Electricity and gas for hotels.
Every hotel matters.

Your hotel never closes.

While the last guests arrive, the cooling, IT, and security systems continue to run. In the morning, showers, breakfast, and housekeeping all coincide. Therefore, an empty room doesn't automatically reduce consumption in the same proportion as revenue.

This is precisely where the analysis begins: What energy does your building require regardless of occupancy? What consumption is generated by the restaurant, conferences, wellness facilities, or in-house laundry? We consider electricity and gas separately; however, both are essential components of your business planning.

The picture changes throughout the year. If a hotel is heated with gas, space heating is an additional factor during the heating season; hot water for rooms, kitchen, and wellness areas is needed year-round. With electricity, air conditioning and cooling can increase demand in the summer. Therefore, when procuring energy, its distribution across the months is just as important as the total annual amount.

Key performance indicators also need context: kWh per occupied room night can be helpful within a single hotel. A comparison between a city hotel and a wellness resort only becomes meaningful when factors such as the spa, kitchen, floor space, and outsourced laundry are taken into account. More on meaningful energy performance indicators →

Procure together. Understand each hotel.

A single hotel brand does not automatically mean a single contractual partner. Owners, lessees, operating companies, and franchisees can have different responsibilities. Before a joint tender, it must be clear who is authorized to decide on which electricity and gas supply point.

Meters and measurement methods also vary from hotel to hotel. Electricity is typically metered using registered load metering (RLM) for annual consumption exceeding 100,000 kWh, and gas for annual consumption exceeding 1.5 million kWh or hourly offtake capacity exceeding 500 kW. Smaller hotels usually operate on a standard load profile (SLP). In RLM-metered hotels, the highest 15-minute load – for example, when the kitchen, laundry, and sauna are running simultaneously – can increase network charges via the capacity price. Understanding peak loads and network charges →

Opening a hotel, closing seasonally, or taking over a hotel changes the required quantities. Such events should be factored into the planning before purchasing energy. We consolidate energy where it demonstrably benefits your portfolio and disclose pricing, quantity rules, and responsibilities before finalizing any agreement. Organize delivery points and contract deadlines →

The contract must support your business.

You decide how much security your hotel budget needs. We recommend the appropriate price guarantee, quantity flexibility, and supplier solution. For the most reliable planning possible, the price guarantee agreed upon in the supply contract limits open price risks for the price components and quantities specified therein. A deliberately chosen variable component offers additional market opportunities; we also calculate its potential additional costs. Check quantity range · Understanding procurement models

Headquarters sees the budget. The hotel is familiar with daily operations.

The building services department knows when a pool is being renovated. Management is aware of the event schedule. The purchasing department sees contract deadlines and budgets. If this information is only compiled at the annual billing stage, important explanations come too late.

Therefore, your hotel group needs a contact person for each property and central approval. Unusual consumption patterns and planned changes are assessed collaboratively. This way, headquarters doesn't need to know every technical detail – but they do need to understand the impact on quantities, costs, and contracts.

We start with your hotels.

For an initial consultation, you don't need a perfect portfolio list. Helpful information includes the number of your locations, existing electricity and gas bills, upcoming contract expiration dates, and any known changes. From this, we can determine what information is still needed for a reliable comparison.

1. Understand the operationDiscuss hotel types, usage, responsibilities and changes.
2. Organize the foundationCombine delivery points, quantities, load profiles and deadlines.
3. Clearly recommendEvaluate specific conditions, quantify differences, and recommend the appropriate hedging.

Once all the data and offers are available, you will receive a concrete recommendation. Before you approve it, you will know which prices are fixed, which items remain variable, and what rules apply to changes in hotel operations. We will document everything we agree upon with you based on this information in a transparent and comprehensible manner. Let's talk about your hotel portfolio →