HILTON 2020 ENVIRONMENTAL, SOCIAL AND GOVERNANCE (ESG) REPORT
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HILTON 2020 ENVIRONMENTAL, SOCIAL AND GOVERNANCE (ESG) REPORT
CONRAD MALDIVES RANGALI ISLAND
EXECUTIVE STATEMENT OUR BUSINESS ENVIRONMENTAL IMPACT SOCIAL IMPACT GOVERNANCE APPENDIX
ABOUT TRAVEL WITH PURPOSE
EXECUTIVE STATEMENT
3
4
SOCIAL IMPACT
Team Member support
28
29 About this report
Diversity and inclusion 31
OUR BUSINESS 5 Inclusive growth 33
This report contains information about Hilton’s
About Hilton 6 Human rights 35
Environmental, Social and Governance (ESG)
Our material issues 8 Community support 37
performance. Our report has been prepared in
Stakeholder engagement 9 Disaster relief 40
accordance with the Global Reporting Initiative (GRI)
Driving change 11
GOVERNANCE 41 Standards and integrates the recommendations of the
Preserving destinations 12
Board composition 42 Sustainability Accounting Standards Board (SASB) and
Sustainability innovation 13 and independence
the Taskforce on Climate-related Financial Disclosures
2020 highlights 14 ESG oversight 43
2030 Goal tracking 16
(TCFD). In addition to the information found in this
Ethical business 44
report and on our website, we externally report on our
Risk management 45
ENVIRONMENTAL IMPACT 19
Travel with Purpose strategy, programs and progress
Public policy and advocacy 47
Energy & carbon 20 towards our 2030 Goals in Hilton’s Form 10-K, Annual
Water 22 APPENDIX 48 Report and Proxy Statement. We obtain third party
Waste 24 Performance tables 49 assurance over selected data disclosed in this report,
Responsible sourcing 26 SASB table 53 as indicated in our 2020 Assurance Statement. All
GRI index 54 financial figures indicated in this report are in U.S.
Assurance statement 68 dollars, unless otherwise noted.
CONRAD HANGZHOU TONGLU
EXECUTIVE STATEMENT OUR BUSINESS ENVIRONMENTAL IMPACT SOCIAL IMPACT GOVERNANCE APPENDIX
HILTON SEDONA RESORT AT BELL ROCK
About Travel with Purpose About the Hilton Effect Foundation
At Hilton, we know the success of our business is Through Travel with Purpose, we seek to create positive Launched in 2019, the Hilton Effect Foundation is our
linked to our ability to operate and grow sustainably. environmental and social impact across our operations, primary global philanthropic arm, supporting efforts
As one of the world’s largest hotel companies, we supply chain and communities. We pursue best-in-class to create a better world to travel. The Foundation is a
recognize that we have a critical responsibility to operational excellence, engage our guests, owners and nonprofit established in the U.S. and is registered as
protect our communities and our planet, so the Team Members, and use our innovation and influence a 501(c)(3) charitable organization.
destinations where we operate can remain vibrant to make meaningful differences in the destinations and The Foundation awards grants to projects and
and resilient for generations of travelers to come. communities in which we operate. We use LightStay, partners that will make a lasting positive impact on
Travel with Purpose is Hilton’s Environmental, our award-winning ESG management system to track, travel destinations around the world. Hilton Effect
Social and Governance (ESG) strategy to drive analyze and report our environmental and social Grants are awarded annually to nonprofits that help
responsible travel and tourism globally. We have impact at each of our hotels, and our progress towards us advance our Travel with Purpose 2030 Goals. The
committed to double our investment in social impact our 2030 Goals. Hilton Effect Foundation also invests in short-term
and cut our environmental impact in half by 2030. relief and long-term resiliency efforts to support
Our overarching Travel with Purpose 2030 Goals communities and constituencies impacted by
are underpinned by targets which closely align with natural disasters and hardship. As part of its strategic
the global Sustainable Development Goals (“SDGs”) commitment, the Foundation also supports signature
adopted by the United Nations in 2015. multi-year partnerships with the International Youth
Foundation and World Wildlife Fund.
PLEASE NOTE
The images in this report may
not reflect COVID-19 related
requirements such as face
coverings and social distancing
HILTON 2020 ESG REPORT 3
EXECUTIVE STATEMENT OUR BUSINESS ENVIRONMENTAL IMPACT SOCIAL IMPACT GOVERNANCE APPENDIX
From the outset of the Through it all, our Team Members were the
heart of these efforts, spreading hospitality to
COVID-19 pandemic, we knew our guests in communities across the globe, and
that staying true to Hilton’s offering gestures of hope that were all the more
meaningful in such a turbulent year. Thanks to
founding vision – to fill the their grit, hard work and resilience, we continued to
earth with the light and
make a difference, and we were humbled to receive
recognition for our efforts, including being:
warmth of hospitality – would • Named the 2020 Global Industry Leader on the
be critical to sustaining our Dow Jones Sustainability Indices for the second
consecutive year;
business and the people and • Recognized as the #1 Best Company to Work For in
communities we serve. the U.S. and the #3 World’s Best Workplace by Great
Place to Work Institute and Fortune Magazine; and,
Throughout a year filled with uncertainty and upheaval,
• The only global hotel brand named to the 100 Best
I’ve been so inspired by our Team Members who rose
Corporate Citizens of 2020 list.
“More than ever, the global
to the challenge, proving that our hospitality is an
unstoppable force for good all around the world. More than ever, the global community is relying on
community is relying on the Despite the pandemic’s unprecedented impact the private sector to lead the way in building resilience
and inclusive growth in a complex world. Knowing that
on the global hospitality industry, Hilton remained
private sector to lead the fully committed to our Travel with Purpose 2030 Hilton has a unique role to play in making that growth
way in building resilience Goals, and our teams worked tirelessly to be part of a reality, we refreshed our materiality assessment in
the solution to this global crisis. With the support of 2020 to ensure that our Travel with Purpose goals are
and inclusive growth in a our Owners, Team Members and partners around closely aligned with the most critical environmental,
social and governance (ESG) issues, focusing our
complex world.” the world, we focused on helping those on the front
lines of the pandemic – from making one million efforts where we can have the greatest impact.
room nights available to medical professionals, to In a year like no other, Hilton never wavered in
supporting relief organizations with emergency its commitment to our people and the planet we all
funding, to donating food and other essential supplies call home. As we look ahead, we will continue to lean
to our local communities. We activated our Team into the legacy we have created, allowing us to have
Member Assistance Fund to offer direct support to an even more profound and positive impact on the
those in need, and distributed more than a million communities where we live, work and travel. I’m proud
dollars from the Hilton Effect Foundation, providing of all we have accomplished in 2020 and know that
recovery funding to severely impacted communities together, our Hilton family will continue leading the
and constituencies. In the face of social unrest around way in sustainable travel for years to come.
the world - particularly in the United States - we
strengthened our commitments to diverse leadership
in our hotels and corporate offices, as well as our
partnerships with racial justice organizations fighting
Christopher J. Nassetta
for a more just and equitable society.
