Certified Hotel Administrator Vol. 03

The Role, Cost, and Management of Hospitality Facilities 145 Second, while the usage of the building and systems during periods of high occupancy clearly creates increasing needs for maintenance, the high occupancy ’œŽ•ȱ–Š¢ȱ–Š”Žȱ’ȱ’ĜŒž•ȱ˜ȱperform the maintenance. Management may choose to delay maintenance (and therefore expenditure) until periods of lower occupancy. While this tactic may frustrate managers hoping to cut costs when occupancy is •˜ ǰȱ’ȱ’œȱ‘Š›ȱ˜ȱꗍȱ‘Žȱ’–Žȱ˜ȱ™Ž›˜›–ȱ—ŽŽŽȱ–Š’—Ž—Š—ŒŽȱ ‘Ž—ȱ˜ŒŒž™Š—Œ¢ȱ’œȱ high. During such periods, rooms are occupied, equipment is heavily used, and ‘Žȱ–Š’—Ž—Š—ŒŽȱ œŠěȱ•ŠŒ”œȱ ‘Žȱ ŠŒŒŽœœȱ’ȱ —ŽŽœǯȱ Ž›’˜œȱ ˜ȱ•˜ ȱ ˜ŒŒž™Š—Œ¢ȱ Š›Žȱ Šȱ ˜˜ȱ’–Žȱ˜›ȱ–Š’—Ž—Š—ŒŽȱœŠěȱ˜ȱŽŠ•ȱ ’‘ȱ‹ŠŒ”•˜Žȱ ˜›”ǰȱœ‘žȱ˜ěȱœ¢œŽ–œǰȱ and get “behind the walls.” Management needs to be aware of this and to plan ŠŒŒ˜›’—•¢ǰȱŽœ™ŽŒ’Š••¢ȱ’—ȱ‹žŽȱ™›Ž™Š›Š’˜—ǯȱœ’–ŠŽœȱ˜ȱ‘Žȱ™Ž›ŒŽ—ŠŽȱ˜ȱę¡Žȱ ȱŒ˜œœȱ›Š—Žȱ›˜–ȱśŖȱ˜ȱŝśȱ™Ž›ŒŽ—ǯ ¡‘’‹’ȱ Ŝ shows the percentage of revenue and expenditures (in equivalent U. S. dollars) for POM and utilities for various locations around the world in 1998 and in 2001. This table provides values from two years because the 2001 values (which appear to be the latest values that have been collected and made available) Š›Žȱ’—ĚžŽ—ŒŽȱ‹¢ȱ‘Žȱ•˜‹Š•ȱ’—žœ›¢ȱ˜ —ž›—ȱ’—ȱŘŖŖŗǯȱ Expenditures on POM in 2001 were generally lower than those in 1998 by 10 ˜ȱŘśȱ™Ž›ŒŽ—ǯȱ—ȱ’–Žœȱ˜ȱ’—žœ›¢ȱ˜ —ž›—ǰȱ˜™Ž›Š’˜—œȱ˜ĞŽ—ȱ›ŽžŒŽȱ‘Ž’›ȱŽ¡™Ž—- ’ž›Žœȱ˜—ȱŠȱŸŠ›’Ž¢ȱ˜ȱȱ’Ž–œǰȱ’—Œ•ž’—ȱœŠěǯȱ’•’’ŽœȱŽ¡™Ž—’ž›Žœȱ’—ȱŘŖŖŗȱ were comparable with and even somewhat higher than those in 1998 (with the Ž¡ŒŽ™’˜—ȱ˜ȱžœ›Š•’ŠȱŠ—ȱŽ ȱffiŽŠ•Š—Ǽǯȱ—ȱ’–Žœȱ˜ȱ˜ —ž›—ǰȱ’ȱ’œȱ’ĜŒž•ȱ˜ȱ reduce these costs rapidly since many of the services provided by utilities do not ŸŠ›¢ȱ ’‘ȱ˜ŒŒž™Š—Œ¢ȱ•ŽŸŽ•ȱ˜ȱŠȱœ’—’ęŒŠ—ȱŽ›ŽŽȱǻ˜›ȱŽ¡Š–™•Žǰȱ‘ŽȱŽ—Ž›¢ȱŒ˜œȱ˜ȱ lighting corridors). POM as a percentage of revenue was roughly comparable in 2001 and 1998 žŽȱœ’—’ęŒŠ—•¢ȱ˜ȱ‘Žȱ›ŽžŒ’˜—ȱ’—ȱȱŽ¡™Ž—’ž›Žœǯȱ’•’’ŽœȱŠœȱŠȱ™Ž›ŒŽ—ŠŽȱ of revenue was substantially higher in 2001 than 1998 with worldwide numbers jumping from 3.4 percent to 4.1 percent. As this edition of this book is being pre- ™Š›Žȱǻ™›’—ȱ˜ȱŘŖŖŜǼǰȱ•˜‹Š•ȱ˜’•ȱ™›’ŒŽœȱŠ›Žȱ’—ȱŽ¡ŒŽœœȱ˜ȱǞŝŖȱ™Ž›ȱ‹Š››Ž•ǰȱ‘Žȱ‘’‘Žœȱ F@9G98 X 8=A89:;
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146 Chapter 5 in history. If values near these levels continue, the utilities expenditures of hotels Š›˜ž—ȱ‘Žȱ•˜‹Žȱ’—ȱŘŖŖŜȱŠ›Žȱ•’”Ž•¢ȱ˜ȱ‘’ȱ›ŽŒ˜›ȱ•ŽŸŽ•œȱŠœȱ Ž••ǯ Overall, the highest percentage of revenue spent on POM and utilities combined is Asia with 12 percent. South America is second with 11.3 percent. In Europe, only 7.3 percent of revenue is spent on these two items. At the country level, there are some substantially higher expenditures in both categories. The Dominican Republic reports utility expenditures that are 12.4 percent of revenue. Other countries with high percent expenditures on utili- ’Žœȱ’—Œ•žŽȱ‘ŽȱŽ˜™•ŽœȱŽ™ž‹•’Œȱ˜ȱ‘’—ŠȱǻŞǯŞȱ™Ž›ŒŽ—Ǽǰȱ—’ŠȱǻŞǯŜȱ™Ž›ŒŽ—ǼǰȱŠ—ȱ Malaysia (8 percent). In terms of POM expenditures, India leads with 10.4 percent, with the Dominican Republic (8.1 percent), Indonesia (7.7 percent), Norway ǻŝǯŚȱ™Ž›ŒŽ—ǼǰȱŠ—ȱŽ¡’Œ˜ȱǻŝǯśȱ™Ž›ŒŽ—ǼȱŠ•œ˜ȱ‘ŠŸ’—ȱ‘’‘ȱŸŠ•žŽœǯȱŸŽ›Š••ǰȱȱŠ—ȱ ž’•’’ŽœȱŒ˜–‹’—Žȱ Ž›ŽȱŘŖǯśȱ™Ž›ŒŽ—ȱ˜ȱ›ŽŸŽ—žŽœȱ’—ȱ‘Žȱ˜–’—’ŒŠ—ȱŽ™ž‹•’ŒȱŠ—ȱ 19 percent in India—substantially higher values than the overall 9.1 percent for North America. —ȱ ¡‘’‹’œȱ Śȱ ‘›˜ž‘ȱ Ŝǰȱ ŠŠȱ Š‹˜žȱ ‘˜Ž•ȱ Š—ȱ ›ŽœŠž›Š—ȱ ™›˜™Ž›’Žœȱ Š›Žȱ presented either on a per-room basis (for hotels) or on a per-seat basis (for restaurants). While this approach produces interesting comparisons, it can create problems when comparing two properties. First, despite the fact that much energy žœŠŽȱ’œȱę¡Žǰȱœ˜–Žȱ˜ȱ‘Žȱž’•’’ŽœȱŠ—ȱȱŽ¡™Ž—œŽȱ ’••ȱ‹Žȱ›Ž•ŠŽȱ˜ȱ˜ŒŒž™Š—Œ¢ȱ or cover levels. Comparing properties without controlling for occupancy or cover ’쎛Ž—ŒŽœȱ–Š¢ȱ•ŽŠȱ˜ȱ’—Œ˜››ŽŒȱŒ˜—Œ•žœ’˜—œǯ —˜‘Ž›ȱ ™›˜‹•Ž–ȱ Š›’œŽœȱ ‘Ž—ȱ•Š›Žȱ ’쎛Ž—ŒŽœȱ Ž¡’œȱ’—ȱ ‘Žȱ ‹žœ’—Žœœȱ–’¡Žœȱ of the two properties. If a hotel has a large banquet business and all the related facilities, its expenditures, when expressed per available room, will look high compared to a facility with the same number of rooms but without the banquet business. Presence of laundry will also increase POM and energy expenses. The commercial building sector expresses its costs for utilities and POM on a Œ˜œȬ™Ž›ȬœšžŠ›ŽȬ˜˜ȱ‹Šœ’œǯȱ‘’œȱ’œȱ™›˜‹Š‹•¢ȱŠȱ‹ŽĴŽ›ȱ Š¢ȱ’—ȱ‘Šȱ–žŒ‘ȱ˜ȱ‘ŽœŽȱŒ˜œœȱ are more related to building area. Most hotel energy management programs use this measure, although it is somewhat rare for measuring POM expenses. Other factors to consider when comparing two facilities are the ages of the ŠŒ’•’’Žœǰȱ¢™Žœȱ˜ȱ‹ž’•’—ȱœ¢œŽ–œǰȱ•˜ŒŠ•ȱž’•’¢ȱ›ŠŽœǰȱ•˜ŒŠ•ȱ•Š‹˜›ȱ›ŠŽœǰȱŠ—ȱ’Ž—’ę- Š‹•Žȱ’쎛Ž—ŒŽœȱ’—ȱŒ˜—œ›žŒ’˜—ȱǻœžŒ‘ȱŠœȱœ’—•ŽȬȱŸŽ›œžœȱ˜ž‹•ŽȬ•Š£Žȱ ’—˜ œǼǯ The Costs of Renovation and Modernization One large expenditure category that is clearly facilities-related is that of capital expenditures, or CapEx. CapEx includes not simply “the replacement of worn- ˜žȱ ž›—’ž›Žǰȱ ꗒœ‘Žœǰȱ Š—ȱ œ˜Ğȱ ˜˜œ} CapEx must also cover wear and tear, obsolescence, regulatory requirements such as the Americans with Disabilities Act (ADA) and life safety, franchise product demands, changing technology, market demand for product change, and replacement and renovations of building components and heavy equipment.” Recognition of the unique and expensive nature of CapEx, planning for its needs, and managing its implementation represent a œ’—’ęŒŠ—ȱ™˜›’˜—ȱ˜ȱ‘ŽȱŠŒ’•’’Žœȱ–Š—ŠŽ›Ȃœȱž’ŽœǰȱŽœ™ŽŒ’Š••¢ȱŠœȱ‹ž’•’—œȱŠŽǯ Historically, management contracts for lodging facilities provided for three to ˜ž›ȱ™Ž›ŒŽ—ȱ˜ȱ›ŽŸŽ—žŽȱ’—ȱ ‘Šȱ Šœȱ˜ĞŽ—ȱŒŠ••ŽȱŠȱreserve for replacement account.

The Role, Cost, and Management of Hospitality Facilities 147 ‘’œȱ™Ž›ŒŽ—ŠŽȱ Šœȱœ˜–Ž’–Žœȱ•˜ Ž›ȱž›’—ȱ‘ŽȱꛜȱŒ˜ž™•Žȱ˜ȱ¢ŽŠ›œȱŠĞŽ›ȱ˜™Ž—- ’—ǰȱ ‹ŽŒŠžœŽȱ ‘ŽœŽȱ ¢ŽŠ›œȱ Ž›Žȱ ˜ĞŽ—ȱ —˜ȱ ™›˜ęŠ‹•Žǯȱ ‘Žȱ•˜ ȱ ™Ž›ŒŽ—ŠŽȱ•ŽŸŽ•ȱ ˜ȱ the reserve conveyed confusing signals to ownership about the actual costs and timing of CapEx over the life of the facility. CapEx can range from near zero to as much as 30 percent of revenue in a given year, something not conveyed by a œ–Š••ȱę¡Žȱ™Ž›ŒŽ—ŠŽȱ—ž–‹Ž›ǯȱ˜–Žȱ’—žœ›¢ȱŒ˜—œž•Š—œȱ‹Ž•’ŽŸŽȱ‘Žȱȃ™˜˜›ȱ™•Š—- ning for CapEx was a major reason for the operating losses and bankruptcies the industry experienced in the early 1990s.” Estimates of CapEx needs for well maintained properties (where capital expenditures do not also have to compensate for —Ž•ŽŒŽȱ ˜—˜’—ȱ–Š’—Ž—Š—ŒŽǼȱ’—’ŒŠŽȱ ‘Šǰȱ ˜ŸŽ›ȱ Šȱ ž••ȬœŽ›Ÿ’ŒŽȱ‘˜Ž•Ȃœȱꛜȱ řŖȱ years of life, CapEx will approximately equal and may exceed seven percent of total gross revenues. Exhibit 7 illustrates the wide variation in this expenditure ˜ŸŽ›ȱ ‘ŽȱꛜȱřŖȱ¢ŽŠ›œȱ˜ȱ™›˜žŒȱ•’ŽǯȱŠŒ’•’’Žœȱ–Š—ŠŽ›œȱŒŠ—ȱŠœœ’œȱ˜ —Ž›œȱŠ—ȱ operators in becoming aware of these needs and planning accordingly. The Impact of Facility Design on Facility Management “Good design can clearly increase a hotel’s top-line performance, as evidenced by the ability to command higher room rates and increased ›ŽŸŽ—žŽǯȱ ˜˜ȱŽœ’—ȱŠ•œ˜ȱ‘Ž•™œȱ‹ž’•ȱŠȱ‹ŽĴŽ›ȱ‹˜Ĵ˜–ȱ•’—Žȱ‹¢ȱ›ŽžŒ’—ȱ œŠĜ—ȱŒ˜œœǰȱŽ—Ž›¢ȱŒ˜œœǰȱŠ—ȱ˜™Ž›Š’˜—œȱŠ—ȱ–Š’—Ž—Š—ŒŽȱŽ¡™Ž—œŽœ} Poor design can accelerate a hotel’s physical and functional obsolescence, thereby decreasing its value. When valuing hotels, we look closely at operating costs that are out of line with the norm. If the hotel is underperforming, the problem may be inherent in the building’s design.” F@9G98 Q D98; FD=986A=< <  =A7=8K= :E I=B=6= GM =A ! o y $ % ff  fi e &fl€  '' -' fl  fl fl 1ff  flfi 7fl  ', % gjjn  hpƒhm  A E  > = =A =E = => A = A F E B 
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148 Chapter 5 Our primary focus is on managing rather than designing facilities. Nonetheless, a facility’s design will clearly dictate the scope of the facility management function. The role of facility design can be understood by focusing on such factors as: Facility components Facility layout Materials Quality and types of construction Equipment Systems Components and Layout The facility components dictate the needs for facility maintenance, renovation, and operation. The presence of recreational facilities, kitchens, food and beverage outlets, convention space, meeting rooms, and extensive landscaped grounds will all create maintenance needs. Š¢˜žȱ Š•œ˜ȱ ŠěŽŒœȱ–Š’—Ž—Š—ŒŽȱ —ŽŽœǯȱȱ ‘’‘Ȭ›’œŽȱ œ›žŒž›Žȱ Ž—Ž›Š••¢ȱ ‘Šœȱ more complex building systems and concerns. In addition, high-rise facilities bring needs and costs for such items as elevator maintenance and window cleaning. Low-rise facilities that spread over multiple acres, such as those found at some resorts, create maintenance needs for transportation equipment and long travel times around the facility. Materials, Quality, and Types of Construction ‘Žȱ–ŠŽ›’Š•œȱžœŽȱ’—ȱŠȱ‹ž’•’—ȱ ’••ȱŠěŽŒȱ—˜ȱ˜—•¢ȱ‘Žȱ–Š’—Ž—Š—ŒŽȱ—ŽŽœǰȱ‹žȱ also renovation needs and such operating costs as energy and insurance. Most seasoned hospitality personnel (and a number of homeowners) have experienced maintenance problems caused by poor material selection—for example, slippery ̘˜›’—ȱ–ŠŽ›’Š•ǰȱ œ’’—ȱ ‘Šȱ’œȱ —˜ȱ œž’Š‹•Žȱ ˜›ȱ ‘Žȱ•˜ŒŠ•ȱ Œ•’–ŠŽǰȱ ˜›ȱ ™›Ž–Šž›Žȱ product failure due to a defect. Problems caused by materials increase mainte- —Š—ŒŽȱŒ˜œœǯȱ‘Ž¢ȱ˜ĞŽ—ȱŒŠ—ȱ‹Žȱœ˜•ŸŽȱ˜—•¢ȱ‹¢ȱŒŠ™’Š•ȱ’—ŸŽœ–Ž—œǯȱ‘Ž¢ȱŠ•œ˜ȱŠěŽŒȱ the operation of several departments. ‘ŽȱšžŠ•’¢ȱ˜ȱŒ˜—œ›žŒ’˜—ȱ˜›ȱŠȱ‹ž’•’—ȱŠ•œ˜ȱ ’••ȱŠěŽŒȱ–Š’—Ž—Š—ŒŽǰȱ›Ž—˜- vation, and operation. If the building is well constructed, the maintenance manager’s duties will in fact focus primarily on maintenance. However, if the quality of construction is substandard, the maintenance manager may quickly be forced into the construction business. Actual examples of substandard construction and its consequences include, but unfortunately are not limited to, the following: A poorly installed roof soon began to leak, requiring replacement of walls and ceilings as well as more cosmetic changes. Poor construction of the exterior skin of a hotel subject to driving rainstorms ’—ȱŠȱ‘˜ǰȱ‘ž–’ȱŒ•’–ŠŽȱŠ••˜ Žȱ–˜’œž›Žȱ˜ȱŽ—Ž›ȱ‘Žȱœ”’—ȱŠ—ȱ̘ ȱŠ•˜—ȱ‘Žȱ dividing walls between guestrooms. This led to mold, mildew, and deterioration of the walls. x x x x x x x x

The Role, Cost, and Management of Hospitality Facilities 149 Some years ago, hotels in the southeast United States failed to properly insulate water pipes. This resulted in massive failure due to freezing. A new urban hotel was built with knockdown (multi-piece) doorframes rather than one-piece doorframes. The frames sagged, aligned poorly, and ŒŠžœŽȱ ˜™Ž›Š’—ȱ ™›˜‹•Ž–œȱ  ’‘ȱ•˜Œ”œǯȱ Š—’Œ”Žȱ žŽœœȱ ˜ĞŽ—ȱ ˜ž—ȱ ‘Ž–- selves unable to leave their rooms. Design and construction of hospitality facilities involves multiple individu- Š•œȱ‹›’—’—ȱ‘Ž’›ȱŽ¡™Ž›’œŽȱ˜ȱ‹ŽŠ›ȱ’—ȱŒ›ŽŠ’—ȱ‘Žȱꗊ•ȱ™›˜žŒȯŠȱ‹ž’•’—ȱ‘Šȱ “works” for the owner, operator, and customer. When some element of the build- ’—ȱ˜Žœ—Ȃȱ ˜›”ǰȱ™›˜‹•Ž–œȱŒŠ—ȱ›Žœž•ǯȱ —Ž›œȱꗍȱ‘Ž–œŽ•ŸŽœȱœ™Ž—’—ȱ–˜—Ž¢ȱ ˜ȱ Œ˜››ŽŒȱ ‘Žȱ ™›˜‹•Ž–ǰȱ ˜™Ž›Š˜›œȱ ’œŒ˜ŸŽ›ȱ ‘Ž¢ȱ ‘ŠŸŽȱ ’ĜŒž•¢ȱ ’—ȱ Œ˜—›˜••’—ȱ Œ˜œœȱŠ—ȱŽ•’ŸŽ›’—ȱœŽ›Ÿ’ŒŽǰȱŠ—ȱŒžœ˜–Ž›œȱꗍȱ‘ŽȱŽ¡™Ž›’Ž—ŒŽȱ’œȱ•Žœœȱ‘Š—ȱ‘Ž¢ȱ expected. And, while most problems with buildings are relatively small, there are times when the problems are severe. ‘Žȱ¢ŠĴȱ˜Ž•ȱ’—ȱ Š—œŠœȱ’¢ȱ™›˜Ÿ’ŽœȱŠ—ȱ’••žœ›Š’˜—ȱ˜ȱ‘Žȱ™˜Ž—’Š•ȱœŽŸŽ›- ity of a structural design and construction problem. On July 17, 1981, two walk-  Š¢œȱŠȱ‘Žȱ¢ŠĴȱŽŽ—Œ¢ȱ˜Ž•ȱ’—ȱ‘Žȱ›˜ —ȱŽ—Ž›ȱŽŸŽ•˜™–Ž—ȱ’—ȱ Š—œŠœȱ’¢ǰȱ Missouri, collapsed. The collapse resulted in the death of 114 people and injuries to hundreds of others. The owner of the property (Crown Center Redevelopment ˜›™˜›Š’˜—Ǽȱ’œȱ‹Ž•’ŽŸŽȱ ˜ȱ‘ŠŸŽȱœŽĴ•ŽȱŸŠ›’˜žœȱŒ’Ÿ’•ȱœž’œȱ˜žȱ˜ȱŒ˜ž›ȱ ˜›ȱ–˜›Žȱ than $100 million. In addition, various design professionals found themselves fac- ’—ȱ•Š œž’œȱŠ—ȱ•˜œœȱ˜ȱ‘Ž’›ȱ•’ŒŽ—œŽœǯȱ‘Žȱ Š—œŠœȱ’¢ȱ¢ŠĴȱ‘Šȱ‹ŽŽ—ȱ˜™Ž—ȱ˜›ȱ almost one year when the collapse occurred. An investigation into the cause of the collapse showed that ceiling rods supporting the walkways failed resulting in the collapse. The design and construction of the rods had been compromised during the fast-track construction process by a number of errors in calculation, communication, and coordination. Besides the problems that can result from substandard design and construc- ’˜—ǰȱ ‘Žȱ ¢™Žȱ ˜ȱ Œ˜—œ›žŒ’˜—ȱ’œŽ•ȱ ŒŠ—ȱ ŠěŽŒȱ ‘Žȱ Œ˜œœȱ ˜ȱ ‘Žȱ ™‘¢œ’ŒŠ•ȱ ™•Š—ǯȱȱ wood frame structure will have higher insurance rates than a masonry one. An exterior surface that requires painting will have higher maintenance costs than one that does not. A facility with plaster walls will cost more to repair than one  ’‘ȱ›¢ Š••ǯȱ‘Žȱ›Ž›˜ęȱ˜ȱœ™›’—”•Ž›ȱœ¢œŽ–œȱ’—ȱ˜•Ž›ȱ‹ž’•’—œȱ ’••ȱ‹ŽȱŽŠœ’Ž›ȱ’ȱŠȱ ›˜™ȱŒŽ’•’—ȱ’œȱ’—ȱ™•ŠŒŽȱ’—ȱ‘ŽȱžŽœ›˜˜–ȱŒ˜››’˜›ȱ›Š‘Ž›ȱ‘Š—ȱ“žœȱŠȱꗒœ‘Žȱœ•Š‹ǯȱ ŠŒ’•’’Žœȱ ’‘ȱ™˜˜›•¢ȱ’—œž•ŠŽȱŽ¡Ž›’˜›ȱ Š••œȱŠ—ȱ›˜˜œȱŠ—ȱ’—ŽĜŒ’Ž—ȱ ’—˜ œȱ will all have higher-than-average utility costs. Equipment The equipment installed at the facility will have an impact on the need for maintenance. An island resort operating its own electrical generators, desalination plant for fresh water, sewage treatment facility, and large refrigerated storages will clearly have greater and more complex maintenance needs than will a suburban ŗŖŖȬ›˜˜–ȱŽŒ˜—˜–¢ȱ–˜Ž•ǯȱšž’™–Ž—ȱŒ˜—ŒŽ›—œȱ‘Šȱ ’••ȱŠěŽŒȱ–Š’—Ž—Š—ŒŽȱŠ—ȱ operating needs involve such issues as equipment ž›Š‹’•’¢ǰȱ•’Ž’–Žǰȱ›Ž™Š’›Š‹’•’¢ǰȱ ŽĜŒ’Ž—Œ¢ǰȱand accessibility. x x

150 Chapter 5 Durability and Lifetime. Some equipment is clearly designed with a throwaway mindset—a light bulb, for example. Other equipment may be suitable for residential use, but not durable enough to last under constant usage. The nature of the hospitality environment mandates the use of commercial-duty equipment for such items as vacuum cleaners. Information about equipment lifetime and maintenance cost can be helpful in understanding maintenance needs and in planning equipment purchases. Lifetime data for building equipment are presented in ¡‘’‹’ȱŞǯȱ‘Žȱꐞ›Žœȱ shown are median values. This means that, in a large sample of the products, onehalf of the sample would have failed in the period listed. These data illustrate the variations in the life of equipment commonly found in commercial buildings. The data also point out the potentially large number of expensive items that will need ˜ȱ‹Žȱ›Ž™•ŠŒŽȱŗŖȱ˜ȱŘŖȱ¢ŽŠ›œȱŠĞŽ›ȱ‘Ž¢ȱŠ›Žȱ’—œŠ••Žǯȱ‘’œȱ‘Šœȱ–Š“˜›ȱ’–™•’ŒŠ’˜—œȱ for property capital and maintenance expenditures. The information in Exhibit 8 does not mean that the equipment cannot continue operating beyond the times given. With a good maintenance program, the  fl BS Qfl ' ' ' ' ' ' ' ' ' ' ' *) @fl
 

