Sustainable Housekeeping and ESG

Introduction

Housekeeping is one of a hotel’s most resource-intensive functions. Every occupied room requires water for bathing, laundering and cleaning; energy for hot-water production, ventilation, lighting and equipment; chemicals for sanitation; textiles for bedding and towels; and packaging for amenities and supplies. The department also influences waste generation, indoor environmental quality, labour conditions, procurement and guest behaviour. Sustainable housekeeping therefore extends beyond replacing a conventional chemical with a “green” product. It requires the systematic redesign of operational decisions so that environmental protection, social responsibility and sound governance are embedded in daily service delivery.

Environmental, social and governance (ESG) thinking provides a managerial framework for this redesign. Environmental performance concerns resource consumption, emissions, pollution, biodiversity and waste. Social performance includes worker safety, fair treatment, accessibility, community effects and guest wellbeing. Governance concerns accountability, legal compliance, ethical procurement, data integrity and transparent reporting.

The central managerial challenge is to reduce environmental impact without compromising hygiene, guest comfort, occupational safety or brand standards. A sustainable housekeeping programme must therefore be evidence-based, measurable, financially defensible and communicated responsibly.

Learning Objectives

After studying this chapter, the learner should be able to:

1. Explain the relationship between sustainable housekeeping and ESG performance.
2. Formulate strategies for water, energy, chemicals, plastics, textiles, emissions and circular waste systems.
3. Select meaningful indicators, establish baselines and interpret housekeeping data.
4. Distinguish credible certification and assurance from unverified green claims.
5. Design responsible guest communication and employee engagement programmes.
6. Evaluate a sustainable housekeeping intervention using operational, financial, environmental and social criteria.

1. Sustainability as a Housekeeping Management System

Sustainability is best understood as a continuous management process rather than a collection of isolated projects. The process generally follows a plan–do–check–act cycle:

• Plan: identify material impacts, legal duties, risks, objectives and resources.
• Do: implement procedures, training, purchasing controls and technical measures.
• Check: measure consumption, quality, incidents, costs and stakeholder outcomes.
• Act: correct failures, revise targets and institutionalise successful practices.

A materiality approach helps managers prioritise. An issue is material when it can significantly affect environmental or social outcomes or influence the decisions of important stakeholders. In housekeeping, water scarcity, laundry energy, chemical exposure, linen replacement, waste contamination and worker safety are commonly material issues. Materiality should be determined from operational data, local conditions, stakeholder consultation and applicable reporting requirements—not from fashionable terminology alone.

A useful sustainability hierarchy is:

1. Avoid unnecessary consumption.
2. Reduce the quantity or frequency of resource use.
3. Reuse products safely.
4. Repair or refurbish equipment and textiles.
5. Recycle or recover materials where viable.
6. Treat and dispose of residual waste responsibly.

This hierarchy prevents recycling from becoming an excuse for excessive consumption. For example, eliminating unnecessary single-use packaging is generally preferable to recycling the same packaging after use.

2. ESG Architecture for Hotel Housekeeping

2.1 Environmental dimension

The environmental dimension includes:

• potable-water withdrawal and wastewater discharge;
• electricity and fuel consumption;
• greenhouse-gas emissions;
• chemical toxicity, storage and discharge;
• single-use plastics and packaging;
• textile production, laundering and disposal;
• food and non-food waste; and
• impacts arising from suppliers and outsourced laundries.

2.2 Social dimension

Housekeeping is a labour-intensive department, and social performance is inseparable from operational performance. Relevant issues include ergonomic injury, repetitive work, chemical exposure, excessive workloads, harassment, wages, working hours, migrant-worker protection, training, career progression and respect for guest privacy. Sustainable housekeeping cannot be called successful if it saves water by creating unsafe manual work or increases productivity targets beyond reasonable human limits.

2.3 Governance dimension

Governance requires documented responsibility and credible evidence. A hotel should assign owners for each target, define approval controls for chemicals and suppliers, retain records of training and incidents, investigate complaints, and prevent manipulation of sustainability data. Procurement policies should specify environmental and social criteria, while internal audits should test whether actual practice matches written procedures.

A concise ESG control matrix is shown below.

3. Measuring Performance: Baselines, Indicators and Boundaries

Measurement must begin with a defined boundary. A hotel may measure only its own laundry, include outsourced laundry, or include upstream supplier impacts. Each choice can be legitimate, but it must be stated clearly and used consistently.