President and Chief Executive Officer
April 9, 2021
HILTON 2020 ESG REPORT 4
EXECUTIVE STATEMENT OUR BUSINESS ENVIRONMENTAL IMPACT SOCIAL IMPACT GOVERNANCE APPENDIX
ABOUT OUR MATERIAL STAKEHOLDER DRIVING PRESERVING SUSTAINABILITY 2020 2030 GOAL
HILTON ISSUES ENGAGEMENT CHANGE DESTINATIONS INNOVATION HIGHLIGHTS TRACKING
Hilton is one of the largest hospitality
companies in the world. For more than
100 years, we have been an innovator in
the industry, driven by the vision of our
founder Conrad Hilton “to fill the earth
with the light and warmth of hospitality.”
BAKER'S CAY RESORT KEY LARGO, CURIO COLLECTION BY HILTON
HILTON 2020 ESG REPORT 5
EXECUTIVE STATEMENT OUR BUSINESS ENVIRONMENTAL IMPACT SOCIAL IMPACT GOVERNANCE APPENDIX
ABOUT OUR MATERIAL STAKEHOLDER DRIVING PRESERVING SUSTAINABILITY 2020 2030 GOAL
HILTON ISSUES ENGAGEMENT CHANGE DESTINATIONS INNOVATION HIGHLIGHTS TRACKING
About Hilton OUR BRANDS
Luxury and Lifestyle
Founded in 1919, Hilton is a leading global Our Team Members
hospitality company with a portfolio of 18 Hilton defines Team Members as
world-class brands.
employees at Hilton corporate offices
and owned and managed properties,
and employees of franchisees who work
Our business model on-property at independently owned
Full Service
18
and operated franchise properties
We organize our operations into two in the Hilton portfolio. Our Team
distinct and separately managed Members are our greatest asset and
brands
operating segments: we are committed to fostering a culture
119
1. Management and franchise of hotel of inclusivity and empowering all Team
brands on behalf of third-party hotel Members to reach their full potential.
countries & territories owners
2. Our ownership segment, comprising Hilton Supply Management
6,478
properties
hotels that are owned or leased by
Hilton or our affiliates Hilton Supply Management (HSM) is
the global procurement and supply
A more detailed description of our chain arm of Hilton. HSM develops Focused Service
363,605 business model can be found in our and negotiates product and service
public filings. supply programs with suppliers around
Team Members (Global), including the world to make available goods and
230,960 in the U.S. services at the best combination of
OPERATING HOTELS price, quality and service. HSM services
1,019,287
rooms
1 (1%)
6
Owned/Leased/
Joint Venture by
over 11,000 properties, including 4,500
non-Hilton branded hotels. Coordinating
with over 80,000 Tier 1 suppliers globally,
6,478
Hilton
including more than 1,200 unique
Total 15 (11%)
7
Managed by Hilton
corporate and property contracted
suppliers, HSM sources over 500,000
5,646 (87%) Timeshare
Franchised products for hotels around the world.
56 (1%)
Timeshare
HILTON 2020 ESG REPORT 6
EXECUTIVE STATEMENT OUR BUSINESS ENVIRONMENTAL IMPACT SOCIAL IMPACT GOVERNANCE APPENDIX
ABOUT OUR MATERIAL STAKEHOLDER DRIVING PRESERVING SUSTAINABILITY 2020 2030 GOAL
HILTON ISSUES ENGAGEMENT CHANGE DESTINATIONS INNOVATION HIGHLIGHTS TRACKING
2020 Global workforce (Corporate offices, owned and managed hotels)
Gender1 Management level Board diversity2
43% 81%
Women Non-Management
57%
Men
19%
Management 93 %
Full time employees
11 %
Ethnic diversity3
44 %
Gender diversity1
2020 U.S. workforce (Corporate offices, owned and managed hotels)
Gender1 Management level Generation Ethnic diversity3
52% 86% 1% White 28%
Women Non-Management Silent
Hispanic/
32%
48% 14% 27% Latinx
Men Management Baby Boomer Black/
20%
African American
37%
Gen X Asian 15%
35%
Millennials
EXECUTIVE STATEMENT OUR BUSINESS ENVIRONMENTAL IMPACT SOCIAL IMPACT GOVERNANCE APPENDIX
ABOUT OUR MATERIAL STAKEHOLDER DRIVING PRESERVING SUSTAINABILITY 2020 2030 GOAL
HILTON ISSUES ENGAGEMENT CHANGE DESTINATIONS INNOVATION HIGHLIGHTS TRACKING
Assessing our material issues
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We periodically assess our
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ENVIRONMENTAL ASPECTS
Le
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material issues to ensure we Disaster preparedness & response
are aligning our programs Biodiversity & destination stewardship Material ESG
with the issues that matter issues considered
most to our business and Climate action
our stakeholders. Energy conservation
In 2020, we worked with a third party Waste management & circular economy
to conduct a thorough ESG materiality
assessment, leveraging guidance Water stewardship
from the GRI, SASB and the World
Responsible sourcing of goods & services
Economic Forum. Through our
assessment, we identified more than
SOCIAL ASPECTS
200 potentially material aspects which
Community engagement & empowerment
were consolidated into 17 most material
focus areas. We then conducted Economic impact on communities
interviews and surveys to capture
feedback from nearly 1,500 internal Employee development & wellbeing
and external stakeholders, including
Diversity, equity & inclusion
guests. This table demonstrates our
stakeholders' perspectives on the Employee & guest health, safety & security
relative importance of each of these 17
Human rights Imperative
aspects. In addition to this summary,
further detail can be found in our full Extremely
Engagement with suppliers important
Materiality Assessment Report.
We use the results of our Healthy, safe & sustainable food Very important
materiality assessments to ensure Important
that our Travel with Purpose strategy GOVERNANCE ASPECTS
Identified as
remains aligned with our most material Ethical business practices & reg. compliance growing in
issues, inform management of ESG importance
over the next
risks, and drive long-term value for our Policy engagement & advocacy 3–5 years
business and our stakeholders.
HILTON 2020 ESG REPORT 8
EXECUTIVE STATEMENT OUR BUSINESS ENVIRONMENTAL IMPACT SOCIAL IMPACT GOVERNANCE APPENDIX
ABOUT OUR MATERIAL STAKEHOLDER DRIVING PRESERVING SUSTAINABILITY 2020 2030 GOAL
HILTON ISSUES ENGAGEMENT CHANGE DESTINATIONS INNOVATION HIGHLIGHTS TRACKING
Engaging with our key stakeholders
We view our company as a local business that operates at a global scale. As we seek to redefine
sustainable travel, we regularly consult with our stakeholders on their advice, feedback and
priorities to inform our programs and refine our focus on the most material issues.