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The Role, Cost, and Management of Hospitality Facilities 151 life of the equipment can be prolonged somewhat. However, as the equipment reaches and exceeds this expected service life, management should anticipate more frequent failures and a need to invest additional labor and materials to keep the equipment operational. Repairability. The repairability of equipment involves several issues. Property œŠěȱŒŠ—ȱ›Ž™Š’›ȱœ˜–ŽȱŽšž’™–Ž—ǰȱ ‘’•Žȱ˜‘Ž›ȱŽšž’™–Ž—ȱŒ•ŽŠ›•¢ȱ›Žšž’›Žœȱ‘ŽȱœŽ›- Ÿ’ŒŽœȱ˜ȱœ™ŽŒ’Š••¢ȱ›Š’—Žȱ–ŽŒ‘Š—’Œœǯȱ‘’œȱ’œȱ˜—Žȱ˜ȱ‘Žȱ›ŽŠœ˜—œȱśŖȱ™Ž›ŒŽ—ȱ˜›ȱ–˜›Žȱ of the POM account is expended on items other than payroll. The decision to repair or replace an item involves several factors. Equipment near its expected life is probably not worth repairing unless the repair will result in a large extension ˜ȱ’œȱ•’Žǯȱ—ȱŠ’’˜—ǰȱ‘Žȱ›Ž™Š’›ȱ˜ȱŽšž’™–Ž—ȱœ˜–Ž’–Žœȱ›ŽžŒŽœȱ‘ŽȱŽĜŒ’Ž—Œ¢ȱ˜ȱ ‘ŽȱŽšž’™–Ž—ǯȱ—ȱŽ•ŽŒ›’Œȱ–˜˜›ǰȱ˜›ȱŽ¡Š–™•Žǰȱ’œȱŽ—Ž›Š••¢ȱ•ŽœœȱŽĜŒ’Ž—ȱ ‘Ž—ȱ’ȱ is rewound. Repairability also depends on the availability of parts and the ability to remove equipment from service while it is repaired. Some operators have purchased imported equipment and discovered that service and parts were virtually ’–™˜œœ’‹•Žȱ˜ȱŽȱ˜–Žœ’ŒŠ••¢ǯȱ‘˜ž‘ȱ˜™Ž›Š˜›œȱ˜ȱ˜ěȬœ‘˜›ŽȱŠŒ’•’’Žœȱ˜ĞŽ—ȱŠŒŽȱ such problems, this distressing and costly experience has happened even regionally within the United States. This is one good reason to check on service and parts availability and quality before you sign the purchase agreement. The repair of equipment (and facilities) must never jeopardize safety. Equipment (and facilities) should not be repaired in a way that bypasses, disables, or compromises safety features. A repaired electric cord with the grounding plug removed, a repaired lawnmower without a discharge guard, or a repaired fan with its belt guard removed may function properly, but each is a potential safety hazard to both employees and guests. One hotel “repaired” a leaking roof by installing a false guestroom ceiling below. Eventually, the true ceiling collapsed and killed a guest sleeping in the bed below. The lesson is clear. Safety ꛜǯ ĜŒ’Ž—Œ¢ǯȱ Ž•ŽŒ’—ȱ Žšž’™–Ž—ȱ  ’‘ȱ ŽĜŒ’Ž—Œ¢ȱ ’—ȱ –’—ȱ ’—Ÿ˜•ŸŽœȱ ‹Ž’—ȱ Š Š›Žȱ of the life-cycle implications of equipment decisions. Some pieces of equipment have operating costs per year that are two to four times their purchase price—for example, a water heater for the laundry. Others, like incandescent light bulbs, will Œ˜œȱřŖȱ ˜ȱśŖȱ ’–Žœȱ–˜›Žȱ ˜ȱ˜™Ž›ŠŽȱ ‘Š—ȱ ‘Ž’›ȱ’—’’Š•ȱŒ˜œǯȱ‘Ž›Ž˜›ŽǰȱŒ‘˜˜œ’—ȱŠȱ –˜›ŽȱŽĜŒ’Ž—ȱ™’ŽŒŽȱ˜ȱŽšž’™–Ž—ȱŠȱŠȱ‘’‘Ž›ȱ’—’’Š•ȱŒ˜œȱŒ˜ž•ȱ™›˜Ÿ’Žȱœ˜–Žȱ›ŽŠ•ȱ payback. Š—ŠŽ–Ž—ȱœ˜–Ž’–Žœȱꗍœȱ’œŽ•ȱ ’‘ȱ’—ŽĜŒ’Ž—ȱŽšž’™–Ž—ȱ‘Šȱ Šœȱ™ž›- chased to keep the initial cost of the building on budget. While there may be no immediate remedy to this problem, the worst decision management can make is to Œ‘˜˜œŽȱ‘ŽȱœŠ–Žȱ’—ŽĜŒ’Ž—ȱŽšž’™–Ž—ȱ ‘Ž—ȱŠȱ›Ž™•ŠŒŽ–Ž—ȱ’œȱ›Žšž’›Žǯ —Ž›œŠ—’—ȱ‘ŽȱŠŒ˜›œȱ‘ŠȱŒ˜—›’‹žŽȱ˜ȱ‘ŽȱŽĜŒ’Ž—Œ¢ȱ˜ȱŸŠ›’˜žœȱ¢™Žœȱ˜ȱ equipment can help you make wise purchase decisions. Accessibility. Accessibility to equipment is essential to ensuring proper maintenance. A few years ago, one of the major auto manufacturers built a car that required partial removal of the engine to change spark plugs! In another case, a water heater was boxed in behind a paneled wall in a private residence. Though

152 Chapter 5 defying common sense, these things can and do happen. And building design and equipment location are not exempt. While it is tempting to squeeze mechanical space to reduce building costs, the result can be a near disaster for future main- Ž—Š—ŒŽǯȱŠ’—Ž—Š—ŒŽȱ œŠěȱ–Š¢ȱ ˜›Žȱ Žšž’™–Ž—ȱ•˜ŒŠŽȱ’—ȱ ›Ž–˜Žȱ Š›ŽŠœȱ ’‘ȱ ’ĜŒž•ȱŠŒŒŽœœǰȱŽ’‘Ž›ȱŠŒŒ’Ž—Š••¢ȱ˜›ȱŽ•’‹Ž›ŠŽ•¢ǯ Systems ‘Žȱ¢™Žœȱ˜ȱœ¢œŽ–œȱ˜ž—ȱ’—ȱŠȱ‹ž’•’—ȱ ’••ȱŒ•ŽŠ›•¢ȱŠěŽŒȱŠŒ’•’¢ȱ–Š—ŠŽ–Ž—ȱ needs. Older buildings with steam heating systems need experts who specialize in this type of equipment maintenance. Local codes may even require such buildings ˜ȱ‘ŠŸŽȱ˜—Ȭœ’Žȱ‹˜’•Ž›ȱ˜™Ž›Š˜›œǯȱŽ Ž›ȱŠŒ’•’’Žœȱ˜ĞŽ—ȱžœŽȱ‘˜ȱ ŠŽ›ȱ˜›ȱ‘ŽŠȱ’œ- tribution, reducing the need for maintenance in general and eliminating the need for boiler operators altogether. To provide guests the option of regulating heating and cooling of their guestrooms and to avoid using through-the-wall packaged room units, many hotels choose centralized (fan-coil) heating, ventilation, and air conditioning (HVAC) units for guestrooms. In contrast with packaged units, centralized units have a large amount of additional equipment besides what is in the guestroom, but, from Šȱ Œ˜œȬ˜Ȭ˜™Ž›ŠŽȱ ™Ž›œ™ŽŒ’ŸŽǰȱ Š›Žȱ–žŒ‘ȱ–˜›Žȱ ŽĜŒ’Ž—ǯȱ ˜—œ’ž’—ȱ ‘ŽœŽȱ ž—’œȱ are boilers, chillers, cooling towers, pumps, and a variety of control devices. All of these components will need specialized maintenance and will incur costs consistent with that level of maintenance expertise. ¢œŽ–œȱ’—œŠ••Žȱ’—ȱ–˜Ž›—ȱ‹ž’•’—œȱŒŠ—ȱ‹Žȱšž’ŽȱŒ˜–™•Ž¡ǯȱ˜–™žŽ›œȱ˜ĞŽ—ȱ must interpret input from a number of sensors in order to control the operation of various pieces of equipment. In addition, the systems are themselves integrated,  ’‘ȱ‘Žȱ˜™Ž›Š’˜—ȱ˜ȱ˜—Žȱ‘ŠŸ’—ȱŠ—ȱ’—ĚžŽ—ŒŽȱ˜—ȱ‘Žȱ˜‘Ž›ǯȱ˜›ȱŽ¡Š–™•ŽǰȱŠȱ‹ž’•- ’—ȱꛎȱŒ˜—›˜•ȱœ¢œŽ–ȱŠ—ȱŠȱ‹ž’•’—ȱȱœ¢œŽ–ȱ–Š¢ȱ‹˜‘ȱ Š—ȱ˜ȱŒ˜—›˜•ȱ‘Žȱ operation of certain pieces of equipment, while the building energy management œ¢œŽ–ȱ–Š¢ȱ Š—ȱ˜ȱž›—ȱ‘’œȱŽšž’™–Ž—ȱ˜ěǯ Introduction of new systems, such as cable or satellite TV and computers, and the addition of increasingly sophisticated entertainment venues to casino hotels and other facilities have increased facilities-related needs. This trend is certain to continue. Today the installation of international standard data network (ISDN) lines for Internet access and of increasingly sophisticated locking and control technology for guestroom security is broadening the sphere of maintenance knowledge and activity. Landscaping features using precision-controlled (computerized) fountains and lights are increasingly being used. What the future may see in terms of new systems in buildings and the maintenance implications of ‘ŽœŽȱ—Ž ȱœ¢œŽ–œȱŒ˜ž•ȱ›ž•¢ȱ›ŽŽę—Žȱ‘Žȱœ”’••œȱœŽȱ˜ȱ˜Š¢ȂœȱŠŒ’•’’ŽœȱŽ—’—ŽŽ›ǯȱ (Imagine the building and other systems necessary to launch the much-discussed era of Space Tourism!) Building System Design—The Oversizing Problem. The designers of building systems are concerned about many issues as they design the systems. Codes need to be met. Owner and franchise standards need to be complied with. Aesthetic and Š›Œ‘’ŽŒž›Š•ȱ’œœžŽœȱŠ›’œŽǯȱ—ǰȱ‘Žȱ‹ž’•’—ȱœ¢œŽ–ȱ—ŽŽœȱ˜ȱž•ę••ȱ’œȱ™ž›™˜œŽǯȱ—ȱ‘Žȱ instance of HVAC systems this means that they heat, cool, ventilate, and generally

The Role, Cost, and Management of Hospitality Facilities 153 operate in a manner that provides comfort for the building occupants. And, ide- Š••¢ǰȱ‘’œȱ’œȱ˜—Žȱ’—ȱŠȱŒ˜œȱŽěŽŒ’ŸŽȱ–Š——Ž›ȱ’—ȱŽ›–œȱ˜ȱ’—’’Š•ȱŒ˜œȱŠ—ȱ˜™Ž›Š’—ȱ costs. Unfortunately, this is not always the case. Building systems have at times been drastically oversized resulting in excessive initial cost and high operating Ž¡™Ž—œŽœǯȱȱ›ŽŒŽ—ȱ–˜’ęŒŠ’˜—ȱ˜ȱŠȱ‘˜Ž•ȱŒ˜—œ›žŒŽȱ’—ȱŠ•’˜›—’Šȱ’—ȱŗşŞŞȱ’••žœ- trates the oversizing issue. ȱ ŘśřȬ›˜˜–ȱ ‘˜Ž•ȱ ’—ȱ ˜ž‘Ž›—ȱ Š•’˜›—’Šȱ  Šœȱ ’—’’Š••¢ȱ Žœ’—Žȱ  ’‘ȱ  ˜ȱ řśŖȬ˜—ȱ Œ‘’••Ž›œǰȱ  ˜ȱ ŜŖȬ‘˜›œŽ™˜ Ž›ȱ Œ‘’••Žȱ  ŠŽ›ȱ ™ž–™œǰȱ  ˜ȱ ŘśȬ‘˜›œŽ™˜ Ž›ȱ Œ˜—Ž—œŽ›ȱ ŠŽ›ȱ™ž–™œǰȱ Š—ȱ  ˜ȱ ŘśȬ‘˜›œŽ™˜ Ž›ȱŒ˜˜•’—ȱ ˜ Ž›œǯȱ ǻȱ’œȱŒ˜––˜—ȱ practice to design systems with two (or more) of each component to provide backup and allow for maintenance.) An energy study done in 2001 indicated that ‘Žȱœ¢œŽ–ȱ˜™Ž›ŠŽȱŠȱ•Žœœȱ‘Š—ȱśŖȱ™Ž›ŒŽ—ȱ˜ȱ‘Žȱ›ŠŽȱŒŠ™ŠŒ’¢ȱŠ•–˜œȱşŖȱ™Ž›ŒŽ—ȱ of the time and the highest load on the system was only 71 percent of the capacity of one of the chillers! This would be similar to building a hotel that operated at —˜ȱ–˜›Žȱ‘Š—ȱřŜȱ™Ž›ŒŽ—ȱ˜ŒŒž™Š—Œ¢ǯȱ‘Žȱ˜ —Ž›ȱ‘ŠȱŽœ’—ŽȱǻŠ—ȱ™ž›Œ‘ŠœŽǼȱŠȱ œ¢œŽ–ȱ‘Šȱ Šœȱœ’—’ęŒŠ—•¢ȱ˜ŸŽ›œ’£Žǯȱȱ—Ž ȱœ¢œŽ–ȱ Šœȱ’—œŠ••Žȱ‘Šȱ›ŽžŒŽȱ Œ‘’••Ž›ȱœ’£Žȱ˜ȱŗŞśȱ˜—œǰȱ‘ŽȱŒ‘’••Žȱ ŠŽ›ȱ™ž–™œȱ˜ȱŗŖȱ‘˜›œŽ™˜ Ž›ǰȱ‘ŽȱŒ˜—Ž—œŽ›ȱ ™ž–™œȱ˜ȱŗŖȱ‘˜›œŽ™˜ Ž›ǰȱŠ—ȱ‘ŽȱŒ˜˜•’—ȱ˜ Ž›ȱŠ—œȱ˜ȱŝǯśȱ‘˜›œŽ™˜ Ž›ǯȱ‘Žȱ—Ž ȱ œ–Š••Ž›ȱǻŠ—ȱ–˜›ŽȱŽĜŒ’Ž—ǼȱŽšž’™–Ž—ȱŠ—ȱŒ˜—›˜•œȱ›Žœž•Žȱ’—ȱŠȱŜŞȱ™Ž›ŒŽ—ȱ›ŽžŒ- ’˜—ȱ’—ȱŽ—Ž›¢ȱžœŠŽǰȱ¢’Ž•’—ȱœŠŸ’—œȱ˜ȱŠ™™›˜¡’–ŠŽ•¢ȱǞŗśŖǰŖŖŖȱŠȱ¢ŽŠ›ǯ ‘¢ȱ Šœȱ‘Žȱ’—’’Š•ȱŽœ’—ȱœ˜ȱ˜ŸŽ›œ’£ŽǵȱŽȱ˜—Ȃȱ”—˜ ȱœ™ŽŒ’ęŒŠ••¢ȱ˜›ȱ‘’œȱ hotel, but we can provide some insight into how this occurs in general. First, in the interest of being sure to meet the expected loads (and future load growth) and to compensate for potential deterioration in performance, systems are generally œ˜–Ž ‘Šȱ˜ŸŽ›œ’£ŽǯȱŽŒ˜—ǰȱ ‘Ž—ȱ‹ž’•’—ȱŠȱ—Ž ȱ‹ž’•’—ǰȱ˜ —Ž›œȱ˜ĞŽ—ȱ˜—Ȃȱ want to pay for computer modeling of the building to estimate appropriate equipment size. Third, oversized systems may result from the use of “rule of thumb” designs that may be overly conservative or are just a copy of the design used on the last project. Finally, compensation for designers is sometimes based on a per- ŒŽ—ŠŽȱ˜ȱ‘Žȱœ¢œŽ–ȱŒ˜œǰȱ›Žœž•’—ȱ’—ȱŠȱ’›ŽŒȱꗊ—Œ’Š•ȱ’—ŒŽ—’ŸŽȱ˜ȱŽœ’—ȱ‹’Ž›ȱ systems. Owners would be well served to request further analysis of proposed systems and encourage (and reward) designers who can provide more optimal designs. Management’s Responsibilities The management of facilities is not the responsibility of just the building engi- —ŽŽ›ǯȱ‘’•Žȱ ‘’œȱ™Ž›œ˜—ȱ‘Šœȱ‹žŽŠ›¢ȱ›Žœ™˜—œ’‹’•’¢ȱ ˜›ȱž’•’¢ǰȱǰȱŠ—ȱ˜ĞŽ—ȱ CapEx funds, these funds are really spent to provide services for the guests and for the other departments in the operation. And the actions and expectations of other departments relative to facilities need to be the same as those in the facilities area if the customers—paying and internal—are to have their needs met. Since all managers and departments are involved with facilities to some degree, understanding the responsibilities and priorities of facilities management is a shared need. ŽȱŒŠ—ȱ‘’—”ȱ˜ȱ‘Žȱ›Žœ™˜—œ’‹’•’¢ȱ˜ȱŠŒ’•’’Žœȱ–Š—ŠŽ–Ž—ȱŠœȱ’—Ÿ˜•Ÿ’—ȱ꟎ȱ major areas:

154 Chapter 5 Safety and security Legal and regulatory compliance Service Cost control Asset management ȃŠŽ¢ȱ’œȱŠ• Š¢œȱ‘ŽȱꛜȱŒ˜—ŒŽ›—Dzȱ•ŽŠ•’¢ȱ’œȱ’Žȱ˜›ȱœŽŒ˜—ȱ ’‘ȱŒžœ˜–Ž›ȱ service.” The responsibilities of facilities managers with regard to safety and secu- ›’¢ȱŠ›Žȱ—ž–Ž›˜žœǯȱŠŒ’•’’ŽœȱœŠěȱŠ›Žȱ˜ĞŽ—ȱ›Žœ™˜—œ’‹•Žȱ˜›ȱ‘Žȱ™›˜™Ž›ȱ˜™Ž›Š’˜—ȱ˜ȱ ‹ž’•’—ȱœ¢œŽ–œȱ’—œŠ••Žȱœ™ŽŒ’ęŒŠ••¢ȱ˜ȱ™›˜Ÿ’ŽȱŠȱœŠŽȱŠ—ȱœŽŒž›ŽȱŽ—Ÿ’›˜—–Ž—ǯȱ ‘ŽœŽȱ’—Œ•žŽȱꛎȱ™›˜ŽŒ’˜—ȱœ¢œŽ–œǰȱ ŠŽ›ȱ™ž›’ęŒŠ’˜—ȱŠ—ȱ›ŽŠ–Ž—ȱœ¢œŽ–œǰȱ and locking and security systems. In addition, the proper repair and operation of a variety of building equipment and systems are required to ensure safety. Examples here include such items as ensuring furniture is in good repair and that no electrical shorts exist in lamps and around pool areas. Safety and security also involve the standards, methods, and procedures used to maintain and care for the facility. Facilities employees need to safely conduct their work following procedures that do not endanger themselves or others. And, with ongoing renovation at many properties, the safety of the facility and its guests as part of the renovation “construction zone” is also an important consideration. ŽŠ•ȱ Œ˜–™•’Š—ŒŽȱ’—Œ•žŽœȱ ŠĴŽ—’˜—ȱ ˜ȱ•˜ŒŠ•ȱ ‹ž’•’—ȱ Œ˜Žœǰȱ ‘ŽŠ•‘ȱ Ž™Š›- ment regulations, emissions and environmental requirements (including such items as mandatory recycling), and such issues as ADA mandates. The need for legal and regulatory compliance is driven not only out of a need to comply with laws at a variety of levels but also by contracts entered into by the property. To remain valid, equipment warranties may mandate certain maintenance require- –Ž—œǯȱŠ—ŠŽ–Ž—ȱŒ˜—›ŠŒœȱŠ—ȱ›Š—Œ‘’œŽȱŠ›ŽŽ–Ž—œȱ–Š¢ȱŠ•œ˜ȱ›Žšž’›Žȱœ™ŽŒ’ęŒȱ levels of maintenance and refurbishment. And agreements with tour providers may stipulate certain levels of maintenance, environmental performance, and availability of amenities and services. By design and in practice, the facilities department is a service operation. ŠŒ’•’’ŽœȱœŠěȱ™›˜Ÿ’ŽȱœŽ›Ÿ’ŒŽœȱ˜ȱ‘ŽȱžŽœœǰȱ˜ȱ˜‘Ž›ȱŽ™Š›–Ž—œǰȱŠ—ȯ’›ŽŒ•¢ȱ and indirectly—to the owner of the building. The level of maintenance and care of the facility should contribute positively to the guests’ experience. There are numerous ways in which a well-maintained facility can contribute in a positive manner and possibly more ways in which a poorly maintained facility can create a nega- ’ŸŽȱŽ¡™Ž›’Ž—ŒŽǯȱ˜›Žȱ˜ĞŽ—ȱ‘Š—ȱ—˜ǰȱžŽœœȱ–Š”Žȱ‘Ž’›ȱŒ˜––Ž—œȱŠ‹˜žȱ‘ŽȱŠŒ’•- ity to employees of another department. The impact of the facilities department is felt throughout the operation and can boost or impair productivity and quality ’—ȱ˜‘Ž›ȱŽ™Š›–Ž—œǯȱ›˜™Ž›•¢ȱ˜™Ž›Š’—ȱŽšž’™–Ž—ȱŠ••˜ œȱœŠěȱ’—ȱŽ™Š›–Ž—œȱ such as housekeeping, food service, and laundry to perform their tasks quickly Š—ȱŽĜŒ’Ž—•¢ǯȱ ’—Š••¢ǰȱ‘ŽȱŽě˜›œȱ˜ȱ‘ŽȱŠŒ’•’’ŽœȱœŠěȱ’—ȱŒŠ›’—ȱ˜›ȱ‘Žȱ˜ŸŽ›Š••ȱ™‘¢œ’ŒŠ•ȱ™•Š—ȱ provide an important asset management and protection service to the building owner. Facilities professionals represent the long-term interests of the owner by x x x x x

The Role, Cost, and Management of Hospitality Facilities 155 preserving his or her investment and contributing to the monetary appreciation of the building. Cost control has high priority in the activities of the facilities department; at times, it is top priority. Costs over which the facilities manager can exercise some control are utilities (fuel, electricity, water, and related items), maintenance and operations (including labor, materials, and contracts), and capital expenditures (including FF&E and major building equipment and systems replacement). Con- ›˜••’—ȱ‘ŽȱŒ˜œœȱ˜ȱŽŠŒ‘ȱ–Š“˜›ȱŒŠŽ˜›¢ȱ›Žšž’›ŽœȱŠĴŽ—’˜—ȱ˜ȱ’쎛’—ȱ’œœžŽœȱŠ—ȱ ŒŠ—ǰȱŠȱ’–Žœǰȱ‹Žȱ’—ȱŒ˜—Ě’Œȱ ’‘ȱŽŠŒ‘ȱ˜‘Ž›ǯȱ˜›ȱŽ¡Š–™•Žǰȱ’ȱŠ—ȱ˜™Ž›Š’˜—ȱ˜ŒžœŽœȱ too intensely on the control of capital expenses, there may be a rise in maintenance operations expenses and energy deriving from repairing rather than replacing aging equipment and systems. The asset management role of the facilities engineer is one in support of the broader asset management role of today’s professional asset manager. One of the asset manager’s primary responsibilities is the protection of the asset. Failure of the manager or prior owner to maintain the physical plant of the hotel adequately may—and most likely will—result in the need to replace key systems and components well before the end of the assets’ normal lifespan. Even in the smallest hotel, HVAC (heating, ŸŽ—’•Š’—ǰȱŠ—ȱŠ’›ȱŒ˜—’’˜—’—Ǽȱž—’œȱŠ—ȱꛎȱŠ•Š›–ȱœ¢œŽ–œȱŠ›ŽȱŸŽ›¢ȱ costly items. It is the asset manager’s responsibility to understand the condition of the critical systems in the hotel and to know which systems will require repair or replacement and the cost to do so. The facilities manager needs to protect the hotel’s physical asset in daily operations via the processes of maintenance and repair, as well as provide information and direction for the development of the capital plans for the facility. A facilities manager who thinks like an asset manager is going to be a valuable “asset” to any hotel operation and a valued “asset manager” for the building’s owner. Finally, the management contracts and franchise agreements that characterize œ˜ȱ–žŒ‘ȱ ˜ȱ ˜Š¢Ȃœȱ•˜’—ȱ Š—ȱ ˜˜ȱ œŽ›Ÿ’ŒŽȱŽ—Ÿ’›˜—–Ž—ȱ ˜ĞŽ—ȱ–Š”Žȱ–Š—ŠŽ- ment responsible for providing levels of facility maintenance. Let’s look at these in more detail. Management Contracts and Franchise Agreements Management contracts may require management to fund reserves for future maintenance and repair needs, to solicit the owner’s approval before making buildingrelated expenditures, and to report to the owner regarding how funds are used. A requirement that the operator fund reserves for replacement of FF&E is a common provision of management contracts. Less common are reserves established for non-FF&E repairs. Exhibit 9 presents two sample clauses. —ȱ ‘Žȱ ŗşşŖœǰȱ –Š—ŠŽ–Ž—ȱ Œ˜—›ŠŒœȱ ž—Ž› Ž—ȱ œ˜–Žȱ œ’—’ęŒŠ—ȱ Œ‘Š—Žœǰȱ as owners were able to garner more control. These changes, as described in the sidebar by James J. Eyster, a leading expert on these contracts, bring replacement reserves more in line with actual expenditures and require operators to analyze and document proposed expenditures.

