Ed Brock is an award-winning journalist who has worked for various U.S. newspapers and magazines, including with American City & County magazine, a national publication based in Atlanta focused on city and county government issues. He is currently senior editor at Asian Hospitality magazine, the top U.S. publication for Asian American hoteliers. Originally from Mobile, Alabama, Ed began his career in journalism in the early 1990s as a reporter for a chain of weekly newspapers in Baldwin County, Alabama. After a stint teaching English in Japan, Ed returned to the U.S. and moved to the Atlanta area where he returned to journalism, coming to work at Asian Hospitality in 2016.
THE COVID-19 PANDEMIC has placed a new emphasis on cleaning for hotels. Some say that focus should remain long after the current emergency has passed.
Shortly after the pandemic was declared in mid-March, Miraj Patel, president of Wayside Investment Group in Houston, met with housekeeping staff and general managers at all three of the company’s hotels to discuss cleaning.
“We’ve given them specific instructions on maintaining cleanliness throughout the hotel,” Patel said. “Outside, inside, lobby, rooms everything. As people are laying off, we’re taking a different route and hiring an extra housekeeper just so they’re focused on cleaning the lobby every single hour. We’re trying to make sure that we’re on top of that. Our guests need to see that this hotel is truly keeping everything clean.”
He said the company bought hand sanitizer and cleaning supplies for each of its hotels, including the Red Roof PLUS it opened in Galveston, Texas, just as the pandemic struck.
California-based hotelier Sunil “Sunny” Tolani said cleaning, disinfecting and sanitizing is being done every two hours at his hotels and tracked in a log.
“All associates of the hotels have a cleaning schedule and it is being done faithfully at the hotel level for the protection of our guests and staff,” Tolani said.
Ellis Hospitality Group in Temecula, California, is observing how guests, employees and vendors move around their hotels, said Jyoti Sarolia, principal and managing member of the company.
“We look at the touchpoints, where germs could be left, and what we could do to clean after each touchpoint to mitigate any contamination from one person to another,” she said. “We are involved with our chemical company in the range of products that serve our hotels and checking to see the validity of how they disinfect surfaces. And we are creating a checklist for team members and ensuring each of our associates are safe.”
A long overdue focus on cleanliness
These new methods of cleaning hotels is something long overdue in the hospitality industry, said Ron Greenstein, director of sales and operations at Mayfair Hotel Supply in Elk Grove Village, Illinois.
“I’ve been in the distribution business for 30 years,” he said. “Over the years people always talked about how we clean, sanitize and disinfect properties, especially where we have a lot of common areas, and that’s the hospitality world. It always seemed at one point or another that it always became a budget thing, or it became how fast could you turn the room. When it came to really doing the justice of cleaning those rooms properly, my takeaway on all this is that everybody needs to readdress that.”
The COVID-19 pandemic makes cleanliness a higher priority in hotel budgets, Greenstein said.
“I think this unfortunately is going to be that scare tactic if you will that everybody’s going to say ‘Wow, maybe we should pay a little more attention to this,” he said. “Does it make sense to put a couple of extra bucks into the room, into how we disinfect. Maybe the rates go up a little but my god, wouldn’t we all want to have paid a little bit more for our travel or our room stay if we didn’t have to go through what we’re going through now.”
Sarolia’s focus on touchpoints is fully legitimate, Greenstein said. Travelers get off airplanes into an Ubers or cabs, all of which probably haven’t been disinfected. Germs are carried from there into the hotel property and transferred to door handles, elevator buttons and so on.
“Those high-touch areas just aren’t paid enough attention to,” he said. “There’s technology out there, there some new innovative products out there that can put a microband on some high-touch areas make it a little bit safer for everybody. I just think that’s gotta become the new norm.”
There are new products on the market that focus on high-touch areas, such as NanoSeptic self-cleaning surfaces. NanoSeptic products use light activated nanocrystals to oxidize organic contaminants, according to the company’s website.
“It’s almost like a sticker,” Greenstein said. “It can go on high-touch door handles and doorknobs. They even have one that’s like a little mat you can use as a mouse pad.”
NanoSeptic also produces mats for bathrooms by sinks, applications for buttons on elevators and tissue boxes.
“When drying your hands with a jet air dryer, water droplets that could contain bacteria and germs are expelled into the air, traveling as far as 6.5 feet and lingering in the air for up to 15 minutes,” Greenstein said.
It’s all about killing bugs
Orkin, most commonly known for pest control, has launched a new service in response to the pandemic. The company’s VitalClean service also focuses on sanitizing high-touch surfaces using a disinfectant registered with the Environmental Protection Agency as effective against other kinds of coronavirus (the virus that causes COVID-19, SARS-CoV-2, is too new for the EPA to register a disinfectant against it).
VitalClean also protects again various strains of Influenza.
