A Grand and Green Hotel

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1 A Grand and Green Hotel In 2013 the Hilton Chicago became the first hotel in Illinois to be recognized for the Governor's Sustainability Award as well as the Illinois Hotel and Lodging Association's Good Earthkeeping Hotel for The following details all the Hilton Chicago's efforts this year that resulted in us winning these 2 prestigious awards. The hotel currently has 1,545 guest rooms, 245,000 square feet of meeting space, four ballrooms and 100,000 square feet of exhibition space, making it one of the largest hotels in Illinois. Managing consumption in an 85-year old building requires commitment, creative thinking and a great amount of resources. Because of this commitment, the Chicago Hilton continuously challenges and improves its sustainable practices and social responsibility, with respect to client demands, the integrity of its management and its rich Chicago history. 1). Description of Activities Melink Intelli-Hood System: In 2012 the Hilton Chicago installed Melink hood systems in its kitchens. The Melink Intelli-Hood demand control ventilation system (DCV) is an energy management system for commercial kitchen hoods. The system optimizes energy efficiency by reducing the exhaust and make up air fan speed. The process leverages infrared and temperature sensors to determine the minimum amount of exhaust air required to capture and contain effluent from the cook line. The hotel invested $101,811 to retrofit its existing hoods. In its first year, the new system saved the hotel $33,522 in energy costs. Onity Sensor System This centrally operated digital temperature control system regulates guest room heating and air conditioning by occupancy, infrared or central controls. This allows the property operation to actively monitor its input and manage its energy consumption. This system was installed in 2012 at no cost to the hotel; the annual maintenance cost of $30,000 is offset by the energy savings. Natura Water System: The Hilton took a large step in 2011 toward minimizing plastic water bottle usage in meetings and banquets by installing the Natura water system. The Natura system removes or significantly reduces contaminants and chlorine. The water is served in large Natura 's glass bottles that are easily washed and reused. The water is dispensed chilled -- greatly reducing the need for ice -- and consumed by guests in corn plastic compostable cups or in glass. The hotel chose this environmentallyfriendly alternative to reduce the waste associated with the manufacture, transport and disposal of conventional bottled water, and enhance the guest experience. With an investment of $85,000 and yearly filter costs of $15,000, the system saved an estimated purchase of 37,630 water bottles in 2012 alone.

2 Cooling Towers: The cooling tower is part of the hotel s central air conditioning system. Its purpose is to evaporate water as part of the cooling process. The hotel worked with Evapco in Greenup, Illinois in 2012 to design and fabricate the latest in water and electricity conservation. This design allows the hotel to process its grey water system three times versus the previous two times. Conservatively, this will reduce the use of potable water by 750,000 gallons per year. The units also have reduced the previous fan motor function and have improved the chiller efficiency. This has resulted in 432,000 kwh savings in electricity per year. The hotel s investment in this system in 2012 was 1.3 million dollars. Kohler automated faucets and low flow toilets: The hotel installed Kohler Highline toilets as part of a renovation of guest rooms and public bathrooms in This model uses 1.28 gallons per flush as compared to the previous model that used 3.6 gallons per flush. Automated faucets in the public bathrooms were also upgraded with Kohler Electronic faucets with a 0.5 gpm flow rate, compared to the previous faucet with a flow rate of 1.0 gpm. The $240,000 upgrade is anticipated to save the hotel an estimated 500,000 gallons of water per year. Cool Roof Pilot: With its existing roof surfaces in need of replacement, the hotel undertook a pilot installation of Sinplast, a cool roof system. The cool roof system was installed in 2012 at a cost of $750,000. Performance has been better than expected, compared to traditional roof systems. Plans are to move forward with installation of this roof system on the balance of the hotel roof surfaces in a multiphase five million dollar project over the next five years. 2. Waste volume/toxicity reduction Composting: In 2010 the Hilton Chicago began a food composting program in its kitchen to reduce the amount of organics that it landfills. The hotel collects food scraps from guest plates, buffets and kitchen prep and deposits the material in 35 gallon totes. The totes are brought to the dock and dumped into 1 yard containers for pick up. The hotel currently composts over 10 tons per month and is Republic Services of Chicago s largest volume compost customer. The success of the program requires the involvement of the food and beverage and facilities team, who regularly share lessons learned with other interested parties. In 2012 the Chicago Hilton hosted the Green Team from the McDonalds Corporate Campus to share its composting process, implementation and technologies. As a result, McDonalds Oakbrook Campus incorporated a program that now diverts 6 tons of food compost per month. The Palmer House (a Hilton sister property) also followed the Hilton Chicago s lead and began composting in 2011, and now composts over 3 tons per month. While the hotel does not receive a direct economic benefit to composting due to the high cost of processing, benefits are measured through employee engagement, landfill diversion, marketing to sustainable conscious customers and the sharing of lessons learned. Recycling: The Hilton currently has a commingled recycling program throughout the hotel. Paper, plastic and aluminum are collected in containers throughout the front and back of the house. These containers are clearly labeled and available to hotel staff. Collected materials are stored in 2 yard containers at the dock. The hotel also furnishes recycling bags for use in guest rooms that are labeled with acceptable and