Common operational denominators include occupied rooms, available rooms, room-nights, kilograms of laundry and full-time-equivalent employees. For housekeeping, occupied-room intensity is often more meaningful than total consumption because it adjusts, at least partly, for demand.

Here, resource consumption may be measured in litres, kWh or kilograms, and occupied room-nights represent rooms sold over the measurement period. The formula assumes that the numerator and denominator refer to the same time period and operational boundary. It does not fully control for room size, occupancy density, restaurant operations or unusual events.

For a percentage reduction against a baseline:

The baseline should be a representative period, such as the previous year or an average of several comparable months. Weather, occupancy, renovation and extraordinary events should be considered before attributing changes to a sustainability intervention.

Worked example: water intensity

A 200-room hotel records 1,800,000 litres of housekeeping-related water use in a month and sells 4,500 room-nights. Its water intensity is:

After leak repairs and a redesigned linen programme, use falls to 1,530,000 litres while occupied room-nights remain 4,500:

The reduction is:

The result indicates improved intensity, but managers should verify that cleanliness scores, infection-control requirements and guest complaints have not deteriorated.

4. Water Stewardship

Water management must address both quantity and quality. A robust programme includes sub-metering where feasible, preventive maintenance, efficient fixtures, housekeeping procedures, laundry controls and wastewater safeguards.

Operational strategies

1. Detect and repair leaks. Running toilets, leaking taps, faulty valves and damaged hoses create continuous losses. A maintenance reporting system should classify leaks by severity and response time.
2. Use efficient fixtures. Aerators, low-flow showerheads, dual-flush toilets and sensor controls can reduce demand, but flow rates must remain compatible with guest comfort, pressure and hygiene requirements.
3. Optimise cleaning. Microfibre systems can reduce water and chemical use when properly laundered and colour-coded. They should not be used beyond their effective soil capacity.
4. Control laundry. Correct loading, rinse optimisation and appropriate wash temperatures reduce water per kilogram of linen. Outsourced laundries should provide verified consumption and treatment information.
5. Reuse water cautiously. Condensate or treated greywater may be suitable for approved non-potable uses, subject to local regulation, water-quality controls, backflow prevention and clear plumbing separation.
6. Protect wastewater quality. Chemicals, oils and concentrated disinfectants must not be discharged indiscriminately.

The “towel reuse” programme is ethically and operationally sound only when participation is voluntary, instructions are unambiguous, replacement remains available and housekeeping does not pressure guests. Water savings should not be exaggerated by ignoring the energy and detergent required to process replacement linen.

5. Energy and Emissions Management

Housekeeping affects energy through laundry, vacuuming, floor care, room cleaning, hot-water use, lighting, ventilation and transport of supplies. Energy strategy should begin with efficiency and demand reduction before considering renewable supply.

Key measures include high-efficiency washing machines and dryers, appropriate wash temperatures, moisture sensors, full but not overloaded machines, preventive maintenance, LED lighting, efficient vacuum cleaners, equipment shutdown procedures and heat recovery where technically and economically feasible. Linen-drying practices should be monitored because over-drying wastes energy and can damage textiles.

Energy and emissions are related but not identical. Emissions depend on the energy source and its emissions factor. A simplified calculation is:

Energy consumption may be expressed in kWh, and the emissions factor in kg CO₂e per kWh, producing kg CO₂e. The factor must correspond to the relevant electricity grid, fuel type, location and reporting method. Scope classification should follow the applicable greenhouse-gas accounting framework: direct fuel combustion is generally Scope 1, purchased electricity is generally Scope 2, and relevant supplier, laundry, textile and waste activities may fall within Scope 3.

Managers should avoid claiming that a reduction in electricity automatically equals a proportional reduction in emissions when the electricity mix changes. They should also distinguish absolute emissions from intensity. A hotel can reduce emissions per occupied room while total emissions rise if occupancy expands substantially.

6. Chemical Stewardship and Indoor Environmental Quality

Chemical sustainability combines environmental performance, worker protection, guest safety and cleaning effectiveness. “Natural” does not automatically mean safe, biodegradable or effective. Product selection should consider hazard classification, aquatic toxicity, volatile organic compounds, packaging, concentration, dosage accuracy and supplier transparency.