“The disinfectant product we use is incredibly effective against other coronaviruses, has almost no toxicity and has been approved by the Centers for Disease Control and Prevention for fast-track review by the EPA for specific use against the SARS-CoV-2 virus,” said Judy Black, vice president of quality assurance and technical services for Orkin’s parent company Rollins, Inc.
A PETITION FOR a referendum on Los Angeles’s proposed “Olympic Wage” ordinance, requiring a $30 minimum wage for hospitality workers by the 2028 Olympic Games, lacked sufficient signatures, according to the Los Angeles County Registrar. The ordinance will take effect, raising hotel worker wages from the current $22.50 to $25 next year, $27.50 in 2027 and $30 in 2028.
Mandatory health care benefits payments will also begin in 2026.
The L.A. Alliance for Tourism, Jobs and Progress sought a referendum to repeal the ordinance, approved by the city council four months ago. The petition needed about 93,000 signatures but fell short by about 9,000, according to Interim City Clerk Petty Santos.
The council approved the minimum wage increase for tourism workers in May 2023, despite opposition from business leaders citing a decline in international travel. The ordinance requires hotels with more than 60 rooms and businesses at Los Angeles International Airport to pay workers $30 an hour by 2028. It passed on a 12 to 3 vote, with Councilmembers John Lee, Traci Park and Monica Rodriguez opposed.
The L.A. Alliance submitted more than 140,000 signatures in June opposing the tourism wage ordinance, triggering a June 2026 repeal vote supported by airlines, hotels and concession businesses.
AAHOA called the ruling a setback for Los Angeles hotel owners, who will bear the costs of the mandate.
"This ruling is a major setback for Los Angeles' small business hotel owners, who will shoulder the burden of this mandate," said Kamalesh “KP” Patel, AAHOA chairman. "Instead of working with industry leaders, the city moved forward with a policy that ignores economic realities and jeopardizes the jobs and businesses that keep this city's hospitality sector operating and supporting economic growth. Family-owned hotels now face choices—cutting staff, halting hiring, or raising rates—just as Los Angeles prepares to host millions of visitors for the World Cup and 2028 Olympics. You can't build a city by breaking the backs of the small businesses that make it run."
Laura Lee Blake, AAHOA president and CEO, said members are proud to create jobs in their communities, but the ordinance imposes costs that will affect the entire city.
“Even with a delayed rollout, the mandate represents a 70 percent wage increase above California's 2025 minimum wage,” she said. “This approach could remove more than $114 million each year from hotels, funds that could instead be invested in keeping workers employed and ensuring Los Angeles remains a competitive destination. The mandate increases the risk of closures, layoffs and a weaker Los Angeles."
A recent report from the American Hotel & Lodging Association found Los Angeles is still dealing with the effects of the pandemic and recent wildfires. International visitation remains below 2019 levels, more than in any other major U.S. city.
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AHLA Foundation is partnering with ICHRIE and ACPHA to support hospitality education.
The collaborations align academic programs with industry workforce needs.
It will provide data, faculty development, and student engagement opportunities.
THE AHLA FOUNDATION, International Council on Hotel, Restaurant and Institutional Education and the Accreditation Commission for Programs in Hospitality Administration work to expand education opportunities for students pursuing hospitality careers. The alliances aim to provide data, faculty development and student engagement opportunities.
Their efforts build on the foundation’s scholarships and link academics to workforce needs, AHLA said in a statement.
"We're not just funding education—we're investing in the alignment between academic learning and professional readiness," said Kevin Carey, AHLA Foundation president and CEO. "These partnerships give us the insights needed to support students and programs that effectively prepare graduates to enter the evolving hospitality industry."
ACPHA will provide annual reports on participating schools’ performance, enabling the Foundation to direct resources to programs with curricula aligned to industry needs, the Foundation said.
Thomas Kube, incoming ACPHA executive director, said the partnership shows academia and industry working together for hospitality students. The collaboration with ICHRIE includes program analysis, engagement through more than 40 Eta Sigma Delta Honor Society chapters and faculty development.
“Together, we are strengthening pathways to academic excellence, professional development and industry engagement,” said Donna Albano, chair of the ICHRIE Eta Sigma Delta Board of Governors.
Fragmented systems, poor integration limit hotels’ data access, according to a survey.
Most hotel professionals use data daily but struggle to access it for revenue and operations.
AI and automation could provide dynamic pricing, personalization and efficiency.
FRAGMENTED SYSTEMS, INACCURATE information and limited integration remain barriers to hotels seeking better data access to improve guest experiences and revenue, according to a newly released survey. Although most hotel professionals use data daily, the survey found 49 percent struggle to access what they need for revenue and operational decisions.
“The Future of Hotel Data” report, published by hospitality data platform Hapi and direct booking platform Revinate, found that 40 percent of hoteliers cite disconnected systems as their biggest obstacle. Nearly one in five said poor data quality prevents personalization, limiting satisfaction, loyalty and upsell opportunities.
