Hotel Opening Manual

Hotel Opening Manual

InterContinental Hotels Group

GENERAL MANAGER’S HOTEL OPENING MANUAL AND CHECKLIST For InterContinental Hotels Group Asia – Pacific Region

REVISED: 6 APRIL 2005

This material is CONFIDENTIAL and is not to be disturbed to unauthorized persons

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Contents 1 - VISIT OF GENERAL MANAGER TO REGIONAL OFFICE ................................................................. 5 1.1. 1.2. 1.3. 1.4. 1.5. 1.6. 1.7. 1.8. 1.9. 1.10. 1.11. 1.12. 1.13.

INTRODUCTION .........................................................................................................................................5 COORDINATION .........................................................................................................................................5 ORIENTATION ............................................................................................................................................5 ITEMS FOR VICE PRESIDENT – HOTEL OPENINGS TO ARRANGE BEFORE THE GENERAL MANAGER‟S ARRIVAL AT REGIONAL OFFICE ...................................................................................5 MEETING WITH NEW GENERAL MANAGER: VICE PRESIDENT IN-CHARGE OF HOTEL OPENINGS ...................................................................................................................................................7 MEETING WITH NEW GENERAL MANAGER: HUMAN RESOURCES ...............................................9 MEETING WITH NEW GENERAL MANAGER: TRAINING ................................................................ 10 MEETING WITH NEW GENERAL MANAGER: FINANCE & BUSINESS SUPPORT ......................... 11 MEETING WITH NEW GENERAL MANAGER: FOOD & BEVERAGE ............................................... 12 MEETING WITH NEW GENERAL MANAGER: SALES & MARKETING ........................................... 15 MEETING WITH GENERAL MANAGER: DESIGN AND ENGINEERING .......................................... 18 MEETING WITH GENERAL MANAGER: INFORMATION TECHNOLGY ........................................ 19 MEETING WITH GENERAL MANAGER: LEGAL COUNCEL ............................................................. 20

2. HUMAN RESOURCES – PRE OPENING CHECKLIST ........................................................................ 21 2.1. 2.2. 2.3. 2.4. 2.5.

HUMAN RESOURCE SURVEY ................................................................................................................ 21 STAFFING PLAN ....................................................................................................................................... 21 STAFFING PLAN REVISIONS ................................................................................................................. 21 HOTEL HUMAN RESOURCE MANAGER .............................................................................................. 22 TEMPORARY QUARTERS ....................................................................................................................... 22

3. TRAINING – PRE OPENING CHECKLIST ............................................................................................ 39 3.1.

TRAINING SCHEDULES .......................................................................................................................... 39

4. FINANCE & BUSINESS SUPPORT – PRE OPENING CHECKLIST ................................................... 40 4.1. 4.2. 4.3. 4.4. 4.5. 4.6. 4.7. 4.8. 4.9. 4.10 4.11. 4.12. 4.13. 4.14. 4.15. 4.16. 4.17. 4.18. 4.19. 4.20. 4.21. 4.22. 4.23. 4.24.

INTRODUCTION ....................................................................................................................................... 40 CONTROL OF PRE-OPENING BUDGET ................................................................................................. 40 RECRUITMENT & TRAINING OF HOTEL ACCOUTING PERSONNEL ............................................. 41 RELATIONS WITH OUTSIDE AUDITORS ............................................................................................ 41 RELATIONS WITH LOCAL LEGAL COUNSEL ................................................................................... 41 RELATIONSHIP WITH BANKERS ......................................................................................................... 41 RELATIONSHIP WITH GOVERNMENT OFFICIALS ........................................................................... 42 ACTIVITIES TO BE DISCUSSED WITH THE GENERAL MANAGER ................................................ 42 HOTEL POLICIES TO BE APPROVED BY THE GENERAL MANAGER ............................................ 42 HOTEL CREDIT POLICY ......................................................................................................................... 43 DESIGN OF HOTEL PRINTED FORMS ................................................................................................... 43 COMPUTER INSTALLATIONS ................................................................................................................ 45 RECEIPT AND CONTROL OF PRE-OPENING MERCHANDISE .......................................................... 45 SECURITY OF FURNITURE, FIXTURE & EQUIPMENT EXPENDABLES.......................................... 46 OFFICES AND STORE RENTALS ............................................................................................................ 46 CONTROL OF COST OF PRE-OPENING ................................................................................................. 46 INSURANCE .............................................................................................................................................. 46 CREDIT CARD TRANSMITTALS ............................................................................................................ 47 ACCOUNTING CONTROLS ..................................................................................................................... 47 INSTALLATION ........................................................................................................................................ 47 MAINTENANCE AND SERVICE CONTRACTS ..................................................................................... 48 SAFE DEPOSIT BOX KEYS AND SAFE COMBINATIONS ................................................................... 48 CONTROLLER‟S OFFICE FILING SYSTEM........................................................................................... 49 OPENING THE HOTEL – DETAILED INSTRUCTIONS ......................................................................... 49

5. SALES AND MARKETING – PRE OPENING CHECKLIST ................................................................ 55 5.1. PREPARING A PRE-OPENING MARKETING PROGRAM.................................................................... 55 5.2. DETERMINE YOUR MARKETING STRATEGY – BOTH SHORT TERM & LONG ............................ 56 5.3. PRE-OPENING SALES & MARKETING ACTIVITIES BUDGET GUIDELINE ....................................... 58 5.4. SELECT AN ADVERTISING AGENCY ................................................................................................... 59 __________________________________________________________________________________________________________ ____ March 2005 2


5.5. 5.6. 5.7. 5.8. 5.9.


SALES TEAM MANAGEMENT ............................................................................................................... 63 ACCOUNT MANAGEMENT .................................................................................................................... 64 BUSINESS HANDLING PROCEDURES .................................................................................................. 64 PRE-OPENING SALES & MARKETING CRITICAL PATH (BY FUNCTIONAL AREAS)................... 64 PRE-OPENING SALES & MARKETING CHECK LIST .......................................................................... 64

6. FRONT OFFICE - PRE-OPENING CHECKLIST ................................................................................. 69 6.1. 6.2. 6.3. 6.4. 6.5. 6.6.