A chemical-management system should include:

• an approved product list;
• safety data sheets accessible in relevant languages;
• labelled secondary containers;
• locked and ventilated storage;
• segregation of incompatible chemicals;
• dosing equipment and dilution controls;
• personal protective equipment based on risk assessment;
• spill-response procedures;
• employee training and competency checks; and
• records of purchase, use and disposal.

Never mix incompatible products, particularly acids and chlorine-based products. Automated dosing can reduce overuse, but it must be calibrated and maintained. Microfibre cloths and mechanical cleaning can reduce chemical dependence, yet they do not eliminate the need for validated disinfection in high-risk areas.

A credible product claim should be supported by recognised criteria, independent testing or a transparent technical dossier. Vague statements such as “eco-friendly” or “chemical-free” are inadequate because all cleaning agents are chemicals and the claim may mislead guests or employees.

7. Plastics, Amenities and Sustainable Procurement

Plastic reduction should address the full purchasing system, not merely visible guest amenities. A preferred hierarchy is:

• eliminate unnecessary items;
• replace single-use formats with durable reusable systems where hygiene permits;
• choose refillable or concentrated formats;
• use recycled or recyclable content where infrastructure exists;
• minimise packaging and consolidate deliveries; and
• verify end-of-life pathways.

Refillable dispensers require design controls: tamper resistance, cleaning and inspection schedules, batch traceability, secure mounting and accessible replacement procedures. If dispensers create contamination, leakage or guest distrust, the sustainability objective is defeated. Small individual containers may remain appropriate in some clinical, accessibility or regulatory contexts; policy should be risk-based rather than ideological.

Procurement decisions should use total cost of ownership rather than purchase price alone. Relevant costs include product price, dilution, labour, storage, equipment compatibility, waste disposal, replacement frequency and risk. Supplier evaluation should cover environmental certifications, labour practices, origin, packaging, delivery frequency and corrective-action processes.

8. Textiles: The Service Life-Cycle Perspective

Textiles generate impacts during fibre production, manufacture, transport, use, laundering and disposal. Housekeeping managers should therefore manage the textile life cycle rather than focus only on cotton composition or purchase price.

Important controls include durable specifications, repair, stain treatment, correct sorting, appropriate wash chemistry, load optimisation, controlled drying, inventory rotation and accurate par levels. Excessive par levels tie up capital and increase storage losses; inadequate par levels encourage emergency purchasing and premature replacement.

A basic replacement rate can be monitored as:

The result is a proportion for the chosen period. Managers should define whether items removed for repair are included and should distinguish normal wear from damage caused by misuse or laundering error.

End-of-life options include reuse as cleaning cloths, donation where safe and lawful, fibre recycling and controlled disposal. Donation is not automatically sustainable if it merely transfers waste to communities unable to manage it. Hygiene, traceability and recipient consent are essential.

9. Circular Waste Systems

A circular housekeeping system attempts to retain the value of materials for as long as possible. It requires source separation, clean storage, reliable collection and markets or partners capable of processing materials. Common streams include cardboard, glass, metals, plastics, textiles, electronic equipment, organic waste and hazardous chemical containers.

The system should be designed around actual local infrastructure. A material labelled recyclable may still be landfilled if no collection, sorting or reprocessing facility exists. Therefore, “recyclable” is a design characteristic, whereas “recycled” is an outcome requiring evidence.

Operational requirements include colour-coded bins, clear signage, contamination inspections, weighing or estimation protocols, contractor records and employee training. Hazardous materials such as chemical residues, batteries and fluorescent lamps require separate legal controls. Waste audits should identify the quantity, composition and avoidability of waste.

A circular strategy can include supplier take-back agreements, reusable transport crates, repair contracts, refurbished equipment, concentrated chemicals and digital rather than printed checklists. However, reverse logistics may increase transport emissions; decisions should be based on life-cycle evidence rather than assumptions.

10. Green Certifications and ESG Reporting

Green certifications provide structured criteria and external recognition, but they are not substitutes for management judgement. Depending on the market and jurisdiction, hotels may encounter building-focused systems, tourism sustainability standards, environmental-management standards, energy-management standards and industry-specific labels. Their scope, audit method, validity period and evidence requirements differ.

Before selecting a certification, management should ask:

1. Does the standard cover housekeeping’s material impacts?
2. Are criteria mandatory, weighted or optional?
3. Is conformity independently audited?
4. Are corrective actions and renewal requirements clear?
5. Does the certificate apply to the whole property or only a facility component?
6. Can performance be compared over time?