156 Chapter 5 Under terms of most management contracts, the operator generally needs ‘Žȱ˜ —Ž›ȂœȱŠ™™›˜ŸŠ•ȱ˜ȱœ™Ž—ȱ‘Žȱ›ŽœŽ›ŸŽœǯȱ ŽĴ’—ȱ‘’œȱŠ™™›˜ŸŠ•ȱŒŠ—ȱ‹ŽȱŠȱ’Ĝcult point of negotiation when the operator and the owner disagree over whether a certain expenditure should come from the POM budget, the reserve account, or the owner’s capital. If the expenditure is categorized as a POM item, it will ŽŒ›ŽŠœŽȱ’—Œ˜–Žȱ‹Ž˜›Žȱę¡ŽȱŒ‘Š›Žœȱ ǻ˜›ȱŠ—˜‘Ž›ȱ™›˜ęȱ•’—ŽǼȱŠ—ȱ–Š¢ȱ ‘Ž›Ž˜›Žȱ ŽŒ›ŽŠœŽȱ‘Žȱ–Š—ŠŽ–Ž—ȱŽŽȱǻ’ȱ’ȱ’œȱ‹ŠœŽȱ˜—ȱꗊ—Œ’Š•ȱ™Ž›˜›–Š—ŒŽȱ›Š‘Ž›ȱ‘Š—ȱŠȱ ̊ȱŽŽǼǯȱ—ȱ‘Žȱ˜‘Ž›ȱ‘Š—ǰȱ’ȱ‘ŽȱŽ¡™Ž—’ž›Žȱ’œȱŒŠŽ˜›’£ŽȱŠœȱŠȱŒŠ™’Š•ȱ˜›ȱ›ŽœŽ›ŸŽȱ ’Ž–ǰȱ’—Œ˜–Žȱ‹Ž˜›Žȱę¡ŽȱŒ‘Š›Žœȱ’œȱ—˜ȱŠěŽŒŽȱŠ—ȱ‘Žȱ–Š—ŠŽ–Ž—ȱŽŽȱ ’••ȱ‹Žȱ ‘’‘Ž›ǯȱ‘’œȱ’œȱŠȱꗊ—Œ’Š•ȱ‹Šœ’œȱ˜›ȱŽ‹ŠŽȱŠ—ȱ™˜Ž—’Š•ȱŒ˜—Ě’Œȱ‹Ž ŽŽ—ȱ˜ —Ž›œȱ and management. Similar disagreement can occur regarding contract services, which are also covered in management contracts. Issuing contracts for “emergency” services may ‹ŽŒ˜–ŽȱŠȱ™˜’—ȱ˜ȱ›’Œ’˜—ȱ ‘Ž—ȱ˜™Ž›Š˜›œȱŠ—ȱ˜ —Ž›œȱ‘ŠŸŽȱ’쎛Ž—ȱŽę—’’˜—œȱ of what constitutes an emergency. For example, the owner and operator may dis- Š›ŽŽȱ˜ŸŽ›ȱ ‘Ž‘Ž›ȱŠȱ’ŸŽ—ȱŠ–˜ž—ȱ˜ȱ̘˜’—ȱ’—ȱ‘Žȱ‹ž’•’—ȱœ‘˜ž•ȱ‹Žȱ‘Š—•Žȱ ‹¢ȱŒž››Ž—ȱœŠěȱ˜›ȱ›ŽŠŽȱŠœȱŠ—ȱŽ–Ž›Ž—Œ¢ȱŒŠ••’—ȱ˜›ȱŒ˜—›ŠŒȱœŽ›Ÿ’ŒŽǯ ‘Žȱ–Š—ŠŽ–Ž—ȱŒ˜—›ŠŒȱ ’••ȱŽ—Ž›Š••¢ȱŒ˜—Š’—ȱ™›˜Ÿ’œ’˜—œȱœ™ŽŒ’ęŒŠ••¢ȱŠœœ’—- ing responsibility for the operator to perform needed repairs, replacements, and improvements. These clauses may contain limitations based on dollar amounts or a percentage of revenue, may contain provisions for owner approval of expenditures, and may allow the owner the option of performing the work using outside contractors. The contract may also specify guidelines for determining whether the expenditure will be considered a POM, reserve, or capital item. !ff 7F  7CB   -EEffi -HEffi  DEC S
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The Role, Cost, and Management of Hospitality Facilities 157 Negotiating and interpreting these clauses is a challenging task. As operating margins tighten, owners become more reluctant to authorize capital expenditures Š—ȱ –Š¢ȱ ŽŸŽ—ȱ šžŽœ’˜—ȱ ›Ž™Š’›ȱ Š—ȱ –Š’—Ž—Š—ŒŽȱ Ž¡™Ž—’ž›Žœǯȱ ˜—Ě’Œȱ ›Žœž•œǰȱ especially when the pressure on economic performance is caused by the entry of new or renovated facilities into the marketplace. These problems can have major ŽěŽŒœȱ˜—ȱ‘ŽȱŒ˜—’’˜—ȱ˜ȱ‘Žȱ™‘¢œ’ŒŠ•ȱ™•Š—ȱŠ—ȱ˜—ȱ‘Žȱ˜™’˜—œȱŠŸŠ’•Š‹•Žȱ˜ȱ–ŽŽȱ perceived needs. Franchise agreements also establish important requirements for property operation and maintenance. Most franchisors require that facilities be developed and operated in accordance with the franchisors’ operating manuals. These manuals establish minimum standards and requirements for constructing, equipping, furnishing, supplying, operating, maintaining, and marketing the establishment. Exhibit 10 presents sample phrasing that might be used. 8  -E?  7F L J
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158 Chapter 5 Responsibilities of the Facilities Department A complete discussion of the responsibilities of the facilities department in hotels ŒŠ—ȱ ‹Žȱ šž’Žȱ’—Ÿ˜•ŸŽǯȱ ‘Žȱ ˜••˜ ’—ȱ ’œŒžœœ’˜—ȱ ‹›’ŽĚ¢ȱ’••žœ›ŠŽœȱ ‘Žȱ ™˜Ž—’Š•ȱ œŒ˜™Žȱ˜ȱž’ŽœȱŠ—ȱ›Žœ™˜—œ’‹’•’’Žœȱ˜ȱ‘ŽȱŠŒ’•’’ŽœȱœŠěǯȱ˜ȱŠ••ȱ˜™Ž›Š’˜—œȱ›Žšž’›Žȱ all of these, and in some instances, the responsibility may be given to another department. ¢œŽ–œȱŠ—ȱž’•’—ȱŽœ’—ǯ ȱ’œȱ‘’‘•¢ȱ‹Ž—ŽęŒ’Š•ȱ˜ȱ‘ŠŸŽȱ‘ŽȱŠŒ’•’’Žœȱ–Š—ŠŽ›ȱ for a new facility provide input regarding building systems and building design from a facilities perspective. This will help to ensure that the facility has been designed with maintenance and operating costs in mind and that the facilities manager is as knowledgeable as possible about the systems and components of the building. ¢œŽ–œȱŠ—ȱž’•’—ȱ˜––’œœ’˜—’—ǯ When the actual construction work on the building or system is complete, a commissioning and startup process should be implemented. Commissioning is the “quality assurance facet of systems installation. It is a process for achieving, verifying, and documenting the performance of each system to meet the operational needs of the building, within the capability ˜ȱ ‘Žȱ˜Œž–Ž—ŽȱŽœ’—ȱ Š—ȱ œ™ŽŒ’ꮍȱŽšž’™–Ž—ȱ ŒŠ™ŠŒ’’Žœǰȱ ŠŒŒ˜›’—ȱ ˜ȱ ‘Žȱ owner’s functional criteria. It is a process that ensures the quality of the installation.” Typical of the elements of commissioning HVAC and water systems is what is referred to as TAB—testing, adjusting, and balancing. ž’•’—ȱ Š—ȱ ¢œŽ–ȱ ™Ž›Š’˜—œ. Building and system operations are the dayto-day activities that ensure the building and its systems continue to operate as intended and provide needed services. To the operators of the facility, this means ŠĴŽ—’˜—ȱ˜ȱŽŠ’•œǰȱœžŒ‘ȱŠœȱ™›˜™Ž›ȱ˜™Ž›Š’˜—ȱ˜ȱ˜˜›œȱŠ—ȱ•˜Œ”œǰȱ›ŽœŽĴ’—ȱŒ’›Œž’ȱ breakers when appropriate, making sure meeting room schedules are entered into the building management computer system, and a host of other seemingly small but meaningful activities. In the best circumstances, these activities are transparent—everything is working when it should and it becomes invisible to those receiving the resulting service. F@9G98 HZ LD;= A7@9<= KA==L=8 ;6<= 2  ,E Ofl% KQL% fl%  PQO flL Lfl  fl Kfl
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The Role, Cost, and Management of Hospitality Facilities 159 ž’•’—ȱŠ’—Ž—Š—ŒŽ.ȱ ‘Žȱ ‹ž’•’—ȱ œ›žŒž›Žȱ Š—ȱ Œ˜–™˜—Ž—œȱ Š›Žȱ Šȱ œ’—’ęŒŠ—ȱ ’—ŸŽœ–Ž—ȱŠ—ȱœŽ›ŸŽȱŠœȱ‘Žȱꛜȱ•’—Žȱ˜ȱ™›˜ŽŒ’˜—ȱ˜›ȱ‘Žȱ‹ž’•’—Ȃœȱ˜ŒŒž™Š—œȱŠ—ȱ Œ˜—Ž—œǯȱŠŒ’•’’ŽœȱœŠěȱ—ŽŽȱ˜ȱ™Š¢ȱŠĴŽ—’˜—ȱ˜ȱ‘Žȱ‹ž’•’—ȱœ›žŒž›ŽœȂȱ—ŽŽœǯȱ•Ž- –Ž—œȱœžŒ‘ȱŠœȱ›˜˜ę—ǰȱŽ¡Ž›’˜›ȱœž›ŠŒŽœǰȱ ’—˜ œǰȱ›’ŸŽ Š¢œȱŠ—ȱ™Š›”’—ȱŠ›ŽŠœǰȱ and steps all require regular inspection, maintenance, and other care. Your build- ’—ȂœȱŽ¡Ž›’˜›ȱ’œȱ‘Žȱꛜȱ’–ŠŽȱžŽœœȱŠ›ŽȱŽ¡™˜œŽȱ˜Dzȱ’œȱŠ™™ŽŠ›Š—ŒŽȱ‘ŠœȱŠȱœ›˜—ȱ ’—ĚžŽ—ŒŽȱ˜—ȱ‘Ž’›ȱ’–™›Žœœ’˜—ȱ˜ȱ¢˜ž›ȱ˜™Ž›Š’˜—ǯ žŽœ›˜˜–ǰȱž›—’œ‘’—œǰȱŠ—ȱ’¡ž›ŽœȱŠ’—Ž—Š—ŒŽǯ The importance of the guestroom, its physical condition, and the proper operation of the equipment serving it cannot be overstated. Regular guestroom preventive maintenance three to four times a year is a signature responsibility of maintenance that helps make the guest experience a positive one. šž’™–Ž—ȱŠ’—Ž—Š—ŒŽȱŠ—ȱŽ™Š’›ǯ Property facilities contain a vast and varied amount of equipment whose proper operation requires maintenance and repair ‹¢ȱŠŒ’•’’ŽœȱœŠěȱ˜›ȱ‹¢ȱœž™™•’Ž›œȱŒ˜—›ŠŒŽȱ‹¢ȱŠŒ’•’’ŽœȱœŠěǯȱ•œ˜ǰȱŠŒ’•’’ŽœȱœŠěȱ Š›Žȱ˜ĞŽ—ȱ›Žœ™˜—œ’‹•Žȱ˜›ȱ–Š’—Ž—Š—ŒŽȱŠ—ȱ›Ž™Š’›ȱ˜ȱŽšž’™–Ž—ȱžœŽȱ’—ȱ˜›ȱ‹¢ȱ˜‘Ž›ȱ departments, such as housekeeping, laundry, and food and beverage. šž’™–Ž—ȱŽ•ŽŒ’˜—ȱŠ—ȱ—œŠ••Š’˜—ǯ The equipment operated in hospitality operations changes over time. As new food service, laundry, and other equipment is ŠŒšž’›Žǰȱ’ȱ’œȱ’–™˜›Š—ȱ‘ŠȱŠŒ’•’’ŽœȱœŠěȱ‹Žȱ’—Ÿ˜•ŸŽȱ’—ȱ’œȱœŽ•ŽŒ’˜—ȱŠ—ȱ’—œŠ•- •Š’˜—ǯȱŠŒ’•’’ŽœȱœŠěȱ’—Ÿ˜•ŸŽ–Ž—ȱ‘Ž•™œȱŽ—œž›Žȱ‘Šȱ‘ŽȱŽšž’™–Ž—ȱ’œȱœž’Š‹•Žǰȱ‘Šȱ ’œȱ’—œŠ••Š’˜—ȱŒŠ—ȱ‹ŽȱŠŒŒ˜–™•’œ‘ŽȱŒ˜œȬŽěŽŒ’ŸŽ•¢ǰȱŠ—ȱ‘Šȱ’œȱ˜—˜’—ȱ–Š’—Ž- —Š—ŒŽȱŒŠ—ȱ‹Žȱ™Ž›˜›–ŽȱŽĜŒ’Ž—•¢ȱŠ—ȱ’—ȱŠȱŒ˜œȬŽěŽŒ’ŸŽȱ–Š——Ž›ǯ Contract Management. A host of facilities services are provided by outside contractors. Managing the contracts and contractors for these services is important if costs are to be controlled and the necessary services provided. Facilities managers are central to providing contractor oversight and coordinating and negotiating contract responsibilities. Utilities Management. The task of utilities management is one of growing com- ™•Ž¡’¢ȱŠ—ȱ˜™™˜›ž—’¢ǯȱŠŒ’•’’Žœȱ™›˜Žœœ’˜—Š•œȱŠ›Žȱ’—Œ›ŽŠœ’—•¢ȱꗍ’—ȱ‘Ž¢ȱ‘ŠŸŽȱ Šȱ‹›˜ŠŽ›ȱꎕȱ˜ȱž’•’¢ȱœŽ›Ÿ’ŒŽȱŸŽ—˜›œȱ›˜–ȱ ‘’Œ‘ȱ˜ȱŒ‘˜˜œŽǯȱŸŠ•žŠ’—ȱ‘ŽȱŒ˜œǰȱ dependability, and service levels of each calls for even more managerial decisions than before. Moreover, decisions need to be made about how to control costs of services once they are purchased. And, for water in particular, some utilities man- ŠŽ›œȱ–Š¢ȱꗍȱ‘Ž¢ȱ‘ŠŸŽȱ™˜Ž—’Š•ȱŒž›Š’•–Ž—ȱ˜›ȱœ‘˜›ŠŽȱ’œœžŽœȱ˜ȱŒ˜—Ž—ȱ ’‘ǰȱ  ‘’Œ‘ȱ–Š¢ȱŠ•œ˜ȱ’—Ÿ˜•ŸŽȱ›Žž•Š˜›¢ȱ›Žœ›’Œ’˜—œȱ ’‘ȱœ’—’ęŒŠ—ȱŒ˜œȱ™Ž—Š•’Žœȱ˜›ȱ over-consumption. Finally, with utilities management now a key component of the growing environmental consciousness arena, compliance, conservation, and Œ˜––ž—’ŒŠ’˜—ȱ‹ŽŒ˜–Žȱ™›’˜›’¢ȱ’œœžŽœȱ˜›ȱŠŒ’•’’ŽœȱœŠěȱŠ—ȱ–Š—ŠŽ–Ž—ǯ Waste Management. The facilities department usually is charged with the task of –Š—Š’—ȱ ŠœŽDzȱ’œȱŒ˜œȱ’œȱžœžŠ••¢ȱ’—ȱ‘ŽȱŠŒ’•’’Žœȱ‹žŽǰȱŠŒ’•’’ŽœȱœŠěȱ™˜œœŽœœȱ the knowledge of the regulatory environment, and facilities professionals have traditionally taken on this task, sometimes even viewing it as a way to reduce the operation’s environmental impact.

160 Chapter 5 žŽ’—ȱŠ—ȱ˜œȱ˜—›˜•. Facilities professionals must be able to plan and bud- Žȱ˜›ȱ‘Ž’›ȱꗊ—Œ’Š•ȱ—ŽŽœȱǻž’•’’ŽœǰȱǰȱŠ—ȱŠ™¡Ǽǰȱ™›˜™Ž›•¢ȱŽ¡™•Š’—ȱŠ—ȱ“žœ- tify these needs, and control the expenditures in all areas under their purview. ’‘ȱŗśȱ˜ȱŘŖȱ™Ž›ŒŽ—ȱ˜ȱ™›˜™Ž›¢ȱ›ŽŸŽ—žŽȱ‹žŽŽȱ˜›ȱ‘ŽœŽȱŒŠŽ˜›’Žœǰȱ™›˜™Ž›ȱ management skills are clearly needed. ŽŒž›’¢ȱŠ—ȱŠŽ¢ǯ Contributions involving security and safety are twofold. First, ‘ŽȱŠŒ’•’’ŽœȱŽ™Š›–Ž—ȱ–žœȱ‹Žȱœž›Žȱ’œȱ˜ —ȱœŠěȱŠ›Žȱ ˜›”’—ȱ’—ȱŠȱœŠŽȱ–Š——Ž›ǯȱ ŽŒ˜—ǰȱŠŒ’•’’ŽœȱœŠěȱ–žœȱ˜ȱŠ••ȱ‘Šȱ’œȱŠ™™›˜™›’ŠŽȱ˜ȱŽ—œž›ŽȱŠȱœŠŽȱŠ—ȱœŽŒž›Žȱ environment for other employees and for the guests. These responsibilities can ›Š—Žȱ›˜–ȱŠĴŽ—’˜—ȱ˜ȱ‘Žȱ‹ž’•’—ȱŠ—ȱ›˜ž—œȱ˜ȱ‘Žȱ™›˜™Ž›ȱ˜™Ž›Š’˜—ȱ˜ȱœŽŒž›’¢ȱ and locking systems. ˜—›ŠŒžŠ•ȱ Š—ȱ Žž•Š˜›¢ȱ ˜–™•’Š—ŒŽ. Many elements of facilities operations Œ˜–Žȱ ž—Ž›ȱ ›Žž•Š˜›¢ȱ ˜ŸŽ›œ’‘ǯȱ ¡Š–™•Žœȱ ’—Œ•žŽȱ ꛎȱ Œ˜Žœǰȱ ‹ž’•’—ȱ Œ˜Žœǰȱ sanitary codes, and environmental regulations. In addition, franchise agreements and management contracts—along with contracts with customers—have elements requiring actions involving the facility. Parts Inventory and Control. The potentially large number of specialized parts and equipment needed for facilities operations requires that inventory be adequately controlled. Because much of this inventory is also usable outside the building, Œ˜—›˜•ȱ˜ȱ’—ŸŽ—˜›¢ȱ’œȱ—ŽŽŽȱ˜ȱ™›ŽŸŽ—ȱ‘ŽĞȱŠœȱ Ž••ȱŠœȱ˜ȱŽ—œž›Žȱ‘Šȱ™Š›œȱŠ—ȱ materials are available when needed. Renovations, Additions, and Restorations. Almost immediately upon opening a ™›˜™Ž›¢ǰȱ‘Ž›Žȱ‹Ž’—œȱŠ—ȱž—Ž—’—ȱ™›˜ŒŽœœȱ˜ȱ›Ž—˜ŸŠ’˜—ǰȱŠ’’˜—ǰȱŠ—ȱ–˜’ęŒŠ- tion. These can range from a minor installation of a bookshelf to the addition of a new guestroom tower. Involvement and coordination with the facilities department of all these needs are critical. Since adequate service to guests and other departments cannot be jeopardized, maintaining high safety levels and controlling Œ˜œœȱž›’—ȱ‘ŽœŽȱŠŒ’Ÿ’’ŽœȱŠ›ŽȱŠȱ–Š“˜›ȱŒ˜—ŒŽ›—ȱ˜ȱ‘ŽȱŠŒ’•’’ŽœȱœŠěǯ Special Projects. Special projects include “unexpected” tasks that fall to facilities œŠěȱŠ—ȱ ‘˜œŽȱ Šœ”œȱ ‘Šȱ–ŽŽȱž—’šžŽȱžŽœȱŽ–Š—œȱŠ—ȱ—ŽŽœǯȱž’•’—ȱŒžœ- ˜–ȱŠŒ’•’’Žœȱ˜›ȱ™Ž›˜›–Š—ŒŽœȱŠ—ȱœ™ŽŒ’Š•ȱŽŸŽ—œǰȱŒ˜—ꐞ›’—ȱ•’‘’—ȱŠ—ȱœ˜ž—ȱ œ¢œŽ–œǰȱ Œ›ŽŠ’—ȱ œ™ŽŒ’Š•ȱ ŽěŽŒœǰȱ Š—ȱ Šȱ ‘˜œȱ ˜ȱ ˜‘Ž›ȱ ž—’šžŽȱ Ž–Š—œȱ —˜ȱ ˜—•¢ȱ provide the opportunity to be resourceful and creative, but generate new streams of revenue for the property. Šěȱ›Š’—’—.ȱ‘ŽȱŒ˜—’—žŽȱŽžŒŠ’˜—ȱŠ—ȱ›Š’—’—ȱ˜ȱŽ™Š›–Ž—Š•ȱœŠěȱ’œȱŽœœŽ—- tial to orient new employees and learn emerging and changing technologies. Local ŽŒ‘—’ŒŠ•ȱ’—œ’ž’˜—œȱŠ—ȱŸŽ—˜›œȱ–Š¢ȱ˜ěŽ›ȱ ›Š’—’—ȱœŽ›Ÿ’ŒŽœȱ ‘Šȱ‘Ž•™ȱ ŠŒ’•’’Žœȱ œŠěȱ˜ȱž™ŠŽȱ‘Ž’›ȱœ”’••œȱŒ˜—œ’œŽ—ȱ ’‘ȱŠŸŠ—ŒŽœȱ’—ȱŽŒ‘—˜•˜¢ǯȱ—˜‘Ž›ȱ’–™˜›- Š—ȱœ˜ž›ŒŽȱ˜›ȱž™›Š’—ȱœ”’••œȱ’œȱ’—Ž›—Š•ȱ›Š’—’—ǰȱ’—ȱ ‘’Œ‘ȱ™›˜™Ž›¢Ȭœ™ŽŒ’ęŒȱŠ—ȱ general awareness issues—such as OSHA requirements—can be addressed. Emergency Planning and Response. Because of their knowledge of the facility and ’œȱœ¢œŽ–œǰȱ ŠŒ’•’’ŽœȱœŠěȱ™•Š¢ȱ•ŽŠŽ›œ‘’™ȱ›˜•Žœȱ’—ȱ ‘Žȱ™›˜™Ž›¢Ȭ•ŽŸŽ•ȱŽ–Ž›Ž—Œ¢ȱ ™•Š——’—ȱŠ—ȱ›Žœ™˜—œŽȱŽě˜›ǯȱŠŒ’•’’ŽœȱœŠěȱŠ›Žȱ˜ĞŽ—ȱ”Ž¢ȱ–Ž–‹Ž›œȱ˜ȱŽ–Ž›Ž—Œ¢ȱ

The Role, Cost, and Management of Hospitality Facilities 161 ›Žœ™˜—œŽȱŽŠ–œȱŠœȱ Ž••ǯȱȱŠȱŒŠŠœ›˜™‘Žȱ›Žœž•œȱ’—ȱŠ–ŠŽȱ˜ȱ‘ŽȱŠŒ’•’¢ǰȱ‘ŽȱœŠěȱ must be prepared to secure the facility from further damage and know the steps to take to restore the facility to operation. Corporate Reporting. Documenting the activities of the facilities department is important to the success of the operation, as it provides a living history of facilities- ›Ž•ŠŽȱŽŸŽ—œǯȱ‘ŽȱŠŒ’•’’ŽœȱœŠěȱ ’••ȱ‘ŠŸŽȱ›Žšž’›Ž–Ž—œȱ˜›ȱŒ˜›™˜›ŠŽȱ›Ž™˜›’—ȱ Š—ȱ–ŽŠœž›Ž–Ž—ȱ Ÿ’Šȱ ‹Ž—Œ‘–Š›”’—ǰȱ ‹ŠœŽȱ ˜—ȱ ‘Ž’›ȱ Žě˜›œȱ ˜ȱ ”ŽŽ™ȱ ‘Žȱ ŠŒ’•’¢ȱ operating regardless of systems, environmental, or natural problems. Šěȱ ’••ȱŠ•œ˜ȱ‹ŽȱŒŠ••Žȱž™˜—ȱ ˜ȱŠ‘Ž›ȱŠ—ȱ›Ž™˜›ȱœ™ŽŒ’ęŒȱŠ’’˜—Š•ȱ’—˜›- mation on facility maintenance, repair, and restoration and on compliance with internal and governmental requirements. These reports serve as the basis not only for recording system and facility breakdowns and slowdowns, but as repair and restoration guides for future reference in similar circumstances. Facilities Managers in Lodging Operations Individuals in charge of the lodging facility may have one of a variety of titles such as Director of Engineering, Chief Engineer, Director of Property Operations, or Director of Facilities. Their responsibilities vary as well. Small economy lodging operations have Directors of Engineering (DOE) who do much of the work themselves and require more technical than managerial skills. At larger properties and those with more elegant interiors, the DOE is much more of a manager, con- ›˜••’—ȱŠȱ•Š›Žȱ‹žŽȱŠ—ȱœŠěȱŠ—ȱ ˜›”’—ȱ˜ȱŠŒŒ˜––˜ŠŽȱ–˜›ŽȱŒ˜–™•’ŒŠŽȱ demands. Facilities managers in lodging generally do not oversee housekeeping activities. They are also unlikely to oversee security, except at smaller properties. How- ŽŸŽ›ǰȱ’—ȱ‘Žȱ ˜›•ȱ˜ȱŒ˜––Ž›Œ’Š•ȱ‹ž’•’—œǰȱ‘˜žœŽ”ŽŽ™’—ȱŠ—ȱœŽŒž›’¢ȱ˜ĞŽ—ȱ›Ž™˜›ȱ to the facility manager. The separation of these activities in lodging is not universal; some operations have initiated a management structure that has engineering Š—ȱ‘˜žœŽ”ŽŽ™’—ȱ›Ž™˜›’—ȱ˜ȱŠȱ’›ŽŒ˜›ȱ˜ȱŠŒ’•’’ŽœȱœŠěȱ™Ž›œ˜—ǰȱ‘˜ž‘ȱ‘’œȱ’œȱ unusual. Lodging facilities managers are likely have some technical background gener- ŠŽȱ’—ȱ–’•’Š›¢ȱœŽ›Ÿ’ŒŽǰȱŒ˜—›ŠŒ’—ȱꛖœǰȱ˜›ȱ›ŠŽȱŠ—ȱŽŒ‘—’ŒŠ•ȱœŒ‘˜˜•œǯȱŠ—ŠŽ- rial skill development is largely on-the-job or derived from in-house managerial seminars. Most U.S. property-level managers do not hold four-year engineering or technical degrees, having gained much of their knowledge through experience. Exhibit 11 summarizes the skills typically expected from a facilities director. The salaries of lodging facilities managers (chief engineers) are on the lower Ž—ȱ Œ˜–™Š›Žȱ ’‘ȱ ˜‘Ž›ȱ–Ž–‹Ž›œȱ ˜ȱ ‘ŽȱŽ¡ŽŒž’ŸŽȱ Œ˜––’ĴŽŽȱ ˜ȱ ‘Žȱ™›˜™Ž›¢ǰȱ ranking 9 out of 11 nationwide, as shown in Exhibit 12. However, as the quality level of the property increases, the relative salary of chief engineering improves Šœȱ Ž••ǯȱ’Ȭ›ŠŽȱ™›˜™Ž›¢ȱŒ‘’ŽȱŽ—’—ŽŽ›œȱ›Š—”ȱśȱ˜žȱ˜ȱŝǰȱꛜȬŒ•ŠœœȱŞȱ˜žȱ˜ȱŗŗǰȱ Š—ȱ•ž¡ž›¢ȱŝȱ˜žȱ˜ȱŗŗǯȱ‘’œȱ’œȱ™Ž›‘Š™œȱ›ŽĚŽŒ’ŸŽȱ˜ȱ‘Žȱ–˜›Žȱœ’—’ęŒŠ—ȱ›˜•Žȱ‘Šȱ ŠŒ’•’’ŽœȱŽ™Š›–Ž—œȱ™•Š¢ȱŠ—ȱ‘Žȱ–˜›Žȱœ’—’ęŒŠ—ȱ›Žœ™˜—œ’‹’•’’Žœȱ‘Ž¢ȱ‘ŠŸŽȱ’—ȱ higher-end operations.