“Data is the foundation for every company, but most hotels still struggle to access and connect it effectively,” said Luis Segredo, Hapi’s cofounder and CEO. “This report shows there’s a clear path forward: integrate systems, improve data accuracy and embrace AI to unlock real-time insights. Hotels that can remove these technology barriers will operate more efficiently, drive loyalty, boost revenue and ultimately gain a competitive edge in a tight market.”
AI and automation could transform hospitality through dynamic pricing, real-time personalization and operational efficiency, but require standardized, integrated and reliable data to succeed, the report said.
Around 19 percent of respondents cited communication delays as a major issue, while 18 percent pointed to ineffective marketing, the survey found. About 10 percent reported challenges with enterprise initiatives and 15 percent said they struggled to understand guest needs. Nearly 46 percent identified CRM and loyalty systems as the top priority for data quality improvements, followed by sales and upselling at 17 percent, operations at 10 percent and customer service at 7 percent.
Meanwhile, hotels see opportunities in stronger CRM and loyalty systems, integrated platforms and AI, the report said. Priorities include improving data quality for personalized engagement, using integrated systems for real-time insights, applying AI for offers, marketing and service and leveraging dynamic pricing and automation to boost efficiency, conversion and profitability.
“Clean, connected data is the key to truly understanding the needs of guests, driving amazing marketing campaigns and delivering direct booking revenue,” said Bryson Koehler, Revinate's CEO. “Looking ahead, hotels that transform fragmented data into connected data systems will be able to leverage guest intelligence data and gain a significant advantage. With the right technology, they can personalize every interaction, shift share to direct channels and drive profitability in ways that weren’t possible before. The future belongs to hotels that harness their data to operate smarter, delight guests and grow revenue.”
In June, The State of Distribution 2025 reported a widening gap between technology potential and operational readiness, with many hotel teams still early in using AI and developing training, systems, and workflows.
Hyatt partners with Way to unify guest experiences on one platform.
Members can earn and redeem points on experiences booked through Hyatt websites.
Way’s technology supports translation, payments and data insights for Hyatt.
HYATT HOTELS CORP. is working with Austin-based startup Way to consolidate ancillary services, loyalty experiences and on-property programming on one platform across its global portfolio. The collaboration integrates Way’s system into Hyatt.com, the World of Hyatt app, property websites and FIND Experiences to create a centralized booking platform.
World of Hyatt members can earn and redeem points on experiences booked through Hyatt websites, including wellness programs, cultural activities, ticketed events and local collaborations, the companies said in a statement. Members can also access FIND Experiences, which includes activities and auctions where points can be used to bid on events.
"In our search for an on-brand platform to power experiences and tap into ancillary revenue opportunities, Way's collaboration has been a true unlock for us," said Arlie Sisson, Hyatt’s senior vice president and global head of digital. "After a thorough evaluation of potential solutions, Hyatt chose Way to power the next chapter of our digital strategy by streamlining operations, elevating brand differentiation, enhancing personalization and, most importantly, delivering care at every touchpoint in the guest journey."
The Way initiative spans Hyatt’s portfolio, covering cabana rentals, in-room amenities and partnerships with local providers, the statement said. Way’s technology supports real-time translation, more than 100 currencies, multiple payment methods and data insights to help Hyatt manage operations globally.
"Hyatt set a high bar and Way is proud to bring their vision to life," said Michael Stocker, Way’s co-founder and CEO.
"The platform supports enterprise needs while preserving the guest experience."
U.S. CMBS delinquency rate rose 10 bps to 7.23 percent in July.
Multifamily was the only property type to increase, reaching 6.15 percent.
Office remained above 11 percent, while lodging and retail fell.
THE U.S. COMMERCIAL mortgage-backed securities delinquency rate rose for the fifth consecutive month in July, climbing 10 basis points to 7.23 percent, according to Trepp. The delinquent balance reached $43.3 billion, up from $42.3 billion in June.
Trepp’s “CMBS Delinquency Report July” showed multifamily led the increase, with its delinquency rate rising 24 basis points to 6.15 percent. Lodging fell 22 basis points to 6.59 percent and retail declined 16 basis points to 6.90 percent. Office delinquencies edged down to 11.04 percent after hitting a record 11.08 percent in June.
Loan-level analysis showed $4.4 billion in loans became newly delinquent in July, exceeding $3 billion that cured. Mixed-use, retail and office each accounted for more than $800 million of newly delinquent loans.
The seriously delinquent share, 60+ days, foreclosure, REO, or non-performing balloons, rose to 6.93 percent, Trepp said. Excluding defeased loans, the overall delinquency rate would be 7.41 percent.
A separate report from Lodging Econometrics showed the global hotel pipeline at 15,871 projects, up 3 percent year-over-year, totaling 2,436,225 rooms, up 2 percent.