ESG reporting should be balanced and material. A hotel should disclose methodology, boundaries, data limitations, restatements and negative outcomes—not only successful initiatives. Assurance improves credibility, but assurance itself has a scope and level; it does not guarantee that every sustainability claim is true.

Greenwashing may occur through vague claims, selective disclosure, unrepresentative pilot results, misleading symbols or claims that confuse intentions with outcomes. Responsible communication uses specific evidence, such as “the property reduced measured laundry energy intensity by 12% against its 2023 baseline,” rather than “we are saving the planet.”

11. Guest Communication and Employee Participation

Guest communication should inform and enable, not manipulate. Effective messages explain what action is requested, why it matters, what service standard will remain unchanged and how guests can opt out. Communication should avoid guilt, concealment of reduced service and unsupported environmental claims.

Examples include clear towel-reuse instructions, optional reduced housekeeping frequency, refill-station guidance and explanations of waste separation. Guests must still receive essential cleaning, fresh supplies and safety services. Accessibility, language, cultural expectations and privacy should be considered.

Employees are the primary implementers of sustainable housekeeping. Training should be practical and competency-based: correct dosing, safe lifting, leak reporting, linen sorting, waste separation, guest explanation and incident escalation. Incentives should not reward under-cleaning or unsafe shortcuts. Recognition can instead focus on verified improvement, reporting quality, teamwork and compliance.

Digital tools can support mobile inspections, meter dashboards, predictive maintenance and anomaly detection. Artificial intelligence may identify unusual water use or forecast linen demand, but data quality, privacy, cybersecurity and human oversight remain necessary. AI-generated sustainability claims should never be published without verification.

12. Illustrative Case: The Harbour View Hotel

Background

The Harbour View Hotel is a 240-room urban property with an in-house laundry. Management receives complaints about high utility costs and excessive plastic waste. Occupancy is stable, but housekeeping productivity is declining and staff report wrist and shoulder discomfort.

Problem

A preliminary audit identifies: no laundry sub-meter, inconsistent chemical dilution, frequent small laundry loads, single-use bathroom amenities, poor waste separation and a towel-reuse card that guests find confusing. Management proposes a blanket reduction in room cleaning, but the housekeeping manager warns that this could harm hygiene and guest satisfaction.

Analysis

The hotel creates a baseline using six comparable months. It measures water and electricity per occupied room-night, chemical use per 100 occupied rooms, linen replacement rate, plastic units per occupied room, waste-diversion rate, guest complaints and musculoskeletal incidents. It also maps the boundary to include the in-house laundry but exclude guest-room HVAC, which is reported separately.

The analysis finds that laundry operates at 55–65% average load, dryers are frequently overrun, and chemical dispensers are poorly calibrated. A safety review finds that heavy carts and repetitive bed-making contribute to discomfort. Waste separation fails mainly because bins are placed too far from service areas.

Approach and solution

The hotel implements a 12-month programme:

• installs laundry water and electricity meters;
• establishes standard load sizes and a daily laundry schedule;
• calibrates dosing equipment and trains all attendants;
• introduces preventive maintenance and dryer moisture controls;
• purchases durable refillable dispensers after hygiene testing;
• places clearly labelled waste stations at operational points;
• introduces voluntary, clearly worded towel and reduced-service options;
• redesigns carts and rotates high-strain tasks;
• signs a textile repair and take-back agreement; and
• reviews performance monthly through an ESG dashboard.

The hotel does not set a target based only on financial savings. It establishes guardrails: no increase in verified hygiene failures, no deterioration in guest cleanliness scores beyond an agreed tolerance, no increase in chemical incidents and no worsening of injury rates.

Outcome

After one year, the hotel records a 14% reduction in laundry electricity intensity, a 16% reduction in laundry water intensity and a 38% reduction in single-use amenity units per occupied room. Waste diversion improves from 22% to 49%. Cleanliness scores remain stable, while reported chemical-handling incidents fall. Musculoskeletal discomfort declines after equipment and task changes, although staff note that peak-season workload remains difficult.

The case demonstrates that sustainable housekeeping is a system intervention. Technical equipment alone would not have solved poor loading, unsafe work design or weak data. The programme also illustrates a limitation: reductions cannot be attributed confidently without a baseline, consistent boundaries and monitoring of service quality.