162 Chapter 5 ŠŒ’•’’ŽœȱœŠĜ—ȱŸŠ›’Žœȱ ’‘ȱ‘ŽȱŠŽȱ˜ȱ‘Žȱ™›˜™Ž›¢ǰȱœŽ›Ÿ’ŒŽœȱ˜ěŽ›Žǰȱ¢™Žœȱ of systems, commitment to in-house versus contract services, and a host of other ŠŒ˜›œǯȱ ŠĜ—ȱ•ŽŸŽ•œȱ ˜ȱ Řǯśȱ ˜ȱ Śȱ ŠŒ’•’’Žœȱ œŠěȱ ™Ž›ȱ ŗŖŖȱ ›˜˜–œȱ Œ˜ŸŽ›œȱ ‘Žȱ•’”Ž•¢ȱ ›Š—Žǯȱ˜ ŽŸŽ›ǰȱ•ž¡ž›¢ȱŠ—ȱꛜȬŒ•Šœœȱ˜™Ž›Š’˜—œȱ ’‘ȱ•Š›Žȱ›˜˜–œȱŠ—ȱœž’ŽœȱŠ—ȱ Ž¡Ž—œ’ŸŽȱ›˜ž—œȱŒŠ—ȱ‘ŠŸŽȱœ’—’ęŒŠ—•¢ȱ–˜›Žǯ Conclusion One goal of this chapter has been to drive home the importance of facilities in the hospitality industry. Some of the material about facilities is a bit technical, but then, the industry is increasingly so—just look behind the front desk at most hotels! The manager who wants to control costs, create value for owners and stockholders, and ‘ŠŸŽȱ‘’‘ȱŽ™Š›–Ž—Š•ȱŽĜŒ’Ž—Œ¢ȱŠ—ȱ™›˜žŒ’Ÿ’¢ǰȱ‘Š™™¢ȱžŽœœǰȱŠ—ȱŠȱœŠŽȱŠ—ȱ œŽŒž›Žȱ˜™Ž›Š’˜—ȱœ‘˜ž•ȱꗍȱ‘’œȱ–ŠŽ›’Š•ȱ‘Ž•™ž•ǯȱ‘Žȱ–Š—ŠŽ›ȱ ‘˜ȱ•ŠŒ”œȱ‘ŽœŽȱ concerns should probably look for another line of work. The services provided ‹¢ȱ Šȱ ™›˜™Ž›•¢ȱ ž—Žȱ Š—ȱ  Ž••Ȭ›ž—ȱ –Š’—Ž—Š—ŒŽȱ Ž™Š›–Ž—ȱ Š›Žȱ ˜ȱ œ’—’ęŒŠ—ȱ F@9G98 HH 6LLAM :E  79;989=< 9A=78:Ac< :<989:  I=P69A= ?9;;<  C   =
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The Role, Cost, and Management of Hospitality Facilities 163 value to the property. When it comes to facilities maintenance, you can pay now or pay more later. Key Terms ADA—Americans with Disabilities Act. U.S federal legislation enacted in the early 1990s mandating that owners and operators of public facilities provide certain ŠŒŒ˜––˜Š’˜—œȱ˜›ȱ’—’Ÿ’žŠ•œȱ ’‘ȱ’œŠ‹’•’’ŽœȱŠœȱœ™ŽŒ’ꮍȱ’—ȱ‘Žȱ•Ž’œ•Š’˜—ǯ CapEx—Capital expenditure. A major expenditure category in the hospitality ’—žœ›¢ȱ Œ˜ŸŽ›’—ȱ ›Ž™•ŠŒŽ–Ž—ȱ ˜ȱ  ˜›—Ȭ˜žȱ ž›—’ž›Žǰȱ ꗒœ‘Žœǰȱ Š—ȱ œ˜Ğȱ ˜˜œǰȱ wear and tear, obsolescence, regulatory requirements such as ADA and life safety, franchise product demands, changing technology, market demand for product change, and replacement and renovations of building components and heavy equipment. facilities management companies—Companies with the expertise to provide services such as housekeeping, grounds, and physical plant management to hospitality companies, schools, universities, and various industries. FF&E—ž›—’ž›Žǰȱę¡ž›ŽœǰȱŠ—ȱŽšž’™–Ž—ǰȱŠȱ–Š“˜›ȱ™˜›’˜—ȱ˜ȱŠ™¡ǯ franchise agreement—An agreement under which one entity that has developed a ™Š›’Œž•Š›ȱ™ŠĴŽ›—ȱ˜›ȱ˜›–Šȱ˜›ȱ˜’—ȱ‹žœ’—Žœœȯ‘Žȱ›Š—Œ‘’œ˜›ȯ›Š—œȱ˜ȱŠ—˜‘Ž›ȱ entity—the franchisee—the right to conduct such a business provided it follows ‘ŽȱŽœŠ‹•’œ‘Žȱ™ŠĴŽ›—ǯ F@9G98 HO :K9K 79;989=< K=A ;AM :LDA9<: F? * +C 4G 3ffl7 -ffl+B 2EHEI LK  ff .)%-)) ff ,/%2,1 ff .-%01* ff 0)%00- fl /,%1-) -.%-** /,%,-2 1/%+2. fl K 9  8R /0%,/- .)%*)2 0)%*,- 1,%-/2 fl K Q @Q .1%/00 -,%/.* ..%+*. 0,%011 fl K
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164 Chapter 5 HVAC—Heating, ventilation, and air conditioning. The general term applied to a property’s temperature management system. It includes heat and refrigerated air œ¢œŽ–œȱŠ—ȱŠĴŽ—Š—ȱžŒ ˜›”ǰȱŠ’›Ě˜ ȱ–ŠŒ‘’—Ž›¢ǰȱŠ—ȱŒ˜—›˜•ȱŽŸ’ŒŽœǯ management contract—An agreement between the owner/developer of a property and a professional hotel management company. The owner/developer usually ›ŽŠ’—œȱ‘Žȱꗊ—Œ’Š•ȱŠ—ȱ•ŽŠ•ȱ›Žœ™˜—œ’‹’•’¢ȱ˜›ȱ‘Žȱ™›˜™Ž›¢ǰȱŠ—ȱ‘Žȱ–Š—ŠŽ–Ž—ȱ company receives an agreed-upon fee for operating the facility. POM—Property operation and maintenance. One of two principal cost entries (with utilities) in the hospitality industry detailing ongoing costs of operation following construction of the facility. R&M—Repair and maintenance. Generally applied to costing procedures, R&M comprise the maintenance expenses incurred in the regular and unanticipated repair and maintenance of a property’s physical assets. replacement reserves—Cash reserves (the amount usually based on a percentage of gross revenues) set aside largely for maintenance and repair needs. Management contracts commonly require that operators fund replacement reserves for FF&E. TAB—Testing, adjusting, and balancing. In the building commissioning process, ȱ’œȱ˜—Žȱ˜ȱ‘ŽȱŸŽ›’ęŒŠ’˜—ȱŽ•Ž–Ž—œȱ‘ŠȱŽ—œž›Žœȱ‘ŽȱšžŠ•’¢ȱ˜ȱ‘Žȱ’—œŠ••Š’˜—ȱ of systems in the facility (for example, the HVAC and water systems).

165 6 Hospitality Facilities Management Tools, Techniques, and Trends From Hospitality Facilities Management and Design, Third Edition by David M. Stipanuk The ideal [engineer] is he who sees further than the mere production of power— who also follows it to the logical conclusion: satisfactory service to the guest at the lowest possible costs to the management. The engineer to succeed must be able to work with department heads and employees in departments that consume the products he manufactures. They must be impressed with the necessity for the engineer and his associates. Next to the manager I believe the engineer can serve as the most valuable man in the organization of a hotel that has a complete modern plant. The engineer in such an organization should be responsible for the physical upkeep of the house. Under his direction should be the electricians, plumbers, carpenters, decorators, masons, machinists, telephone men, laundry superintendent, silversmiths, and all engine room employees. He should be responsible for the inspection and maintenance of every piece of mechanical equipment in the house. And it should be possible for him to requisition for whatever he needs in his department. His department should operate on a carefully prepared budget. He should at all times receive reports from the accounting department so that he will know where he stands. One of the greatest weaknesses in the American hotel system is the manager’s failure to work more closely with the man who is responsible for the “Heart of the House.” In order to do so it is not necessary that he know all there is to know Š‹˜žȱ’쎛Ž—ȱ¢™Žœȱ˜ȱ‘ŽŠ’—ȱœ¢œŽ–œǰȱ›Ž›’Ž›Š’—ȱž—’œǰȱŠ—ȱŸŽ—’•Š˜›œǯȱžȱ he can learn the highlights about these in a few hours of study. An engineer does not expect a manager to know as much about engineering Šœȱ‘Žȱ˜Žœǰȱ‹žȱ‘ŽȱŠ™™›ŽŒ’ŠŽœȱŠȱœ¢–™Š‘Ž’Œȱ’—Ž›Žœȱ’—ȱ‘’œȱ™›˜‹•Ž–œȯ ‘’Œ‘ȱŠĞŽ›ȱ all are the manager’s problems as well. —Gaston Lauryssen, 1929 ‘ŽȱœžŽœŽȱ–˜’ęŒŠ’˜—œȱ˜ȱ‘’œȱŒ‘Š™Ž›ȱ˜ȱ›˜Žœœ˜›ȱŠ›˜•¢—ȱŠ–‹Ž›ȱ˜ȱŽ——œ¢•ŸŠ—’Šȱ ŠŽȱ—’ŸŽ›œ’¢ȱ Š—ȱ›ǯȱŽ——’œȱ ŽŽŽȱ ˜ȱ Ž›Ÿ’¢—Žȱ ˜›™˜›Š’˜—ȱ Š›Žȱ ŠŒ”—˜ •ŽŽȱ Š—ȱ Š™™›ŽŒ’ŠŽǯ

166 Chapter 6 WHETHER ’ȱ ’œȱ ŗşŘşȱ ˜›ȱ ˜Š¢ǰȱ ȃœŠ’œŠŒ˜›¢ȱ œŽ›Ÿ’ŒŽȱ ˜ȱ ‘Žȱ žŽœȱ Šȱ ‘Žȱ •˜ Žœȱ ™˜œœ’‹•Žȱ Œ˜œȄȱ Š—ȱ ‹Ž’—ȱ ȃŠ‹•Žȱ ˜ȱ ˜›”ȱ ’‘ȱ Ž™Š›–Ž—ȱ ‘ŽŠœȱ Š—ȱ Ž–™•˜¢ŽŽœȱ ’—ȱŽ™Š›–Ž—œȱ‘ŠȱŒ˜—œž–Žȱ‘Žȱ™›˜žŒœȱ‘Žȱ–Š—žŠŒž›ŽœȄȱ›Ž–Š’—ȱ‘ŽȱŠŒ’•’¢ȱ –Š—ŠŽ›Ȃœȱ˜Š•œǯȱŒ‘’ŽŸ’—ȱ‘Ž–ȱ›Žšž’›Žœȱ‘ŽȱžœŽȱ˜ȱ‘ŽȱŒ˜››ŽŒȱ–Š—ŠŽ›’Š•ȱŠ—ȱ ™‘¢œ’ŒŠ•ȱ ˜˜•œȱ Š—ȱ ŽŒ‘—’šžŽœǰȱ Šœȱ Ž••ȱ Šœȱ Œ˜—’—žŽȱ ŠĴŽ—’˜—ȱ ˜ȱ ›Ž•ŽŸŠ—ȱ ›Ž—œȱ Š—ȱ ˜™™˜›ž—’’Žœǯȱ —ȱ ‘’œȱ Œ‘Š™Ž›ǰȱ  Žȱ ’œŒžœœȱ ‘Žȱ–Š—ŠŽ–Ž—ȱ ˜ȱ ‘Žȱ ŠŒ’•’’Žœȱ ž—Œ’˜—ǰȱ ˜Œžœ’—ȱ˜—ȱ ¢™Žœȱ˜ȱ–Š’—Ž—Š—ŒŽǰȱ–Š’—Ž—Š—ŒŽȱ–Š—ŠŽ–Ž—ȱœ¢œŽ–œǰȱ ‹žŽ’—ǰȱŠ—ȱ™Ž›œ˜——Ž•ȱ–Š—ŠŽ–Ž—ǯȱž›ȱ˜Š•ȱ’œȱ‘Šȱ¢˜žǰȱŠœȱŠȱ™Ž›œ˜—ȱŠ™™•¢’—ȱ ȃŠȱŽ ȱ‘˜ž›œȱ˜ȱœž¢ǰȄȱ ’••ȱŽŸŽ•˜™ȱŠ—ȱž—Ž›œŠ—’—ȱŠ—ȱŠ™™›ŽŒ’Š’˜—ȱ˜ȱ–Š—- ŠŽ–Ž—ȱ˜ȱ˜™Ž›Š’˜—œȱ ’‘’—ȱ‘ŽȱȃŽŠ›ȱ˜ȱ‘Žȱ˜žœŽǯȄ Facilities Maintenance and Repair ȱœ’—’ęŒŠ—ȱ™˜›’˜—ȱ˜ȱ‘Žȱ™›˜™Ž›¢ȱ˜™Ž›Š’˜—ȱŠ—ȱ–Š’—Ž—Š—ŒŽȱǻǼȱ‹žŽȱ’œȱ Œ˜—œž–Žȱ‹¢ȱ–Š’—Ž—Š—ŒŽȱŠ—ȱ›Ž™Š’›ȱŽ–Š—œǯȱŠ’—Ž—Š—ŒŽȱŠŒ’Ÿ’’ŽœȱŠ›Žȱ‘˜œŽȱ ˜—Žȱ˜ȱ”ŽŽ™ȱœ˜–Ž‘’—ȱ’—ȱŠ—ȱŽ¡’œ’—ȱœŠŽȱ˜›ȱ˜ȱ™›ŽœŽ›ŸŽȱœ˜–Ž‘’—ȱ›˜–ȱŠ’•ž›Žȱ ˜›ȱŽŒ•’—ŽǯȱŽ™Š’›ȱŠŒ’Ÿ’’ŽœȱŠ›Žȱ ‘˜œŽȱ ‘Šȱ›Žœ˜›Žȱœ˜–Ž‘’—ȱ‹¢ȱ›Ž™•ŠŒ’—ȱŠȱ™Š›ȱ ˜›ȱ™žĴ’—ȱ˜Ž‘Ž›ȱ ‘Šȱ’œȱ˜›—ȱ˜›ȱ‹›˜”Ž—ǯȱ‘Ž›Žȱ’œȱ’—›’—œ’ŒȱŸŠ•žŽȱ’—ȱž—Œ’˜—’—ȱ ’—ȱŠȱ–Š’—Ž—Š—ŒŽȱ–˜Žȱ›Š‘Ž›ȱ‘Š—ȱ’—ȱŠȱ›Ž™Š’›ȱ–˜Žǯȱœ’—ȱŠ—ȱŠ™™›˜™›’ŠŽȱ–’¡ȱ˜ȱ –Š’—Ž—Š—ŒŽȱ–Ž‘˜œȱ Š—ȱŒŠ™’Š•ȱŽ¡™Ž—’ž›Žœȱ’œȱ Šȱœ˜ž—ȱ Š™™›˜ŠŒ‘ȱ ˜ȱ”ŽŽ™’—ȱ ›Ž™Š’›ȱ˜ȱŠȱ–’—’–ž–ǯȱžȱ ‘Ž—ȱ›Ž™Š’›ȱ’œȱ—ŽŽŽǰȱ‘Žȱœ”’••œǰȱ™Š›œǰȱŠ—ȱŽŸŽ—ȱ’–Žȱ œ‘˜ž•ȱ‹ŽȱŠŸŠ’•Š‹•Žȱ˜ȱŠ••˜ ȱ‘Žȱ›Ž™Š’›ȱ˜ȱ‹Žȱ˜—Žȱ’—ȱ‘Žȱ–˜œȱŽĜŒ’Ž—ȱ–Š——Ž›ǰȱ˜—ȱ ’–ŽȱŠ—ȱ ’‘’—ȱ‹žŽǯ ‘Žȱ ¢™Žœȱ ˜ȱ–Š’—Ž—Š—ŒŽȱ Šȱ Š—¢ȱ™›˜™Ž›¢ȱ ŒŠ—ȱ ‹Žȱ ›˜ž™Žȱž—Ž›ȱ Šȱ ŸŠ›’Ž¢ȱ ˜ȱ•Š‹Ž•œǯȱ—Žȱ™˜œœ’‹•Žȱ›˜ž™’—ȱŒ•Šœœ’ęŽœȱ–Š’—Ž—Š—ŒŽȱ¢™ŽœȱŠœȱ›˜ž’—Žǰȱ™›ŽŸŽ—- ’ŸŽǰȱ žŽœ›˜˜–ǰȱ œŒ‘Žž•Žǰȱ ™›Ž’Œ’ŸŽǰȱ ›ŽŠŒ’ŸŽȱ ǻŽ–Ž›Ž—Œ¢Ȧ‹›ŽŠ”˜ —Ǽǰȱ Š—ȱ Œ˜—›ŠŒǯ Routine maintenanceȱ ’œȱ ‘Šȱ  ‘’Œ‘ȱ ™Ž›Š’—œȱ ˜ȱ ‘Žȱ Ž—Ž›Š•ȱ ž™”ŽŽ™ȱ ˜ȱ ‘Žȱ ™›˜™Ž›¢ǰȱ›ŽŒž›œȱ˜—ȱŠȱ›Žž•Š›ȱ‹Šœ’œǰȱŠ—ȱ›Žšž’›Žœȱ›Ž•Š’ŸŽ•¢ȱ–’—’–Š•ȱœ”’••ȱ˜›ȱ›Š’—’—ȱ ˜ȱ™Ž›˜›–ǯȱŒ’Ÿ’’ŽœȱœžŒ‘ȱŠœȱ›ŠœœȱŒžĴ’—ǰȱ•ŽŠȱ›Š”’—ǰȱŠ—ȱœ—˜ ȱœ‘˜ŸŽ•’—ȱŠ›Žȱ’—ȱ ‘’œȱŒŠŽ˜›¢ǰȱŠœȱŠ›ŽȱœžŒ‘ȱ‘˜žœŽ”ŽŽ™’—ȱŠŒ’Ÿ’’ŽœȱŠœȱŒŠ›™ŽȱŠ—ȱ̘˜›ȱŒ•ŽŠ—’—ǯ ‘’•Žȱ œ˜–Žȱ Œ˜—žœ’˜—ȱ œŽŽ–œȱ ˜ȱ Ž¡’œȱ Œ˜—ŒŽ›—’—ȱ preventive maintenance ǻ˜ĞŽ—ȱŠ‹‹›ŽŸ’ŠŽȱǼǰȱ–˜œȱ™›ŠŒ’’˜—Ž›œȱŠ›ŽŽȱ‘Šȱ’ȱ‘ŠœȱœŽŸŽ›Š•ȱŒ˜––˜—ȱŽ•Ž- –Ž—œDZȱ ’—œ™ŽŒ’˜—œǰȱ •ž‹›’ŒŠ’˜—ǰȱ –’—˜›ȱ ›Ž™Š’›œȱ ˜›ȱ Š“žœ–Ž—œǰȱ Š—ȱ  ˜›”ȱ ˜›Ž›ȱ ’—’’Š’˜—ǯȱ ›ŽŸŽ—’ŸŽȱ –Š’—Ž—Š—ŒŽȱ ˜—ȱ Žšž’™–Ž—ȱ ’œȱ Ž—Ž›Š••¢ȱ ™Ž›˜›–Žȱ žœ’—ȱ –Š—žŠŒž›Ž›œȂȱ’—˜›–Š’˜—ȱŒ˜—ŒŽ›—’—ȱ–Š’—Ž—Š—ŒŽȱ—ŽŽœȱŠœȱŠȱž’Ž•’—ŽǰȱŒ˜ž™•Žȱ  ’‘ȱŠȱ‘ŽŠ•‘¢ȱ˜œŽȱ˜ȱ˜˜ȱ–ŽŒ‘Š—’ŒŠ•ȱ”—˜ •ŽŽȱŠ—ȱŒ˜––˜—ȱœŽ—œŽǯȱ›ŽŸŽ—- ’ŸŽȱ–Š’—Ž—Š—ŒŽȱ–Š¢ȱŠ•œ˜ȱ‹Žȱ™Ž›˜›–Žȱ˜ȱŒ˜–™•¢ȱ ’‘ȱŒ˜Žȱ›Žšž’›Ž–Ž—œǰȱŒ˜›- ™˜›ŠŽȱ›Žšž’›Ž–Ž—œǰȱŠ—ȱ’—œž›Š—ŒŽȱœŠ—Š›œǰȱŠœȱ Ž••ȱŠœȱ’—ȱ›Žœ™˜—œŽȱ˜ȱ‘Žȱ˜ŸŽ›Š••ȱ žœŠŽȱ˜ȱ‘ŽȱŽšž’™–Ž—ȱŠ—ȱ‘Žȱ’–™ŠŒœȱ˜ȱ‘ŽȱŽšž’™–Ž—ȱ˜™Ž›Š’—ȱŽ—Ÿ’›˜—–Ž—ǯȱ ›ŽŸŽ—’ŸŽȱ–Š’—Ž—Š—ŒŽȱ–Š¢ȱ Š•œ˜ȱ ›Žœž•ȱ ›˜–ȱ Žœȱ Š—ȱ’—œ™ŽŒ’˜—ȱ ŠŒ’Ÿ’’Žœȱ ‘Šȱ ’—’ŒŠŽȱŠŒ’˜—ȱ’œȱ—ŽŽŽǯ ȱ ž—’šžŽȱ ŒŠŽ˜›¢ȱ ˜ž—ȱ ’—ȱ ‘Žȱ –Š’—Ž—Š—ŒŽȱ –Š—žŠ•œȱ ˜ȱ –˜œȱ ‘˜œ™’Š•’¢ȱ ꛖœǰȱguestroom maintenanceȱ’œȱ ŠŒžŠ••¢ȱ Šȱ ˜›–ȱ ˜ȱ ™›ŽŸŽ—’ŸŽȱ–Š’—Ž—Š—ŒŽǯȱ ȱ ’—Ÿ˜•ŸŽœȱ ‘Žȱ’—œ™ŽŒ’˜—ȱ˜ȱŠȱ—ž–‹Ž›ȱ˜ȱ’Ž–œȱ’—ȱ ‘ŽȱžŽœ›˜˜–ǰȱꕝŽ›ȱŒ‘Š—Žœȱ’—ȱ Š’›ȱŒ˜—’’˜—’—ȱž—’œǰȱ–’—˜›ȱ•ž‹›’ŒŠ’˜—ȱ˜ȱ˜˜›œȱŠ—ȱ˜‘Ž›ȱŽšž’™–Ž—ǰȱ›Ž™Š’›ȱ˜ȱ