INTRODUCTION ....................................................................................................................................... 69 MATTERS TO DISCUSS WITH GENERAL MANAGER ....................................................................... 69 MATTERS TO DISCUSS WITH CONTROLLER ..................................................................................... 70 MATTERS TO DISCUSS WITH EXECUTIVE HOUSEKEEPER ............................................................ 71 MATTERS TO DISCUSS WITH SALES/MARKETING .......................................................................... 71 FRONT OFFICE PRE-OPENING ............................................................................................................... 72

7. HOUSEKEEPING - PRE OPENING CHECKLIST ................................................................................. 78 7.1. 7.2. 7.3. 7.4. 7.5. 7.6.

ORIENTATION .......................................................................................................................................... 78 ORGANISATION ....................................................................................................................................... 78 TRAINING IN HOUSEKEEPING DEPARTMENT .................................................................................. 82 TURNOVER PUNCH LIST ........................................................................................................................ 85 IMPLEMENTATION.................................................................................................................................. 86 COUNTDOWN TO OPENING ................................................................................................................... 88

8. LAUNDRY AND DRY CLEANING - PRE OPENING CHECKLIST ................................................... 94 8.1. 8.2. 8.3. 8.4. 8.5. 8.6. 8.7. 8.8. 8.9. 8.10. 8.11. 8.12. 8.13. 8.14. 8.15. 8.16. 8.17. 8.18.

UTILITIES AND VENTILATION.............................................................................................................. 94 COORDINATION WITH ENGINEERING ................................................................................................ 95 SAFETY ...................................................................................................................................................... 95 EQUIPMENT TAKEOVER ........................................................................................................................ 95 SUPPLIES ................................................................................................................................................... 96 SUPPLIES TO BE ORDERED AFTER OPENING .................................................................................... 96 FORMS PRINTING .................................................................................................................................... 97 CONTINGENCY PLANNING ................................................................................................................... 97 PERSONNEL .............................................................................................................................................. 97 TRAINING .................................................................................................................................................. 98 COORDINATION WITH HOUSEKEEPING............................................................................................. 98 GUEST LAUNDRY .................................................................................................................................... 99 DRY CLEANING/PRESSING .................................................................................................................... 99 HOUSE LAUNDRY .................................................................................................................................. 100 REPORTING ............................................................................................................................................. 100 COMMUNICATIONS .............................................................................................................................. 100 KEYS ......................................................................................................................................................... 100 OUTSIDE LAUNDRY SALES ................................................................................................................. 101

9. FOOD AND BEVERAGE - PRE OPENING CHECKLIST .................................................................. 102 9.1. 9.2. 9.3. 9.4. 9.4. 9.5. 9.6. 9.7. 9.8. 9.9. 9.10. 9.11. 9.12. 9.13. 9.14. 9.15. 9.16.

INTRODUCTION ..................................................................................................................................... 102 MATTERS TO DISCUSS WITH THE GENERAL MANAGER.............................................................. 102 MATTERS TO DISCUSS AND COORIDNATE WITH CONTROLLER ............................................... 103 MATTERS TO DISCUSS WITH SALES & MARKETING / PUBLIC RELATIONS ............................. 104 LOCATE ALL ELECTRICAL AND TEMPERATURE CONTROLS IN FOOD & BEVERAGE AREAS ...................................................................................................................................................... 104 EMERGENCY POWER SYSTEM FOR FOOD & BEVERAGE AREAS/EQUIPMENT ....................... 104 FIRE PROTECTION IN FOOD & BEVERAGE ....................................................................................... 105 EQUIPMENT MAINTENANCE .............................................................................................................. 105 STAFF ORIENTATION AND PERSONNEL ACTIVITIES .................................................................... 105 FOOD AND BEVERAGE LINEN AND UNIFORMS.............................................................................. 106 MENUS, WINE LISTS AND BEVERAGE LISTS ................................................................................... 106 PRINTING................................................................................................................................................. 106 OPERATING EQUIPMENT AND INVENTORIES ................................................................................ 106 STEWARDING ......................................................................................................................................... 107 ENTERTAINMENT .................................................................................................................................. 107 MINI BARS ............................................................................................................................................... 107 ROOM SERVICES .................................................................................................................................... 108

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9.17. 9.18. 9.19. 9.20. 9.21. 9.22.


BANQUET OFFICE & BANQUET OPERATIONS................................................................................. 108 PUCHASING / RECEIVING .................................................................................................................... 109 EMPLOYEE CAFETERIA ....................................................................................................................... 109 KITCHEN AND FOOD PREPARATION................................................................................................. 110 BARS AND LOUNGES ............................................................................................................................ 110 TRAINING ................................................................................................................................................ 111

10. SECURITY - PRE-OPENING CHECKLIST ........................................................................................ 112 10.1. 10.2. 10.3. 10.4. 10.5. 10.6. 10.7. 10.8. 10.9. 10.10. 10.11. 10.12. 10.13. 10.14.

PERSONNEL AND HIRING SCHEDULE ............................................................................................... 112 GENERAL SECURITY OVERVIEW ...................................................................................................... 112 FIRE, LIFE SAFETY, EMERGENCY PROCEDURES ........................................................................... 112 HOTEL INCIDENT & CRISIS RESPONSE ............................................................................................. 112 LOSS & INCIDENT REPORTING ........................................................................................................... 113 SECURITY MANUALS ........................................................................................................................... 113 KEY SECURITY ....................................................................................................................................... 113 CASH SECURITY .................................................................................................................................... 113 PROSTITUE POLICY ............................................................................................................................... 113 GUEST SECURITY .................................................................................................................................. 113 UNUSUAL SECURITY PROBLEMS OR PROCEDURES, IF APPLICABLE ....................................... 114 SECURITY FOR OPENING DAY FESTIVITIES.................................................................................... 114 LOCAL LAW ENFORCEMENT AGENCIES ......................................................................................... 114 GATE PASSES & IDENTIFICATION ..................................................................................................... 114

11 – ENGINEERING - PRE-OPENING CHECKLIST ............................................................................... 115 OVERVIEW .......................................................................................................................................................... 115 12 - PUNCH LIST - PRE-OPENING CHECKLIST .................................................................................... 116 12.1. 12.2. 12.3. 12.4. 12.5. 12.6. 12.7. 12.8.

