The Grand Brighton Energy Audit

Address: Brighton, UK
Postcode: Not Provided
Star Rating: 4-star
Number of Rooms: 150

Audit Version: 1.0
Date: 07/04/2025
Period Covered: Jan–Dec 2024
Auditor: Generated using HotelEnergy.ai

Summary

• Total Energy Use: 1,400,000 kWh
• Total CO₂ Emissions: 261,800 kgCO₂
• Benchmark Rating: ⭐️⭐️ / ⭐️⭐️⭐️⭐️⭐️
• Potential Savings Identified: £68,000, 340,000 kWh, 63,600 kgCO₂

Executive Summary

This audit identifies significant opportunities for The Grand Brighton to reduce energy usage, lower operational costs, and accelerate progress towards Net Zero targets.

Top 3 Immediate Actions:

• Optimise HVAC Controls: Implement centralised BMS scheduling and setback strategies to reduce unnecessary heating and cooling.
• Enhance Lighting Efficiency: Accelerate LED upgrades and install occupancy sensors in common and back-of-house areas.
• Improve Laundry Scheduling: Shift laundry operations to off-peak energy tariff periods to immediately reduce operating costs.

Top 3 Biggest Savings Opportunities:

• HVAC System Upgrade: Replace ageing gas boiler with high-efficiency condensing boiler or heat pump system.
• Building Fabric Improvements: Address insulation gaps and window draughts, particularly in historic areas, to significantly reduce heat loss.
• Renewable Energy Expansion: Expand existing solar PV array and integrate battery storage to maximise self-consumption and resilience.

Total Projected CAPEX: £250,000
Annual Savings: £68,000

Implementing these recommendations will deliver substantial annual cost reductions, significantly lower carbon emissions, and enhance the hotel’s ESG profile, aligning strategically with your Net Zero by 2050 commitment and guest expectations.

Facility Overview & Operational Context

Basic Facility Data

The Grand Brighton is a 4-star, full-service hotel featuring 150 guest rooms across multiple floors. On-site amenities include two restaurants, a bar, extensive conference and event spaces, indoor heated swimming pool, spa facilities with treatment rooms, sauna, steam room, fitness gym, in-house laundry, and outdoor dining terraces.

Occupancy & Seasonality

The hotel experiences clear seasonal occupancy fluctuations, with summer occupancy averaging 85% and winter occupancy around 60%. This seasonality significantly impacts energy demand, with increased cooling loads in summer and higher heating requirements during colder months, necessitating targeted operational strategies to manage energy use efficiently throughout the year.

Energy System Overview

• HVAC: 15-year-old gas condensing boiler (A-rated), packaged rooftop AC units, programmable thermostats, limited central control.
• Domestic Hot Water (DHW): Gas boiler, 300 kW capacity, continuous operation, setpoint typically around 60°C.
• Lighting: 50–74% LED coverage, manual controls predominant, limited occupancy sensors.
• Kitchen & Laundry: High daily loads, standard efficiency equipment, laundry operates 8 hours daily without off-peak scheduling.
• Pool/Spa: Indoor pool heated to 28°C via gas boiler, continuous pump operation; spa hydrotherapy pool electrically heated to 29°C.
• Metering: Whole-building metering only, no submetering installed.

Energy Data Used

Energy analysis is based on utility bills and operational estimates covering January–December 2024. Data gaps include absence of detailed submetering and limited granularity on occupancy-linked consumption. Assumptions were made regarding seasonal energy splits and equipment efficiency.

Energy Use Summary

The Grand Brighton’s annual energy consumption totals approximately 1,400,000 kWh, comprising 1,200,000 kWh electricity and 200,000 kWh gas. Using DEFRA 2025 emissions factors, this equates to around 261,800 kgCO₂ per year. Annual energy costs amount to £300,000 for electricity and £160,000 for gas, resulting in total annual energy expenditure of £460,000.

Normalised energy performance indicators highlight areas for improvement: energy intensity is approximately 370 kWh/m²/year, higher than typical benchmarks for similar hotels. Energy use per guest-night is elevated due to seasonal occupancy fluctuations, and emissions per room per year stand at around 1,745 kgCO₂, indicating substantial scope for efficiency gains.

Addressing identified inefficiencies, particularly in HVAC systems, building insulation, and operational scheduling, can significantly enhance energy performance, reduce emissions, and lower operational costs.

Observational Summary: HVAC and water heating dominate overall energy consumption, highlighting priority areas for efficiency improvements. Electricity usage is notably high across lighting, laundry, and conferencing facilities, while gas usage is predominantly linked to water heating and HVAC systems. Targeted investments in HVAC efficiency, lighting upgrades, and laundry scheduling represent significant opportunities for energy and cost savings.

Energy Consumption Analysis – Baseline

The energy consumption analysis reveals that HVAC and water heating are the largest consumers of energy within the hotel. This indicates a significant opportunity for efficiency improvements in these areas, particularly given the older systems in place.