We engage with our internal stakeholders
through multiple mechanisms.
Hilton leadership Team Members
BOARD OF DIRECTORS TRAVEL WITH PURPOSE CHAMPIONS
Our Nominating & Environmental, Our network of more than 1,250 Hilton
Social and Governance (ESG) leaders shape our Travel with Purpose
Committee oversees our ESG strategy, programs and guide initiatives at our
and the Board receives annual updates hotels and offices around the world.
on progress towards our 2030 Goals.
TEAM MEMBERS
CEO AND EXECUTIVE COMMITTEE Feedback is continually captured
Our executives review progress towards through our Corporate Responsibility
our 2030 Goals alongside other key Inbox and Hilton Team Member Hotline,
business priorities during Quarterly and all Team Members globally were
Business Reviews. This process invited to participate in our 2020
was paused during 2020 due to the materiality assessment survey.
pandemic but will restart in 2021.
CORPORATE VPS AND
MANAGED HOTEL GENERAL MANAGERS
Hilton leaders receive quarterly updates
on Travel with Purpose performance, CANOPY BY HILTON CANCUN LA ISLA
including progress towards 2030 Goals,
as part of ongoing business updates.
HILTON 2020 ESG REPORT 9
EXECUTIVE STATEMENT OUR BUSINESS ENVIRONMENTAL IMPACT SOCIAL IMPACT GOVERNANCE APPENDIX
ABOUT OUR MATERIAL STAKEHOLDER DRIVING PRESERVING SUSTAINABILITY 2020 2030 GOAL
HILTON ISSUES ENGAGEMENT CHANGE DESTINATIONS INNOVATION HIGHLIGHTS TRACKING
We see increased interest and engagement INDUSTRY COLLABORATION
of our external stakeholders in our ESG programs. Through our industry associations,
including the Sustainable Hospitality
Alliance (SHA), American Hotel &
INVESTORS CLIENTS COMMUNITY MEMBERS Lodging Association (AHLA), US Travel
Association and World Travel & Tourism
We regularly meet with our investors We engage with our corporate clients We engage with our communities to
Council (WTTC), we contribute to the
to discuss our ESG programs and to solicit their feedback on our Travel understand the issues that are of biggest co-creation of industry commitments
progress towards our 2030 Goals, and with Purpose programs and do our importance to them, and to ensure our related to human rights, carbon,
we provide material, decision-useful best to align our efforts with their programs are addressing their needs. water, food waste and other critical
topics. Among other initiatives, we
ESG information in our Form 10-K, Proxy own sustainability objectives, such as worked with our peers to develop
INDUSTRY
Statement, Annual Report, and in ESG reducing the environmental footprint of the Sustainable Hospitality Alliance’s
We collaborate with our peers in the
questionnaires and ratings indices. business travel. Principles on Forced Labor, the Hotel
travel and tourism industry to advance Carbon Measurement Initiative (HCMI)
OWNERS & DEVELOPERS SUPPLIERS collective action on environmental and the Hotel Water Measurement
We continually consult with our owners and social issues, including driving Initiative (HWMI) methodologies to
We work with our suppliers to help us consistently measure and report on
on our Travel with Purpose programs achieve success in our ESG programs, policy agendas that contribute to carbon and water in hotels.
through our Owner Advisory Councils, including identifying innovative systems change. In addition to this work with
and we collaborate closely with our SHA, we are also currently working
solutions through our strategic POLICYMAKERS with the lodging industry and WWF
owners and developers to pilot new sourcing initiatives, fostering a diverse Our Government Affairs team engages to develop a consistent methodology
sustainability initiatives and achieve our supply chain through our Supplier for the measurement of waste. We
with policymakers on key ESG-related
mutual sustainability goals. Diversity Program, and implementing also participate in the Cornell Hotel
issues. Sustainability Benchmark (CHSB)
GUESTS human rights audits and assessments. Index, a free tool which benchmarks
We monitor and address guest feedback carbon and water consumption across
NGOS AND
hotel brands.
and questions related to our Corporate INTERNATIONAL ORGANIZATIONS
Responsibility programs, and we take Hilton and the Hilton Effect Foundation
guest expectations into account as we partner with leading NGOs and
refine our efforts. international organizations in support
of our ESG initiatives, including
World Wildlife Fund (WWF) and the
International Youth Foundation (IYF).
Rooftop solar panels provide
115 MWh of electricity per
year for the Hampton Inn &
Suites Roseburg, Oregon
HILTON 2020 ESG REPORT 10EXECUTIVE STATEMENT OUR BUSINESS ENVIRONMENTAL IMPACT SOCIAL IMPACT GOVERNANCE APPENDIX
ABOUT OUR MATERIAL STAKEHOLDER DRIVING PRESERVING SUSTAINABILITY 2020 2030 GOAL
HILTON ISSUES ENGAGEMENT CHANGE DESTINATIONS INNOVATION HIGHLIGHTS TRACKING
Driving change across our value chain
Hilton is committed to driving positive
change in every aspect of our business.
Through our Travel with Purpose
2030 Goals, we are taking steps to
integrate social and environmental
stewardship throughout our value
chain every day. Below are some
examples of how Hilton is creating
positive change across our global
operations, communities and supply FLOWERS
chain. To learn more about Hilton’s
2030 Goals and how we are directly
contributing to achievement of the
UN’s Sustainable Development Goals
(SDGs), please click the link below.
OUR SUPPLY CHAIN OUR OPERATIONS OUR COMMUNITIES
We partner with our suppliers to protect We engage our Team Members, owners and We invest in our communities to generate
human rights, ensure responsible sourcing and business partners to advance our positive inclusive economic opportunities for all,
drive collective action across our business. impact and preserve resources in our hotels and to protect the environment for future
around the world. generations to come.
2030 GOALS
LEARN MORE • Supporting local businesses by doubling our • Preserving resources by reducing carbon • Creating opportunities and sustainable
sourcing spend from local, small- and medium- emissions, water and waste solutions for all, including women, youth,
bout our
A
sized enterprises and minority-owned suppliers minorities, Veterans, and persons with
2030 Goals • Embedding human rights due diligence
disabilities
• Protecting human rights by partnering across our global operations
with suppliers to eradicate forced labor • Bringing Travel with Purpose to life in our
• Adopting global best practice standards for
and trafficking communities through skills-based Team
sustainability management
Member volunteering
• Sustainably sourcing meat and poultry,
• Engaging and training our Team Members on
seafood and cotton across managed • Preserving local cultural and natural heritage,
environmental and social issues, to drive
operations and engaging guests in our destination
change in our hotels and beyond
stewardship efforts
• Encouraging our suppliers to set their own
environmental and social goals • Advancing resiliency by investing in disaster
response and relief efforts
HILTON 2020 ESG REPORT 11EXECUTIVE STATEMENT OUR BUSINESS ENVIRONMENTAL IMPACT SOCIAL IMPACT GOVERNANCE APPENDIX
ABOUT OUR MATERIAL STAKEHOLDER DRIVING PRESERVING SUSTAINABILITY 2020 2030 GOAL
HILTON ISSUES ENGAGEMENT CHANGE DESTINATIONS INNOVATION HIGHLIGHTS TRACKING
Preserving destinations SPOTLIGHT
Hilton recognizes that we have a responsibility to conserve the
environment and protect the communities in which we operate, in
order to preserve destinations for future generations of travelers.