Hospitality Facilities Management Tools, Techniques, and Trends 167 ˜‹Ÿ’˜žœȱœ–Š••ȱ™›˜‹•Ž–œǰȱŠ—ǰȱ ‘Ž—ȱ—ŽŽŽǰȱ‘Žȱ’—’’Š’˜—ȱ˜ȱŠȱ ˜›”ȱ˜›Ž›ȱ˜›ȱ–˜›Žȱ œž‹œŠ—’Š•ȱ™›˜‹•Ž–œȱ˜›ȱ—ŽŽœǯ Ž›Š’—ȱ˜›–œȱ˜ȱ–Š’—Ž—Š—ŒŽȱŒ•ŽŠ›•¢ȱ›Žšž’›ŽȱŠŸŠ—ŒŽȱ™•Š——’—ǰȱŠȱ›Š‘Ž›ȱœ’- —’ęŒŠ—ȱ Š–˜ž—ȱ ˜ȱ ’–Žȱ ˜ȱ ™Ž›˜›–ǰȱ œ™ŽŒ’Š•’£Žȱ ˜˜•œȱ Š—ȱ Žšž’™–Ž—ǰȱ Š—ȱ ‘’‘ȱ •ŽŸŽ•œȱ ˜ȱ Œ˜˜›’—Š’˜—ȱ ‹Ž ŽŽ—ȱ Ž™Š›–Ž—œǯȱ Scheduled maintenanceȱ ’—Œ•žŽœȱ ™›Ž™Š›’—ȱŽšž’™–Ž—ȱ˜›ȱŒ‘Š—Žœȱ’—ȱ‘ŽȱœŽŠœ˜—œȱǻœžŒ‘ȱŠœȱ›Š’—’—ȱŒ˜˜•’—ȱ˜ Ž›œȱ ˜›ȱ ’—Ž›’£’—ȱ™˜˜•œǼȱ Š—ȱ ˜‘Ž›ȱ ŠŒ’Ÿ’’Žœȱ ‘Šȱ Š›Žȱ™Ž›’˜’ŒŠ••¢ȱ ›Žšž’›Žȱ ˜ȱ ”ŽŽ™ȱ Žšž’™–Ž—ȱ ˜™Ž›Š’—ȱ Šȱ Š—ȱ ŽĜŒ’Ž—ȱ •ŽŸŽ•ȱ ǻœžŒ‘ȱ Šœȱ ŽœŒŠ•’—ȱ ‹˜’•Ž›œȱ Š—ȱ  ŠŽ›ȱ ‘ŽŠŽ›œǼǯȱȱ–Š¢ȱŠ•œ˜ȱ’—Ÿ˜•ŸŽȱ–˜›Žȱœž‹œŠ—’Š•ȱŠŒ’Ÿ’’ŽœǰȱœžŒ‘ȱŠœȱ›Ž™•ŠŒ’—ȱ–Š“˜›ȱ Žšž’™–Ž—ȱ ˜›ȱ Žšž’™–Ž—ȱ Œ˜–™˜—Ž—œȱ ˜›ȱ –Š“˜›ȱ Ž•Ž–Ž—œȱ ˜ȱ ‘Žȱ ‹ž’•’—ȱ ’œŽ•ȱ ǻœžŒ‘ȱŠœȱŠȱ ’—˜ Ǽǯ Œ‘Žž•Žȱ–Š’—Ž—Š—ŒŽȱŠŒ’Ÿ’’ŽœȱžœžŠ••¢ȱ’—Ÿ˜•ŸŽȱ–˜›Žȱ‘Š—ȱ’—œ™ŽŒ’˜—ǰȱœ’–- ™•ŽȱŒ•ŽŠ—’—ǰȱŠ—ȱ•ž‹›’ŒŠ’˜—ȱŠœȱ‘Ž’›ȱ™›’–Š›¢ȱŠŒ’Ÿ’’Žœǰȱ–Š”’—ȱ‘Ž–ȱœ˜–Ž ‘Šȱ ’쎛Ž—ȱ›˜–ȱ–Š—¢ȱ™›ŽŸŽ—’ŸŽȱ–Š’—Ž—Š—ŒŽȱŠŒ’˜—œǯȱŒ‘Žž•Žȱ–Š’—Ž—Š—ŒŽȱ–Š¢ȱ ›Žšž’›Žȱ‘Šȱ–Š“˜›ȱ™’ŽŒŽœȱ˜ȱŽšž’™–Ž—ȱ‹Žȱ›Ž–˜ŸŽȱ›˜–ȱœŽ›Ÿ’ŒŽȱ˜›ȱœŽŸŽ›Š•ȱ‘˜ž›œȱ ˜›ȱ•˜—Ž›ǯȱ—ȱŠ’’˜—ǰȱ‘Žȱ—ŽŽŽȱ›Ž™Š’›ȱ–Š¢ȱ‹ŽȱŒ˜œ•¢ȱŠ—ȱ–Š¢ȱ‹Žȱ™Ž›˜›–Žȱ‹¢ȱ Œ˜—›ŠŒȱœŽ›Ÿ’ŒŽȱ™Ž›œ˜——Ž•ȯ˜›ȱŽ¡Š–™•Žǰȱ‘Žȱ›Ž™Š’›ȱ˜ȱŠȱ•ŽŠ”’—ȱ™’ŽŒŽȱ˜ȱ›Ž›’Ž›- Š—ȱ ™’™’—ȱ’—ȱ Šȱ ›˜˜Ğ˜™ȱ Š’›ȱ Œ˜—’’˜—’—ȱ ž—’ǯȱ Œ‘Žž•Žȱ–Š’—Ž—Š—ŒŽȱ ŠŒ’Ÿ’’Žœȱ –Š¢ȱ›Žœž•ȱ›˜–ȱȱ’—œ™ŽŒ’˜—œȱ ‘Ž—ȱ‘Žȱ–Š’—Ž—Š—ŒŽȱ ˜›”Ž›ȱ—˜’ŒŽœȱŠȱ—ŽŽȱ˜›ȱ ›Ž™Š’›ȱ‹Ž¢˜—ȱ‘ŽȱœŒ˜™Žȱ˜ȱǯ —˜‘Ž›ȱ ŠŒ’˜—ȱ ‘Šȱ Œ˜ž•ȱ ‹Žȱ Œ˜—œ’Ž›Žȱ Šȱ ˜›–ȱ ˜ȱ œŒ‘Žž•Žȱ–Š’—Ž—Š—ŒŽȱ ’œȱ‘Žȱ›Ž™•ŠŒŽ–Ž—ȱ˜ȱŽšž’™–Ž—ǯȱŽ™•ŠŒŽ–Ž—ȱœ˜–Ž’–Žœȱ›Žšž’›Žœȱ˜—•¢ȱŠȱ–’—˜›ȱ Š–˜ž—ȱ˜ȱœŒ‘Žž•’—ǯȱ˜›ȱŽ¡Š–™•Žǰȱ’ȱŠȱ‘›˜ž‘Ȭ‘ŽȬ Š••ȱžŽœ›˜˜–ȱȱž—’ȱ —ŽŽœȱ›Ž™•ŠŒ’—ǰȱ‘Žȱ–Š’—Ž—Š—ŒŽȱœŠěȱ™›˜‹Š‹•¢ȱ—ŽŽœȱŠŒŒŽœœȱ˜ȱ‘Žȱ›˜˜–ȱ˜—•¢ȱ˜›ȱ Š‹˜žȱ‘Š•ȱŠ—ȱ‘˜ž›ȱ˜ȱ›Ž–˜ŸŽȱ‘Žȱ˜•ȱž—’ȱŠ—ȱ’—œŠ••ȱ‘Žȱ—Ž ȱ˜—Žǯȱ—ȱ‘Žȱ˜‘Ž›ȱ ‘Š—ǰȱ’ȱ‘Žȱ’Ž–ȱ˜ȱ‹Žȱ›Ž™•ŠŒŽȱ‘Š™™Ž—œȱ˜ȱ‹ŽȱŠ••ȱ‘Žȱ ’—˜ œȱŠȱ‘Žȱ™›˜™Ž›¢ȱ˜›ȱ ‘Žȱ›˜˜Ȭ–˜ž—Žȱȱž—’ȱ˜›ȱŠ••ȱ‘Žȱ™ž‹•’Œȱœ™ŠŒŽȱŠȱ‘Žȱ™›˜™Ž›¢ǰȱ‘Žȱ’–ŽȱŠ—ȱ œŒ‘Žž•’—ȱ’œœžŽœȱ–Š¢ȱ‹ŽȱŒ›’’ŒŠ••¢ȱ’–™˜›Š—ǯ ȱ›˜ ’—ȱŽ–™‘Šœ’œȱ’œȱ‹Ž’—ȱ™•ŠŒŽȱ˜—ȱpredictive maintenance.ȱ›Ž’Œ’ŸŽȱ –Š’—Ž—Š—ŒŽȱ ’œȱ œ’–’•Š›ȱ ˜ȱ ™›ŽŸŽ—’ŸŽȱ –Š’—Ž—Š—ŒŽǰȱ ‹žȱ Ž—Ž›Š••¢ȱ ›Ž•’Žœȱ ˜—ȱ Š—ȱ žœŽœȱ –˜›Žȱ œ˜™‘’œ’ŒŠŽȱ ŽŒ‘—˜•˜’ŒŠ•ȱ –Ž‘˜œȱ ˜ȱ ’—Œ›ŽŠœŽȱ ˜™Ž›Š’˜—Š•ȱ •’Žȱ Š—ȱ Š›Žȱ™›ŽŽ–™’ŸŽȱŒ˜››ŽŒ’ŸŽȱŠŒ’˜—œǯȱ›Ž’Œ’ŸŽȱ–Š’—Ž—Š—ŒŽȱ›Ž™•ŠŒŽœȱ˜•Ž›ȱ›ž•ŽȬ ˜Ȭ‘ž–‹ȱ ˜›ȱ ę¡ŽȬ’–ŽȬ’—Ž›ŸŠ•Ȭ‹ŠœŽȱ –Š’—Ž—Š—ŒŽȱ ™•Š——’—ȱ  ’‘ȱ ’Š—˜œ’ŒȬ ‹ŠœŽȱ–Š’—Ž—Š—ŒŽȱ™•Š——’—ǯȱ¡Š–™•Žœȱ˜ȱ™›Ž’Œ’ŸŽȱ–Š’—Ž—Š—ŒŽȱ’—Œ•žŽȱ’—›Š›Žȱ Š—ȱ ž•›Šœ˜—’Œȱ Žœ’—ȱ ˜ȱ Ž•ŽŒ›’ŒŠ•ȱ Žšž’™–Ž—ǰȱ Ÿ’‹›Š’˜—ȱ Š—Š•¢œ’œȱ ˜ȱ ˜™Ž›Š’—ȱ –ŠŒ‘’—Ž›¢ǰȱ œ¢œŽ–ȱ –˜—’˜›’—ȱ ǻ˜ĞŽ—ȱ ’—Ž›Š•ȱ ˜ȱ –˜Ž›—ȱ Œ˜—›˜•ȱ œ¢œŽ–œǼǰȱ Š—ȱ ̞’Ȧ–ŽŠ•ȱŠ—Š•¢œ’œǯ Reactive or emergency/breakdown maintenanceȱ ’œȱ ™˜Ž—’Š••¢ȱ ‘Žȱ –˜œȱ Œ˜œ•¢ȱŠ—ȱ’œ›ž™’ŸŽȱ˜›–ȱ˜ȱ–Š’—Ž—Š—ŒŽȱœ’—ŒŽȱ’ȱ’œȱž—œŒ‘Žž•ŽȱŠ—ȱǻŽ—Ž›Š••¢Ǽȱ ž—ŠŸ˜’Š‹•Žǯȱ‘ŽȱŽ–Ž›Ž—Œ¢ȱ˜›ȱ‹›ŽŠ”˜ —ȱ˜›–œȱ˜ȱ–Š’—Ž—Š—ŒŽȱŠ›Žȱ‘˜œŽȱ‘Šȱ Ž’‘Ž›ȱ‘ŠŸŽȱŠ—ȱ’––Ž’ŠŽȱ›ŽŸŽ—žŽȱŽěŽŒȱǻ‘Žȱ›˜˜–ȱ’œȱ˜žȱ˜ȱœŽ›Ÿ’ŒŽȱŠ—ȱŒŠ——˜ȱ‹Žȱ ›Ž—Žȱž—’•ȱ‘Žȱ™›˜‹•Ž–ȱ’œȱœ˜•ŸŽǼȱ˜›ȱŠ›Žȱ•’”Ž•¢ȱ˜ȱ‘ŠŸŽȱŠȱ›ŽŸŽ—žŽȱŽěŽŒȱ’ȱŠ••˜ Žȱ ˜ȱŒ˜—’—žŽȱǻ‘Žȱ•ŽŠ”’—ȱ™’™Žȱ‘›ŽŠŽ—œȱ‘Žȱ™˜Ž—’Š•ȱ›Ž—Š‹’•’¢ȱ˜ȱžŽœ›˜˜–œȱ’ȱ —˜ȱ ›Ž™Š’›Žǰȱ ˜›ȱ ‘Žȱ™˜˜›•¢ȱ ˜™Ž›Š’—ȱ ˜˜ȱ œŽ›Ÿ’ŒŽȱ ›Ž›’Ž›Š’˜—ȱ œ¢œŽ–ȱ ’••ȱ —˜ȱ ™›˜™Ž›•¢ȱ Œ‘’••ȱ ˜˜Ǽǯȱ ‘ŽœŽȱ ˜›–œȱ ˜ȱ–Š’—Ž—Š—ŒŽȱ Š›Žȱ ™Š›’Œž•Š›•¢ȱ Œ˜œ•¢ȱ ˜›ȱ ‘Žȱ ˜™Ž›Š’˜—ȱ‹ŽŒŠžœŽDZ

168 Chapter 6 ‘Ž¢ȱ Š›Žȱ žœžŠ••¢ȱ œ˜•ŸŽȱ ˜—•¢ȱ  ’‘ȱ ‘Žȱ Š™™•’ŒŠ’˜—ȱ ˜ȱ ™›Ž–’ž–ȱ ™Š¢ȱ ǻ˜ŸŽ›’–ŽǼǯ ‘Ž¢ȱ˜ĞŽ—ȱ‹¢™Šœœȱ‘Žȱ›Š’’˜—Š•ȱ™Š›œȱ˜›ȱœž™™•’Žœȱ™ž›Œ‘Šœ’—ȱœ¢œŽ–ǰȱ•ŽŠ’—ȱ ˜ȱ™›Ž–’ž–ȱ™Š›œȱŒ˜œǯ ‘Ž¢ȱ ˜ĞŽ—ȱ ‘ŠŸŽȱ ˜‘Ž›ȱ Œ˜œœȱ Šœœ˜Œ’ŠŽȱ  ’‘ȱ ‘Ž’›ȱ œ˜•ž’˜—ȱ ǻ˜›ȱ Ž¡Š–™•Žǰȱ Šȱ •ŽŠ”’—ȱ™’™Žȱ–Š¢ȱŠ•œ˜ȱŠ–ŠŽȱ Š••œȱŠ—ȱŒŽ’•’—œǼǯ ȱ Š••ȱ ™›˜™Ž›’Žœǰȱ ‘Žȱ–Š’—Ž—Š—ŒŽȱ Žě˜›ȱ’œȱ Šȱ–’¡ȱ ˜ȱ’—Ȭ‘˜žœŽȱ Š—ȱ Œ˜—›ŠŒȱ ŠŒ’Ÿ’’ŽœǯȱContract maintenanceȱŠŒ’Ÿ’’ŽœȱŠ›Žȱž—Ž›Š”Ž—ȱ˜›ȱŠȱŸŠ›’Ž¢ȱ˜ȱ›ŽŠœ˜—œǰȱ ’—Œ•ž’—ȱǻ‹žȱ—˜ȱ•’–’Žȱ˜ǼDZ ȱŽœ’›Žȱ˜ȱ–’—’–’£Žȱ‘ŽȱŒ˜––’–Ž—ȱ˜ȱœŠěȱ˜—ȱ‘Žȱ™Š¢›˜••ȱ˜ȱ‘Š—•Žȱ‘ŽœŽȱ needs. ȱ›ŽŒ˜—’’˜—ȱ‘Šȱœ™ŽŒ’Š•ȱ˜˜•œȱ˜›ȱ•’ŒŽ—œŽœȱŠ›Žȱ›Žšž’›Žȱ˜ȱ™Ž›˜›–ȱ‘Žȱ ˜›”ȱ ŽěŽŒ’ŸŽ•¢ǯ ȱŽ–™˜›Š›¢ȱœŠĜ—ȱœ‘˜›ŠŽǯ ȱ—ŽŽȱ˜ȱŽŠ•ȱ ’‘ȱŽ–Ž›Ž—Œ’Žœǯ ȱ›ŽŒ˜—’’˜—ȱ‘Šȱ‘ŽȱŒ˜–™•Ž¡’¢ȱ˜ȱ‘ŽȱŠœ”ȱ’œȱ‹Ž¢˜—ȱ‘Žȱœ”’••œȱ˜ȱ‘ŽȱŽ¡’œ- ’—ȱ–Š’—Ž—Š—ŒŽȱœŠěǯ •ŽŸŠ˜›ȱ –Š’—Ž—Š—ŒŽǰȱ ›Šœ‘ȱ ‘Šž•ŠŽǰȱ  ’—˜ ȱ Œ•ŽŠ—’—ǰȱ ”’Œ‘Ž—ȱ žŒȱ Œ•ŽŠ—’—ǰȱ ¢Š›ȱ  ˜›”ǰȱ ‘Ž›‹’Œ’Žȱ Š—ȱ ™Žœ’Œ’Žȱ Š™™•’ŒŠ’˜—ǰȱ  ŠŽ›ȱ ›ŽŠ–Ž—ǰȱ Š—ȱ ȱ Œ˜—›˜•ȱŒŠ•’‹›Š’˜—ȱŠ›ŽȱŒ˜––˜—ȱŒ˜—›ŠŒȱ–Š’—Ž—Š—ŒŽȱœŽ›Ÿ’ŒŽœǯȱŠ›Ž›ȱ‘˜œ™’Š•’¢ȱ ꛖœȱ ’••ȱ˜ĞŽ—ȱ—Ž˜’ŠŽȱ—Š’˜—Š•ȱŒ˜—›ŠŒœȱ˜›ȱœ˜–Žȱ˜ȱ‘ŽœŽȱœŽ›Ÿ’ŒŽœȱ˜ȱ›ŽžŒŽȱ Œ˜œœȱŠ—ȱœŠ—Š›’£ŽȱœŽ›Ÿ’ŒŽœǯ Maintenance Management Systems ˜ȱ ŽěŽŒ’ŸŽ•¢ȱ–Š—ŠŽȱ ‘Žȱ ¢™Žœȱ ˜ȱ–Š’—Ž—Š—ŒŽȱ ˜ž•’—Žȱ Š‹˜ŸŽǰȱ ‘Žȱ ‘˜œ™’Š•’¢ȱ ‹žœ’—ŽœœȱžœŽœȱŠȱŸŠ›’Ž¢ȱ˜ȱ–Š’—Ž—Š—ŒŽȱ–Š—ŠŽ–Ž—ȱœ¢œŽ–œǯȱ‘Žȱ˜Š•œȱ˜ȱ‘ŽœŽȱ systems are: ˜ȱ‘Š—•Žȱ‘Žȱ–Š’—Ž—Š—ŒŽȱ—ŽŽœȱ˜ȱ‘Žȱ™›˜™Ž›¢ȱŽěŽŒ’ŸŽ•¢ǯ ˜ȱ›ŽŒ˜›ȱŽœœŽ—’Š•ȱ’—˜›–Š’˜—ȱŒ˜—ŒŽ›—’—ȱ‘ŽȱŽšž’™–Ž—ȱŠ—ȱœ¢œŽ–œȱŠȱ‘Žȱ property. ˜ȱŽœŠ‹•’œ‘ȱœŠ—Š›œȱ˜›ȱ‘Žȱ™Ž›˜›–Š—ŒŽȱ˜ȱ‘Žȱ–Š’—Ž—Š—ŒŽȱ ˜›”Ž›œǯ ˜ȱ™›˜Ÿ’Žȱ‘ŽȱŽŽ‹ŠŒ”ȱ—ŽŒŽœœŠ›¢ȱ˜›ȱ–Š—ŠŽ–Ž—ȱ˜ȱŠœœŽœœȱ‘Žȱ™Ž›˜›–Š—ŒŽȱ ˜ȱ‘Žȱ–Š’—Ž—Š—ŒŽȱŽ™Š›–Ž—ȱŠ—ȱ‘ŽȱœŠžœȱ˜ȱ ˜›”ȱ’—ȱ‘’œȱŽ™Š›–Ž—ǯ ‘’œȱ’œŒžœœ’˜—ȱ˜ȱ–Š’—Ž—Š—ŒŽȱ–Š—ŠŽ–Ž—ȱœ¢œŽ–œȱžœŽœȱŠȱ™Š™Ž›ȱœ¢œŽ–œȱ –˜Ž•ǯȱ‘’•Žȱ’ȱ’œȱ›Ž•Š’ŸŽ•¢ȱŽŠœ¢ȱ˜ȱŸ’œžŠ•’£Žȱ‘ŽœŽȱœ¢œŽ–œǰȱ–Š’—Ž—Š—ŒŽȱ–Š—ŠŽ- –Ž—ȱ’œȱ’—Œ›ŽŠœ’—•¢ȱ‹Ž’—ȱŒ˜–™žŽ›’£Žǯȱ˜–™žŽ›ȱœ¢œŽ–œȱŠ›ŽȱŠ•œ˜ȱ’œŒžœœŽȱ’—ȱ ‘’œȱŒ‘Š™Ž›ǯ The work or repair orderȱ’œȱ ˜—Žȱ ˜ȱ ‘Žȱ–˜œȱ Œ˜––˜—•¢ȱ žœŽȱ–Š’—Ž—Š—ŒŽȱ –Š—ŠŽ–Ž—ȱ˜›–œǯȱœŽȱ˜ȱ’—’’ŠŽȱ›ŽšžŽœœȱ˜›ȱ–Š’—Ž—Š—ŒŽȱœŽ›Ÿ’ŒŽœǰȱ‘’œȱŸŽ›¢ȱ œ’–™•Žȱ˜Œž–Ž—ȱǻžœžŠ••¢ȱŠȱœŽšžŽ—’Š••¢ȱ—ž–‹Ž›Žȱ˜›–Ǽȱ™›˜Ÿ’Žœȱ‹Šœ’Œȱ’—˜›–Š- ’˜—ȱŒ˜—ŒŽ›—’—ȱ ‘Žȱ—ŽŽŽȱ›Ž™Š’›ȱ ǻ›˜˜–ǰȱ—Šž›Žȱ˜ȱ ‘Žȱ™›˜‹•Ž–ǰȱ’—’’Š˜›ȱ˜ȱ ‘Žȱ x x x x x x x x x x x x

