trend towards experience-led rather than destination-led decision
making processes
An increase in demand for new and authentic experiences and
adventure experiences such as Antarctic exploration
A decline in demand for the facilities offered in intensively developed
resorts e.g. Benidorm on Spains Costa Blanca
A trend towards last minute holiday planning
Technological
During the 1979s and 1980s the sectors fastest growth was in sales of
package holidays. More sophisticated consumer tastes and the ability to
serve dynamic packaging through the internet has lead to a dramatic
shift towards individuals separately purchasing flights, accommodation,
car hire and other elements of the holiday. This trend has been described
as disintermediarisation, i.e. the internet has enabled customers to
bypass the traditional travel intermediaries such as high street travel
agents and tour operators. The internet is now the number one source for
UK consumers gathering information for their holidays (Keynote 2006).
Many global travel businesses such as Expedia and Lastminute.com have
become well established on the internet. The efficiency of these and other
online channels means that even the smallest resort hotels can sell rooms
online without a significant investment in technology. Destination
Management Systems (DMSs) combine the co-ordinated online
promotions of a destination, or hierarchy of destinations, with the ecommerce support for small and micro businesses. For example Tiscover,

a system first established in Austria to promote and sell the country, its
regions and resorts, is now being used by other destinations including
Italy, South Africa and Scotland.
Technological advancement has also impacted on the product/service
itself with many hotels now meeting customer expectations by having flat
screen and satellite TVs in rooms and wifi access for the business
traveller.
Environmental
Greener travel certainly features highly in consumers awareness but, as
the growth of air travel shows, it has yet to be embedded in buying habits.
The same consumer may carefully manage their energy use all year only
to jump on a long haul flight to the other side of the world. The
expectation is for such consumer buying habits to begin to change with
potentially significant impacts for all destinations. Tourism businesses now
recognise that green tourism is much more than just producing brochures
on recycled paper. Comprehensive schemes to support environmental
management are expanding fast. In the UK over 600 holiday parks and
campsites have received the David Bellamy award, which recognises a
range of environmental factors including the protection of plant and
animal habitats, recycling and the efficient use of energy. The Green
Tourism Business Scheme has 1400 UK members and is one of nine such
schemes operating across Europe.
From B&B to GDP: The Marketing Environment of 21st Century
Tourism
Travel & Tourism Market, Keynote Market Report, October 2006