HILTON SEYCHELLES NORTHOLME
Addressing biodiversity Aligning with globally- Identifying hot spots RESORT & SPA
and climate change risk recognized standards We map 100% of our hotels and
We are taking steps to assess our We have aligned our LightStay pipeline countries against a series
Protecting paradise
biodiversity risk as well as our exposure management system with the of 26 risk indicators, from modern in the Seychelles
to physical climate risks, in accordance criteria of the UN-founded Global slavery to deforestation. We work In order to preserve the incredible
with guidance from the Sustainability Sustainable Tourism Council (GSTC), with WWF to identify key destinations local environment, two Hilton
Accounting Standards Board (SASB) the most respected seal of approval that might be experiencing higher hotels in the Seychelles have
and the Taskforce for Climate-related for sustainable travel and tourism social and environmental stress, to implemented a holistic approach
Financial Disclosures (TCFD). We practices. This represents a significant help us prioritize our destination to destination stewardship. Hilton
have mapped all of our hotels against step towards our goal of adopting stewardship efforts. Seychelles Labriz Resort & Spa
the World Database of Protected a global standard for responsible sources 80% of its vegetables
Areas and the International Union travel and tourism. While our efforts from sustainable local farmers,
for Conservation of Nature’s Red List to further our GSTC certification and Hilton Seychelles Northolme
of Threatened Species, and against process were put on pause this year has partnered with the Marine
Verisk-Maplecroft’s Climate Change due to the pandemic’s impacts on Conservation Society to help
OUR EFFORTS CONTRIBUTE TO
Vulnerability Index. We have also our business, we continue to identify THE FOLLOWING SUSTAINABLE preserve the local coral reefs.
mapped our U.S. hotels against 100- opportunities to achieve GSTC DEVELOPMENT GOALS: Both properties have extensive
year flood zone areas, as designated certification for our hotels to ensure waste reduction programs,
by the U.S. Federal Emergency the sustainability of our operations. including a local bottling plant
Management Agency. We are that has eliminated the need for
working to develop mitigation plans single-use water bottles. Through
for existing properties as well as for their holistic approach and shared
new developments in high-risk areas, initiatives, these two properties
leveraging our established human are demonstrating best practice
rights due diligence processes. 11.4 12.b
in destination stewardship.
HILTON 2020 ESG REPORT 12EXECUTIVE STATEMENT OUR BUSINESS ENVIRONMENTAL IMPACT SOCIAL IMPACT GOVERNANCE APPENDIX
ABOUT OUR MATERIAL STAKEHOLDER DRIVING PRESERVING SUSTAINABILITY 2020 2030 GOAL
HILTON ISSUES ENGAGEMENT CHANGE DESTINATIONS INNOVATION HIGHLIGHTS TRACKING
Leveraging innovation DRIVING INNOVATION
and technology
THROUGH PARTNERSHIPS
When it comes to sustainable travel,
Travel Labs Asia is already making
waves. Launched by the Asian
Development Bank in partnership with
the Pacific Asia Travel Association
and open innovation platform Plug
and Play, Travel Labs Asia is the
region’s first corporate innovation
program dedicated to sustainability
Innovation is embedded Managing our footprint • Machine-learning: in travel. As a corporate member,
in Hilton’s DNA, and we through LightStay Analyzes and predicts utility Hilton has access to sustainability-
focused technology solutions, and
consumption and costs through
are driving sustainability Since 2009, Hilton has used our Artificial Intelligence algorithms and
the opportunity to articulate our
innovation at our hotels LightStay management system to data-driven models, and alerts hotel
technology needs and develop pilot
proposals with solution providers.
around the world. measure and manage the impact of our teams to significant consumption Through this partnership we aim
global portfolio. Originally designed to variances in real time to work with innovative suppliers
track environmental data, LightStay that can provide triple bottom line
We know that achieving our 2030 Goals
has evolved to measure, manage and • Risk mitigation: solutions to our most pressing
will require more than just best-in-class sustainability needs.
report all of Hilton’s environmental and Maps all hotels against external risk
operational training, which is why we
social performance metrics. As a global indices including disaster, climate,
are focused on continuous innovation
brand standard, all of Hilton’s 6,478 water, and human rights risks, to inform
and investing in leading technology
managed and franchised hotels are local strategy and priorities
solutions that drive economic and UTTING OUR SUPPLIERS
P
required to use LightStay to track their • Engagement tools: TO THE TEST
environmental benefits for our hotels.
This year we continued to enhance our environmental and social performance Engages our hotel teams via
against prior years and against peers. recognition, guidance, trainings and For our EMEA Engineering Operations
award-winning LightStay platform to team, evaluating new technology
drive value for our hotel owners around LightStay’s features include: customized reports, including reports involves TV-worthy competition. Each
the world. We also engage in strategic that can be shared with sales clients year, Hilton suppliers submit proposals
• Environmental impact tracking: for innovative technology solutions
partnerships and innovation challenges • Client reporting:
Tracks energy, carbon, water and waste that have the potential to save
that enable us to identify, test and Enables us to accurately measure money and reduce the environmental
consumption, sourcing practices and
implement technologies that will our clients’ Scope 3 emissions from footprint of our hotels. A group of
improvement projects, and provides hotel Engineering champions reviews
contribute to further reductions. transient or group business
peer performance benchmarking the submissions, and top candidates
• Third-party verified: are invited to present to our experts
• Social impact tracking: in a Dragon’s Den/Shark Tank style
Externally verified to ensure the
Measures the impact of volunteer and face-to-face competition. A closely
accuracy and completeness of our data monitored field trial is arranged with
donation events and local partnerships
the winners. If the technology meets
• GSTC-Recognized:
• Best practice sharing: our qualifications, the product becomes
Meets the stringent criteria of the “Tech Den approved,” allowing our hotel
Tracks operational, design and
GSTC leaders to implement the technology
construction sustainability practices, with confidence.