INTRODUCTION ..................................................................................................................................... 116 CONSTRUCTION PUNCH LISTING ...................................................................................................... 116 OPERATIONS INPUT ON THE PUNCH LIST ....................................................................................... 116 CONSOLIDATED PUNCH LIST PRESENTED TO CONTRACTOR .................................................... 116 OCCUPYING AREAS BEFORE PUNCH LIST COMPLETION ............................................................ 117 CONTRACTOR‟S RESPONSIBILITY FOR ACCEPTED AREA ........................................................... 117 JOINT MAINTENANCE WHEN POSSIBLE .......................................................................................... 117 FURNITURE, FIXTURE & EQUIPMENT PUNCH LIST ....................................................................... 117

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1 - VISIT OF GENERAL MANAGER TO REGIONAL OFFICE 1.1.

INTRODUCTION The General Manager appointed to manage a new hotel project will visit the Regional Office responsible for that project, en-route to the site. For purposes of this manual, the regional Senior Executive in charge for the hotel opening project will be referred to as the “Vice President – Hotel Openings”1. The sections below provide an extensive and detailed checklist. The intent is not only to serve as a checklist, but also to prompt discussion, and generate relevant and novel ideas/activities that are of high-impact, to ensure a successful opening. 1

1.2.

COORDINATION The Vice President - Hotel Openings responsible for the new project shall arrange the timing of the General Manager‟s visit, and will communicate same to the incoming General Manager. The General Manager on his/her own initiative should confirm the dates of the visit shortly before departure. The Vice President - Hotel Openings will coordinate a schedule of meetings for the General Manager to meet the respective Regional Specialists to ensure a productive visit. Those General Manager‟s who have been involved with the development phase of the project will of course, have a greater knowledge of the project, and may not need the depth of briefing prescribed below. If the opportunity presents itself, some of these meetings and discussions may be held earlier.

1.3.

ORIENTATION The topics assume the Regional Specialists are intimately familiar with the site and location, which for various reasons may not be the actual case. In some cases, the General Manager may have a greater knowledge of the location than the Regional Specialists, due to having worked there before, etc. Nevertheless, this is the opportunity for the Regional Specialists to brief the General Manager on unusual or novel ideas, opportunities, and activities, which is being implemented by other InterContinental Hotels Group hotels and by the competition. The Vice President - Hotel Openings should determine which open items should be investigated by the General Manager and reported back to the Regional Office, once the General Manager has visited the hotel site.

1.4.

ITEMS FOR VICE PRESIDENT – HOTEL OPENINGS TO ARRANGE BEFORE THE GENERAL MANAGER’S ARRIVAL AT REGIONAL OFFICE 1. 2. 3. 4.

Date and time to visit Regional Office by incoming General Manager. Meeting schedule for incoming General Manager. Ensure I-Connect 2 for hotel pre-opening office is enabled prior to arrival of General Manager Consolidate following material to be handed over to new General Manager as soon as possible: a. Hotel management agreement

1

For Greater China, there is a dedicated Vice President for Hotel Openings. In other regions, this is likely to fall under the Chief Operating Officer and/or his nominated Regional General Manager. 2

InterContinental Hotels Group‟s website for Asia Pacific

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b. c. d. e. f. g. h. i. j.

5.

6. 7.

8.

9. 10. 11.

12. 13.

14.

Design & Engineering agreement InterContinental Hotels Group feasibility survey Market study prepared by consultants, if available Pre-opening budget and supporting documents Staffing schedule, with budget Marketing plan for pre-opening, with budget Latest fact sheet (and fact sheet checklist, if done) Pre-opening manual Information about country, city and local customs and practices, including a review of competitive situation k. Information about Owning Company if appropriate. Other agreements binding Owning Company and InterContinental Hotels Group. l. Access to I-Connect (InterContinental Hotels Group website for Asia Pacific) Arrange notification to Board of Owning Company at departing General Manager‟s hotel. If General Manager is not from this region, to coordinate with responsible Chief Operating Officer from the other region. Arrange schedule for new General Manager to meet new hotel‟s Owning Company personnel at location convenient for them. Arrange schedule for new General Manager to meet, as appropriate, en-route to or at new city, important travel agencies, important commercial clients, community leaders and government officials. Identify local or governmental dignitaries with whom new General Manager should develop close working relationship, including Minister of Tourism and Ministry responsible for approving work permits. Secure information about office space for General Manager and staff at new location, including General Manager and staff housing. Secure information about expatriate work permit approval process, number of expatriates permitted, special taxes involving expatriates. Decide on traditional hotel / Owning Company events and courtesies that General Manager may extend to Board Members and Owning Company employees, as general guidance for new General Manager. Establish date for presentation of new General Manager and Owning Company Board. Decide on parameters for formal hotel opening: who will be responsible for assembling list of attendees, Owning Company /attendee gifts, number of receptions, budget and the like. Arrange introductions for new General Manager to local hoteliers, restaurateurs who may be known to the Vice President - Hotel Openings and/or the Regional Specialists.

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1.5.


MEETING WITH NEW GENERAL MANAGER: VICE PRESIDENT IN-CHARGE OF HOTEL OPENINGS1 1. Show where the relevant material and templates can be found on I-Connect 2. Provide Handover Kit and Checklist to General Manager

