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High PerformanceHospitalitySustainable Hotel Case StudiesByMichele L. DienerAmisha ParekhJaclyn PiteraWith a Foreword by Andrew J. Hoffman
an franciscorancisco, ca198 orchard garden hotel; sanmid rate hotel 198PartnershipsThis project would not have been possible without the generous financial support from the following organizations:Sustainable Conservation
mid ofratehotel 3 tablecontentsTable of Contentspage 5This excerptincludes all ofthe contentfrom thehighlightedareas of theTable ofContents. Pagenumbers arethose of theprintpublication,rather than thePDF file.Foreword7Acknowledgements9Executive Summary10Case Study Matrix11User GuideSection 1: Research Background13Hospitality Industry Overview13What Is a High Performance Hotel?14Growing Interest in High Performance Hospitality15Perceived Barriers15Research Goals and MethodologySection : Key Findings1923High Performance Hotel Best Practices19Common Construction and Operations Features21Innovative Construction and Operations Features21High Performance Hotel EducationBusiness Case23Drivers for Constructing and Operating Sustainable Hotels25Market Response25Stakeholder Advantages26Lessons Learned29Opportunities for Industry ImprovementSection : Case Studies3070Mid Rate Hotels33Orchard Garden Hotel53Comfort Inn & Suites Boston/AirportConference Center Hotels73Inn and Conference Center University of Maryland University College89Airlie Center107 Hilton Vancouver Washington124Luxury Hotels127 Mauna Lani Resort145 The Fairmont Banff Springs161 The Ritz-Carlton, San FranciscoAppendices179Appendix A – Advantages of High Performance Hotel Design, Construction, and Operations184Appendix B – Metrics and Key Performance Indicators185Appendix C – Certification Programs for High Performance Hotels190Appendix D – Glossary196Appendix E – Team Biography
forewordmid ratehotel ForewordLet us eliminate the phrase “green construction” fromour lexicon. Let us talk instead of “smart building,” “highefficiency building,” “high-performance building,” orsimply “the future of building.” Certainly, that is notgoing to happen immediately. The term “green” remainsfar too ubiquitous and salient, even in 2008. However,the future of the construction industry is clear. It is thecreation of buildings that use less energy and less water,and are healthier places to work, play, live and rest. But,do not think of green building as a moral or even anenvironmental issue. Think of it as a market shift.The signals of this market shift are clear. Energy pricesare steadily increasing – more than 100 per barrel ofoil, and a price for carbon soon to add to that staggeringfigure. Water price increases also are looming onthe horizon – the American Southwest has lived withthis burden for years and the Southeast is now learningabout the fragility of a so-called secure water source. Thefact is that buildings use 71% of this country’s electricity,39% of its overall energy, and 12% of its water. And yet,our building codes have not kept pace with the realitythat we need to use these resources more efficiently. Forevery unit of gross domestic product (GDP) we createin the United States, we use 50% more energy than theEuropean Union and Japan use for the same GDP unit.While that is due, in part, to the sheer size of our countryand to the costs required to ship materials across it, it isalso an indication of how badly we build our buildings.This does not mean that the opportunity does notexist for companies to reap benefits in the absence ofregulation. When Andreas Schlaepfer, head of InternalEnvironmental Management at Swiss Re, was chargedwith the task of making his company’s buildings moreenergy efficient, he was surprised to find that, “If you’venever focused on energy efficiency before, achieving a 30percent reduction is simple.”And the market is responding. Customers want green buildings. While single familyhousing starts fell 14.7%, and sales of lumber and construction materials fell 12% between December 2005and December 2006, makers of green building productsreported increasing sales. According to a 2007 studyby Forrester Research, 12% of American consumerswould pay extra for consumer electronics that use lessenergy or come from a company that is environmentally friendly. Employees want green buildings. According to another2007 study, 80% of young professionals are interestedin securing a job that has a positive impact on the environment, and 92% give preference to working fora company that is