and enables hotels to share best
practices within our portfolio
HILTON 2020 ESG REPORT 13EXECUTIVE STATEMENT OUR BUSINESS ENVIRONMENTAL IMPACT SOCIAL IMPACT GOVERNANCE APPENDIX
ABOUT OUR MATERIAL STAKEHOLDER DRIVING PRESERVING SUSTAINABILITY 2020 2030 GOAL
HILTON ISSUES ENGAGEMENT CHANGE DESTINATIONS INNOVATION HIGHLIGHTS TRACKING
2020 highlights
Our response to COVID-19 PANDEMIC RESPONSE
Throughout the year, Hilton took
Partnered with American Express Provided meals to medical first Partnered with Meals On Wheels Named to PEOPLE
action to support our Team Members and hotel owners to donate up to responders and community members to deploy skills-based virtual Magazine's 50
and community members impacted one million hotel room nights for in need through partnerships with volunteering Companies that
by the pandemic. Through Hilton's U.S. frontline medical professionals groups such as World Central Kitchen Care list
leading the fight against COVID-19 and Open Kitchens UK
corporate efforts and the Hilton Effect
Foundation, we awarded more than $1
million dollars in COVID-19 community Enabled Hilton Honors members to Supported global organizations Recognized by Newsweek as one
response–a significant achievement respond to the global pandemic by with COVID-19 emergency response of the Top 50 U.S. Businesses that
considering the severe impact the donating their Points directly to our grants, including World Central “Stood Out During the Pandemic”
partners Kitchen, ResponseNet, Project for our commitment to housing and
pandemic had on our industry. HOPE, Direct Relief, Clean the World, providing meals to frontline medical
and Consorzio Farsi Prossimo professionals
Awarded 23 Hilton Effect Grants to organizations
driving inclusive pandemic recovery and community resiliency
Ecamir
Harvest Russia
Against Hunger MBMHMC Springboard
WA, USA IL, USA United Kingdom
Food Forward Musubie
BCAGlobal USA Lligam
CA, USA International Japan
NEEF USA Spain
SCA, USA Rescue Committee
Jordan The Nature Conservancy
Love Beyond Walls China
USA Planet Water
Foundation Scholars of Sustenance
India Thailand
ACE Charity
Nigeria Eco-Soap Bank
Africa Emmanuel Foundation
The Nature Indonesia
Conservancy Habitat for
Peru Humanity
Water.org Fiji
Brazil
WESSA KARI Foundation
South Africa Australia
HILTON 2020 ESG REPORT 14EXECUTIVE STATEMENT OUR BUSINESS ENVIRONMENTAL IMPACT SOCIAL IMPACT GOVERNANCE APPENDIX
ABOUT OUR MATERIAL STAKEHOLDER DRIVING PRESERVING SUSTAINABILITY 2020 2030 GOAL
HILTON ISSUES ENGAGEMENT CHANGE DESTINATIONS INNOVATION HIGHLIGHTS TRACKING
Progress towards ENVIRONMENTAL IMPACT SOCIAL IMPACT RECOGNITION
our 2030 Goals
Trained our hotels to adopt techniques Provided more than $600,000 to Team Named 2020 Global Industry Leader on the
We remain fully committed to our to conserve resources in times of low Members in disaster relief and hardship Dow Jones Sustainability Indices for the
Travel with Purpose 2030 Goals to occupancy support through the Hilton Team Member second consecutive year
Assistance Fund
double our investment in social impact
and cut our environmental footprint
in half. Despite the challenges in 2020,
Continued to cut resource consumption in
Hilton realized many achievements. our hotels in line with our goal to halve our
Additional 2020 highlights can be environmental footprint
found in our end of year press release.
Rolled out our Developed and implemented our Disaster Named the #1 Best Company to Work For in
Hilton EventReady Response Playbook to swiftly deploy the U.S. and the #3 World’s Best Workplace
program, creating support for our Team Members and by Great Place to Work Institute (GPTW) and
environmental communities struck by natural disaster in Fortune Magazine
sustainability and any location
social responsibility
standards for all
Hilton meetings and Joined with Tent Partnership for Refugees
events and Human Rights Campaign to pledge to
mentor LGBTQ refugees and asylum seekers
Contributed to the re-launch of the Awarded grants to nonprofits that are at Ranked #2 on the
Sustainable Hospitality Alliance, harnessing the front lines of the fight for racial justice, 2020 DiveristyInc
the collective action of the hotel industry to including the NAACP and National Urban Top 50 Companies
drive positive impact at scale League for Diversity List
Partnered with Travel Labs Asia to access
and review sustainability innovations and
solutions for our hotels.
Began sourcing 100% Launched our Courageous Conversations The only global hotel brand named to the 100
renewable electricity Series to engage Team Members in Best Corporate Citizens of 2020 list
at the majority of our necessary conversations on racial justice
managed hotels in and promoting equity in the workplace
the U.K.
HILTON 2020 ESG REPORT 15EXECUTIVE STATEMENT OUR BUSINESS ENVIRONMENTAL IMPACT SOCIAL IMPACT GOVERNANCE APPENDIX
ABOUT OUR MATERIAL STAKEHOLDER DRIVING PRESERVING SUSTAINABILITY 2020 2030 GOAL
HILTON ISSUES ENGAGEMENT CHANGE DESTINATIONS INNOVATION HIGHLIGHTS TRACKING
2030 Goal tracking
Our 2030 Goals align with the UN’s
Sustainable Development Goals and LEGEND
targets. The corresponding SDG
for each of Hilton's 2030 Goals is
included below.
Making On track Complete
progress
Overarching impact
HILTON'S 2030 GOALS SDGs PROGRESS TO DATE
DESTINATION STEWARDSHIP
Adopt a global standard for responsible travel and tourism, Achieved Global Sustainable Tourism Council (GSTC)-Recognized Standard status for
complementing our existing environmental certifications LightStay
Engage guests in supporting responsible travel in destination Mapped 100% of hotels against key social and environmental risks
hot spots 11.4 12.b
On track Continued to advance collaboration with groups including WWF, WTTC and GSTC to
advance sustainable destination management
TEAM MEMBER SUPPORT AND ENGAGEMENT
Support our Team Members affected by disasters Distributed more than $500,000 to Team Members directly impacted by COVID-19
Achieve Hilton’s Diversity & Inclusion targets (learn more) Contributed to the development of WTTC’s New Guidelines for Inclusion & Diversity
Train employees at Hilton managed hotels on relevant Launched our Courageous Conversations Series to engage Team Members in
On track environmental and social issues 5.1, 10.2, necessary conversations on racial justice and promoting equity in the workplace
5.5 10.3
Awarded grants to nonprofits that are at the front lines of the fight for racial justice,
including the NAACP and National Urban League
91% of managed hotels globally have trained all Team Members in Diversity & Inclusion
and Unconscious Bias, including 100% of managed hotels in the U.S.