a. General 1. Fact sheet / Project Summary 2. Strategic Brief: Unique Selling Points and Brand Differentiators 3. Hotel Information: Known idiosyncrasies of project, site or location 4. Market Information - Competitive framework: Occupancy / Average Rates - Competitive Set (i.e. Key Competitors) - Source of Business (Geographical (International/Domestic), Type of Business (Business, Leisure, Meetings and Conferences) 5. Highlight key points and special clauses in the Hotel Management Agreement 6. Owner Information - Owning company organization (who‟s who?) - Relationships with Owning Company - Internal Owning Company relationships - Names, addresses and telephone numbers of Board Members - Equity positions of Owners: Are Board Members management employees? Who has approval authority? Implication? - Capital expense budget procedure and capital expense approval with Owning Company - Board meeting timetable and review of previous minutes - Traditional courtesies to be extended to Board Members and Owning Company employees - Establish date to meet Board and Owning Company staff on site 7. Feasibility Study 8. Temporary General Manager office space outside of new hotel project site b. Financials 1. Pre-opening budget and financial projections: What was given to the owners? Any special budget agreement/understanding with Owning Company? 2. Procurement checklist: Purchase of expendables and hotel operating supplies. c. Pre-Opening Marketing Kit: (See Chapter 5: Sales & Marketing) d. Human Resources Kit 1. Recruitment Kit 2. Orientation Kit 3. Training Kit e. Design & Engineering 1. Interior Design Specifications 2. Blueprints and plans (Mechanical Electrical & Plumbing, Architectural & Structural, Signage Specifications) 3. Equipment List with Specifications (Furniture, Fixture & Equipment) 4. Progress on construction and timetable for opening 3. Explain Key Tasks during the Pre-Opening and Critical Path 1

This may vary between regions. In China, this will fall under the Vice President – Hotel Openings. For other regions, this could be handled by the Chief Operating Officer and/or the Regional General Manager. __________________________________________________________________________________________________________ ____ March 2005 7



a. Discuss Financials 1. Hotel Pre-opening budget: Agree on General Manager review and necessary revisions 2. Staffing Plan (Hiring Dates and number of staff) 3. Preparation and timing of first year Budget b. Discuss Staffing matters1 1. Organisation chart for new hotel 2. Possible candidates for department heads and approval coordination 3. Housing for General Manager and staff, temporary and permanent c. Explain Critical Path 4. Highlight Administrative Matters relevant for hotel opening

a. Checklist of InterContinental Hotels Group programs that hotel will need to enrol (e.g. Guest Survey (GSTS), Employee Survey (ESPS), etc) b. Regional office approval/awareness procedures for General Manager c. Power of attorney for bank signatures and arrange if required d. Recommendations re: bank, lawyer and auditor e. Regional Office administrative calendar for new hotel f. Upcoming Regional schedule for General Manager Workshops and department head workshops. g. Complaints and Regional method for handling/coordinating 5. Explain Policies that needs to be addressed for a new hotel:

a. b. c. d. e. f. g. h. i. j. k. l. m. n. o. p. q. r. s. t. u. v. w. x. y. z.

1

Use of hotel car Vacation policy for expatriates and local employees National and religious holidays Hiring policy Layoff policy Probationary period for new hires Employee termination policy Sickness procedure Disability procedure Overtime policy, and procedure for General Manager‟s approval Bonus policy, if applicable (year end, holiday, etc.) Severance pay policy Who lives in hotel? Who eats where? Dependent meals? Staff transportation Expatriate dependent education: which language available? Expatriate promises, and transfer opportunities Training for local employee replacement of expatriates Department head privileges Employee privileges (meals, city ledger, etc.) Medical insurance and related benefits Pension or retirement plan or policy Policies on store rentals/concessions with respect to this hotel project Cash advance, loans, uniform allowance to employees Department head policy in-hotel and outside of hotel Unusual policies prevalent in location of new hotel

Also refer to Point 5 below: Policies to be discussed for new hotel

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1.6.


MEETING WITH NEW GENERAL MANAGER: HUMAN RESOURCES

1.

Show where the relevant material and templates can be found on I-Connect

2.

Explain Key Tasks during the Pre-Opening and Critical Path a. Discuss Financials (Pre-opening budget, Staffing Plan, First year Budget) b. Discuss Staffing matters - Organisational Chart - Staffing Plan (Hiring Dates and Number of Staff) - Key Executives (Possible candidates / Approval and coordination) c. Explanation of Critical Path

3.

Discuss following topics and make recommendations or suggestions: a. Any known expatriate problems: work permits, number allowed b. Where and how to recruit needed hotel staff c. Pre-opening staffing schedule by position d. Timing guidelines for staff arrival, including training staff from Corporate and Regional offices e. Types of languages required by staff members f. Salary levels for various positions in hotel g. Recommended coordination with regional office on positions filled, to avoid duplicate effort h. Regional assistance available for staff recruitment i. Explanation of appropriate existing manuals, collateral, InterContinental Hotels Group websites etc that should be made available to the opening team

4. Discuss local situation for preparing Staff Orientation Handbook: a. Hours worked per week in various departments b. Vacation policy c. National and religious holidays d. Employee probationary period e. Sickness procedure f. Disability procedure (government benefits?) g. Overtime policy and rate; what constitutes overtime? h. Bonus policy, if applicable (end year, holiday, etc.) i. Staff housing j. Staff transportation k. Minimum wage guidelines l. Minimum working age m. Retirement age: mandatory? n. Government non-discriminatory regulations or preference rules o. Local employment restrictions p. Health certification required of some/all employees? q. Clearance by police department required? r. Accident insurance coverage? s. Health insurance, dental plan? t. Retirement plan? 5. Recommendations on orientation program for employees and separate program for Department Heads

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1.7.


MEETING WITH NEW GENERAL MANAGER: TRAINING 1. Show where the relevant material and templates can be found on I-Connect 2. Explain Key Tasks during the Pre-Opening and Critical Path a. Discuss Financials (Pre-opening budget, Staffing Plan, First year Budget) b. Discuss Staffing matters - Organisational Chart - Staffing Plan (Hiring Dates and Number of Staff) - Key Executives (Possible candidates / Approval and coordination) c. Explanation of Critical Path 3. Discuss following topics, as appropriate: a. Hotel training facilities required: rooms/films/library, etc. b. Regional training assistance available (including websites) c. Government training programs and assistance available d. Language training program e. Supervisory training f. New hire orientation g. First aid and safety training programs h. Hotel rules and regulations

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1.8.


MEETING WITH NEW GENERAL MANAGER: FINANCE & BUSINESS SUPPORT 1.


2.

Explain Key Tasks during the Pre-Opening and Critical Path a. Discuss Financials (Pre-opening budget, Staffing Plan, First year Budget) b. Discuss Staffing matters - Organisational Chart - Staffing Plan (Hiring Dates and Number of Staff) - Key Executives (Possible candidates / Approval and coordination)1 c. Explanation of Critical Path

3.