3 non-acceptable items. These bags are easily separated by housekeeping staff, put in a separate container in the service elevator area and brought down to the dock by housemen. This practice has been shared with other Hiltons, and is now used by the Palmer House, the Drake and the San Diego Hilton. The current commingle program diverted over 22 tons in The hotel also has a baler for cardboard and recycled over 84 tons in Glass recycling: The Hilton has a very successful glass recycling program. They source separate the glass from the rest of the commingled materials in lined totes (see supplement), store in a designated glass room and have one large glass pick up per month. They tie each bag when the tote is full, store in a subbasement location and rinse the totes after they have been used. The hotel has found that this process works best and does not attract fruit flies. The program involves the food and beverage staff working along with facilities. The glass is sent to Strategic Material, the largest glass recycler in the Midwest, to ensure the glass is handled in an appropriate manner. When Strategic Material analyzed the amount of material received compared to the amount of bottles the hotel purchases each year, it was determined that over 80% of all glass used at the hotel is captured yearly. The hotel recycled tons in Other recycling measures: Other2012 initiatives included the recycling of electronic waste, bulbs and batteries through Republic Service, the recycling of 1,650 mini bars through Environmental Field Services, and the regular return of ink jet and toners back to the manufacturer for processing. (See supplement for data). The hotel also recycles used cooking grease through Mahoney for biofuel. Republic Services has estimated that the recycling program saved the hotel $15,309 in The Hilton considers the savings to be an investment in sustainable practices leadership of the Chicago hotel market. C&D Recycling: In 2012 the hotel renovated the first floor lobby area, restaurant and 465 guest rooms. The hotel mandated that as part its contract, that C&D material be recycled through its contractor Mortensen Construction before renovation. Lakeshore Recycling Systems hauled the material and reported that over 410 tons were recycled, at an average diversion rate of 81.88%. Donation and re-use : The hotel also held an employee garage sale, donated bibles to the Chicago Prison system, chairs and blankets to Calgary Church (Naperville), and luggage racks for local YMCA camp dormitories. Through its laundry vendor Maritex, they have also donated an estimated 4,500 lbs. of linens and towels to the Porter County, Lake County and Lake Shore animal shelters. The hotel also used Enviro Safe environmental preferable cleaning products through its supplier Daley International in The housekeeping staff used the heavy duty Oxygen Enhanced Cleaner for the bathroom and floors and the glass and multi-use cleaners for the guest rooms. These cleaners were chosen as part of the sustainable cleaning policy because they are better for the environment and the safety of the housekeepers. 3). Economic Benefits