100% of hotel General Managers and Engineers required to be trained in using
LightStay system
SUPPLIER ENGAGEMENT
Encourage suppliers to set goals and validate through Partnered with EcoVadis to track and validate supplier sustainability performance
auditing and incentive program
All suppliers are encouraged to observe and abide by Hilton's Responsible Sourcing Policy,
Create framework for collaboration program with top-tier which is included in all property contracts
suppliers 12.2,
Making Where relevant, routinely incorporate sustainability criteria into our sourcing exercises,
progress Increase data visibility by incorporating social and 12.6 catalogs and purchasing data
environmental criteria into supplier registration and inquiry
processes
HILTON 2020 ESG REPORT 16EXECUTIVE STATEMENT OUR BUSINESS ENVIRONMENTAL IMPACT SOCIAL IMPACT GOVERNANCE APPENDIX
ABOUT OUR MATERIAL STAKEHOLDER DRIVING PRESERVING SUSTAINABILITY 2020 2030 GOAL
HILTON ISSUES ENGAGEMENT CHANGE DESTINATIONS INNOVATION HIGHLIGHTS TRACKING
Cutting our environmental footprint in half
HILTON'S 2030 GOALS SDGs PROGRESS TO DATE
ENERGY AND CARBON
Science-based targets: Reduce Scope 1 and 2 carbon 56% reduction in carbon emissions intensity (managed hotels)*
intensity from managed hotels by 61%, and work with
47% reduction in carbon emissions intensity (all hotels)*
franchisees to reduce Scope 3 carbon intensity from
franchised hotels by 52% (MT CO2e/m2, 2008 baseline) Began sourcing 100% renewable electricity at the majority of our managed hotels in the
On track 7.2, 12.2 13.1, U.K., and added renewable energy option for U.S. managed hotels
Create and partner with cross-industry networks to 7.3, 13.3
support a low-carbon future 7.a 100% of hotels mapped against climate risks
Continued to advance collaboration across industry networks
WATER
Reduce water use in our managed operations by 50% 47% reduction in water intensity (managed hotels)*
(liters/m², 2008 baseline)
49% reduction in water intensity (all hotels)*
Activate 20 context-based water projects in our communities
3 context-based water pilots initiated
and watersheds of top water risk 6.3, 12.2
Making
progress 6.4, Mapped 100% of hotels against WRI and WWF water risk indices; 37% of managed hotels
6.6, identified to be in areas of high or very high water stress
6.b Investing in community water stewardship efforts through the Hilton Effect Foundation
WASTE
Reduce waste in our managed operations by 50% (MT/m², 2008 73% reduction in landfilled waste intensity (managed hotels)*
baseline)
62% reduction in landfilled waste intensity (all hotels)*
Reduce food waste sent to landfill by 50% in our managed
88% of portfolio participating in soap recycling, including 100% of North America hotels
operations (MT/m², 2017 baseline) 3.3 12.3, 14.1
On track
12.5 Food waste reduction program established
Send zero soap to landfill by recycling all used guest soap bars,
where available Collaborating with WWF and the hotel industry to develop a standardized waste
measurement methodology
Launched Hilton EventReady program globally, creating waste reduction standards for all
Hilton meetings and events
RESPONSIBLE SOURCING
Sustainably source (e.g. certified) all meat and poultry, produce, Partnering with our suppliers to improve access to certified sustainable products
seafood and cotton at managed hotels (where available)
58 hotels in 7 countries have achieved Marine Stewardship Council (MSC) and/or
Aquaculture Stewardship Council (ASC) Chain of Custody certification for sustainable
12.2, 14.4, seafood
Making
progress 12.5, 14.b Cage-free eggs represent 86% of our egg volume in the U.S. and 66% in the U.K. and nine
12.6 European countries, for our Luxury and Full Service managed hotels
* Significant improvements in environmental measures during 2020 are primarily attributable to the reduction in system-wide occupancy as a result of the COVID-19 pandemic.
HILTON 2020 ESG REPORT 17EXECUTIVE STATEMENT OUR BUSINESS ENVIRONMENTAL IMPACT SOCIAL IMPACT GOVERNANCE APPENDIX
ABOUT OUR MATERIAL STAKEHOLDER DRIVING PRESERVING SUSTAINABILITY 2020 2030 GOAL
HILTON ISSUES ENGAGEMENT CHANGE DESTINATIONS INNOVATION HIGHLIGHTS TRACKING
Doubling our investment in social impact
HILTON'S 2030 GOALS SDGs PROGRESS TO DATE
INCLUSIVE GROWTH
Double our investment in programs that contribute to Positively impacted nearly 11,500 refugees since 2015
sustainable solutions and economic opportunity for all (2017
Sourced from 2,700 women-, minority-, veteran-, disabled- and LGBTQ-owned businesses in
baseline)
2020
Double our sourcing spend from local, small and medium-sized 1.1, 4.4, 8.b,
On track 50% of brands have at least one brand standard requiring local sourcing
enterprises and minority-owned suppliers for managed hotels 1.2 4.5 8.5,
and corporate offices (2017 baseline) 8.6 Joined with Tent Partnership for Refugees and Human Rights Campaign to pledge to
mentor LGBTQ refugees and asylum seekers
Double our investment in youth opportunity programs in
countries with lowest youth wellbeing (2017 baseline) Continued to partner with organizations expanding opportunities for youth, including
International Youth Foundation, Jobs for America's Graduates, and Springboard
HUMAN RIGHTS
Embed human rights due diligence across our global operations 124,796 Team Members completed our anti-human trafficking training, including 71% of hotel
and in our supply chain, and partner with suppliers to address any leaders
form of forced labor or trafficking
Achieved 91% compliance with training in Risks of Modern Slavery in Labor Sourcing across
Create and partner with cross-industry networks to advance 8.7, Europe, Middle East and Africa (EMEA) hotels
On track
international human rights 8.8 100% of hotels mapped against human rights risks, and 100+ country-level human rights
briefs and mitigation plans developed
Active collaboration with industry organizations and partners including It's a Penalty and
ECPAT-USA
COMMUNITY SUPPORT AND DISASTER RESPONSE
Contribute 10 million volunteer hours Awarded over $1M in COVID-relief grants through the Hilton Effect Foundation, prioritizing
organizations supporting marginalized communities
Participate in food donation programs, where allowed by law
(managed hotels) Partnered with American Express to donate up to one million free room nights to frontline
1.1, 11.5 12.3 medical professionals
On track Double our monetary response, empowerment efforts and
investment in resiliency against natural disasters (2017 baseline) 1.5 Donated $350,000 through the Hilton Effect Foundation to community organizations
supporting natural disaster relief
Double Action Grants for hotel-led social and environmental
impact projects in our communities Developed and implemented Disaster Response Playbook
Promote environmental awareness and open our LightStay 1,612,920 hours volunteered since 2017, including 184,425 hours in 2020
technology in school educational programs
All managed hotels in North America are required to have food donation programs in place
HILTON 2020 ESG REPORT 18EXECUTIVE STATEMENT OUR BUSINESS ENVIRONMENTAL IMPACT SOCIAL IMPACT GOVERNANCE APPENDIX
ENERGY WATER WASTE RESPONSIBLE
AND CARBON SOURCING
Hilton operates in some of the most
beautiful destinations around the world,
and we recognize our critical responsibility
to protect our planet so that it remains
healthy and vibrant for future generations.