environmentally friendly. AmongMBA students, 75% from top schools are willing toaccept a salary that is lower by between 10% and20% to work for a “responsible” company. Financial markets want green buildings. GoldmanSachs, Bank of America, and Citigroup are just three ofthe many companies that have announced multi-milliondollar set asides for investments in green buildings andenergy-efficient technologies. In 2006, the total UnitedStates venture capital investment devoted to clean energy companies reached 2.4 billion, over 9% ofall venture capital spending. And, the construction industry wants green buildings.The nation’s largest green building conference, GreenBuild, has witnessed a steady increase in attendancethat reflects its growing importance: from 4,000 in2002 to 22,000 in 2007. What used to be a conferenceof smaller companies offering hard-to-find products isnow populated by major corporations such as Siemens,General Electric, Turner, Trane, and Skanska. Thesecompanies are drawn by market returns. The realityhere is that if you are in the construction industry, youhave to be in the green building segment.This means that, whether you are an engineer, architect,contractor, designer, or owner; or whether you are in thehome building, hospital, commercial, retail, manufacturing, or hospitality sectors, you have to do it, too. Theeconomics of the market signal are here. The marketdemand is here. The future of green construction is now.This report focuses on the hospitality market segment.Not an insignificant piece, the hospitality industry is thethird largest retail industry (after automobiles and food)in the United States, generating annual revenues of 133billion in 2006 and spending 3.7 billion in energy todo it. But, the hospitality industry is not immune to thedemands of the green market shift. Nor is it denied the
forewordorchard garden hotel; san francisco, caopportunities to be gained by embracing that shift. Asthis report shows, there are financial benefits in greenbuildings, both in construction and operations. Amongthese pages, you will find evidence that energy-efficienthotel lighting alone could save 133 to 777 millionannually. Opportunities in water management couldyield additional savings of 25% to 30% over business asit is currently operated. And using less toxic materialsin both construction and operations creates a healthyindoor environment that customers and employeeswill find attractive.If you are a hotel operator, owner, or developer, and youdo not recognize these benefits, you are leaving moneyon the table. Your customers are beginning to ask for it.Your workers will have more allegiance if you do it. Andmost of all, your competitors will steal your market-shareif they do it before you do.This report lays out a solid case that dispels any preconceptions about the costs and benefits of high performancebuildings. However, it is not just another advocate’s plea.Based on real case studies, this report is a solid analysis,from a business perspective, of the financial rationale forthinking differently about the infrastructure and operations of the hotel industry. It is grounded work. Industryreaders should use it as a guidepost en route to where thefuture of the hospitality industry is going. If you do not,your competitors will.Andrew J. HoffmanHolcim (US) Professor of Sustainable EnterpriseUniversity of Michigan
acknowledgements mid rate hotel AcknowledgementsWe would like to thank our faculty advisor AndyHoffman for his encouragement and guidance. We alsowould like to thank Elsie Orb, Jackie DiGiovanni, andFred Wessells, our editors, and Tish Holbrook, ourgraphic designer, for their technical assistance andenthusiasm. For their generous financial support, wewould like thank our sponsors: American Hotel &Lodging Educational Foundation, Graham Environmental Sustainability Institute, Interface, Inc., Knoll, Inc.,Frederick A. and Barbara M. Erb Institute for GlobalSustainable Enterprise, Sustainable Conservation, andthe University of Michigan School of Natural Resourcesand Environment.We would like to thank the following people for assistance in developing the case studies: Benjamin Birge,Kevin Carter, Gina Clatterbuck, Paul Clevenger, JenniferDekkers, Oliver Dibble, Ranie Fukumoto, Lori Grant,Melinda Hinkley, Robert Hoonan, Lee Kirby, JeanLaChance, Rhonda Leach, Gerry Link, Carlos Lopez,Milet D. Lukey, Linda Lyons, Jeslyne Madamba, KristinaMalcolm, Chris Marsh-Demers, Kurt Matsumoto, MikeMcCarthy, John Mitchell, Stefan Mühle, Shaun