4 Melink Intelli-Hood System: In its first year, the new ventilation control system saved the hotel $33,522 in energy costs. Onity Sensor System: In its first year than estimated sensor system saved the hotel $98,145.00in heating and cooling costs through its improved central control system. Natura Water System: In 2012 the system saved the hotel on the purchase of 37,630 bottles which equals $ 8, per year in savings. Cooling Towers. The savings due to reduction in fan motor horsepower reduction, VFDs, and improved chiller efficiency are roughly 432,000 kwh per year, an estimated savings of $37,000 including demand charges. Improved drift management is roughly 730,000 gallons per year, about $4,380 per year. Also, if the kitchen equipment uses 10 gpm continuously through the cooling season, roughly 1,500,000 gallons per year reduction at a savings of $9,000 per year. Overall there may be an estimated $56,000 in annual cost savings from the project from water and electricity use reductions. Kohler automated faucets and low flow toilets: The plumbing upgrade is expected to save an estimated 500,000 gallons of water per year equivalent to an annual savings of $ Cool Roof Pilot: although this roof allows us to reduce the internal temperature of our building as a result of deflecting direct sunlight, we do not anticipate being able to ascertain financial benefit until the remaining 2 phases of this project are complete. Recycling Program: Our waste and Recycling hauler, Republic Services, has estimated that the recycling program saved the hotel $15,309 in reduced pick up charges. 4). Management commitment The corporate and local management team of the Hilton Chicago is committed to manage through a sustainable lens. They engage their team to make a difference through action, innovation and challenges. Local Food Sourcing: Chef Mario Garcia makes it a priority to source local suppliers and change his menus seasonally. He worked with Vendura to design and implement a rooftop garden that contains 84 containers filled with herbs, fennel, pepper and tomatoes. (See supplement for picture). The garden is located on the 8th floor and is just a short elevator ride for the prep team. The garden concept has been shared with other Hiltons on the Hilton corporate H360 site and locally on gardening blogs and Facebook. This cost the hotel $30,000 to install and $10,000 per year to maintain. Corporate Hilton Standards: The hotel has corporate standard operating procedures (SOP) for sustainable practices that include every department of the hotel. These standards are tracked, audited and reviewed for compliance. An example of the SOP is the guest room towel and linen reuse program and energy efficient lighting used in guest rooms.

5 Sustainable Meetings: Light Stay is a Hilton feature that allows groups to track their carbon footprint through an online portal. This is ideal for companies trying to host a Green meeting and educate its guests on choices they can make an impact. GetPlanning is an online tool that the Hilton Chicago uses in conjunction with meeting planners to eliminate much of the paperwork involved in planning a convention. Meeting planners and hotel employees are able to access and update documents and meeting information from a centralized location online, eliminating the need for binders and printed material. Mobilevent, offered by PSAV, the Hilton Chicago s onsite AV partner, offers guests a mobile app as an alternative to printing programs/agendas, reducing reliance on the traditional program guide. 5). Employee Participation Green Team: The Hilton Chicago has a Green team that encompasses members from a variety of departments throughout the hotel. Their purpose is to create agendas, follow through and communicate with fellow team members about sustainable objectives within the hotel. Social Responsibility Committee: The Hilton s community outreach committee participates in charitable acts each quarter: In the first quarter of 2012, they raised funds, donated books and provided tutoring for OPEN BOOKS, a program that promotes literacy in Chicago. In the second quarter, the hotel raised funds for the Kids Have Hope, a foundation dedicated to stopping and prevention of child abuse. Chef Mario also gave a tour of the hotel kitchen and a lecture on the importance of healthy eating. In the third quarter, the team raised donations and participated in the Walk for Lupus. The committee held a food drive, donated turkeys and toys, worked the Starlight Holiday celebration and donated a weekend stay to a family from Chicago Abused, a center for abused families in the fourth quarter. Blue Energy Carnival: This yearly event involves all team members and has booths from hotel committees and local vendors who supply services of benefit to the teams. The Carnival offers education about the activities of each committee. Food, raffles, games and competitions build morale and allow everyone to have some fun and get to know each other better. Energy Fridays: The hotel encourages team members to work using desk lamps and natural sunlight instead of overhead lighting. Training and ongoing education: During new hire orientations, new team members are trained on recycling procedures and sustainable practices and procedures. As an ongoing reminder, television monitors in the employee cafeteria encourage team members to participate in these procedures and practices, and to be a part of a larger global initiative.