In spite of 2020's challenges, we remain fully
committed to halving our environmental
impact throughout our value chain.
HILTON ASHEVILLE BILTMORE PARK
HILTON 2020 ESG REPORT 19EXECUTIVE STATEMENT OUR BUSINESS ENVIRONMENTAL IMPACT SOCIAL IMPACT GOVERNANCE APPENDIX
ENERGY WATER WASTE RESPONSIBLE
AND CARBON SOURCING
Fighting climate change
LEARN MORE
Progress towards
our 2030 Goals
We are committed to leading the hospitality Our primary source of emissions is from
the operation of our hotels. In 2020, we
We recognize that the reductions
achieved as a result of the pandemic
industry toward a zero-carbon economy and experienced a significant decrease in are neither representative nor
reducing our greenhouse gas emissions in utility consumption across our global
portfolio, primarily as a result of reduced
sustainable. As travel returns and
our hotels reopen for business, we
line with climate science. occupancy and complete or partial will continue our relentless focus on
temporary suspensions of properties. To energy efficiency to reduce utility
reduce energy and carbon emissions in costs and greenhouse gas emissions
times of reduced occupancy, our hotels from our hotels around the world.
were encouraged to adopt operational
best practices, such as partial building Hilton was named
shut downs, variable plant load the 2020 DJSI Global
Industry Leader for the
operation and implementation of second consecutive year
enhanced building controls.
Carbon reduction (MT CO2e/m2) Energy reduction (KWh/m2)
-61
2030 Goal
OUR SCIENCE-BASED TARGETS
-0%
-7%
% -0%
-5%
-8% -7%
We recognize climate change to be -10%
-12%
-10% -10% -5% -14% -14%
a critical threat to our planet, our -7% -15% -7%
-9% -17% -18% -17%
communities and our business, and -20% -21%
-10%
-12%
-19%
-21% -22%
we’ve made combatting it a top -20% -23% -20% -14% -24%
-16%
business priority. -18%
-20% -29% -19% -20%
-22% -30% -22%
-24% -32% -24%
-30% -25% -30%
By 2030, we commit to: -27%
• Reduce Scope 1 and 2 carbon intensity -26% -42%
-32%
from Hilton-managed hotels by 61% -40% -34% -47% -40%
• Work with our Franchisees to reduce -36%
Scope 3 carbon intensity from -50% -50%
Franchisees by 52% -47%
• Encourage suppliers to set goals Managed Hotels
-60% -60%
around reducing their environmental -56%
All Hotels
and social impact
-70% -70%
08 09 10 11 12 13 14 15 16 17 18 19 20 08 09 10 11 12 13 14 15 16 17 18 19 20
HILTON 2020 ESG REPORT 20EXECUTIVE STATEMENT OUR BUSINESS ENVIRONMENTAL IMPACT SOCIAL IMPACT GOVERNANCE APPENDIX
ENERGY WATER WASTE RESPONSIBLE
AND CARBON SOURCING
Increasing our use
SPOTLIGHT of renewable energy
In alignment with our science-based
targets, in 2020 we took several steps
100 %
of properties certified
to increase our sourcing of renewable to ISO 14001 (Environmental Management)
energy at our hotels around the world. and ISO 50001 (Energy Management), the
largest certified portfolio in the world
The majority of our managed hotels
1,300
in the U.K., as well as our Watford and
Glasgow corporate offices, began
procuring 100 percent renewable
hotels
electricity in 2020. Also starting in offering Electric Vehicle (EV) charging
2020, all of our managed hotels in stations for guests
the U.S. are encouraged to procure
at least a portion of their electricity
from renewable sources through 100 %
our energy procurement services of Hilton's corporate Scope 3 emissions
contract. We recognize that increasing from air travel and rental cars offset
access to affordable renewable
energy will require governments
HILTON GARDEN INN FAROE ISLANDS
to take swift action to implement
Promoting
ambitious emissions reduction plans. low-carbon diets
Discovering the Faroe Islands That is why in 2020 we joined more In 2019, Hilton became the world’s
through a sustainable lens than 200 businesses and investors in first hotel company to sign the
calling on EU leaders to raise EU 2030 World Resource Institute’s Cool
When guests visit the new Hilton water taps and motion-activated GHG emissions targets and endorse Food Pledge, committing to reduce
Garden Inn (HGI) in the remote Faroe LED lighting further prevent energy the ambitious goals set out in the food-related emissions. To achieve
Islands, it feels almost otherworldly. waste. The hotel is powered by
European Green Deal. this we are taking steps to promote
But what’s behind the scenes is just renewable energy from a local
plant-based menu items, including in
as impressive: the entire property power plant that captures leftover
meetings and events.
was built with sustainability at its energy from a range of industries,
core. The hotel’s commitment to including turning waste from the
sustainability starts from the top: Islands’ thriving salmon fishing
the roof is covered in grass, allowing industry. To help guests go green OUR EFFORTS CONTRIBUTE TO
for ultra-efficient insulation and a beyond the four walls of the hotel, THE FOLLOWING SUSTAINABLE
building that seamlessly blends into the HGI Faroe Islands will be one DEVELOPMENT GOALS:
the local environment. Inside, ultra- of the first hotels on the island
efficient heating systems, including to offer electric vehicle charging
under floor heating, help keep stations. The result is a property with
guests warm and take into account a minimal environmental footprint
occupancy levels to avoid heating that embraces the archipelago’s own
unused spaces. Motion sensors on sustainable tourism strategy. Once completed, Hotel Marcel, Tapestry Collection
7.2, 7.3, 7.a 12.2 13.1, 13.3
by Hilton will be one of the first net-zero energy
hotels in the U.S. LEARN MORE
HILTON 2020 ESG REPORT 21EXECUTIVE STATEMENT OUR BUSINESS ENVIRONMENTAL IMPACT SOCIAL IMPACT GOVERNANCE APPENDIX
ENERGY WATER WASTE RESPONSIBLE
AND CARBON SOURCING
Embedding water stewardship
LEARN MORE
Progress towards
throughout our global operations
our 2030 Goals
We are focused on driving holistic water SPOTLIGHT
stewardship across our value chain.
We are committed to working with our other environmental objectives.
our hotels, our suppliers and our While 2020’s significant reduction
community partners to improve in global occupancy resulted in a
water availability and quality in all corresponding drop in our water
of our locations around the world. consumption, we recognize that we
Prior to 2020, we were behind target have work to do to ensure we will be
to hit our 2030 Goal to cut water on track to hit our 2030 Goals when
consumption in our managed hotels occupancy levels return to normal.
by 50% per square meter. Our water We are committed to implementing
reduction targets have proven to be best-in-class solutions to ensure we
more challenging to achieve than can hit our targets.
