August 28, 2014 // Franchising.com // CHICAGO – In conjunction with the release of its 2013-2014 Corporate Responsibility Report, Hyatt Hotels Corporation (NYSE:H) unveiled today an aggressive set of environmental goals for the year 2020, all designed to strengthen Hyatt's collective ability to collaborate, inspire and further its commitment to environmental stewardship. Hyatt, which is already an industry leader for tracking comprehensive global energy and water data since 2006, is significantly expanding the scope of its existing sustainability initiatives and will continue to focus strongly on measuring and reporting progress.
Known as the Hyatt 2020 Vision, these new, ambitious environmental goals define a suite of measureable and actionable targets across three focus areas – use resources thoughtfully, build smart, and innovate and inspire – all with the goal of bringing together Hyatt hotels around the globe to create a more sustainable future.
"The conservation efforts undertaken by Hyatt hotels around the world since formalizing our approach several years ago have had a real impact, resulting in major reductions in greenhouse gas emissions and water and energy usage by property across our portfolio," said Brigitta Witt, Vice President of Corporate Responsibility for Hyatt. "With five years and significant momentum under our belt, we saw the opportunity to further our commitment to environmental stewardship in a manner that fundamentally touches every aspect of our business, from the way our hotels are built and operated, to the way we collaborate with our global supply chain, to the way we influence change through the passion and commitment of our colleagues around the world."
Born from robust analysis and research, the Hyatt 2020 Vision focuses on significantly expanding Hyatt's strategic scope, especially in areas where past efforts have not had as much of an impact due to occupancy fluctuations and rapid business growth in developing markets.
With this in mind, the Hyatt 2020 Vision focuses on three strategic priorities, which were specifically selected not only for their ability to help guide Hyatt's environmental performance, but also for their ability to touch every Hyatt colleague and community around the globe.
Hyatt's 2020 goals are being debuted in conjunction with the launch of Hyatt's 2013-2014 Corporate Responsibility Report, which provides a snapshot of the company's most recent corporate responsibility efforts and achievements.
Major milestones reported include:
For more information on Hyatt Thrive and the new Hyatt 2020 vision, click here. To view the 2013-2014 Corporate Responsibility Report, please [http://thrive.hyatt.com/content/dam/Minisites/hyattthrive/Hyatt%20Corporate%20Responsibility%20Report%202013-2014.pdf].
The term "Hyatt" is used in this release for convenience to refer to Hyatt Hotels Corporation and/or one or more of its affiliates.
Hyatt Hotels Corporation, headquartered in Chicago, is a leading global hospitality company with a proud heritage of making guests feel more than welcome. Thousands of members of the Hyatt family strive to make a difference in the lives of the guests they encounter every day by providing authentic hospitality. The Company's subsidiaries manage, franchise, own and develop hotels and resorts under the Hyatt®, Park Hyatt®, Andaz®, Grand Hyatt®, Hyatt Regency®, Hyatt Place®, Hyatt House®, Hyatt ZilaraTM, and Hyatt ZivaTM brand names and have locations on six continents. Hyatt Residential Group, Inc., a Hyatt Hotels Corporation subsidiary, develops, operates, markets or licenses Hyatt Residences® and Hyatt Residence Club®. As of June 30, 2014, the Company's worldwide portfolio consisted of 563 properties in 48 countries. For more information, please visit www.hyatt.com.
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 Data reflects full-service owned and managed hotels. These reductions are the result of ongoing efforts to make our operations more efficient through measures that include, among other things, water and energy efficient equipment and upgrades, diligent management of resource consumption as well as, in some instances, shifting certain operations, such as laundry, to outside vendors.
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