O’Bryan,Jessica Patrick, Riley Saito, Evelyn Saludares-Monje,Tedd Saunders, Paul Savarino, Marty Schenk, Beth Scher,Mark Sheldon, Jen Singer, Tom Terrill, George Trujillo,Michelle White, Jackie Williams, and Omar Zenon. Yourhelp was invaluable and your accomplishments exemplary.We would also like to thank the following peoplefor their support of our project: Chris Balfe, KimoBertram, Ashley Boren, Kass Bradley, Bill Browning,Jim Burba, Ray Burger, Javier Carey, Kit Cassingham,Cyndy Cleveland, Sarah Connick, Susan Corlett, CoxFamily Fund, Peter deBrine, Lyndall deMarco, JeffreyDiener, Sushma Dhulipala, Tim Eaton, Heather Furmidge, Chris Garvin, George Glazer, Dave Good, BjornHanson, Sara Harding, Aaron Harris, Glenn Hasek,Elliot Helman, Rina Horiuchi, Drew Horning, AlexKarolyi, Ashley Katz, Jennifer Kelly, John Lembo, CoreyLimbach, Mimi Limerez, JD Lindeberg, Charles Lockwood, Bryan Magnus, Kevin Maher, Michelle Moore,Matt Ouimet, Michael Pace, Janak Parekh, AudreyPaskel, Michael Petrone, Steve Pinetti, Michelle Poinelli,Naomi Porat, Rhonda Ratcliff, Maurice Robinson, DanRuben, Max Saffell, Matt Salazar, Corey Seeman, AmySpatrisano, Emma Stewart, David Stipanuk, Jason Stone,Brian Swett, Brian Talbot, Lyle Thompson, Bob Tierney,Jeff Vahle, Melissa Vernon, Austin Whitman, andKatherine Wood. Your insights were indispensable.Michele L. DienerAmisha ParekhJaclyn PiteraUniversity of Michigan
executivesummarymid ratehotel Executive SummaryAt the beginning of this century, the high performancebuilding movement began to gain nationwide attentionand momentum, starting with institutional andcommercial development and, more recently, withhospitality development. Membership in the UnitedStates Green Building Council (USGBC), a nationalnon-profit organization committed to expandingsustainable building practices, has grown dramatically.The Council’s Leadership in Energy and EnvironmentalDesign (LEED ) rating system has been adoptednationally and internationally as the de facto highperformance building standard.High performance hotels, especially those that aredesigned, constructed, and operated sustainably, useenergy, water, materials, and land much more efficientlyand effectively than hotel buildings that are simply builtto code. High performance hotels capitalize on theopportunity to enhance efficiency in the hotel market – amarket that traditionally has not been concerned with itsenvironmental impact. High performance hotel developers,owners, and managers create healthier working, playing,and resting environments with more natural light andcleaner air. These buildings improve occupant health,comfort, and productivity. When developers build inan environmentally sustainable manner, they increaseprofit margins and create a differentiated product thatis increasing in demand. Hotel owners and managerssave money by reducing the costs of operations andmaintenance and by increasing employee productivity.Nevertheless, across North America, misconceptionsabout high performance building abound. Manypeople still believe that high performance hotels arenot financially feasible and that there is no consumerdemand for them. Others believe that specific hotelscan not achieve high performance because of thosebuildings’ geographic location, prevailing climate, orcorporate brand. There are still others who believethat high performance practices will have a negativeeffect on the guest experience. And, some believe thathigh performance practices can not be successful whendevelopers, owners, and management companies aredistinct entities.This report dispels these misperceptions. The casestudies alone demonstrate how high performancehotels can be financially feasible. The report featuresexamples from across the North American continent anddemonstrates how different companies and organizationscan benefit from the design, construction, and operationsof environmentally sustainable hotels. The hotel casestudies reveal a variety of high performance financialand environmental benefits, as well as the concerns ofdevelopers, owners, and managers for their employeesand for society at large. The key finding in this reportis that a hotel’s financial drivers, property oversight,location, brand, and size are not inhibitors of successfulhigh performance practices, and that wide application isfeasible. The case studies in this report affirm that highperformance hotels are thriving in North America andthat those hotels are experiencing a positive consumerresponse to environmentally friendly features.