ROME CAVALIERI, A WALDORF ASTORIA HOTEL
Water reduction (liters/m2) Conserving water while maintaining
the luxury experience
-50
2030 Goal
% The team at Rome Cavalieri, A low-flow dispensers on all taps
-0% -2% -2%
-4% Waldorf Astoria Hotel is dedicated and showerheads, the hotel’s
-6%
-11% to providing guests with exceptional Engineering team reduced water
-10% -4% -5% -13%
-7% -15%
-17% -18%
experiences that are both luxurious consumption by 20% over three
-10% -20%
-20% -13% -14% -22% and sustainable. By optimizing years. The hotel’s commitment to
-17% -18%
-20%
-22%
the hotel’s irrigation schedule and sustainability extends well beyond
-30%
-23% swimming pool water consumption, water stewardship, and as a result of
-40%
-47% redeveloping the property’s its holistic sustainability practices,
evaporative tower system, training the property was the first hotel in
Managed Hotels
-50% housekeeping and kitchen teams to Rome to achieve the prestigious
All Hotels -49%
reduce water waste, and installing Green Key certification.
-60%
08 09 10 11 12 13 14 15 16 17 18 19 20
HILTON 2020 ESG REPORT 22EXECUTIVE STATEMENT OUR BUSINESS ENVIRONMENTAL IMPACT SOCIAL IMPACT GOVERNANCE APPENDIX
ENERGY WATER WASTE RESPONSIBLE
AND CARBON SOURCING
Operational water efficiency Understanding and
Our brand standards require water
addressing water risk
fixtures to meet local requirements for An effective water stewardship program
water efficiency and conservation, and must fully incorporate the contextual
we continually train our Team Members nature of water availability and quality.
to take steps to save water. Many of To understand our global water risk, we
our hotels in water stressed regions continually map all of our hotels against
also use guest-facing messaging to WWF’s Water Risk Filter and the WRI
encourage our guests to join us in Aqueduct Water Risk Atlas. We use this
conserving water. The reduction in mapping to analyze current and future
occupancy due to COVID-19 enabled water risks across our portfolio, and we
us to better understand where and have incorporated the results of this
how our hotels around the world are analysis into LightStay so that our hotels
using water when our guest rooms and teams can understand and address
Through our partnership with the Student Conservation Association, the Hilton Effect Foundation is
kitchens are closed. Through studying water risks specific to their geolocation.
supporting conservation and educational efforts that contribute to protecting watersheds across the U.S.
this year’s consumption patterns, we
have determined that we need to
focus on further reducing water use in
SPOTLIGHT
Supporting water stewardship
landscaping and building operations,
and in particular we are seeking
opportunities to drive water efficiency
100 %
of hotels mapped
in South Africa and recycling in our HVAC systems and against WWF’s Water Risk Filter and WRI’s
Aqueduct Water Risk Atlas
legionella control measures.
We invest in water stewardship
projects in our communities
experiencing elevated water risk. In
found in few other places, and
through this project, unemployed
community members have acquired
Contributing to
collective action
37 %
of managed hotels identified
2020, the Hilton Effect Foundation course-oriented training, equipping to be in areas of high or very high water stress
We are committed to collective action
partnered with World Wildlife them with skills and experience to around water stewardship, and we are
Fund and the Wolseley Water be able to find employment in an proud to be members of the following
Users Association to support the area where employment is mostly collaborative efforts:
clearing of water-intensive invasive seasonal due to the nature of the
species in the Western Cape of fruit and wine industries. In addition • Signatory to the CEO Water Mandate’s
OUR EFFORTS CONTRIBUTE TO
South Africa. The Hilton Effect to supporting the local community UN Water Action Platform to further THE FOLLOWING SUSTAINABLE
Foundation’s funding functioned through employment, this project our commitment to fighting the global DEVELOPMENT GOALS:
as a seed for additional co-funding, also contributes to raising awareness water crisis
enabling the project to clear a larger among farmers and students about • Members of the California Water
area than originally planned. This the benefits of planting trees and Action Collaborative and Ceres
project has unique conservation restoring the ecosystem.
Connect the Dots Campaign
value as it aims to reintroduce
indigenous tree species that are
6.2, 6.4, 6.6, 6.b 12.2
HILTON 2020 ESG REPORT 23EXECUTIVE STATEMENT OUR BUSINESS ENVIRONMENTAL IMPACT SOCIAL IMPACT GOVERNANCE APPENDIX
ENERGY WATER WASTE RESPONSIBLE
AND CARBON SOURCING
Preventing waste and driving
LEARN MORE
Progress towards
towards a circular economy
our 2030 Goals
We are focused on reducing waste and Through a partnership
with Open Kitchens UK,
employing a circular model across our the team at the Hilton
London Metropole
value chain.
provided 30,000 free nu-
tritious meals to people
in need across London.
The meals were prepared
Our waste reduction strategy seeks to energy or water, and the amount of using surplus produce
that otherwise would
decrease the overall amount of waste waste produced by our hotels decreased have gone to waste.
produced in our hotels, while taking dramatically in 2020 due to the impacts LEARN MORE
steps to divert remaining waste from of the pandemic. As we look to the
landfill through donation, recycling, future, we are working with our partners,
composting, energy from waste inciner- including our waste haulers, suppliers
ation and other opportunities. Waste is and donation partners, to find innova-
more closely linked to occupancy than tive ways to continue to reduce waste. Fighting food waste
The pandemic resulted in disruptions techniques for reducing food waste
Landfilled waste reduction (MT/m2) to food supply and a significant in every step of the Food & Beverage
increase in global food insecurity, process: from purchasing and menu
making fighting food waste both a planning to donation of excess edible
-50
2030 Goal
business and moral imperative. We are items and disposal of remaining
%
-0% committed to cutting our food waste inedible food. In 2020, we continued to
-6%
-10% -13%
by 50% by 2030, in alignment with improve our measurement capabilities
-7% -15%
-19% SDG 12.3. To achieve this ambitious around food waste, including
-20% -13% -24%
-18%
-25%
-28% target, we are focused on driving a partnering with WWF and our industry
-21% -31% -31%
-30% -25% -32% true culture shift in our hotels. We peers to develop a standardized waste
-35%
-28%
-40%
-32%
-35%
have deployed our comprehensive measurement methodology for the
-37%
-41% food waste reduction program to our hotel industry. Once finalized, this
-50%
-44% -62% hotels in the Americas, and we have methodology will enable hotels around
-60%
piloted our food waste program in our the world to better quantify food
-70% Managed Hotels Asia Pacific and EMEA regions. Our waste, in order to measure and report
All Hotels
-80% -73% program, which leverages the Hotel progress against reduction targets.
08 09 10 11 12 13 14 15 16 17 18 19 20 Kitchen toolkit, guides hotels through
HILTON 2020 ESG REPORT 24You can also read