Discuss following topics, as appropriate: a. InterContinental Hotels Group Accounting Policy and Procedure b. Pre-opening budget control at hotel and required coordination c. Regional coordination with hotel for Regional-controlled pre-opening budget expenditures d. Interim procedures for handling local pre-opening expense disbursements e. Owning Company financial status and any peculiar requirements (if any) f. Local banking arrangements (including hotel to management company, and owner to hotel) g. Insurance arrangements (including pre-opening and post opening) h. Schedule for on-site visits and coordination needed i. Requirements for General Manager prior to arrival on-site of hotel Director of Business Support j. Unusual local conditions requiring (if any)

4.

To emphasize and discuss the terms of hotel management agreement implications for hotel accounting policies and activates.

5.

Hotel Management System / Specification guidelines a. Provide latest quotations and requirements of Hotel Management System (PMS, POS, Accounting System etc.) b. What other InterContinental Hotels Group hotels have this software package. c. Local maintenance of computer equipment available

6.

Review hotel plans and blueprints for accounting and back of the house facilities pertaining to accounting activities. a. Location for Drop Safe/ Safe Deposit Box b. General Cashier‟s Office c. Location of Computer Room/ Fireproofing Safe Box d. Receiving Area e. General Store Locations f. Accounting Office

7.

Review pre-opening staffing schedule for accounting department + post opening manning

1

Short listing of candidates for hotel Director of Business Support will be carried out through the Human Resources department __________________________________________________________________________________________________________ ____ March 2005 11



MEETING WITH NEW GENERAL MANAGER: FOOD & BEVERAGE 1. Show where the relevant material and templates can be found on I-Connect 2. Explain Key Tasks during the Pre-Opening and Critical Path

a. b.

c.

Discuss Financials (Pre-opening budget, Staffing Plan, First year Budget) Discuss Staffing matters - Organisational Chart - Staffing Plan (Hiring Dates and Number of Staff) - Key Executives (Possible candidates / Approval and coordination) Explanation of Critical Path

3. Discuss Staffing for hotel

a. b. c. d. e. f. g.

Candidates for hotel Food & Beverage Manager: special needs? Culinary background required for Executive Chef: candidates Candidates and recruitment of Food & Beverage supervisory staff. Review Pre-Opening staffing schedule for Food & Beverage department Recruitment ideas used at other InterContinental Group hotels Competitive wage scale and impact on recruiting Staff transportation, any problem? Methods used at other InterContinental Group hotels to recruit casual labour for banquets, etc. and build a loyal cadre.

4. Review local competitive situation for Food & Beverage.

a. b. c. d. e. f. g.

Local Food & Beverage competition and market niche for hotel Suggestions for building a local Food & Beverage clientele Local staff turnover and recruitment situation Merchandising methods used by the competition Live entertainment programs used by the competition Availability of local food and beverage raw goods, and stewarding supplies. [Implications for menu planning?] Known competitive Food & Beverage costs and expenses. Regional goals.

5. Review hotel plans and blueprints for Food & Beverage areas.

a. b. c. d. e. f. g.

Kitchen set-up. Explain concept envisioned by InterContinental Hotels Group and designers for Food & Beverage outlets/kitchens. Clientele to cashier traffic patterns. Service stations mise-en place: location, suitability. Food checkers locations, procedures, if appropriate. Food storage locations and refrigerators. Beverage storage locations, including mini-bar and wine.

6. Food and Beverage Outlets in hotels (discuss for each outlet)

a. b. c. d. e.

f.

Location Décor Space and seating capacity. Discuss potential hours of operation (legal restrictions?) Review potential market for each Food & Beverage Outlet. (1) Total market potentially available. (2) What market segments should be targeted? (3) How to build InterContinental Hotels Group‟s image in this market? (4) Special marketing and merchandising considerations? Equipment to be ordered for each Outlet. (1) Silver and flatware. (2) China.

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g.


(3) Glassware (4) Linen. (5) Serving Trolleys (6) Ashtrays and candleholders (7) Service equipment. Outlet Menus (1) Menus from local competition. (2) Competitive price structure in local/regional market. (3) Special menus needed: children, ethnic, religious. (4) Menu design (5) Calendar for printing contracts and deadlines. (6) Menu covers used by other InterContinental Group hotels. (7) Guest check presentation practiced by competition. (8) Doorknob room service menus used by InterContinental Group hotels. (9) Menu cycle.

7. Goal and Objectives:

a. b. c.

Hotel and Regional Food & Beverage Goals/Objectives for Pre-Opening. Marketing Plan. Implementation needed to achieve goals and objectives.

8. Food and Beverage Marketing:

a. b. c. d. e. f. g.

External promotional merchandising: what works locally, and what has been successful at other hotels. Internal promotional merchandising programs. Known successful advertising programs. Public relations programs: what is considered media-worthy locally? What gets in the papers? Ideas from other InterContinental Hotels Group hotels. Competitive trends. Marketing Plans and desired InterContinental Hotels Group image in competitive market. Required sales organization for Food & Beverage needs.

9. Entertainment:

a. b. c.

Discuss possible joint regional hotel entertainment program. Regional coordination on Entertainment contracts. Possible regional hotels assistance: scouting, etc.

10. Mini-bars:

a. b. c. d. e. f.

Equipment supplied in guestrooms. Restocking carts: overnight storage and corridor security. Who handles restocking; can room maids be used? What are successful programs to minimize late charges on guest departure day? Who is responsible for cleaning guestroom dirty glassware? Successful InterContinental Hotels Group programs to control liquor stock and maintenance of same in mini-bar stores.

11. VIP Food & Beverage Amenities to Guestrooms

a. b. c.

Who should deliver: guest relations/room services/other? What does competition offer? Unusual ideas other hotels?

12. Banquets

a. b. c.

Banquet menus from other sister hotels and competition. Banquet promotional brochures and material: samples. Banquet office set-up and organizational recommendations.

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d. e. f.