10 casestudymatrixorchardgardenhotel; san francisco, caAdelphi, MDAirlie, VirginiaVancouver, WAKohala Coast, HIBanff, Alberta, CANADASan Francisco, CAPage Number33537389107127145161Site – Brownfield Redevelopment Site – Historic Landmark Preservation Key TopicsSite – Stormwater ManagementMaterials and ResourcesWaste ManagementEnergy EfficiencyWater ial ImplementationPhaseAdvantages ofGreenDevelopmentIndoor Environmental QualityLower Operating CostsLess Negative Environmental ImpactProduct DifferentiationEducationDesign PhaseConstruction PhaseOperationsLEEDGreen Seal – Certified and Pending DeveloperOwnerManagement Company RatingTwo DiamondThree DiamondluxuryRevere, MACaseStudyMatrixconvention centerSan Francisco, CAmid rate Four Diamond LocationFive DiamondUrban Rural Suburban1–300 RoomsSize 301–600 Rooms601–900 Rooms
user hotelguide 11mid rate11User GuideThis report is a starting point to help interested partieslearn more about environmentally friendly constructionand operations for hotels. While each individual casestudy in this report may not be directly applicable toall new hotel projects, the key “lessons learned” in eachcase are widely applicable. One objective of this reportis to evoke serious thought and discussion regarding theadvantages and disadvantages of sustainability within thehotel industry. We hope that such discussions will leadto more environmentally friendly hotel construction andrenovation projects, and business operations practices inthe future.The hotels featured in this report were selected becausetheir cases successfully demonstrate high performanceconstruction and/or operations. Additionally, the casesResearch Background – This section details the followingelements: current hospitality industry trends; definition of highperformance hotels; the existing market for high performancehotels; perceived barriers to high performance; and researchgoals and methodology. The information in this section is basedon a review of high performance hotel literature available at thetime of publication and on interviews with industry professionals.Key Findings – This section presents the key findings from ourresearch regarding high performance hotel best practices, thebusiness case for high performance hotels, lessons learnedfrom high performance hotel practitioners, and opportunities forindustry improvement.show that high performance sustainable developmentcan be both practical and achievable. This report can bea tool for the hotel developer or owner who is designingand building a hotel from the ground up, just as it can bea tool for the hotel manager who is operating an existinghotel.To summarize, this report can be used as a guide to learnwhy some practitioners have created sustainable hotels,understand how sustainable hotels achieve success, andgain insight into what features and practices are feasible.It is not a comprehensive report on all sustainable hotels,nor does it assess whether hospitality or tourism is or canbe sustainable. The report does, however, assume thathotels will continue to be built, renovated, and operated.The report is divided into four complementary sections:Case Studies – This section shares the unique story behind eachhigh performance hotel. The detailed cases describe stakeholderadvantages and practical applications of high performance hoteldesign, construction, and operations. The case studies are groupedby category – mid rate, conference center, and luxury – to helpthe reader find the cases most relevant to his or her situation. Astandard design template is used in all of the cases, facilitating theidentification of areas of interest and points of comparison.Resources and Contact Information – We intend for this reportto assist in the expansion of a high performance developmentresources network. Wherever possible, we provide resource andcontact information for high performance features and for thedevelopers, owners, managers, architects, and contractors of theprojects covered. In the fourth section, the Appendices containadditional resource information, including a summary of certification programs for high performance hotels, a checklist of metricsand key performance indicators, a summary of the advantages ofhigh performance hotel construction and operations, and a glossary.
52airlie center; airlie, va
conference center hotels53mid rate hotels 53PropertyThe Comfort Inn & Suites Boston/Airport85 American Legion Highway, Revere, Massachusetts 02151Contact Information tsMA051?amp;promo gglocal(781) 485-3600Revere, MassachusettsHotel CategoryBranded, Mid Rate (Select Service)Comfort Inn & Suites by Choice HotelsProperty OversightDeveloper: Old Bayside Partners LLCOwner: Saunders Hotel Group (SHG)Management Company: Saunders Hotel GroupGross Square Feet (GSF)Eight stories above grade; no basementNumber of Guest Rooms208 roomsConstruction TypeNew constructionDate CompletedSeptember 2000High Performance Site Materials and Waste Management Energy Water Indoor Environmental Quality Education Performance MeasurementAwards and CertificationsAH&LA Environmental Hotel of the YearBoston Green Tourism, Charter MemberBritish Airways Tourism for Tomorrow PrizeChoice Hotels Exceptional Environmental Awareness Award, 2002Ceres CompanyClimate Neutral accommodations (Cool Rooms) certifiedCo-op America, memberEnergy Star Partner of the YearGreen Hotel Association, memberSkal International Ecotourism AwardNWF (National Wildlife Foundation) Corporate Excellence AwardComfort Inn & Suites Boston/AirportOpened in September 2000, the Comfort Inn & Suites Boston/Airport is locatednear Boston Logan International Airport and is managed by the Saunders HotelGroup (SHG). The Saunders Hotel Group was an early pioneer of high performanceoperations starting from innovations implemented at the Park Plaza in 1989. SHGhas been able to take the lessons learned at the Park Plaza, and later at The Lenox,and apply them to the Comfort Inn & Suites franchise in Revere, Massachusetts.SHG built the Revere property from the ground up over an abandoned municipallandfill. The hotel has deftly been able to balance high performance operationalpractices with Comfort Inn & Suites corporate brand standards. The Comfort Inn &Suites Boston/Airport is an excellent case study in effective team collaboration, highperformance operations, performance measurement, education, and outreach.
