Introduction Within the hospitality industry there are a number of departments that do not offer direct guest services but instead offer services in maintenance of the hotel property. Among these departments is the engineering department which many times plays the crucial role of operating the hotel heating and/or air conditioning, maintenance of refrigeration facilities, lighting and elevators and other transportation systems (Barrows and Powers 2009). In most establishments significant repair and maintenance work is carried out by external organizations but the hotel relies heavily on its internal staff to ensure smooth and efficient operation of its facilities. Given that utility costs have always been significant it would appear that efficient management of these facilities can play a major role in the overall performance of the establishment as a whole. This is evident based on reports by O’Fallon and Rutherford that indicate that energy costs could range between 4 to 6% of the property’s operation budget (2009). It has also been established that savings in these costs can be achieved by simply modification of staff behavior. In addition to behavior change it has been observed that recent technological advancements can make major improvements in the control of energy usage within the facility (Barrows and Powers 2009). This position leads to the conclusion that future managers need to be aware of changes in this area as they may offer a crucial competitive advantage. Background The position regarding the proper management of energy resources and outsourcing these services is crucial for a number of reasons. According to Sturman, Corgel and Verma it has been observed that in preparation for a career in the hospitality industry an individual is required to posses the correct human capital (2011). This is because despite of the effects of the recession, hospitality organizations are constantly in search of outstanding talent. This human capital is an intangible resource that plays a very vital role in whether or not the company will gain a competitive advantage within the industry (Sturman, Corgel and Verma 2011). Such individuals make the company profitable by applying their knowledge directly in concert with company assets. The company assets include buildings, equipment, furnishing and all are used to help the organization deliver value to its customers. By gaining knowledge on the most appropriate approaches to manage the company facilities an individual can gain insight that will save the company money and gain a competitive advantage. In addition to the issue of careers in hospitality it has been noted that in recent years growth within the hospitality industry has become more apparent in chain operations or within the industry’s corporate segment (Reid and Bojanic 2010). Due to this major players such as Hyatt, Hilton, Marriott International to name a few continue to increase their market share at the expense of smaller chains and independent operators. While independent operators have continued to survive, the market has become much more competitive and suggests a much greater emphasis on marketing (Reid and Bojanic 2010). Whereas the large corporate chains can manage to control their pricing due to economies of scale, the same appr