Recommendations for successful banquet sales program. Banquet equipment ordered. Casual Labour. (1) Availability and recruitment locally. (2) Personnel processing (3) Payment method expected locally (by job or hour/cash/check) (4) Training and development of cadre for call-back. (5) Records of trained staff for later call-back.

13. Purchasing for Food & Beverage

a. b. c. d. e.

Introduction and explanation Import restrictions which affect Food & Beverage Department. Restocking china and glassware locally. Restocking linen locally. Quality and availability of local products.

14. Employee Cafeteria

a. b. c. d.

Recommendations on hotel policies. Décor and ambiance. Food Quality control and local menu recommendations. Mechanism for staff suggestions on improvements.

15. Kitchens

a. b. c.

Equipment layout and workflow. Kitchen storage and refrigeration. Fire control.

16. Stewarding

a. b. c. d. e.

Staffing structure. Location of department and equipment ordered. Cleaning program commendations. Pest control program. Local health authorities. Check a neutral source, like the competition, on the following;  Inspection program; announces or unannounced?  Certification for opening and after opening program.  Penalties which can be imposed by health officials.

17. Room Service

a. b. c. d. e.

Room Service Kitchen and table set-up area. Order takers‟ office. Possible congestion from room service table set-up/storage? In-room menu and doorknob menu: suggestions. Clearing room service trays/tables: procedure that works.

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1.10.


MEETING WITH NEW GENERAL MANAGER: SALES & MARKETING 1.


2.

Explain Key Tasks during the Pre-Opening and Critical Path a. Discuss Financials (Pre-opening budget, First year Budget) b. Discuss Staffing matters - Organisational Chart - Staffing Plan (Hiring Dates and Number of Staff) - Key Executives (Possible candidates / Approval and coordination) c. Explanation of Critical Path

3.

Discuss following topics, as may be appropriate: a. Regional coordination of pre-opening budget marketing expenditures. b. Regional Marketing Director travel plans for site visits and General Manager co-ordination.

4.

Pre-Opening Sales & Marketing Plan: a. Situation Analysis - Competitive Situation: Occupancy and Room Rate trends b. Pre Opening Sales & Marketing set up contact list / Sources of business anticipated by InterContinental Hotels Group Top commercial potential producers for InterContinental Hotels Group. Top travel agency producers in region. Top airline producers Airline crews Priority Club Rewards (PCR) Program / Ambassador for InterContinental hotels Potential shop and store rental candidates c. Marketing strategy - Innovative Marketing Activities: - What is the competition up to? - Unusual activities tried at other regional InterContinental Hotels Group hotels. - Has anything failed and why? - Unusual promotional activities that work. d. Sales Action Plan e. Public Relations and Communication Plan - Media/Press contacts already made or required. - Coordination for hotel grand opening ceremonies. - Community relations contacts and program. - In-hotel advertising and graphics. f. Pre-Opening Sales & Marketing Activities Budget g. Channel Strategy and Distribution Marketing h. Relationship Marketing i. Sales & Marketing Critical Path

5.

Brand Guideline - Icons, Keys, Hallmarks

6.

Hotel Strategic Positioning Session, Key Message Development

7.

Communications

8.

Collaterals, Imagery, Logo and Signage

__________________________________________________________________________________________________________ ____ March 2005 15



9.

Advertising a. Selection of local advertising agency and recommendations. b. Media Planning Brief, Creative Design Brief, Advertising Guidelines c. Is advertising program in pre-opening budget? d. What has proven effective in the region? e. What are unusual activities that create free advertising? f. Image building in local community: ideas? g. Cooperative advertising used in region h. Joint Regional advertising campaigns. i. What types of media are effective in this region? j. Advertising program after hotel opening.

10.

Pricing Strategy: Opening Offer & Rate Structure a.

Guaranteed Company Rate Program: - Rate structure.

b.

Hotel Room Rate structure: - Transient Discount - Locally Negotiated Rates (LNR) - Long Staying Rates - Wholesale FIT Rates - Meetings, Incentives, Conventions and Exhibitions (MICE) Rates - Airline Rates (Passenger, Crew, Employee, Layover) - Diplomatic and Government Rates - Series Rates - Ad Hoc Group Rates - Weekend Packages - Seasonal Packages - Owning Company staff, if applicable

11.

Channel Management a. Holidex Plus set up - PHASE I Holidex Plus & Global Distribution System, Hotel Descriptions, ECS - PHASE II Website Requirements and Descriptions - PHASE III Rates Loading / Room Types Build and Descriptions b. Direct Channel: E-commerce / Brand Website; Central Reservation Offices c. Indirect Channel: Global Distribution System / Third Party Interface / Wholesaler

12.

Relationship Marketing

13.

Account Management a. Account Definition b. Account Profile c. Account Planning d. Activity Management e. File Management f. Request For Proposal (RFP) Express g. Corporate / Business Travel Agent Rate Loading

14.

Business Handling Procedures

__________________________________________________________________________________________________________ ____ March 2005 16



a. b. c. d.

Corporate Section Convention & Banquet Section Group / Tour Section Airline Section

15.

Sales Team Management a. Sales Force Management b. End of Month Report c. Business Planning d. Competitor Activity Summary e. Office Management f. Standard Contracts and Agreements

16.

Pre-Opening Sales & Marketing Activities Budget Guideline

17.

Pre-Opening Sales & Marketing Check List

18.

Grand Opening activities: a. Coordination on list of invites. b. Samples of prior pre-opening invitation forms, etc. c. Coordination of publicity blitz. d. Gifts for attendees, and for Owning Company representative(s). e. Entertainment activities for attendees: local options. f. Number of receptions to be given and to who invited? (1) Prior history in other InterContinental Hotels Group openings (2) Budget available. (3) Format, theme or ambiance recommended each function. (4) Menus and ideas from previous pre-opening festivities include samples and artwork.

__________________________________________________________________________________________________________ ____ March 2005 17


1.11.