Electricity is predominantly used for lighting, laundry, and conferencing facilities, suggesting that upgrades in lighting technology and better scheduling of laundry operations could yield substantial savings. In contrast, gas usage is heavily focused on water heating and HVAC, emphasizing the need for more efficient heating solutions.

Patterns indicate potential inefficiencies in the continuous operation of HVAC systems and the lack of automated controls, which could be addressed through better system integration and energy management practices. Further investigation into these areas is recommended to identify specific inefficiencies and develop targeted strategies for improvement.

As we move into the benchmarking section, we will compare these findings against industry standards to highlight further areas for potential enhancement.

Benchmarks Used & Assumptions

This benchmarking analysis references industry standards including CIBSE TM46 for typical UK hotel energy use and Hotel Carbon Measurement Initiative (HCMI) for hospitality-specific carbon metrics. Data has been normalised to account for seasonal occupancy fluctuations and on-site amenities such as conference spaces, leisure facilities, and restaurants, providing a fair comparison context.

Performance categories used in this audit are defined as follows:

• Best Practice: Represents leading industry performance with optimised operations and efficient technologies.
• Average: Reflects typical energy performance for similar hotels.
• Poor: Indicates below-average efficiency, highlighting clear opportunities for improvement.
• Very Poor: Significantly below industry standards, requiring immediate attention and corrective actions.

Benchmarking Interpretation

The Grand Brighton currently demonstrates below-average energy performance compared to industry benchmarks, particularly in HVAC and domestic hot water (DHW) systems, which significantly contribute to excess energy use and emissions. The hotel’s heating and cooling systems, alongside water heating, emerge as priority areas for improvement, indicating a need for targeted efficiency upgrades and enhanced control strategies.

Lighting and kitchen operations also show opportunities for energy reduction but perform closer to average, suggesting that incremental improvements here could quickly yield tangible savings. Positively, laundry and conferencing facilities are relatively well-managed, reflecting good operational practices despite older equipment.

Decision-makers should prioritise investment in HVAC and DHW systems, focusing on upgrading ageing equipment, improving insulation, and introducing smarter, automated controls. Addressing these areas first will offer the most significant impact on reducing operational costs, lowering carbon emissions, and aligning with sustainability objectives.

4.2 Energy Benchmarking – KPIs vs UK Standards

Benchmarking Performance Summary

The benchmarking analysis highlights clear strengths and opportunities in The Grand Brighton’s energy management performance. While gas usage per guest-night demonstrates Best Practice efficiency, overall energy and electricity metrics fall into Poor or Average categories. This indicates significant opportunities for improvement, particularly in electricity-intensive systems such as HVAC, lighting, and kitchen operations.

Underperformance in electricity consumption and associated costs suggests outdated equipment, limited automated controls, and inconsistent operational practices. The primary contributors to inefficiencies include older HVAC systems, manual lighting controls, and continuous operation of ventilation and laundry equipment without scheduling optimisation.

Immediate attention and targeted investment in HVAC upgrades, advanced lighting solutions, and improved control systems will deliver substantial improvements in energy efficiency, cost savings, and carbon reduction, aligning closely with strategic sustainability objectives. These opportunities will be explored in greater detail in subsequent sections of this audit.

Energy Contract Review

The Grand Brighton currently procures electricity and gas under fixed-price contracts, both due to expire on 31st May 2025. Electricity is charged at a flat rate of 23 pence per kWh with a daily standing charge of £12, while gas is priced at 0.08 pence per kWh, with no standing charge specified. Renewable Energy Guarantees of Origin (REGO) status for electricity is currently unclear, suggesting potential gaps in sustainability credentials.

No broker involvement has been indicated, and no explicit billing or communication issues have been identified. However, the absence of detailed visibility into renewable sourcing and standing charges for gas highlights areas for improvement.

Recommended Actions:

• Initiate negotiations ahead of contract expiry to secure more competitive rates and terms.
• Evaluate and pursue green tariff options to enhance sustainability credentials and align with Net Zero targets.
• Clarify and confirm standing charges for gas to ensure transparency and accurate budgeting.
• Consider engaging an experienced energy broker to support negotiations, ensure competitive pricing, and identify opportunities for ongoing cost and efficiency improvements.

ECM Strategy

The Energy Conservation Measures (ECM) strategy for The Grand Brighton is designed to systematically enhance energy efficiency, reduce operational costs, and align with sustainability objectives. This strategic framework prioritises targeted improvements across key energy-consuming systems, leveraging both technological upgrades and operational best practices. The strategy will focus on optimising HVAC performance, upgrading lighting systems, enhancing building fabric, and integrating renewable energy solutions. By implementing these measures, the hotel aims to achieve significant reductions in energy consumption and carbon emissions, supporting its commitment to Net Zero targets and enhancing overall operational resilience.

6.0 Energy Conservation Measures – ECM Summary

This table is sorted by ECM Category and then by Payback Period. Click any column header to sort the table dynamically.