Learning points

1. Measure before making claims.
2. Combine technical, procedural and human-factor interventions.
3. Protect hygiene and worker safety as non-negotiable conditions.
4. Use intensity indicators, but also monitor absolute totals.
5. Treat guest participation as voluntary and informed.
6. Report failures and remaining risks honestly.

13. Challenges, Trade-offs and Governance Risks

Sustainability decisions involve trade-offs. A reusable dispenser may reduce packaging but increase cleaning labour. Lower wash temperatures may save energy but require validated chemistry and adequate hygiene. Recycling may be environmentally preferable in one location but impractical in another. Outsourcing laundry may improve efficiency while reducing transparency over labour and emissions.

Managers should use a multi-criteria decision process covering environmental impact, service quality, employee safety, legal compliance, cost, resilience and stakeholder acceptance. Life-cycle thinking is especially important because a product that appears efficient at the point of use may have greater upstream impacts.

Major governance risks include inaccurate data, double counting reductions, supplier conflicts of interest, unauthorised chemical substitutions, greenwashing and retaliation against workers who report hazards. Controls include segregation of duties, documented evidence, anonymous reporting channels, supplier audits, management review and corrective-action tracking.

Contemporary Developments and Best Practice

Contemporary sustainable housekeeping is moving toward:

• real-time sub-metering and anomaly alerts;
• low-carbon and circular procurement;
• water-risk assessment at destination level;
• textile traceability and repair models;
• product-as-a-service arrangements for equipment and chemicals;
• science-informed emissions targets;
• stronger human-rights due diligence in supply chains; and
• integrated dashboards linking ESG indicators to operational decisions.

Best practice is not defined by the number of badges, dispensers or slogans displayed. It is defined by measurable improvement, credible evidence, safe implementation, transparent governance and continuous learning.

Chapter Summary

Sustainable housekeeping integrates resource efficiency, environmental protection, employee wellbeing, guest responsibility and accountable governance. Water strategies require leak control, efficient fixtures, laundry optimisation and safe reuse. Energy and emissions management depends on efficient equipment, operating controls and correctly applied emissions factors. Chemical stewardship requires hazard assessment, safe storage, accurate dosing and evidence-based product claims. Plastic and textile strategies should prioritise avoidance, durability, repair, reuse and verified end-of-life pathways. Circular waste systems depend on source separation, reliable infrastructure and contractor accountability.

ESG indicators become meaningful only when their boundaries, denominators, baselines and evidence are defined. Certifications can structure improvement but do not replace internal controls or critical evaluation. Responsible guest communication must be voluntary, specific and honest. Employee participation, ergonomic design and safety are central—not optional additions. The most effective programmes combine technology, procedures, procurement, training, measurement and governance while protecting hygiene and service quality.

Key Terms

Circular economy: An economic approach that keeps products and materials in use and minimises waste.

Emissions factor: A factor used to convert an activity measure, such as kWh, into estimated greenhouse-gas emissions.

ESG: Environmental, social and governance criteria used to evaluate organisational responsibility and performance.

Greenwashing: Misleading or unsupported communication about environmental performance.

Intensity indicator: Resource or emissions use expressed relative to an operational denominator, such as an occupied room-night.

Life-cycle thinking: Evaluation of impacts from acquisition and production through use and end-of-life.

Materiality: The significance of an issue to environmental, social, financial or stakeholder decisions.

Occupied room-night: One hotel room occupied for one night; a common denominator for hotel metrics.

Par stock: The planned quantity of linen or supplies required to operate effectively.

Preventive maintenance: Planned maintenance performed to reduce failures, losses and unsafe conditions.

Scope 1 emissions: Direct emissions from sources owned or controlled by an organisation.

Scope 2 emissions: Indirect emissions associated with purchased energy.

Scope 3 emissions: Other indirect value-chain emissions, including relevant suppliers and contractors.

Source separation: Sorting waste into defined material streams at the point of generation.

Sustainability baseline: A defined reference period or condition against which performance is compared.

Total cost of ownership: Purchase, operating, maintenance, labour, disposal and risk costs over an asset’s life.

Water stewardship: Responsible management of water quantity, quality, access and ecosystem impacts.

Worker due diligence: Processes for identifying, preventing, mitigating and remedying labour and human-rights risks.