MEETING WITH GENERAL MANAGER: DESIGN AND ENGINEERING 1. Show where the relevant material and templates can be found on I-Connect 2. Explain Key Tasks during the Pre-Opening and Critical Path a. Discuss Financials (Pre-opening budget, Staffing Plan, First year Budget) b. Discuss Staffing matters - Organisational Chart - Staffing Plan (Hiring Dates and Number of Staff) - Key Executives (Possible candidates / Approval and coordination) c. Explanation of Critical Path 3. Candidates for hotel Chief Engineer.1 4. Meet Architect / Interior Designer / Owner‟s Project Manager assigned to project. 5. Design and Engineering overview briefing 6. Review hotel Fact Sheet. 7. Review hotel floor plans and discuss related matters. 8. Review Design and Engineering pre-opening activities for this project  Discuss Interior and Graphics Design Checklist.  Observations related to fixed décor this project.  Project Countdown and Handover  Importation problems with equipment and spare parts. Review Engineering Department operating plan and facilities as designed

1

This may be coordinated out of the Human Resource Department

__________________________________________________________________________________________________________ ____ March 2005 18


1.12.


MEETING WITH GENERAL MANAGER: INFORMATION TECHNOLGY 1. Show where the relevant material and templates can be found on I-Connect 2. Explain Key Tasks during the Pre-Opening and Critical Path a. Provide Estimation of Cost (Equipment, Maintenance and Training) b. Discuss Staffing matters (1 manning only) c. Explanation of Critical Path 3. Explain InterContinental Hotels Group Information Technology Standards a. Broadband for Internet and I-Connect b. Hotel Systems c. “What is endorsed” and “What is not endorsed” by InterContinental Hotels Group 4. Discuss Coordination and Implementation Plan between Regional Office, Hotel and Vendor 5. Explain importance of “Strict Compliance” by hotel of InterContinental Hotels Group Technology Standards and Procedure

__________________________________________________________________________________________________________ ____ March 2005 19


1.13.


MEETING WITH GENERAL MANAGER: LEGAL COUNCEL 1.


2.

Explain Key Tasks during pre-opening and Critical Path

3.

Discuss relevant issues in hotel contract.

4.

Selection of local attorney.

5.

Registration to do business in locality and local licenses.

6.

Registration of names, copyrights and the like.

7.

Powers of attorney to represent InterContinental Hotels Group if hotel owned/leased

8.

Obtaining minutes of Owning Company meetings (if InterContinental Hotels Group owns stock) and updating list of Officers and Directors of Owning Company.

__________________________________________________________________________________________________________ ____ March 2005 20



2. HUMAN RESOURCES – PRE OPENING CHECKLIST

2.1.

2.2.

HUMAN RESOURCE SURVEY1 1.

Once a firm signed contract has been executed for a management agreement for a new project, the Vice President - Hotel Openings will designate a human resource specialist to conduct a Human Resources Survey.

2.

This survey will accumulate the data required for preparing the hotel pre-opening budget, the manning schedule and staffing headcount by position. The survey needs to be compiled as early as practicable.

3.

The survey would normally be completed 2 to 3 years prior to the anticipated opening of the project, and then updated periodically by the Regional Specialist until it is handed over to the General Manager appointed for the project.

STAFFING PLAN 1. The Staffing Plan uses the Human Resource Survey (Excel Based model) as the primary

source document to “automatically calculate” and accomplish the following tasks: a. Establish an accurate Pre-Opening Payroll budget for hotel staff. b. Provide a detailed document for Pre-Opening manpower planning, and serve as a guideline for recruitment planning. c. Identify the number of expatriate staff required (if applicable). d. Determine the number of uniforms which must be purchased, by department, for male and female staff. e. Determine the number of staff lockers which should be purchased for the employee male and female locker rooms. Provide for full capacity and also casual labour. f. Serve as a useful working document for the incoming General Manager and Department Heads. 2. The Vice President - Hotel Openings will delegate to a staff member the task of preparing

a Staffing Plan for the new project, who in turn will closely coordinate with all affected Regional Department Heads / Functional Specialists. 2.3.

STAFFING PLAN REVISIONS2 1.

Wage ranges and related staff conditions/benefits for each hotel position identified in the survey / staffing plan should be reviewed twice prior to the opening by the incoming General Manager; once at the six-month period and again three months before the scheduled opening. The review to the projected wage rates is meant to ensure that Human Resources information and pay scales are current, practical and competitive. The General Manager and hotel Human Resources Manager have the responsibility, but will require periodic updates from Regional staff with respect to the wage rates of expatriate staff.

2.

1

The Human Resource Survey comprises of a Quantitative Section (i.e. Excel Based model) and a Qualitative Section (i.e. Questionnaire). See the end of this chapter. 2

__________________________________________________________________________________________________________ ____ March 2005 21


3.

4.

2.4.


The Regional Director Human Resources will coordinate with the Vice President Hotel Openings and the General Manager to agree on a meaningful program to provide the most efficient Regional assistance for recruitment and training, as may be required by the General Manager. Revisions to the Staffing Plan may result in material changes to the Pre-Opening Budget. Such changes require approval of the Owning Company (or whatever legal entity is funding the Pre-Opening Budget). Unless specifically authorised by the Vice President - Hotel Openings, the General Manager does not have the authority to revise the total amount in the Pre-Opening Budget. The Vice President - Hotel Openings must authorize each change in the total Pre-Opening Budget, and has responsibility for coordinating such changes with affected Regional Departments (e.g. Operations, Development, and Design and Engineering), as well as with the Owning Company.

HOTEL HUMAN RESOURCE MANAGER Hiring Schedule 1. The Hotel Human Resources Manager will work with the General Manager to review the Hiring Schedule, in accord with the Staffing Plan supplied by the Regional Office. 2. The Hiring Schedule is prepared on a department by department basis, suitable for later use by each hotel Department Head. 3. The General Manager will coordinate with the Vice President - Hotel Openings on the schedule for the soft opening as it pertains to the Hiring Schedule. In the event of any changes to the Staffing Plan, the General Manager will then publish the revised Staffing Plan and copy the Vice President - Hotel Openings. 4. Department hiring schedules must be realistic with respect to arriving hotel Department Heads who do the actual final staff selection for their own respective departments. Arrival schedules for the Department Heads may require modifications of the Hiring Schedule, or vice versa. 5. The Vice President - Hotel Openings will coordinate with affected Corporate Departments throughout the pre-opening program, to ensure that InterContinental Hotels Group consultants, advisors and trainers are adequately briefed to permit timely scheduling of key specialist to accomplish their jobs at the lowest possible cost.