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Hospitality Facilities Management Tools, Techniques, and Trends 173 ™•Š—œȱ ŽŸŽ•˜™ȱ ’—ŸŽ—˜›¢ȱ •’œœȱ ˜›ȱ ‘Ž’›ȱ ™›˜™Ž›’Žœǯȱ ’••ǰȱ Š••ȱ ™›˜™Ž›’Žœȱ —ŽŽȱ ˜ȱ ŽŸŽ•˜™ȱ‘Ž’›ȱ˜ —ȱ•’œœȱ˜ȱŠ›Žœœȱ‘Žȱž—’šžŽȱ’Ž–œȱ—ŽŽŽȱŠȱ‘Ž’›ȱŠŒ’•’’Žœǯ Preventive maintenance schedules and instructionsȱŠ›ŽȱŒŽ›Š’—•¢ȱ‘Žȱ‹ŠŒ”- ‹˜—Žȱ ˜ȱ ‘Žȱȱ œ¢œŽ–ǯȱ¡‘’‹’ȱ Ŝȱ’œȱ Šȱȱ œŒ‘Žž•Žȱ ˜›ȱ ˜—Žȱ•˜’—ȱ Œ‘Š’—ǯȱ‘’œȱ •’œ’—ȱ’••žœ›ŠŽœȱœŽŸŽ›Š•ȱŽŠž›Žœȱ¢™’ŒŠ•ȱ˜ȱȱœŒ‘Žž•Žœȯ˜›ȱŽ¡Š–™•ŽDZ ˜ȱŽŸŽ›¢ȱŽ•Ž–Ž—ȱ˜ȱ‘Žȱ‹ž’•’—ȱŠ—ȱ™‘¢œ’ŒŠ•ȱ™•Š—ȱ’œȱ˜—ȱ‘Žȱ•’œȱ˜ȱ›ŽŒŽ’ŸŽȱ ™›ŽŸŽ—’ŸŽȱ–Š’—Ž—Š—ŒŽǯȱ •Ž–Ž—œȱ ˜ȱ ‘Žȱ ‹ž’•’—ȱ ‘Šȱ Š›Žȱ Œ›’’ŒŠ•ȱ ˜ȱ žŽœȱ œŠ’œŠŒ’˜—ǰȱ˜ŸŽ›Š••ȱ™›˜™Ž›¢ȱ’–ŠŽȱŠ—ȱ–Š›”Ž’—ǰȱœŠŽ¢ȱŠ—ȱœŽŒž›’¢ǰȱŠ—ȱ ‘Žȱ ™Ž›˜›–Š—ŒŽȱ ˜ȱ ˜‘Ž›ȱ Ž™Š›–Ž—œȂȱ ž’Žœȱ Š›Žȱ ˜ĞŽ—ȱ ’—Œ•žŽȱ ’—ȱ Šȱ ȱ program. ȱ›ŽšžŽ—Œ¢ȱŸŠ›’Žœȱ ’‘ȱ¢™Žȱ˜ȱŽšž’™–Ž—ǯȱ˜–ŽȱŽ•Ž–Ž—œȱ˜ȱ‘Žȱ‹ž’•’—ȱ ›Žšž’›Žȱȱ˜—ȱŠȱ ŽŽ”•¢ȱ‹Šœ’œǯȱ‘’œȱ’œȱ•’”Ž•¢ȱ ˜ȱŒ˜—œ’œȱ•Š›Ž•¢ȱ˜ȱŠ—ȱ’—œ™ŽŒ- ’˜—ȱ ˜›ȱ ‘Žȱ ™Ž›˜›–Š—ŒŽȱ ˜ȱ œ˜–Žȱ ›Ž™Ž’’ŸŽȱ Šœ”ǯȱ‘Ž›ȱ Žšž’™–Ž—ȱ ›Žšž’›Žœȱ ŠĴŽ—’˜—ȱ–˜—‘•¢ǰȱšžŠ›Ž›•¢ǰȱ ˜›ȱŽŸŽ—ȱ•Žœœȱ ›ŽšžŽ—•¢ǯȱžǰȱ ‘Ž—ȱ ŠĴŽ—’˜—ȱ’œȱ ›Žšž’›Žǰȱ‘Žȱ ˜›”ȱ˜ĞŽ—ȱ’—Ÿ˜•ŸŽœȱ–˜›Žȱ‘Š—ȱ“žœȱŠȱœ’–™•Žȱ’—œ™ŽŒ’˜—ǯ ‘Žȱ œŒ‘Žž•’—ȱ ˜ȱȱ ŠŒ’Ÿ’¢ȱ’œȱ˜—Žȱ ˜ȱ ŠĴŽ–™ȱ ˜ȱ œ–˜˜‘ȱ ‘Žȱ ˜›”•˜Šǯȱ Œ’Ÿ’’ŽœȱŠ›Žȱ—˜ȱȃ‹ž—Œ‘ŽȄȱ’—˜ȱ‘Žȱꛜȱ ŽŽ”ȱ˜ȱ‘Žȱ–˜—‘ȱ˜›ȱ’—ȱœ˜–Žȱ˜‘Ž›ȱ  Š¢ȱŠŒŒž–ž•ŠŽǰȱ‹žȱ›Š‘Ž›ȱŠ›ŽȱœŠŽ›Žȱ‘›˜ž‘˜žȱ‘Žȱ–˜—‘œȱ˜ȱŠ••˜ ȱ ˜›ȱ™›˜žŒ’ŸŽȱžœŽȱ˜ȱ•Š‹˜›ǯ ‘ŽȱœŒ‘Žž•Žȱ’œȱ˜—•¢ȱŠȱœŒ‘Žž•Žǯȱ—˜›–Š’˜—ȱŠ‹˜žȱ ‘Šȱ’œȱ˜ȱ‹Žȱ˜—Žȱ˜ȱŽŠŒ‘ȱ œ¢œŽ–ǰȱ™’ŽŒŽȱ˜ȱŽšž’™–Ž—ǰȱ˜›ȱŠ›ŽŠȱ’œȱ—˜ȱ˜ž—ȱ˜—ȱ‘ŽȱœŒ‘Žž•Žǯȱ‘’œȱ’—˜›- –Š’˜—ȱ’œȱ Œ˜—Š’—Žȱ’—ȱ œ™ŽŒ’ęŒȱ ™›ŽŸŽ—’ŸŽȱ–Š’—Ž—Š—ŒŽȱ’—œ›žŒ’˜—œǰȱ ‘’Œ‘ȱ ŸŠ›¢ȱ˜›ȱŽŠŒ‘ȱ’Ž–ȱ˜—ȱ‘Žȱȱ•’œǯ ›ŽŸŽ—’ŸŽȱ–Š’—Ž—Š—ŒŽȱ’—œ›žŒ’˜—œȱŠ›ŽȱŽ›’ŸŽȱ›˜–ȱœŽŸŽ›Š•ȱœ˜ž›ŒŽœǯȱšž’™- –Ž—ȱ œž™™•’Ž›œȱ ˜ĞŽ—ȱ œžŽœȱ –Š’—Ž—Š—ŒŽȱ ŠŒ’Ÿ’’Žœȱ Š—ȱ ›ŽšžŽ—Œ’Žœȱ ’—ȱ ‘Ž’›ȱ x x x x fl F@9G98 T LD;= 98=7= :K A e $  ff$   % fl BN >K 8U J >fl >OflU
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182 Chapter 6 œŠŽ¢ȱ’œȱŠ›ŽœœŽȱ’—ȱ‘ŽȱžœŽȱ˜ȱ‘Žȱ™Š’—ȱ›Ž–˜ŸŽ›ǯȱ‘Žȱmaterial safety data sheets ǻǼȱ‘ŠȱŠ›Žȱ›ŽŽ›Ž—ŒŽȱœŽ›ŸŽȱ˜ȱ’—˜›–ȱŽ–™•˜¢ŽŽœȱŠ‹˜žȱ™˜Ž—’Š••¢ȱ‘Š£Š›- ˜žœȱ–ŠŽ›’Š•œȱžœŽȱ’—ȱ‘Žȱ ˜›”™•ŠŒŽǰȱ‘˜ ȱ˜ȱ ˜›”ȱœŠŽ•¢ȱ ’‘ȱ‘ŽœŽȱŒ‘Ž–’ŒŠ•œǰȱŠ—ȱ  ‘Šȱ ˜ȱ˜ȱ’—ȱŒŠœŽȱ˜ȱŠ—ȱŠŒŒ’Ž—ǯȱ —ȱ ‘Žȱ—’ŽȱŠŽœǰȱȱ›Žšž’›ŽœȱŸŽ—˜›œȱ Š—ȱœž™™•’Ž›œȱ˜ȱ‘Š£Š›˜žœȱ–ŠŽ›’Š•œȱ˜ȱ™›˜Ÿ’ŽȱŠ—ȱȱ˜›ȱŽŠŒ‘ȱ™›˜žŒǯȱ‘Žȱ ‘˜œ™’Š•’¢ȱ˜™Ž›Š’˜—ȱ–žœȱ‘Ž—ȱ–Š’—Š’—ȱ‘ŽœŽȱ˜›–œȱŠ—ȱ–Š”Žȱ‘Ž–ȱŠŸŠ’•Š‹•Žȱ˜ȱ Ž–™•˜¢ŽŽœǯ ŽŠ’•Žȱ’—œ›žŒ’˜—œȱ‘Ž•™ȱ–Š’—Š’—ȱŠȱœŠ—Š›ȱ˜ȱ ˜›”ǯȱ‘’œȱ’œȱŽœ™ŽŒ’Š••¢ȱžœŽ- ž•ȱ ‘Ž—ȱ™Ž›œ˜——Ž•ȱž›—˜ŸŽ›ȱ˜ŒŒž›œȱŠ—ȱ ‘Ž—ȱŽ–™•˜¢ŽŽœȱ‘ŠŸŽȱ’쎛Ž—ȱ™Ž›ŒŽ™- ’˜—œȱ˜ȱ‘˜ ȱ˜ȱ˜ȱŠȱŠœ”ǯ ‘Žȱ‹Žœȱȱ™›˜›Š–ȱ ’••ȱ—˜ȱŽ•’–’—ŠŽȱŠ••ȱ‹›ŽŠ”˜ —œȱŠ—ȱŽ–Ž›Ž—Œ’Žœǰȱ‹žȱ ’ȱ ’••ȱ‘Ž•™ȱŽ¡Ž—ȱ‘Žȱ’–Žȱ‹Ž ŽŽ—ȱ‘ŽœŽȱŽŸŽ—œǯȱ‘ŽȱŠ–’•’Š›’¢ȱ‘Šȱ‘ŽȱŽ–™•˜¢ŽŽœȱ ŽŸŽ•˜™ȱ ’‘ȱ‘ŽȱŽšž’™–Ž—ȱ ‘’•Žȱ˜’—ȱȱœ‘˜ž•ȱ™›˜ŸŽȱžœŽž•ȱ ‘Ž—ȱ‘Žȱ—ŽŽȱ ˜ȱ›Ž™Š’›ȱŽšž’™–Ž—ȱ˜ŒŒž›œǯȱ—ȱ˜›Ž›ȱ˜ȱ‘ŠŸŽȱŠȱ‘Š—ȱ‘Žȱ’—˜›–Š’˜—ȱ—ŽŒŽœœŠ›¢ȱ˜ȱ ™Ž›˜›–ȱŽšž’™–Ž—ȱ›Ž™Š’›œǰȱ’ȱ’œȱžœŽž•ȱ ˜ȱ–Š’—Š’—ȱꕎœȱ˜ȱŽšž’™–Ž—ȱœ™ŽŒ’ęŒŠ- ’˜—œȱŠ—ȱ–Š—žŠ•œȱœž™™•’Žȱ‹¢ȱ‘Žȱ–Š—žŠŒž›Ž›ȱ ’‘ȱ‘ŽȱŽšž’™–Ž—ǯȱ‘ŽœŽȱŠ›Žȱ ‘ŽȱœŠ–Žȱ’Ž–œȱ‘Šȱ˜ĞŽ—ȱŒ˜—Š’—ȱ‘Žȱȱ›ŽŒ˜––Ž—Š’˜—œǰȱŠ—˜‘Ž›ȱ˜˜ȱ›ŽŠœ˜—ȱ ˜ȱ ›ŽŠ’—ȱ ‘Ž–ǯȱ ‘ŽœŽȱ œ™ŽŒ’ęŒŠ’˜—œȱ Š—ȱ–Š—žŠ•œȱ ˜ĞŽ—ȱ Œ˜—Š’—ȱ ›˜ž‹•Žœ‘˜˜’—ȱ •’œœȱ‘ŠȱŒŠ—ȱ‘Ž•™ȱ›ŽŠ•¢ȱ’—ȱ’Š—˜œ’—ȱ‘Žȱ™›˜‹•Ž–ȱŠ—ȱŽŒ’’—ȱž™˜—ȱŠȱœ˜•ž’˜—ǯȱ —˜‘Ž›ȱžœŽž•ȱ’Ž–ȱ’œȱŠȱcontrol schematic,ȱ ‘’Œ‘ȱœ‘˜ œȱ‘Žȱ›Ž•Š¢œǰȱ’–Ž›œǰȱžœŽœǰȱ œ ’Œ‘ŽœǰȱŠ—ȱ‹Šœ’Œȱ ’›’—ȱ˜ȱŒ˜—›˜•œȱ ’‘’—ȱŽ•ŽŒ›’ŒŠ•ȱŽšž’™–Ž—ǯ ‘Ž—ȱ–Š’—Ž—Š—ŒŽȱœŠěȱ–žœȱŽŠ•ȱ ’‘ȱ›Ž—˜ŸŠ’˜—œǰȱ‘Žȱ‹ž’•’—ȱ’œŽ•ǰȱŠ—ȱ Žšž’™–Ž—ȱ’—œŠ••Žȱ Šœȱ™Š›ȱ˜ȱ ‘Žȱ‹ž’•’—ǰȱ ‘Žȱ™•Š—œȱ Š—ȱœ™ŽŒ’ęŒŠ’˜—œȱ ˜›ȱ ‘Žȱ ‹ž’•’—ȱŠ›Žȱ”Ž¢ǯȱStructural plansȱŠ••˜ ȱ‘Žȱ–Š’—Ž—Š—ŒŽȱœŠěȱ˜ȱŽŽ›–’—Žȱ•˜ŒŠ- ’˜—œȱ˜ȱ”Ž¢ȱ‹ž’•’—ȱœ›žŒž›Š•ȱŽ•Ž–Ž—œǰȱŠȱ–˜œȱ’–™˜›Š—ȱ™’ŽŒŽȱ˜ȱ’—˜›–Š’˜—ȱ ˜›ȱŒŽ›Š’—ȱ™›˜™˜œŽȱ–˜’ęŒŠ’˜—œǯȱMechanical plansȱ’Ž—’¢ȱ̘ ȱ™ŠĴŽ›—œȱ˜›ȱŠ’›ȱ Š—ȱ ŠŽ›ǰȱ Œ˜—›˜•ȱ œŒ‘Ž–Žœǰȱ Žšž’™–Ž—ȱ Š—ȱ œ¢œŽ–ȱ’—Ž›Œ˜——ŽŒ’˜—œǰȱ Š—ȱ ‹Šœ’Œȱ operating parameters. Electrical plansȱ ™›˜Ÿ’Žȱ’—˜›–Š’˜—ȱ Š‹˜žȱ Œ’›Œž’ȱ ŒŠ™ŠŒ’- ’Žœǰȱ ’›Žȱ œ’£Žœǰȱ Œ’›Œž’ȱ Œ˜——ŽŒ’˜—œȱ Š—ȱ ›˜ž’—ǰȱ Š—ȱ Ž–Ž›Ž—Œ¢ȱ ™˜ Ž›ȱ Œ’›Œž’œǯȱ •Š—œȱ ˜›ȱ œ™ŽŒ’Š•¢ȱ œŽ›Ÿ’ŒŽœȱ œžŒ‘ȱ Šœȱ •Šž—›¢ǰȱ Ž•ŽŒ˜––ž—’ŒŠ’˜—œǰȱ •’‘’—ǰȱ Š—ȱ œ˜ž—ȱœ¢œŽ–œȱŠœœ’œȱ‘Žȱ–Š’—Ž—Š—ŒŽȱœŠěȱ˜›ȱ˜žœ’ŽȱŒ˜—›ŠŒ˜›œȱ’—ȱ›Ž™Š’›’—ȱ˜›ȱ updating these systems. ˜ ȱ¢˜žȱœ˜›Žȱ™•Š—œȱ’œȱŸŽ›¢ȱ’–™˜›Š—ǯȱ•Š—œȱœ‘˜ž•ȱŠ• Š¢œȱ‹ŽȱŠŒŒŽœœ’‹•Žȱ˜ȱ ‘ŽȱŽŒ‘—’Œ’Š—ȱ—ŽŽ’—ȱ‘Ž–ȱ ‘Ž—ȱ‘Žȱ˜›ȱœ‘Žȱ—ŽŽœȱ‘Ž–ȱŠ—ȱœ˜›ŽȱœžŒ‘ȱ‘Šȱ‘Ž¢ȱ ›Ž–Š’—ȱ’—ȱ˜˜ȱŒ˜—’’˜—ȱ˜ŸŽ›ȱ’–Žǯȱž›Œ‘Šœ’—ȱŠȱœž’Š‹•Žȱ™•Š—œȱœ˜›ŠŽȱž—’ȱŒŠ—ȱ ‹Žȱ Ž••ȱ ˜›‘ȱ‘Žȱ’—ŸŽœ–Ž—ǯȱȱ’œȱŠ•œ˜ȱŸŽ›¢ȱ‘Ž•™ž•ȱ˜ȱž™ŠŽȱ‘Žȱ™•Š—œȱŠœȱŒ‘Š—Žœȱ Š—ȱ–˜’ęŒŠ’˜—œȱŠ›Žȱ–ŠŽȱ˜ȱ‘Žȱ‹ž’•’—ȱŠ—ȱœ¢œŽ–œǯȱ‘Ž—ȱ‘Žȱ’–ŽȱŠ››’ŸŽœȱ˜ȱ ›Ž—˜ŸŠŽǰȱ‘Žȱ•ŠŒ”ȱ˜ȱž™ŠŽǰȱŒž››Ž—ȱ™•Š—œȱ˜ĞŽ—ȱ•ŽŠœȱŒ˜—›ŠŒ˜›œȱŽ’‘Ž›ȱ˜ȱ˜ŸŽ›- ‹’ȱ˜›ȱ˜ȱ›ŽšžŽœȱ—ž–Ž›˜žœȱŒ‘Š—Žȱ˜›Ž›œȱ’—ȱ‘Žȱ™›˜“ŽŒǯȱ˜‘ȱŒŠ—ȱ›Žœž•ȱ’—ȱŽ¡ŒŽœœȱ Œ˜œȱŠ—ȱŽ•Š¢œǯ œȱ–Ž—’˜—ŽǰȱŽ–Ž›Ž—Œ¢ȱŠ—ȱ‹›ŽŠ”˜ —ȱ–Š’—Ž—Š—ŒŽȱŠ›ŽȱŒ˜œ•¢ǯȱ‘ŽȱžœŽȱ˜ȱ ‘Žȱ–Š’—Ž—Š—ŒŽȱ–Š—ŠŽ–Ž—ȱœ¢œŽ–œȱ˜ž•’—Žȱœ˜ȱŠ›ȱ’—ȱ‘’œȱŒ‘Š™Ž›ȱ ’••ȱ‘Ž•™ȱ˜ȱ ›ŽŠ•¢ȱ›ŽžŒŽȱ‘Žȱ—ŽŽȱ˜›ȱŽ–Ž›Ž—Œ¢ȱŠ—ȱ‹›ŽŠ”˜ —ȱ–Š’—Ž—Š—ŒŽǯȱ’••ǰȱ’ȱ ’••ȱ ‹Žȱ’–™˜œœ’‹•Žȱ˜ȱŽ•’–’—ŠŽȱ‘’œȱ—ŽŽȱŽ—’›Ž•¢ǯȱŽŒŠžœŽȱ˜ȱ‘Žȱ’—ŽŸ’Š‹’•’¢ȱ˜ȱŽ–Ž›- Ž—Œ’ŽœǰȱŠȱ™›˜™Ž›¢ȱœ‘˜ž•ȱ‹Žȱ™›Ž™Š›Žǯȱ‘Žȱ ˜••˜ ’—ȱŠ›Žȱœ˜–Žȱ ŠŒ’Œœȱ ‘ŠȱŒŠ—ȱ ‘Ž•™ȱ–Š”ŽȱŠȱ’쎛Ž—ŒŽȱž›’—ȱ–Š’—Ž—Š—ŒŽȱŽ–Ž›Ž—Œ’ŽœDZ

Hospitality Facilities Management Tools, Techniques, and Trends 183 ŽŽ™ȱŠȱŒž››Ž—ȱ•’œ’—ȱ˜ȱŠ••ȱŽ•Ž™‘˜—Žȱ—ž–‹Ž›œȱ˜›ȱ–Š’—Ž—Š—ŒŽȱœŠěǯȱ‘’œȱ•’œȱ œ‘˜ž•ȱ‹ŽȱŠŸŠ’•Š‹•Žȱ˜ȱ‘Žȱ–Š’—Ž—Š—ŒŽȱ–Š—ŠŽ›ȱŠ—ȱ‘ŽȱŽ—Ž›Š•ȱ–Š—ŠŽ›ǯ ›Š’—ȱ‘ŽȱŠ™™›˜™›’ŠŽȱ—’‘ȱœŠěȱŒ˜—ŒŽ›—’—ȱ™›˜ŒŽž›Žœȱ˜ȱ‹Žȱ˜••˜ Žȱ’—ȱ‘Žȱ ŽŸŽ—ȱ˜ȱ‘Žȱ–˜›ŽȱŒ˜––˜—ȱŽ–Ž›Ž—Œ’Žœǯȱ—ȱ‘ŽȱŒ˜—Ž¡ȱ˜ȱ–Š’—Ž—Š—ŒŽȱŽ–Ž›- Ž—Œ’Žœǰȱ ‘’œȱ  ˜ž•ȱ ’—Œ•žŽȱ ”—˜ ’—ȱ ‘Žȱ •˜ŒŠ’˜—ȱ ˜ȱ ”Ž¢ȱ  ŠŽ›ȱ ŸŠ•ŸŽœȱ Š—ȱ Ž•ŽŒ›’ŒŠ•ȱœ‘ž˜ěœǯ Š’—Š’—ȱœ˜–Žȱ˜—˜’—ȱ›Ž•Š’˜—œ‘’™ȱ ’‘ȱŒ˜—›ŠŒȱ–Š’—Ž—Š—ŒŽȱŠ—ȱŒ•ŽŠ—’—ȱ ꛖœǯȱ —˜ ȱ‘Ž’›ȱŽ•Ž™‘˜—Žȱ—ž–‹Ž›œȱǻŠ¢ȱŠ—ȱ—’‘ǼǯȱŽšžŠŽȱ–Š—™˜ Ž›ȱ Š—ȱŽšž’™–Ž—ȱž›’—ȱŠȱ–Š’—Ž—Š—ŒŽȱŽ–Ž›Ž—Œ¢ȱǻœžŒ‘ȱŠœȱŠȱ ’—œ˜›–ȱ‘Šȱ Š–ŠŽœȱ Šȱ ›˜˜Ǽȱ ŒŠ—ȱ–Š”Žȱ Šȱ–Š“˜›ȱ’쎛Ž—ŒŽȱ’—ȱ ‘Žȱ Ž¡Ž—ȱ ˜ȱŠ–ŠŽȱ ‘Šȱ –’‘ȱ˜••˜ ȱŠ—ȱ‘ŽȱŒ˜œȱ˜ȱ›Ž™Š’›œǯ ˜—œ’Ž›ȱŠ™™›˜™›’ŠŽȱ‹ŠŒ”ž™ȱœ¢œŽ–œȱ˜›ȱžœŽȱž›’—ȱŽ–Ž›Ž—Œ’Žœǯȱ‘’œȱŒ˜ž•ȱ ’—Œ•žŽȱžœ’—ȱ–ž•’™•Žȱ™’ŽŒŽœȱ˜ȱŽšž’™–Ž—ȱ˜›ȱ”Ž¢ȱœ¢œŽ–ȱŒ˜–™˜—Ž—œȱǻ˜›ȱ Ž¡Š–™•Žǰȱ  ˜ȱ™ž–™œȱ˜—ȱ ‘Žȱ‹ž’•’—ȂœȱŒ‘’••Žȱ˜›ȱ‘˜ȱ ŠŽ›ȱŒ’›Œž•Š’˜—ȱ œ¢œ- Ž–œǰȱœ˜ȱ‘ŠȱŠȱ‹ŠŒ”ž™ȱŽ¡’œœǼȱ˜›ȱœ˜Œ”’—ȱ›Ž™•ŠŒŽ–Ž—ȱ’Ž–œȱ˜›ȱ”Ž¢ȱœ¢œŽ–ȱ Œ˜–™˜—Ž—œȱǻ˜›ȱŽ¡Š–™•Žǰȱ˜—Žȱ™ž–™ȱ˜—ȱ‘Žȱœ¢œŽ–ȱŠ—ȱŠȱœ™Š›Žȱ’—ȱœ˜Œ”Ǽǯ Contract Services and Outsourcing ˜—›ŠŒȱ–Š’—Ž—Š—ŒŽȱœŽ›Ÿ’ŒŽœȱŠ›ŽȱŒ˜––˜—•¢ȱžœŽȱ˜ȱœž™™•¢ȱŸŠ›’˜žœȱœŽ›Ÿ’ŒŽœȱ˜›ȱ ‘˜œ™’Š•’¢ȱ™›˜™Ž›’ŽœǯȱŠ—Š’—ȱ ‘ŽœŽȱ œŽ›Ÿ’ŒŽœȱ ‹Ž’—œȱbeforeȱ ‘Žȱ Œ˜—›ŠŒȱ’œȱ™žȱ ˜žȱ˜›ȱ‹’ǯȱ‘Žȱ˜••˜ ’—ȱ Ž›Žȱ’Ž—’ꮍȱ‹¢ȱ ˜ȱŠž‘˜›œȱŠœȱœ˜–Žȱ”Ž¢ȱ™›˜Ÿ’œ’˜—œȱ ’—ȱ›ŠĞ’—ȱŠȱ–Š’—Ž—Š—ŒŽȱŒ˜—›ŠŒǯ Insurance:ȱ‘ŽȱŒ˜—›ŠŒȱœ‘˜ž•ȱ›Žšž’›Žȱ‘Šȱ‘ŽȱŒ˜—›ŠŒ˜›ȱ‘ŠŸŽȱŠŽ- šžŠŽȱ’—œž›Š—ŒŽȱ Œ˜ŸŽ›ŠŽȱ Š—ȱ œ™ŽŒ’¢ȱ ‹˜‘ȱ ‘Žȱ ¢™Žȱ Š—ȱ•’–’œȱ ˜ȱ Œ˜ŸŽ›ŠŽǯȱ‘Žȱ™›˜™Ž›¢ȱ˜ —Ž›ȱŠ—ȱ–Š—ŠŽ–Ž—ȱŒ˜–™Š—¢ȱœ‘˜ž•ȱ ‹ŽȱŠȱ—Š–Žȱ’—œž›Žȱ˜—ȱ‘ŽȱŒ˜—›ŠŒ˜›Ȃœȱ’—œž›Š—ŒŽȱ™˜•’Œ¢ǯ Term:ȱ‘ŽȱŒ˜—›ŠŒȱœ‘˜ž•ȱ‹Žȱ˜›ȱŠȱœ™ŽŒ’ęŒȱŽ›–ȱ ’‘ȱ—˜ȱŠž˜–Š’Œȱ ›Ž—Ž Š•ȱ™›˜Ÿ’œ’˜—ǯ Cancellation: ‘Žȱ™›˜™Ž›¢ȱ–Š—ŠŽ›ȱœ‘˜ž•ȱ‘ŠŸŽȱ‘Žȱ›’‘ȱ˜ȱŒŠ—ŒŽ•ȱ ‘ŽȱŠ›ŽŽ–Ž—ȱ˜—ȱœ‘˜›ȱ—˜’ŒŽȱ ˜›ȱ•ŠŒ”ȱ˜ȱ™Ž›˜›–Š—ŒŽǰȱŠ—ȱŽ’‘Ž›ȱ ™Š›¢ȱœ‘˜ž•ȱ‹ŽȱŠ‹•Žȱ˜ȱŒŠ—ŒŽ•ȱ‘ŽȱŒ˜—›ŠŒȱ’—ȱřŖȱŠ¢œȱ˜›ȱ—˜ȱŒŠžœŽǯȱ Ž—Š•’Žœȱ˜›ȱ—˜—™Ž›˜›–Š—ŒŽȱ–Š¢ȱŠ•œ˜ȱ‹Žȱ’—Œ•žŽǯ Contractor not an employee:ȱ ‘Žȱ Š›ŽŽ–Ž—ȱ œ‘˜ž•ȱ œŠŽȱ ‘Šȱ ‘Žȱ Œ˜—›ŠŒ˜›ȱ’œȱ —˜ȱ Š—ȱ Ž–™•˜¢ŽŽȱ ˜›ȱ ŠŽ—ȱ ˜ȱ ‘Žȱ ™›˜™Ž›¢ȱ ˜ —Ž›ȱ ˜›ȱ –Š—ŠŽ–Ž—ȱŒ˜–™Š—¢ǯ No assignment of contract:ȱ‘ŽȱŒ˜—›ŠŒ˜›ȱœ‘˜ž•ȱ‹Žȱ™›˜‘’‹’Žȱ›˜–ȱ Šœœ’—’—ȱ‘ŽȱŒ˜—›ŠŒǯ ™ŽŒ’ęŒŠ’˜—œDZȱ ‘Žȱ Œ˜—›ŠŒȱ œ‘˜ž•ȱ ’—Œ•žŽȱ ŸŽ›¢ȱ ŽŠ’•Žȱ œ™ŽŒ’- ꌊ’˜—œȱ ˜ȱ ‘Žȱ  ˜›”ȱ ˜ȱ ‹Žȱ ™Ž›˜›–Žȱ Š—ȱ ‘Žȱ ›ŽšžŽ—Œ¢ȱ ˜ȱ ŽŠŒ‘ȱ Šœ”ǯȱ‘Žȱœ™ŽŒ’ęŒŠ’˜—œȱœ‘˜ž•ȱ‹ŽȱŠĴŠŒ‘ŽȱŠœȱŠ—ȱŠŽ—ž–ȱ˜ȱ‘Žȱ agreement. Contract fee:ȱ‘ŽȱŒ˜—›ŠŒȱœ‘˜ž•ȱ‹Žȱœ™ŽŒ’ęŒȱ˜—ȱ‘ŽȱŽŽœȱ˜›ȱ‘ŽȱœŽ›- Ÿ’ŒŽœȱ —Š–Žȱ Š—ȱ Š›Žœœȱ ŽŽœȱ ˜›ȱ Ž¡›Šȱ œŽ›Ÿ’ŒŽœǯȱ ȱ ›ŽŽ—’˜—ȱ ŽŽȱ  ˜ž•ȱ‹ŽȱŠŸ’œŠ‹•Žȱ’ȱ‘ŽȱŒ˜—›ŠŒȱ’œȱ˜›ȱŠȱ˜—ŽȬ’–Žȱ–Š’—Ž—Š—ŒŽȱ“˜‹ǯȱ x x x x x x x x x x x