Review Questions

Short Answer Questions

1. Define ESG and identify one housekeeping example for each dimension.
2. Why is an occupied-room-night denominator useful in housekeeping measurement?
3. State two controls required for safe chemical management.
4. Distinguish between recyclable material and recycled material.
5. Why should guest participation in towel-reuse programmes be voluntary?

Long Answer Questions

1. Explain how a hotel can develop an integrated water and energy strategy for its laundry.
2. Discuss the relationship between circular procurement, textiles and waste management.
3. Evaluate the benefits and limitations of green certifications in hotel housekeeping.
4. Explain how worker safety and social responsibility affect the design of sustainable housekeeping systems.
5. Describe how a hotel should design, implement and govern an ESG dashboard.

Analytical / Application Questions

1. A hotel’s laundry uses 2,400,000 litres of water for 6,000 occupied room-nights. After an intervention, it uses 2,040,000 litres for the same number of occupied room-nights. Calculate both intensities and the percentage reduction. Identify two additional indicators needed before declaring the intervention successful.
2. A supplier offers concentrated cleaning chemicals in refillable containers, but the product requires new dosing equipment and staff training. Develop a multi-criteria evaluation covering environmental, financial, safety and governance factors.
3. Design a 12-month sustainable housekeeping plan for a 150-room hotel in a water-stressed destination. Include objectives, indicators, responsibilities, employee safeguards, guest communication and verification methods.

Multiple Choice Questions with Answers

Question 1

Which activity best represents the governance dimension of ESG in housekeeping?

A. Installing low-flow showerheads

B. Reducing electricity use in laundry

C. Maintaining an auditable chemical approval and training record

D. Replacing plastic bottles with dispensers

Correct Answer: C. Maintaining an auditable chemical approval and training record

Question 2

A hotel uses 900,000 litres of water for 3,000 occupied room-nights. What is its water intensity?

A. 30 L per occupied room-night

B. 300 L per occupied room-night

C. 900 L per occupied room-night

D. 2,700 L per occupied room-night

Correct Answer: B. 300 L per occupied room-night

Question 3

Which action is highest in the sustainability hierarchy?

A. Recycling unnecessary packaging

B. Disposing of packaging in landfill

C. Avoiding unnecessary packaging

D. Incinerating packaging for energy

Correct Answer: C. Avoiding unnecessary packaging

Question 4

What is the principal purpose of an emissions factor?

A. To calculate room occupancy

B. To convert energy or activity data into estimated emissions

C. To determine chemical dilution

D. To measure guest satisfaction

Correct Answer: B. To convert energy or activity data into estimated emissions

Question 5

Which statement about green claims is most responsible?

A. Every natural product is environmentally safe

B. A product is recyclable, so recycling is guaranteed

C. A specific reduction is reported with its baseline and measurement boundary

D. A certification logo eliminates the need for evidence

Correct Answer: C. A specific reduction is reported with its baseline and measurement boundary

Question 6

Which practice most directly improves chemical stewardship?

A. Storing all products together for convenience

B. Using unlabeled secondary containers

C. Calibrating dosing equipment and maintaining safety data sheets

D. Mixing products to increase cleaning strength

Correct Answer: C. Calibrating dosing equipment and maintaining safety data sheets

Question 7

Why should a hotel monitor both absolute emissions and emissions intensity?

A. Intensity always gives a higher value than absolute emissions

B. Total emissions may rise even when emissions per occupied room decline

C. Absolute emissions cannot be measured

D. Intensity indicators replace all other ESG measures

Correct Answer: B. Total emissions may rise even when emissions per occupied room decline

Question 8

Which option is an example of circular housekeeping practice?

A. Discarding damaged linen immediately

B. Buying extra stock to avoid inventory controls

C. Repairing textiles and using safe remnants as cleaning cloths

D. Sending all waste to a single mixed bin

Correct Answer: C. Repairing textiles and using safe remnants as cleaning cloths

Question 9

What is an essential condition of a responsible towel-reuse programme?

A. Guests must accept reduced service

B. Replacement towels are withheld when guests request them

C. The programme is voluntary and clearly explained

D. Savings are reported without measuring laundry use

Correct Answer: C. The programme is voluntary and clearly explained

Question 10

A hotel’s baseline intensity is 400 L per occupied room-night and its current intensity is 340 L. What is the percentage reduction?

A. 10%

B. 15%

C. 17.6%

D. 60%

Correct Answer: B. 15%