54 comfort inn & suites boston/airport; revere, ma54 comfort inn & suites boston/airport; revere, maBackgroundThe Comfort Inn & Suites Boston/Airport is located near Boston Logan International Airport and is managed bythe Saunders Hotel Group (SHG). Tedd Saunders leads EcoLogical Solutions, a sustainable consulting practicethat he created as an outgrowth of environmental work with SHG. While growing up, Mr. Saunders enjoyedgoing on family camping trips and had developed a broad appreciation for the natural world. His mother was aholocaust survivor and raised her family with a “no waste” mentality. Mr. Saunders’ father has a genuine “senseof wonder” as described by Rachel Carson in her book of the same name. This parental combination stronglyinfluenced Mr. Saunders’ commitment to corporate social responsibility.The idea for sustainable operations took shape at the Park Plaza Hotel in Boston, which SHG managed from1976 to 1996. At one million square feet, the Park Plaza was the largest family owned and operated hotel inthe United States. The Park Plaza also had the largest private laundry in the city. Tedd Saunders evaluated theiroperational practices and found ways to cut their operating expenses by reducing energy and water consumption as well as the waste stream. SHG has been able to take the lessons learned at the Park Plaza propertyand apply them at other hotels in the company’s portfolio, including The Lenox and the Comfort Inn & Suitesfranchise in Revere, Massachusetts. The Revere property opened in September 2000.The lessons learned at other portfolio hotels heavily influenced SHG’s approach to the construction of its eightstory Comfort Inn & Suites. An energy management system with infrared motion sensors, cooling towers, anozone laundry system, low-flow hardware for plumbing fixtures, and efficient window glazing all were specifiedin the construction documents. They were cost effective, and they helped to reduce SHG’s impact on the environment while lowering operational expenses. In addition, SHG built the Revere property from the ground up,constructing a steel and concrete edifice over an abandoned municipal landfill. According to the UnitedStates Green Building Council (USGBC), rehabilitating environmentally damaged sites reduces pressureon undeveloped land. This also has created a rapport between SHG and the local municipality.Comfort Inn & Suites Boston/Airport meets both SHG’s mission and Choice Hotels’ branding criteria (with someoperational waivers granted). It meets and exceeds guest expectations, as demonstrated by having won ChoiceHotels’ gold medal for excellence in every year the hotel has been in operation. At the same time, the hoteloffers guests an opportunity to learn about environmentally sustainable practices, both at the hotel and in theirown homes. Not only has the Comfort Inn & Suites Boston/Airport avoided sprawl by undertaking constructionon previously underdeveloped land, it has also reduced energy and water consumption and takes pride in asustainable education program that reaches out to staff, guests, the local community, and many businesses andeducational groups. The hotel’s Green Team, an interdisciplinary group comprising various staff, meets monthlyto measure sustainability progress and identify new areas for improvement.The Comfort Inn & Suites Boston/Airport is an excellent case study in effective team collaboration,high performance operations, performance measurement, and education and outreach.Slowly but surely, energy awareness and recognition of climate change have helped greenhotel activities mushroom. This is an inherently beneficial business approach – over timeit will become standard. Not only is it the right thing, but it is good business – sustainablehotels reduce operating costs and build support, team spirit, and customer loyalty. I don’tknow of any other business strategy that can achieve all of that at the same time.Tedd Saunders, Co-Owner, The Lenox and Comfort Inn & Suites Boston/AirportPresident, EcoLogical Solutions
mid rate hotels55OrganizationProject TeamThe project team consists of the property oversight group – the developer, owner, and management company.In this case, the property oversight group were all from the same parent company, although they representeddifferent subsidiaries.Contact InformationBelow is contact information for the project team.DeveloperOld Bayside Partners LLChttp://www.old-bayside.comOwnerSaunders Hotel Grouphttp://www.saundershotelgroup.netManagement Company/General ManagerJohn MitchellSaunders Hotel mfortInnBoston.comEnvironmentalTedd SaundersSustainabilityEcoLogical ers@ecological-solutions.netConsultantDeveloper: Old Bayside Partners LLC; Jeff Saunders, Gary Saunders, and Steve BodiHigh Performance Qualifications: Old Bayside had no specific requirements for high performance development,but did look for properties that other developers usually overlook. For example, brownfields are not typicalacquisition candidates because remediation is often costly and time consuming. However, development onbrownfields conserves undeveloped land and this is better for the environment.Owner: Saunders Hotel Group; the Saunders familyHigh Performance Qualifications: SHG specialized in high performance hotel operations primarily because of itslong relationship with EcoLogical Solutions.Management Company/General Manager: John Mitchell, Regional Manager for the Saunders Hotel GroupHigh Performance Qualifications: Mr. Mitchell had no prior high performance construction or operationsbackground.