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186 Chapter 6 ˜‘Ž›ȱ‘˜Ž•œǰȱ‹ŽŒŠžœŽȱ˜ȱ™›˜™›’ŽŠ›¢ȱŠ—ȱŒ˜–™Ž’’ŸŽȱ’œœžŽœǯȱȱ’œȱŒŽ›Š’—•¢ȱ›ŽŠœ˜—- Š‹•Žȱ‘Šȱ‘˜Ž•œȱ˜ŒŒž™¢’—ȱ™˜›’˜—œȱ˜ȱ‹ž’•’—œȱǻ˜›ȱŽ¡Š–™•Žǰȱ ’‘ȱ›ŽŠ’•ȱ˜—ȱ‘Žȱ ›˜ž—ȱ̘˜›ȱŠ—ȱŠ™Š›–Ž—œȱŽ’‘Ž›ȱŠ‹˜ŸŽȱ˜›ȱ‹Ž•˜ ȱ‘Žȱ‘˜Ž•ǼȱŒ˜ž•ȱ™›˜Ÿ’ŽȱŠŒ’•’- ’ŽœȱœŽ›Ÿ’ŒŽœȱ˜ȱ‘ŽœŽȱ˜‘Ž›ȱœ™ŠŒŽœǯȱ‘’œȱŒ˜ž•ȱž›—ȱ‘Žȱ¢™’ŒŠ•ȱŠŒ’•’’ŽœȱŒ˜œȱŒŽ—Ž›ȱ ’—˜ȱŠȱ›ŽŸŽ—žŽȱŒŽ—Ž›ǯ Key Terms asset manager——ȱ˜ĜŒ’Š•ȱ˜ȱ‘Žȱ™›˜™Ž›¢ȱ ‘˜ȱœŽ›ŸŽœȱŠœȱŠȱŒ˜–‹’—Š’˜—ȱ˜ȱ˜ —Ž›ȱ ›Ž™›ŽœŽ—Š’ŸŽǰȱ’—ŸŽœ–Ž—ȱ–Š—ŠŽ›ǰȱꗊ—Œ’Š•ȱŠ—ȱ–Š›”Ž’—ȱŒ˜—œž•Š—ǰȱŠ—ȱ™›˜“- ŽŒȱŽ—’—ŽŽ›ǯ CapEx—Š™’Š•ȱ Ž¡™Ž—’ž›ŽDzȱ Ž¡™Ž—’ž›Žœȱ ˜›ȱ ŒŠ™’Š•ȱ ’Ž–œȱ œžŒ‘ȱ Šœȱ ǭȱ Š—ȱ ‹ž’•’—ȱœ¢œŽ–œǯ computerized facilities/maintenance management system (CFMS/CMMS)— ˜–™žŽ›’£Žȱ –Š’—Ž—Š—ŒŽȱ œŒ‘Žž•’—ǰȱ ›ŽŒ˜›”ŽŽ™’—ǰȱ Š—ȱ Š›Œ‘’Ÿ’—ȱ œ¢œŽ–œȱ ‘Šȱœ›ŽŠ–•’—Žȱ‘Žȱȃ™Š™Ž› ˜›”ȱŠ—ȱ’œ™ŠŒ‘Ȅȱ˜ȱ–Š’—Ž—Š—ŒŽȱŠ—ȱ›Ž™Š’›ǯȱ contract maintenance—Š’—Ž—Š—ŒŽȱ™Ž›˜›–Žȱ‹¢ȱŒ˜—›ŠŒȱœŽ›Ÿ’ŒŽȱŒ˜–™Š—’Žœǯ control schematic—ȱ˜Œž–Ž—ȱœ‘˜ ’—ȱ‘Žȱ›Ž•Š¢œǰȱ’–Ž›œǰȱžœŽœǰȱœ ’Œ‘ŽœǰȱŠ—ȱ ‹Šœ’Œȱ ’›’—ȱ˜ȱŒ˜—›˜•œȱ ’‘’—ȱŽšž’™–Ž—ǯ emergency/breakdown maintenance—Š’—Ž—Š—ŒŽȱ ›Žšž’›Žȱ ˜›ȱ ™›˜‹•Ž–œȱ ‘Šȱ Ž’‘Ž›ȱŒ›ŽŠŽȱŠ—ȱ’––Ž’ŠŽȱ—ŽŠ’ŸŽȱ›ŽŸŽ—žŽȱŽěŽŒȱ˜›ȱŠ›Žȱ•’”Ž•¢ȱ˜ȱŒ›ŽŠŽȱŠȱ—ŽŠ- ’ŸŽȱ›ŽŸŽ—žŽȱŽěŽŒȱ’ȱŠ••˜ Žȱ˜ȱŒ˜—’—žŽǯȱ•œ˜ȱŒŠ••Žȱ›ŽŠŒ’ŸŽȱ–Š’—Ž—Š—ŒŽǯ equipment data card—ȱŒŠ›ȱžœŽȱ ˜›ȱ Š••ȱ–Š“˜›ȱ™’ŽŒŽœȱ˜ȱŽšž’™–Ž—ȱ ˜ȱ ›ŽŒ˜›ȱ ŠŒœȱŠ—ȱ’—˜›–Š’˜—ȱ˜ȱ’–™˜›Š—ŒŽȱ˜›ȱ–Š’—Ž—Š—ŒŽȱ™ž›™˜œŽœǯ facilities benchmarking—ȱ Œ˜—’—ž˜žœȬ’–™›˜ŸŽ–Ž—ȱ ’—’’Š’ŸŽȱ ˜ȱ ŽŸŽ•˜™’—ȱ —ž–Ž›’ŒŠ•ȱŠ—ȱ˜‘Ž›ȱœŠ—Š›œȱ˜ȱŠ••˜ ȱŒ˜–™Š›’œ˜—ȱ˜ȱŠȱ’ŸŽ—ȱŠŒ’•’¢ȱ˜ȱ’œŽ•ȱŠ—ȱ ˜ȱ˜‘Ž›ȱ™›˜™Ž›’Žœȱ˜›ȱŠŒ’•’’Žœǯȱ guestroom maintenance—ȱ˜›–ȱ˜ȱ™›ŽŸŽ—’ŸŽȱ–Š’—Ž—Š—ŒŽȱ’—Ÿ˜•Ÿ’—ȱ‘Žȱ’—œ™ŽŒ- ’˜—ȱ˜ȱŠȱ—ž–‹Ž›ȱ˜ȱ’Ž–œȱ’—ȱ‘ŽȱžŽœ›˜˜–ǰȱ–’—˜›ȱ•ž‹›’ŒŠ’˜—ȱ˜ȱ˜˜›œȱŠ—ȱ˜‘Ž›ȱ Žšž’™–Ž—ǰȱ›Ž™Š’›ȱ˜ȱ˜‹Ÿ’˜žœȱœ–Š••ȱ™›˜‹•Ž–œȱŠ—ǰȱ ‘Ž—ȱ—ŽŽŽǰȱ‘Žȱ’—’’Š’˜—ȱ˜ȱ  ˜›”ȱ˜›Ž›œȱ˜›ȱ–˜›Žȱœž‹œŠ—’Š•ȱ™›˜‹•Ž–œȱ˜›ȱ—ŽŽœǯ inventory record—ȱ–Š’—Ž—Š—ŒŽȱ›ŽŒ˜›”ŽŽ™’—ȱœ¢œŽ–ȱ ‘Šȱ”ŽŽ™œȱ ›ŠŒ”ȱ˜ȱ ‘Žȱ Žšž’™–Ž—ȱŠ—ȱ˜‘Ž›ȱ’Ž–œȱ’—ȱ™‘¢œ’ŒŠ•ȱ’—ŸŽ—˜›¢ǯ material safety data sheets (MSDS)—Ȭ–Š—ŠŽȱ ˜›–œȱ ‘Šȱ ’—˜›–ȱ Ž–™•˜¢ŽŽœȱŠ‹˜žȱ™˜Ž—’Š••¢ȱ‘Š£Š›˜žœȱ–ŠŽ›’Š•œȱžœŽȱ’—ȱ‘Žȱ ˜›”™•ŠŒŽǰȱ‘˜ ȱ˜ȱ  ˜›”ȱœŠŽ•¢ȱ ’‘ȱ‘ŽœŽȱ–ŠŽ›’Š•œǰȱŠ—ȱ ‘Šȱ˜ȱ˜ȱ’—ȱŒŠœŽȱ˜ȱŠ—ȱŠŒŒ’Ž—ǯȱŽ—˜›œȱ Š—ȱœž™™•’Ž›œȱ˜ȱ‘Š£Š›˜žœȱ–ŠŽ›’Š•œȱ–žœȱ™›˜Ÿ’ŽȱŠ—ȱȱ˜›ȱŽŠŒ‘ȱ™›˜žŒǯȱ ‘ŽœŽȱ˜›–œȱ–žœȱ‹ŽȱŠŸŠ’•Š‹•Žȱ˜ȱŽ–™•˜¢ŽŽœǯ outsourcing—ȱ ™›ŠŒ’ŒŽȱ ’—ȱ  ‘’Œ‘ȱ ŠŒ’•’’Žœȱ œŽ›Ÿ’ŒŽœȱ Š›Žȱ ™›˜Ÿ’Žȱ ‹¢ȱ Œ˜—›ŠŒȱ œŽ›Ÿ’ŒŽȱꛖœȱ›Š‘Ž›ȱ‘Š—ȱ‹¢ȱ’—Ȭ‘˜žœŽȱœŠěǯȱ POM—›˜™Ž›¢ȱ™Ž›Š’˜—ȱ Š—ȱŠ’—Ž—Š—ŒŽǯȱ—Žȱ ˜ȱ  ˜ȱ ™›’—Œ’™Š•ȱ Œ˜œȱ Ž—›’Žœȱ ǻ ’‘ȱž’•’’ŽœǼȱ’—ȱ‘Žȱ‘˜œ™’Š•’¢ȱ’—žœ›¢ȱŽŠ’•’—ȱ˜—˜’—ȱŒ˜œœȱ˜ȱ˜™Ž›Š’˜—ȱ˜•- •˜ ’—ȱŒ˜—œ›žŒ’˜—ȱ˜ȱ‘ŽȱŠŒ’•’¢ǯ

Hospitality Facilities Management Tools, Techniques, and Trends 187 predictive maintenance—Š’—Ž—Š—ŒŽȱ ‘Šȱ žœŽœȱ œ˜™‘’œ’ŒŠŽȱ ŽŒ‘—˜•˜’ŒŠ•ȱ –Ž‘˜œȱ˜ȱ’—Œ›ŽŠœŽȱ˜™Ž›Š’˜—Š•ȱ•’ŽȱŠ—ȱŠ›Žȱ™›ŽŽ–™’ŸŽȱŒ˜››ŽŒ’ŸŽȱŠŒ’˜—œȱ‹¢ȱ žœ’—ȱ’Š—˜œ’ŒȬ‹ŠœŽȱ–Š’—Ž—Š—ŒŽȱ™•Š——’—ǯ preventive maintenance—Š’—Ž—Š—ŒŽȱœ›Žœœ’—ȱ’—œ™ŽŒ’˜—œǰȱ•ž‹›’ŒŠ’˜—ǰȱ–’—˜›ȱ ›Ž™Š’›œȱ ˜›ȱ Š“žœ–Ž—œǰȱ Š—ȱ  ˜›”ȱ ˜›Ž›ȱ ’—’’Š’˜—ǯȱ Ž—Ž›Š••¢ȱ ™Ž›˜›–Žȱ žœ’—ȱ –Š—žŠŒž›Ž›œȂȱ’—˜›–Š’˜—ȱŠœȱŠȱž’Ž•’—Žǯ preventive maintenance instructions—Š’—Ž—Š—ŒŽȱ ’—œ›žŒ’˜—œȱ Ž›’ŸŽȱ ›˜–ȱ Ž¡™Ž›’Ž—ŒŽǰȱ’—™žȱ›˜–ȱŸŽ—˜›œȱŠ—ȱœž™™•’Ž›œǰȱŠ—ȱ’—˜›–Š’˜—ȱ›˜–ȱŸŠ›’˜žœȱ™›˜- Žœœ’˜—Š•ȱŠ—ȱŽŒ‘—’ŒŠ•ȱ˜›Š—’£Š’˜—œǯȱŠ¢ȱŒ˜—Š’—ȱŠȱ•’œ’—ȱ˜ȱ™Š›œȱ˜›ȱŽšž’™–Ž—ȱ ›Žšž’›Žȱ˜ȱ™Ž›˜›–ȱŽŠŒ‘ȱŠœ”ǯ preventive maintenance schedule—ȱœŒ‘Žž•Žȱ ˜›ȱ–Š’—Š’—’—ȱŽ•Ž–Ž—œȱ˜ȱ ‘Žȱ ‹ž’•’—ȱ‘ŠȱŠ›ŽȱŒ›’’ŒŠ•ȱ˜ȱžŽœȱœŠ’œŠŒ’˜—ǰȱ˜ŸŽ›Š••ȱ™›˜™Ž›¢ȱ’–ŠŽȱŠ—ȱ–Š›”Ž- ’—ǰȱœŠŽ¢ȱŠ—ȱœŽŒž›’¢ǰȱŠ—ȱ‘Žȱ™Ž›˜›–Š—ŒŽȱ˜ȱ˜‘Ž›ȱŽ™Š›–Ž—œȂȱž’Žœǯ reactive maintenance—See emergency/breakdown maintenance. repair order—ȱ˜Œž–Ž—ȱžœŽȱ˜ȱ’—’’ŠŽȱ›ŽšžŽœœȱ˜›ȱ–Š’—Ž—Š—ŒŽȱœŽ›Ÿ’ŒŽœǯȱ•œ˜ȱ ŒŠ••ŽȱŠȱ ˜›”ȱ˜›Ž›ǯ room data card—ȱŒŠ›ȱžœŽȱ˜ȱ›ŽŒ˜›ȱ’—˜›–Š’˜—ȱŒ˜—ŒŽ›—’—ȱ‘Žȱ‹Šœ’ŒȱŒ‘Š›ŠŒ- Ž›’œ’ŒœȱŠ—ȱ–Š“˜›ȱŽ•Ž–Ž—œȱ˜ȱŠ—ȱ’—’Ÿ’žŠ•ȱžŽœ›˜˜–ǯ rooms checklist—ȱŒ‘ŽŒ”•’œȱžœŽȱ˜›ȱžŽœ›˜˜–ȱǻ™›ŽŸŽ—’ŸŽǼȱ–Š’—Ž—Š—ŒŽǰȱžœž- Š••¢ȱ•’œ’—ȱŠ••ȱ‘Žȱ’Ž–œȱ’—ȱ‘ŽȱžŽœ›˜˜–ȱŠ—ȱ™›˜Ÿ’’—ȱŠȱ‹›’Žȱ’—’ŒŠ’˜—œȱ˜ȱ‘Žȱ ¢™Žȱ˜ȱ’—œ™ŽŒ’˜—ǰȱ•ž‹›’ŒŠ’˜—ǰȱ˜›ȱŒ•ŽŠ—’—ȱŠŒ’Ÿ’¢ȱ˜ȱ‹Žȱ™Ž›˜›–Žǯȱ routine maintenance—Š’—Ž—Š—ŒŽȱ ‘Šȱ ™Ž›Š’—œȱ ˜ȱ ‘Žȱ Ž—Ž›Š•ȱ ž™”ŽŽ™ȱ ˜ȱ ‘Žȱ ™›˜™Ž›¢ǰȱ›ŽŒž›œȱ˜—ȱŠȱ›Žž•Š›ȱ‹Šœ’œǰȱŠ—ȱ›Žšž’›Žœȱ›Ž•Š’ŸŽ•¢ȱ–’—’–Š•ȱœ”’••ȱ˜›ȱ›Š’—- ’—ȱ ˜ȱ™Ž›˜›–ȱ ǻ˜›ȱŽ¡Š–™•Žǰȱ›Šœœȱ–˜ ’—ǰȱ•ŽŠȱ›Š”’—ǰȱœ—˜ ȱœ‘˜ŸŽ•’—ǰȱŒŠ›™Žȱ Š—ȱ̘˜›ȱŒ•ŽŠ—’—Ǽǯ scheduled maintenance—’—’ęŒŠ—ȱ–Š’—Ž—Š—ŒŽȱ›Žšž’›’—ȱŠŸŠ—ŒŽȱ™•Š——’—ǰȱŠȱ œ’—’ęŒŠ—ȱŠ–˜ž—ȱ˜ȱ’–Žȱ˜ȱ™Ž›˜›–ǰȱœ™ŽŒ’Š•’£Žȱ˜˜•œȱŠ—ȱŽšž’™–Ž—ǰȱŠ—ȱ‘’‘ȱ •ŽŸŽ•œȱ˜ȱŒ˜˜›’—Š’˜—ȱŠ–˜—ȱŽ™Š›–Ž—œǯ work order—See repair order.

189 7 Environmental and Sustainability Management From Hospitality Facilities Management and Design, Third Edition by David M. Stipanuk Hotel environmental programs come in many shades of green, but most sprout the same way. Someone gets an idea and plants it with the “why don’t we …?” dzȱȱŠ—Š’Š—ȱŠŒ’ęŒȱ˜Ž•œǰȱ‘Žȱȃ ‘¢ȱ˜—Ȃȱ ŽȱdzǵȄȱŒŠ–Žȱ›˜–ȱ——ȱŠ¢- ˜—ǰȱŸ’ŒŽȱ™›Žœ’Ž—ȱ˜ȱž‹’Œȱ슒›œȱŠ—ȱ˜––ž—’ŒŠ’˜—œȱ˜›ȱŠ’›–˜—ȱ˜Ž•œȱǭȱ Žœ˜›œǯȱȃȱ‘’—”ȱȱ Šœȱ’—ȱ‘Žȱ›’‘ȱ™•ŠŒŽȱŠȱ‘Žȱ›’‘ȱ’–ŽǰȄȱŠ¢˜—ȱœŠ¢œǯȱȃȱŒŠ›Žȱ about the environment in my private life. I recycle at home. Why shouldn’t a hotel? We have the same issues. Why not try to take the things people do at home and do them here?”… She hired a professional environmental consultant and asked for sugges- ’˜—œȱ›˜–ȱ œŠěȯȃ™Ž˜™•Žȱ ‘˜ȱ ‘ŠŸŽȱ ˜›”Žȱ ‘Ž›Žȱ˜›ȱ ŘŖȱ ¢ŽŠ›œȱ”—˜ ȱ ‘Šȱ ˜Žœȱ ˜—ǯȄȱŠ¢˜—ȱ’œ’••Žȱ‘˜œŽȱ›ŽŒ˜––Ž—Š’˜—œȱ’—˜ȱŗŜȱŠ–‹’’˜žœȱ˜Š•œǯȱȱ ˜ž•ȱ ›ŽžŒŽȱ ŠœŽȱœŽ—ȱ˜ȱ•Š—ę••ȱ‹¢ȱśŖȱ™Ž›ŒŽ—ǰȱ•Šž—Œ‘ȱŠ—ȱŽ¡Ž—œ’ŸŽȱ›ŽŒ¢Œ•’—ȱ™›˜- ›Š–ȱ ǻ’—Œ•ž’—ȱ‹•žŽȱ‹˜¡Žœȱ˜›ȱŒ˜••ŽŒ’—ȱ›ŽŒ¢Œ•Š‹•Žœȱ’—ȱžŽœ›˜˜–œǼǰȱ›ŽŽœ’—ȱ purchasing policies to ensure waste reduction at source, and use nature-friendly hotel supplies. “I knew from the get-go the program would be in all hotels, and ’ȱ ˜›”Žȱ‹ŽĴŽ›ȱ‘’œȱ Š¢ǰȄȱŠ¢˜—ȱœŠ¢œǯȱȃ˜ ȱ’ȱœŽŽ–œȱ‹Šœ’Œǰȱ‹žȱ’ȱ Šœ—ȂȱŠȱ the time.”… ǽŠ¢˜—Ǿȱ‹Ž•’ŽŸŽœȱȱ˜Ž•œȱ’ȱ ˜ȱ‘’—œȱ›’‘ǯȱ’›œȱ Šœȱ™˜••’—ȱŽ–™•˜¢- ees before the program started, and second was to develop a chainwide incentive program as part of Phase Two. The green Incentive Program sets up teams at each property to create and achieve eco-initiatives across the board. Environmental progress and new programs then earn “CP Tree” stickers for the employees of that property…. At year’s end, teams with the most ‘trees’ win trips to places •’”Žȱ Š–Š’ŒŠȱ˜›ȱŒŠ™ž•Œ˜ǯȱȃ–™•˜¢ŽŽœȱ Š—ȱ ˜ȱ ŽŠ›—ȱ ‘ŽœŽȱ ›ŽŽœǰȄȱ œŠ¢œȱŠ¢˜—ǯȱ ȃ˜ȱ˜—Žȱ Š—œȱ˜ȱ‹Žȱ•ŠœǰȱŠ—ȱœ˜ȱ–Š—¢ȱ‘˜Ž•œȱ‘ŠŸŽȱœž‹–’ĴŽȱ’—Œ›Ž’‹•Žȱ’ŽŠœȱ Žȱ have now incorporated into the program.” CONCERN CONTINUES TO GROW about the impact of hospitality operations on the —Šž›Š•ȱŽ—Ÿ’›˜—–Ž—ǯȱ‘’•Žȱ‘’œȱ’–™ŠŒȱ–Š¢ȱ—˜ȱ‹ŽȱŠœȱœ’—’ęŒŠ—ȱŠœȱ‘Šȱ˜ȱ˜‘Ž›ȱ industries, the size and growth of the hospitality industry, especially at major tourism destinations, means its overall impact on the environment can be substantial. ŽŒ˜—’£’—ȱŠȱ—ŽŽȱ˜›ȱŠĴŽ—’˜—ȱ˜ȱ‘ŽȱŽ—Ÿ’›˜—–Ž—ǰȱ‘Žȱ–Ž›’ŒŠ—ȱ˜Ž•ȱǭȱ˜’—ȱ œœ˜Œ’Š’˜—ȱ ǻǭǼȱ ’—ȱ ‘Žȱ ŽŠ›•¢ȱ ŗşŝŖœȱ ˜›–Žȱ Šȱ œŠ—’—ȱ ˜––’ĴŽŽȱ ˜›ȱ Šȱ žŠ•’¢ȱ—Ÿ’›˜—–Ž—ǯȱ‘ŽȱŒ˜––’ĴŽŽȂœȱŒ‘Š›Ž›ȱ’œȱ˜ȱœž¢ȱ‘Žȱ™˜Ž—’Š•ȱŽěŽŒœȱ˜ȱ

