:
Hoteliers must be proactive when it comes to making their properties as energy efficiency as possible, says Accor’s Cristina de Oliveira-Frewen, both for the operational bottom line and long-term asset value.
For hotel owners, the renewed surge in energy prices linked to global uncertainty will feel familiar. Just as many properties have regained momentum after the pandemic and absorbed the first energy shock triggered by the ongoing developments in Eastern Europe, costs have been rising again.
As hoteliers, much of what drives energy prices sits outside our direct control. Geopolitics, energy markets, regulation and infrastructure all play decisive roles, and the hospitality sector will continue to be faced with some challenges. But that does not mean owners are powerless. On the contrary, volatility only reinforces a lesson of recent years: long‑term resilience should be a key priority for hotels.
Hotels are energy‑intensive businesses by nature. They operate around the clock, across heating, cooling, lighting, water, kitchens and leisure facilities. When energy prices spike, margins can compress quickly. During periods of change, the temptation is to treat each wave of pressure as temporary; something to absorb, delay or offset until conditions stabilise. Increasingly, however, it appears that volatility itself is becoming the norm.
For owners, the question therefore should not be “how do we get through this spike?”, but “how can we protect our assets from the next one?”
The good news is that there are meaningful actions within an owner’s control that can significantly improve resilience over time. Energy efficiency remains the most immediate and cost‑effective place to start. Many hotels have already taken important steps, but there is often more to do, from upgrading insulation and glazing, to investing in modern HVAC systems, heat pumps and LED lighting at scale. These measures not only reduce consumption but also make energy usage more predictable, which is increasingly valuable in a volatile market.
Smarter building management systems are another critical lever. Real‑time monitoring, automation and data‑driven optimisation allow hotels to respond dynamically to demand rather than operating on fixed assumptions. For example, occupancy sensors and key‑card systems can automatically scale heating, cooling and lighting up or down depending on whether a guest is in the room, turning systems off when a room is empty and reactivating it only when needed. In practice, this reduces wasted energy without relying on staff checks, while remaining invisible to the guest experience.
Where feasible, on‑site renewable generation should also be part of the long‑term conversation. Solar panel installations, for example, are not a universal solution, but for many properties, they can materially reduce exposure to grid price fluctuations and improve the environmental profile of the asset at the same time. The same applies to energy storage.
Procurement strategy matters too. Long‑term energy contracts, diversified suppliers and closer collaboration with operators on forecasting and demand management can all help reduce surprises. While owners cannot control wholesale markets, they can control how prepared they are to weather them. Staff training can also be highly effective by ensuring property teams understand how to conserve energy without harming the guest experience.
Resilience, however, is not just about cost control. Increasingly, it is also about future-proofing asset value. Investors, lenders and partners are scrutinising energy performance and sustainability credentials more closely than ever. Properties that are inefficient, highly exposed to price shocks or at risk of regulatory non‑compliance will find themselves at a disadvantage over time; while hotels that demonstrate thoughtful investment in their resilience will be more attractive, more financeable and better positioned for long‑term growth.
Of course, this does not absolve governments or the energy industry of their responsibilities. Clear policy frameworks, stable regulation and investment in infrastructure are essential. But waiting for perfect external conditions is not a viable option for hotel owners. Taking proactive steps to reduce risk, not just react to it, will help owners emerge stronger from future shocks.
Investing in sustainability can deliver the kind of operational and financial resilience that makes it the commercially rational choice, not just the responsible one.
Cristina de Oliveira-Frewen is chief operating officer, franchise operations Europe & North Africa (excluding France), premium, midscale & economy brands at Accor.