ECM Summary & Interpretation

The proposed Energy Conservation Measures (ECMs) represent a comprehensive strategy for significantly improving energy efficiency at The Grand Brighton. The combined ECM portfolio entails a total capital investment of £358,000, delivering annual energy savings of 643,000 kWh, cost reductions of £147,490, and carbon emissions savings of 136,536 kgCO₂. The average payback period across all ECMs is approximately 2.4 years, demonstrating a robust return on investment.

Opportunities are particularly compelling within the hotel’s HVAC, lighting, and kitchen systems, where current inefficiencies present substantial potential for both immediate and sustained improvements. Strategic implementation of these measures will not only yield significant operational savings but also strongly support the hotel’s sustainability commitments and Net Zero targets.

Quick Wins & Behavioural Measures

Several ECMs offer immediate, low-cost opportunities with rapid payback periods under one year, ideal for immediate action:

• Optimise Laundry Scheduling: Shift laundry operations to off-peak hours to instantly reduce energy costs.
• Guest Engagement Program: Launch initiatives encouraging guests to participate in energy-saving practices, quickly reducing consumption at minimal cost.
• Behavioural Training: Provide staff with targeted energy efficiency training, enhancing operational practices and driving immediate savings.
• Water Heater Insulation: Insulate water heaters to minimise heat loss, achieving instant efficiency gains at minimal investment.

These measures can be rapidly implemented, immediately improving efficiency and building momentum for broader energy initiatives.

High-ROI Capital Projects

The following ECMs represent highly attractive short-term capital investments, each offering payback periods under three years and delivering substantial energy, cost, and carbon savings:

• LED Lighting Upgrade: Replace existing lighting with energy-efficient LEDs for rapid savings and reduced maintenance.
• Variable Speed Drives (VSDs): Install VSDs on pumps and motors, significantly improving operational efficiency.
• Automated Lighting Controls: Implement occupancy sensors and automated controls to eliminate unnecessary lighting usage.
• Energy Monitoring System: Deploy comprehensive monitoring to identify further efficiency opportunities and optimise energy management.

Prioritising these high-ROI projects will ensure swift, measurable returns, optimising the hotel’s CapEx investments.

Strategic, Long-Term Opportunities

For sustained long-term energy efficiency and alignment with ESG commitments, the following strategic ECMs should be prioritised for forward planning and staged investment:

• HVAC Controls Upgrade: Transition to advanced, automated HVAC control systems for substantial long-term energy efficiency.
• High-Efficiency Boilers: Replace ageing boilers with modern, efficient units to significantly decrease heating-related energy use.
• Building Insulation Enhancements: Improve insulation standards throughout the hotel, reducing heating and cooling demands substantially.
• Solar PV Installation: Expand renewable energy generation capacity with additional solar PV installations, decreasing reliance on grid electricity and supporting Net Zero targets.

These strategic ECMs require thoughtful planning and potential grant funding exploration, ensuring The Grand Brighton secures long-term operational resilience, cost stability, and sustainability leadership.

Sustainability, Net Zero & ESG

The Grand Brighton currently has a substantial carbon footprint, predominantly from Scope 1 (gas heating) and Scope 2 (grid electricity) emissions. To effectively align with Net Zero ambitions, immediate next steps include securing REGO-backed renewable electricity tariffs, enhancing on-site renewable energy generation, and actively engaging guests in sustainability practices. Adopting recognised ESG frameworks such as the GHG Protocol will provide structured, transparent reporting, enhancing both environmental performance and market positioning. By bridging energy efficiency improvements with broader sustainability initiatives, the hotel will significantly strengthen its ESG credentials and appeal to environmentally-conscious guests and stakeholders.

Risks, Resilience & Futureproofing

Hotels that delay energy efficiency actions risk escalating operational costs, regulatory non-compliance, and potential depreciation of asset value. Rising energy prices and increasing legislative pressures such as ESOS, SECR, TM44, and EPBD highlight the urgency to act now. However, significant resilience opportunities exist through strategic investments in solar PV installations, advanced building management system optimisation, and on-site energy generation capabilities. Proactively addressing these areas will not only mitigate risks but also futureproof the hotel’s operations, ensuring long-term financial stability, regulatory compliance, and enhanced asset value.

Monitoring, Roadmap & Next Steps

Implementing energy conservation measures effectively requires a structured, phased approach over the next 12–24 months:

• Months 1–6: Implement quick-win behavioural and low-cost ECMs, establish energy monitoring through submetering and BMS dashboards, and appoint staff energy champions.
• Months 6–12: Progress high-ROI capital projects, actively engage guests through clear sustainability signage and initiatives, and commence regular energy performance reporting to leadership.
• Months 12–24: Plan and begin implementation of strategic, long-term ECM investments, leveraging available grants and incentives, and ensure alignment with Net Zero and ESG reporting frameworks.

Begin immediately with low-cost ECM implementation and commit to quarterly reviews to maintain momentum, track progress, and celebrate successes, embedding energy efficiency firmly within the hotel’s operational culture.