190 Chapter 7 industry operations on their surroundings and devise methods and procedures ˜ȱŠ›Žœœȱ‘Ž–ǯȱ’‘’—ȱǭȱ˜Š¢ǰȱ‘Ž›Žȱ’œȱŠ—ȱ—’—ŽŽ›’—ȱŠ—ȱ—Ÿ’›˜—–Ž—ȱ ˜––’ĴŽŽȱŠ›Žœœ’—ȱ‘ŽœŽȱ’œœžŽœǯ ž›’—ȱ ‘Žȱ ŗşşŖœǰȱ ‘Žȱ ›ŠŸŽ•ȱ —žœ›¢ȱ œœ˜Œ’Š’˜—ȱ ˜ȱ –Ž›’ŒŠǰȱ ‘Žȱ ‘’Žȱ ˜žœŽȱ˜—Ž›Ž—ŒŽȱ˜—ȱ›ŠŸŽ•ȱŠ—ȱ˜ž›’œ–ǰȱŠ—ȱ‘Žȱ—’ŽȱŠ’˜—œȱŠŽȱ›ŠŸŽ•ȱ Š—ȱ˜ž›’œ–ȱŽ—Ÿ’›˜—–Ž—Š•ȱŒ˜—ŒŽ›—œȱ˜ȱ‘Ž’›ȱŠŽ—Šœǯȱȱ•Š›Žȱ—ž–‹Ž›ȱ˜ȱŒ˜›™˜›Š- tions from all sectors of hospitality have also launched initiatives to evaluate and reduce the environmental impacts of their operations. Internationally, leadership at both the association and corporate levels has Ž–Ž›Žȱ˜ȱŽŸŠ•žŠŽȱŠ—ȱ›ŽžŒŽȱŽ—Ÿ’›˜—–Ž—Š•ȱ’–™ŠŒœǯȱ‘Žȱ—Ž›—Š’˜—Š•ȱ˜Ž•ȱ Š—ȱŽœŠž›Š—ȱœœ˜Œ’Š’˜—ǰȱ˜›•ȱ›ŠŸŽ•ȱŠ—ȱ˜ž›’œ–ȱ˜ž—Œ’•ǰȱŠ—ȱ—Ž›—Š’˜—Š•ȱ ˜Ž•œȱ —Ÿ’›˜—–Ž—ȱ —’’Š’ŸŽȱ ‘ŠŸŽȱ’—›˜žŒŽȱ Šȱ ‘˜œȱ ˜ȱ’—’’Š’ŸŽœȱ ˜ȱ ‘Ž’‘Ž—ȱ Š Š›Ž—Žœœȱ ’—ȱ ‹˜‘ȱ ’Ž—’¢’—ȱ Š—ȱ ›ŽžŒ’—ȱ Ž—Ÿ’›˜—–Ž—Š•ȱ ’–™ŠŒœǯȱ ˜ŒŠ•ȱ Š—ȱ regional travel and tourism associations have also been active, providing training materials, technical assistance, and awards programs for best practices. Inter- ˜—’—Ž—Š•ǰȱŒŠ—’ŒǰȱŠ—ȱŠ—Š’Š—ȱŠŒ’ęŒȱ˜Ž•œȱ Ž›ŽȱŠ•œ˜ȱŽŠ›•¢ȱ’——˜ŸŠ˜›œȱ’—ȱ ‘’œȱŽě˜›ǯ —Ÿ’›˜—–Ž—Š•ȱ’œœžŽœȱ˜ĞŽ—ȱŠ›Žȱ•’–’Žȱ˜ȱ˜—•¢ȱ‘Žȱ—Šž›Š•ȱŽ—Ÿ’›˜—–Ž—ȱŠ—ȱ Ž—ȱ ˜ȱ ˜Œžœȱ ˜—ȱ’œœžŽœȱ ˜ȱ •˜‹Š•ȱ Œ•’–ŠŽȱ Œ‘Š—Žȱ ǻŽœ™ŽŒ’Š••¢ȱ 2 emissions and œǼǰȱ ™˜••ž’˜—ȱ ǻŠ’›ǰȱ  ŠŽ›ǰȱ —˜’œŽǰȱ Ÿ’œžŠ•ǰȱ Š—ȱ ˜‘Ž›ȱ ˜›–œǼǰȱ ‘Š‹’ŠȦŽŒ˜œ¢œŽ–ȱ Ž›ŠŠ’˜—ǰȱŠ—ȱ›Žœ˜ž›ŒŽȱŒ˜—œž–™’˜—ȱǻ’—Œ•ž’—ȱ’œœžŽœȱ˜ȱœ˜•’ȱ ŠœŽǼǯȱ•˜œŽ•¢ȱ related but broader in context is sustainability. Sustainability embraces not ˜—•¢ȱ¢™’ŒŠ•ȱŽ—Ÿ’›˜—–Ž—Š•ȱŒ˜—ŒŽ›—œȱ‹žȱŠ•œ˜ȱ’–Ž—œ’˜—œȱœžŒ‘ȱŠœȱ‘Žȱ‘›ŽŽȱȂœȯ economics, environment, and equity. The hospitality industry has addressed environmental sustainability concerns in a variety of ways. Economic sustainability is a major concern and a major challenge of all hospitality businesses. Correcting environmental problems can ™›ŽŸŽ—ȱ‘˜œ™’Š•’¢ȱꛖœȱ›˜–ȱȃ”’••’—ȱ‘Žȱ˜•Ž—ȱ˜˜œŽǰȄȱŠȱŒ˜—ŒŽ›—ȱ˜ȱ˜™Ž›Š˜›œȱ whose appeal is the natural environment. Equity aspects are potentially more chal- •Ž—’—ǯȱ‘Žȱ’œ›’‹ž’˜—ȱ˜ȱ‘Žȱ’—Œ˜–ŽȱŠ—ȱ™›˜ęœȱ›˜–ȱ‘˜œ™’Š•’¢ȱ˜™Ž›Š’˜—œǰȱ‘Žȱ impacts of these operations on local communities and cultures, and the potential for the operations to not only minimize damage but also make positive contributions to the environment are just a few of many equity issues. žœŠ’—Š‹’•’¢ȱ’œȱŠȱ–Š“˜›ȱ‘Ž–Žȱ™Ž›ŸŠ’—ȱ‘Žȱ•˜‹Š•ȱǻ‹žœ’—ŽœœǼȱŒ˜––ž—’¢ǯȱœȱ importance to the success of the hospitality industry is growing. More detailed discussions of this topic are available in references in the end notes of this chapter. Motivations for Environmental Concern Corporations and individual operations have various motivations for environmen- Š•ȱŒ˜—ŒŽ›—œȱŠ—ȱŠŒ’˜—œǯȱ–˜—ȱ‘ŽœŽȱ–˜’ŸŠ’˜—œȱŠ›ŽȱŽŒ˜—˜–’ŒȱŒ˜—œ’Ž›Š’˜—œǰȱ regulatory issues, market factors, and social responsibility. Economic Considerations ‘ŽȱŽŒ˜—˜–’Œȱ’–Ž—œ’˜—œȱ˜ȱŽ—Ÿ’›˜—–Ž—Š•ȱŠŒ’˜—œȱŠ›Žȱ˜ĞŽ—ȱ‹˜‘ȱŒ˜–™Ž••’—ȱŠ—ȱ œ’—’ęŒŠ—ǯȱ Š—¢ȱ Ž—Ÿ’›˜—–Ž—Š•ȱ ’—’’Š’ŸŽœȱ ‘ŠŸŽȱ œ’—’ęŒŠ—ȱ ŽŒ˜—˜–’Œȱ ‹Ž—ŽęœDZȱ

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192 Chapter 7 Œ˜—ŸŽ›’—ȱ’—ŒŠ—ŽœŒŽ—ȱ•Š–™œȱ˜ȱŒ˜–™ŠŒȱ̞˜›ŽœŒŽ—ȱ•Š–™œǰȱ˜›ȱŽ¡Š–™•Žǰȱ›Žœž•œȱ in a reduction of energy use and, by extension, reductions in emissions from power plants that consequently produce less electricity. Paybacks from such a conversion ŒŠ—ȱŒ˜–Žȱ ’‘’—ȱŠȱŽ ȱ–˜—‘œȱǻ›ŽžŒŽȱ–Š’—Ž—Š—ŒŽȱŒ˜œœȱžŽȱ˜ȱŽ Ž›ȱ›Ž™•ŠŒŽ- –Ž—œȱ›Žœž•’—ȱ›˜–ȱ•˜—Ž›ȱ•Š–™ȱ•’ŽǼǯȱ—˜‘Ž›ȱŽ¡Š–™•Žȱ’œȱœ˜•’ȱ ŠœŽȱ–Š—ŠŽ- ment. The cost of waste disposal can be reduced by implementing a recycling ™›˜›Š–ǯȱŽŒ¢Œ•’—ȱ’œȱ‹˜‘ȱŽ—Ÿ’›˜—–Ž—Š••¢ȱŠ—ȱŽŒ˜—˜–’ŒŠ••¢ȱ‹Ž—ŽęŒ’Š•ǯȱ ŽŽ™’—ȱ Šȱ•˜ŒŠ’˜—ȱŒ•ŽŠ—ȱ–Š”Žœȱ˜˜ȱŽŒ˜—˜–’ŒȱœŽ—œŽDZȱ‘˜œ™’Š•’¢ȱ‹žœ’—ŽœœŽœȱ’—ȱ–Š—¢ȱ•˜ŒŠ- tions clearly rely on the beauty and visual appeal of the natural environment as a ”Ž¢ȱŽŠž›Žȱ’—ȱŠĴ›ŠŒ’—ȱŒžœ˜–Ž›œȱǻŠ—ȱ‘Ž’›ȱ–˜—Ž¢Ǽǯ Regulatory Issues Ž’œ•Š’˜—ȱ›Žšž’›’—ȱ›ŽŒ¢Œ•’—ǰȱ›Žœ›’Œ’˜—œȱ˜—ȱ ŠŽ›ȱžœŽȱžŽȱ˜ȱœ‘˜›ŠŽœǰȱŽ–’œ- sion and discharge regulations, and other environmental limitations mean that concern for environmental issues is not only good business, it is the law. Environmental impact must be addressed from the feasibility stage of new product ŽŸŽ•˜™–Ž—ȱ‘›˜ž‘ȱ˜™Ž›Š’˜—œȱŠ—ȱ’—˜ȱ›Ž—˜ŸŠ’˜—œȯŠ••ȱ ’‘’—ȱ‘ŽȱŒ˜—Ž¡ȱ˜ȱ ›Žž•Š’˜—œǯȱŠ’•ž›Žȱ˜ȱ˜ȱœ˜ȱŒŠ—ȱ“Ž˜™Š›’£Žȱ—Ž ȱŽŸŽ•˜™–Ž—œȱŠ—ȱ›Žœž•ȱ’—ȱꗎœȱ and penalties. Market Factors The role of market factors in motivating concern about environmental issues has several dimensions. First, there are market segments that put a high value on ȃŽ—Ÿ’›˜—–Ž—Š•’¢ȄȱŠ—ȱœŽŽ”ȱ‘’œȱ’—ȱ‘Ž’›ȱ™ž›Œ‘ŠœŽœǯȱ‘Žȱecotourism market that Ž–Ž›Žȱ’—ȱ‘ŽȱŗşşŖœȱ’œȱŒŽ›Š’—•¢ȱŠȱ™›’–ŽȱŽ¡Š–™•Žȱ˜ȱ‘’œǯȱŽŒ˜—ǰȱ‘Ž›ŽȱŠ›Žȱ’–Ž—- sions of environmental concern such as air and water quality and food safety that are pertinent to global tour operators. Tour operators have begun to require that businesses with which they deal comply with standards promulgated by the ˜ž›ȱ’—žœ›¢ǯȱ™Ž›Š˜›œȱ ‘˜ȱꗍȱ‘ŠȱŽŒ˜—˜–’ŒœȱǻŒ˜œȱœŠŸ’—œǼȱŠ—ȱ›Žž•Š’˜—œȱ Oflfl3 LR OUS 9 !Ofl R KQ & U"
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Environmental and Sustainability Management 193 ™›˜Ÿ’Žȱ•’Ĵ•Žȱ’—ŒŽ—’ŸŽȱ˜ȱ‹ŽȱŒ˜—ŒŽ›—ŽȱŠ‹˜žȱ‘ŽȱŽ—Ÿ’›˜—–Ž—ȱ–Š¢ȱ‹ŽŒ˜–Žȱ–˜’- vated when major tour operators refuse to do business with them. Third, the ’—Œ›ŽŠœ’—ȱ ›Žšž’›Ž–Ž—œȱ ‹¢ȱ ‘Žȱ •˜‹Š•ȱ ‹žœ’—Žœœȱ Œ˜––ž—’¢ȱ ˜›ȱ œž™™•’Ž›ȦŸŽ—˜›ȱ Ž—Ÿ’›˜—–Ž—Š•ȱŒŽ›’ęŒŠ’˜—ȱ‘›˜ž‘ȱ‘ŽȱISO 14000 standardsȱœŽ›’Žœȱǻ—Ÿ’›˜—–Ž—- Š•ȱŠ—ŠŽ–Ž—ȱ¢œŽ–œǼȱ–ŽŠ—œȱŒžœ˜–Ž›œȱ ’••ȱ‹Žȱ•˜˜”’—ȱ ˜›ȱ ȱŒŽ›’ęŒŠ’˜—ȱ Š—ȱ‘˜œ™’Š•’¢ȱŒ˜–™Š—’Žœȱ ’••ȱ‹Žȱ•˜˜”’—ȱ˜›ȱ‘’œȱŒŽ›’ęŒŠ’˜—ȱ›˜–ȱ‘Ž’›ȱŸŽ—˜›œǯȱ Ȃœȱ šž’Žȱ ™˜œœ’‹•Žȱ ‘Šȱ ’—ȱ ‘Žȱ —ŽŠ›ȱ žž›Žǰȱ ŒŽ›’ęŒŠ’˜—ȱ ˜ȱ ǻ‘’‘Ǽȱ Ž—Ÿ’›˜—–Ž—Š•ȱ performance will be a requirement of doing business, just as adequate credit and insurance coverage is today. ’’˜—Š•ȱ–Š›”ŽȱŠŒ˜›œȱŒ˜—’—žŽȱ˜ȱŽ–Ž›Žǯȱ˜›ȱŽ¡Š–™•Žǰȱ’—ȱŘŖŖŗǰȱ‘Žȱ˜Š•’- ’˜—ȱ ˜›ȱ —Ÿ’›˜—–Ž—Š••¢ȱŽœ™˜—œ’‹•Žȱ Œ˜—˜–’Žœȱ ǻCERESǼȱ ŽŸŽ•˜™Žȱ’œȱ ›ŽŽ—ȱ ˜Ž•ȱ —’’Š’ŸŽȱ ǻœŽŽȱ   ǯŒŽ›Žœǯ˜›Ȧ’—žœ›¢™›˜›Š–œȦ‘’ǯ™‘™Ǽǯȱ‘Šȱȱ’œȱ trying to do with this initiative is to get its corporate members to include environmental considerations when making lodging purchasing decisions. There is Š•œ˜ȱŠȱ›˜ ’—ȱȃ›ŽŽ—ȱ–ŽŽ’—œȄȱ–˜ŸŽ–Ž—ȱœ›’Ÿ’—ȱ˜ȱ›ŽžŒŽȱ‘ŽȱŽ—Ÿ’›˜—–Ž—Š•ȱ impact of meetings and conventions. Green meetings activities have ranged from ›ŽŒ¢Œ•’—ȱ˜ȱ–Ž—žȱŒ‘˜’ŒŽœȱŠ—ȱŽŸŽ—ȱ˜ȱ–Ž‘˜œȱ˜ȱ˜ěœŽȱ‘Žȱ’–™ŠŒœȱ˜ȱ›ŠŸŽ•ǯ ž›’—ȱ ‘Žȱ •ŠĴŽ›ȱ ™Š›ȱ ˜ȱ ‘Žȱ  Ž—’Ž‘ȱ ŒŽ—ž›¢ǰȱ Šȱ Œ•ŽŠ›•¢ȱ •˜‹Š•ȱ ŽŒ˜—˜–¢ȱ Ž–Ž›ŽǯȱŠ’˜—œȱ›ŽŒ˜—’£Žȱ‘Ž¢ȱ Ž›ŽȱŠěŽŒŽȱ‹¢ȱ‘Žȱ™˜•’’ŒŠ•ǰȱœ˜Œ’Š•ǰȱŠ—ȱŽŒ˜- nomic issues not only within their borders but by those of other countries as well. Corporations came to understand this as well. Environmental issues also were present at national and global levels. Recognition of global citizenship came with recognition of global impact. The individual actions of hospitality businesses were ›ŽŒ˜—’£Žȱ Šœȱ ™˜Ž—’Š••¢ȱ œ’—’ęŒŠ—ȱ ˜ȱ ‘Žȱ Ž—Ÿ’›˜—–Ž—ǰȱ ™Š›’Œž•Š›•¢ȱ ’ŸŽ—ȱ ‘Žȱ •Š›ŽȱŠ—ȱ›˜ ’—ȱœ’£Žȱ˜ȱ ‘Žȱ’—žœ›¢ǯȱ—ȱ ‘ŽȱŠŒ’˜—œȱ˜ȱ—˜—Ȭ‘˜œ™’Š•’¢ȱ‹žœ’- —ŽœœŽœȱ‘Šȱ Šȱ œ’—’ęŒŠ—ȱ™˜Ž—’Š•ȱ ˜›ȱ ŠěŽŒ’—ȱ ‘Žȱ ‹žœ’—Žœœȱ ˜ȱ‘˜œ™’Š•’¢ȱꛖœDZȱ Œ˜—œ’Ž›ȱ ‘Žȱ’–™ŠŒȱ˜—ȱ ˜ž›’œ–ȱ ˜ȱ—˜—Žœ’Šȱ’—ȱ ‘Žȱ•ŠŽȱŗşşŖœȱ ‘Ž—ȱ ’Žœ™›ŽŠȱ ꛎœȱ Œ›ŽŠŽȱ Œ•˜žœȱ ˜ȱ œ–˜”Žȱ ‘Šȱ ›˜ŸŽȱ Ÿ’œ’˜›ȱ —ž–‹Ž›œȱ ˜ —ȱ Š—ȱ Š’›ȱ ›ŠŸŽ•ȱ ™›˜‹•Ž–œȱž™ǯȱȱ‹›˜ŠŽ›ȱsocial responsibilityȱ˜ȱꛖœȱ–Š¢ȱ‹Žȱ˜—Žȱ‹¢™›˜žŒȱ˜ȱ globalization. The Social Responsibility Dimension Š—¢ȱꛖœȱ‹˜‘ȱ ’‘’—ȱŠ—ȱ˜žœ’Žȱ‘Žȱ‘˜œ™’Š•’¢ȱ’—žœ›¢ȱ›ŽŒ˜—’£Žȱ‘Žȱ’—Ž›- action of environmental policy with corporate social responsibility. InterCon- ’—Ž—Š•ȱ ˜Ž•œȱ ›˜ž™ȱ ’—Œ˜›™˜›ŠŽœȱ ’œȱ Ž—Ÿ’›˜—–Ž—Š•ȱ ŠŒ’Ÿ’’Žœȱ ’—ȱ ’œȱ Œ˜›™˜›ŠŽȱ œ˜Œ’Š•ȱ ›Žœ™˜—œ’‹’•’¢ȱ ŠŒ’˜—œȱ ˜—ȱ’œȱ Ž‹œ’ŽǯȱŠ››’˜Ĵȱ —Ž›—Š’˜—Š•ȱ ›ŽŒ˜—’£Žœȱ’œȱ responsibility to protect the environment for its associates, guests, and communities, stating its policy in the opening of its environmental operations manual. Š’›–˜—ȱ˜Ž•œȱǭȱŽœ˜›œǰȱ ‘’Œ‘ȱ —˜ ȱ’—Œ•žŽœȱ ˜›–Ž›ȱŠ—Š’Š—ȱŠŒ’ęŒȱ™›˜™- Ž›’Žœǰȱ ‘Šœȱ Ž–‹›ŠŒŽȱ ‘Žȱ Ž¡ŒŽ••Ž—ȱ Ž—Ÿ’›˜—–Ž—Š•ȱ ™›˜›Š–ȱ ˜ȱ Š—Š’Š—ȱ ŠŒ’ęŒǯȱ ŒŒ˜›ȱ’œȱ¢ŽȱŠ—˜‘Ž›ȱ‘˜œ™’Š•’¢ȱꛖȱŠ”’—ȱŠȱ‘’‘•¢ȱ™›˜ŠŒ’ŸŽȱŠ™™›˜ŠŒ‘ȱ˜ȱŽ—Ÿ’- ›˜—–Ž—Š•ȱ’œœžŽœǯȱ‘Žȱ ŠŒ’˜—œȱ ˜ȱ ‘ŽœŽȱ Œ˜–™Š—’ŽœȱŽ¡Ž–™•’¢ȱ ‘Žȱ ŠĴŽ—’˜—ȱ’ŸŽ—ȱ within the lodging industry to the environment and social responsibility. In the food service sector, too, companies have become environmentally conscious. Starbucks has recognized and responded to issues of environmental and œ˜Œ’Š•ȱŒ˜—ŒŽ›—ǯȱœȱ ›ŽŽ—ȱŽŠ—ȱ Š›œȱ›ŽŒ˜—’£Žȱ˜žœŠ—’—ȱŽ—Ÿ’›˜—–Ž—Š•ȱŽě˜›œȱ

194 Chapter 7 by its units, and its corporate social responsibility is evidenced by its involvement  ’‘ȱ ȱ Š—ȱ ’—Ž›—Š’˜—Š•ȱ ŽŸŽ•˜™–Ž—ȱ ŠŒ’Ÿ’’Žœǯȱ Œ˜—Š•Ȃœȱ ‘Šœȱ ’–™•Ž- –Ž—ŽȱŠ—ȱŽ¡Ž—œ’ŸŽȱŽě˜›ǰȱ’—Œ•ž’—ȱ ŠœŽȱ–Š—ŠŽ–Ž—ȱ’——˜ŸŠ’˜—œȱŠœȱŠȱ›Žœž•ȱ of its partnership with the Environmental Defense Fund and rainforest preserva- ’˜—ȱŽě˜›œȱ‘›˜ž‘ȱ’œȱ™Š›—Ž›œ‘’™ȱ ’‘ȱ˜—œŽ›ŸŠ’˜—ȱ—Ž›—Š’˜—Š•ǯȱŒ˜—Š•Ȃœȱ œ˜Œ’Š•ȱ›Žœ™˜—œ’‹’•’¢ȱ‘Šœȱ‹ŽŽ—ȱŒ•ŽŠ›•¢ȱŸ’œ’‹•Žȱ‘›˜ž‘ȱ’œȱ˜—Š•ȱŒ˜—Š•ȱ˜žœŽȱ support as well. The items considered to be part of an environmental program can and will vary depending on the company, location, and a host of other issues. For guidance ›ŽŠ›’—ȱ‘ŽȱŒ˜—Ž—ȱ˜ȱŽ—Ÿ’›˜—–Ž—Š•ȱ™›˜›Š–œǰȱ•˜˜”ȱ˜ȱŽě˜›œȱœžŒ‘ȱŠœȱ‘Žȱ—Ž›- —Š’˜—Š•ȱ˜Ž•œȱ—Ÿ’›˜—–Ž—ȱ—’’Š’ŸŽȱŠ—ȱŽ—ŠȱŘŗȱ˜›ȱ‘Žȱ •˜‹Š•ȱ˜œ™’Š•’¢ȱ Industry. ¡‘’‹’ȱŗȱŒ˜—Š’—œȱœž––Š›¢ȱ’—˜›–Š’˜—ȱŠ‹˜žȱŽ—ŠȱŘŗȱ˜›ȱ‘Žȱ›ŠŸŽ•ȱ and tourism industry, on which the following discussion is based. Waste Minimization and Management Waste minimization and management involves reduction, reuse, recycling, and waste transformation, as well as cost structure and management of waste haulage Œ˜—›ŠŒœǯȱ‘ŽœŽȱŽě˜›œȱŒ˜–‹’—Žȱ˜ȱ–’—’–’£Žȱ‘ŽȱŠ–˜ž—ȱ˜ȱ ŠœŽȱ’œ™˜œŽȱŠ—ȱ ‘ŽȱŒ˜œȱ˜ȱ’œȱ’œ™˜œŠ•ǰȱŠ—ȱ‘Ž•™ȱŽ—œž›Žȱ‘Šȱꗊ•ȱ’œ™˜œŠ•ȱ’œȱ˜—Žȱ’—ȱŠ—ȱŠ™™›˜ŸŽȱ and environmentally suitable manner. The waste stream obviously varies with the type of services provided and the scope of the facilities. Economy lodging operations without food service, having a small and minimally landscaped site and lacking conference facilities, will have a ›Ž•Š’ŸŽ•¢ȱœ–Š••ȱŠ–˜ž—ȱ˜ȱ ŠœŽȱ™Ž›ȱ›˜˜–ǯȱž••ȬœŽ›Ÿ’ŒŽȱ›Žœ˜›ȦŒ˜—Ž›Ž—ŒŽȱŠŒ’•’’Žœȱ with extensive food service, large areas of highly landscaped grounds, and customers making purchases of a variety of types during their more extended stays can produce more waste per room. Quick-service restaurants have a waste stream Œ˜—œ’œ’—ȱ•Š›Ž•¢ȱ ˜ȱ ’œ™˜œŠ‹•Žȱ ꗊ•ȱ ™›˜žŒȱ ™ŠŒ”Š’—ȱ ǻŒž™œǰȱ ™•ŠŽœǰȱ —Š™”’—œǰȱ Š—ȱœ’–’•Š›ȱ–ŠŽ›’Š•œǼȱ ’‘ȱ˜˜ȱ™›˜žŒ’˜—ȱ ŠœŽȱ–’—’–’£Žȱ‹¢ȱ™›ŽȬ™›˜ŒŽœœ’—ȱ ŠŒ’Ÿ’’Žœǯȱ ž••ȬœŽ›Ÿ’ŒŽȱ ›ŽœŠž›Š—œȱ ’œ™˜œŽȱ ˜ȱ œ–Š••Ž›ȱ Š–˜ž—œȱ ˜ȱ ꗊ•ȱ ™›˜žŒȱ packaging but have more food production waste. ‘Žȱ™˜Ž—’Š•ȱŽŒ˜—˜–’Œȱ‹Ž—Žęœȱ˜ȱ ŠœŽȱ–’—’–’£Š’˜—ȱŠ—ȱ–Š—ŠŽ–Ž—ȱŠ›Žȱ œ’—’ęŒŠ—ǯȱŠœŽȱ‘Šž•ŠŽȱŒ˜—›ŠŒœȱŒŠ—ȱ‹ŽȱŠȱ•Š›Žȱ™Š›ȱ˜ȱ‘Žȱ™›˜™Ž›¢ȱ˜™Ž›Š’˜—œȱ Š—ȱ–Š’—Ž—Š—ŒŽȱ‹žŽȱ˜ȱ‘˜Ž•œǰȱ ’‘ȱŒ˜œœȱ’—ȱŽ¡ŒŽœœȱ˜ȱǞŗŖŖȱ™Ž›ȱ›˜˜–ȱ™Ž›ȱ¢ŽŠ›ȱ not uncommon. Supervision and inspection of trash container contents can also reduce unnecessary losses, such as tableware or other materials that should not have been discarded. Management of waste haulage contracts can minimize the Œ˜œȱ˜ȱ’œ™˜œŠ•ȱ‹¢ȱŽ—œž›’—ȱ‘ŠDZ —•¢ȱž••ȱ ŠœŽȱŒ˜—Š’—Ž›œȱŠ›Žȱ›Ž–˜ŸŽȱǻ‘Šž•ŠŽȱŒ˜—›ŠŒœȱ˜ĞŽ—ȱ™Š¢ȱ˜›ȱ‘Žȱ ȃ™ž••Ȅȱ˜ȱ‘Žȱ›Šœ‘ȱŒ˜—Š’—Ž›ȱŠœȱ Ž••ȱŠœȱ˜›ȱ‘Žȱ Ž’‘ȱ˜ȱ‘ŽȱŒ˜—Ž—œǼǯ Ž’‘ȱ’Œ”ŽœȱŠ›Žȱœž‹–’ĴŽȱ ’‘ȱ‹’••œȱ˜ȱŸŽ›’¢ȱ ŠœŽȱšžŠ—’’Žœȱǻ ‘Ž›ŽȱŒ˜œœȱ Š›Žȱ‹ŠœŽȱ˜—ȱ Ž’‘ȱ›Š‘Ž›ȱ‘Š—ȱŸ˜•ž–ŽǼǯ Competitive bidding determines the contractor. x x x