56 airlie center; airlie, va56 comfort inn & suites boston/airport; revere, maManagerial StructureThe Comfort Inn & Suites Boston/Airport has a relatively flat organizational structure and minimal hierarchy.The Saunders family is very much involved and is on site regularly. This access to top management makes iteasier to promote new ideas and implement changes. While the focus on environmental sustainability at theComfort Inn & Suites Boston/Airport seems to be driven from the top down, the hotel’s management teamactually makes sure staff from all business areas serve on the Green Team. This is part of an overall approachwhich encourages employee involvement and appears to improve morale, increase the quality of operations,and reduce employee turnover.Figure 1 represents the reporting structure at the Comfort Inn and Suites Boston/Airport for the administrativeand managerial positions only.Figure 1: Managerial StructureConsultantEcoLogical SolutionsOwnerSaunders Hotel GroupGeneral ManagerJohn MitchellFront Office ManagementSales and Marketing ManagementFranchisorChoice HotelsComfort Inn & SuitesAccountingDirector of HospitalityOperations ManagementChief EngineerGreen TeamThe hotel has an active Green Team that meets monthly to discuss 15–20 items that relate to the progress ofits sustainability initiatives as well as opportunities for improvement. The team has representatives from each ofthe hotel’s key groups. Tedd Saunders from EcoLogical Solutions helps lead the meeting and brings in externalknowledge as needed.Staff Training and CompensationThe Comfort Inn & Suites Boston/Airport requires minimal sustainability training but, when it is needed,management focuses on employees in housekeeping, sales, and reservations, as well as on front desk andreception staff, so they can respond to guest questions and concerns. Management personnel at the hotel donot have to transition existing housekeeping staff to work with new products, because Green Seal–certifiedproducts have been used since the hotel opened. According to Omar Zenon, the operations manager,“The staff is not reluctant, primarily due to the fact that the hotel has been around for five years. So,it is no longer a new concept and it is not an issue. Also, it is easier, safer, and better for cleaning.”
conference center hotels57mid rate hotels 57The front desk staff, receptionists, and reservationists have been trained to answer guest questions regarding thehotel’s high performance program. If the front desk staff does not have the answer to the guest’s concern, theytake the question to the right person and then get back to the guest. The hotel also has an “eco” bulletin board inthe back-of-house office space to help employees learn how to reduce their environmental footprints, both at theoffice and at homeAt the Comfort Inn & Suites Boston/Airport, the general manager’s compensation is based in part on grossoperating margin and the incumbent has a significant incentive to keep costs low. Environmentally sustainableoperations help to achieve this goal and have helped motivate all management staff. Guests also motivate staffthrough the Choice Hotels’ staff recognition program. Choice Hotels offers Platinum, Gold, and Silver employeeawards that are based on guest scores for service (with a rating of 60% or above).The Comfort Inn & Suites Boston/Airport is a relatively flat organization and employees stay with the familybusiness over the long-term. For example, there are members of the housekeeping staff who have been theresince the opening of the hotel in 2000. According to one staff member,Everyone is willing to go above and beyond. We are all motivatedto help with the hotel because this is our second home, or maybe it isour first home – because we spend so many hours here.The hotel’s management recognizes the needs of each staff member and assigns roles appropriately to keepindividuals motivated regarding their high performance efforts. The most eco-friendly staff member receivesthe annual Shining Star award. Another incentive includes the monthly housekeeping award for
5 Foreword 7 Acknowledgements 9 Executive Summary 10 Case Study Matrix Table of Contents table of contents 11 User Guide Section 1: Research Background 13 Hospitality Industry Overview 13 What Is a High Performance Hotel? 14 Growing Interest in High Performance Hospitality 15 Perceived Barriers 15 Research Goals and Methodology
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