2.5.

TEMPORARY QUARTERS 1. 2.

3.

Timing of the Hiring Schedule may dictate that staff is hired before office space or housing facilities are completed. The General Manager will delegate responsibility for contracting required temporary office space off-site, or temporary housing quarters, according to local conditions. The Human Resources Manager must keep this requirement in mind and work closely with the General Manager to ensure that arriving staff or consultants are properly accommodated with respect to both office space and housing, to ensure efficient use of expensive manpower. Temporary training quarters may also be required, and this well be a consideration to bear in mind when planning the Hiring Schedule.

__________________________________________________________________________________________________________ ____ March 2005 22



HUMAN RESOURCE SURVEY Fill in the Project Details

______________________________________________________________________________________________________________ March 2005

23



HUMAN RESOURCE SURVEY I.

WAGE AND SALARY ADMINISTRATION Fill in the Personnel, Training & Employee Related (PTER) benefits. This survey will normally be completed 2 to 3 years prior the anticipated opening of the project, and then updated annually by the Regional Office until the General Manager is appointed for the project.

Please Enter PTER Assumptions Base Below Calculation Base of Statutory Insurance/Fund Location

Beijing

Statutory Insurance/Fund Max

Min

Social Average Salary (Housing Fund)

6,011

-

Benefits Salary of Social Insurance (Medical Insurance) Benefits Salary of Social Insurance (Other Insurance/Fund)

6,011 6,011

1,202 465

Income Tax Quick Calculation Deduction Local Expat

(Chinese only) (Foreigner in China)

Beijing ￥1,200.00 ￥4,000.00

Provident Fund W/Compensation Unemployment

0.4% 1.5%

Housing Fund Medical Insurance

10.0% 10.0%

Pre-opening Allowance JB1-JB4: Single With Spouse With Children

IHG Insurance Plan (As at Dec 2004) IHG Pension Plan (10% of Annual Benefits Salary) Life Insurance

10.0%

JB5-JB6 JB7-JB10

Meal ￥3,600

Laundry ￥500

￥7,200 ￥10,800

￥1,000 ￥2,000

￥500 ￥200

￥0 ￥0

Premium

Basic Life

0.43%

Accidental Death and Disability

0.13%

PPP Healthcare

% of Monthly Salary 20.0%

Local Social Insurance

Annual

Single With Spouse

£700 £1,400

With Children

£1,900

Local Currency

CNY

Exchange (local units to USD):

Future Value Factor

1

Salary Review % Salary Review Date

5.0% 1/Jan/07

Base Year Present Values Inflation Rate

1/Dec/04 5.0%

______________________________________________________________________________________________________________ March 2005

8.2765

24



HUMAN RESOURCE SURVEY Fill in the Personnel, Training & Employee Related (PTER) benefits. 

The system will automatically calculate the PTER benefits for each hotel position.

Please Enter the hotel PTER Assumptions Below

Job Band

Pre-opening Annual Incentive (# of Mth)

IHG Pension Monthly Plan (10% of Benefits Annual Base Salary Benefits (IHG) Salary)

Monthly Meal/ Allowance $/LC

Single

With Spouse

Monthly Laundry Allowance $/LC

With Children

Single

With Spouse

With Children

Monthly Transportation/ Allowance $/LC Monthly Accommodation + Utilities $/LC

Single

With Spouse

With Children

Single

With Spouse With Children

JB1

1.5

1.3

10.0%

3,600

7,200

10,800

1,000

2,000

3,000

3,000

3,000

3,000

15,000

20,000

20,000

JB2

1.5

1.3

10.0%

3,600

7,200

10,800

800

1,000

2,000

2,000

2,000

2,000

8,000

12,000

15,000

JB3

1.5

1.3

10.0%

3,600

7,200

10,800

500

800

1,000

1,000

1,000

1,000

5,000

8,000

12,000

JB4

1.0

1.3

10.0%

3,600

7,200

10,800

300

500

800

500

500

500

3,000

5,000

8,000

JB5

1.0

-

-

500

JB6

1.0

-

-

500

JB7

1.0

-

-

200

JB8

0.5

-

-

200

JB9

0.5

-

-

200

JB10

0.5

-

-

200

Others

Other HR Expenses

Job Band

Airfare Expenses3 Home Leave Uniform $/LC $/LC

Expenses1

Expenses2

JB1

15,000

20,000

20,000

JB2

8,000

12,000

15,000

JB3

5,000

8,000

12,000

JB4

3,000

5,000

8,000

-

-

Medical Check-up $/LC -

Annual Schooling Fee $/LC -

Visa Application $/LC -

Relocation $/LC -

JB5 JB6 JB7 JB8 JB9 JB10

______________________________________________________________________________________________________________ March 2005

25



HUMAN RESOURCE SURVEY Fill in the fields in the respective columns with the heading [Enter]. The system will automatically calculate the following and produce the Staffing Plan:  The Total Cost per Employee sub-categorised by Monthly Payroll and PTER benefits (pro-rated on a daily basis for partial months)  Projected Weekly and Manning Intake which will assist with the logistical plan when the staff arrives for work  Establish the staff ratio of Male to Female employees and the number of staff lockers that needs to be purchased  Determine the number of offices and workstations required in each of the respective functional areas

______________________________________________________________________________________________________________ March 2005

26



STAFFING PLAN

Once the quantitative portion of the Human Resource Survey is completed: 

The Weekly Manning Intake is automatically calculated

______________________________________________________________________________________________________________ March 2005

27



STAFFING PLAN Once the quantitative portion of the Human Resource Survey is completed (cont’d): 

The Monthly Payroll is automatically calculated, pro-rated on a daily basis if the employee does not work a full month.

By the same principle, the [Monthly PTER benefits] and the [Total Payroll inclusive of PTER benefits] are also automatically calculated.

______________________________________________________________________________________________________________ March 2005

28



STAFFING PLAN Once the quantitative portion of the Human Resource Survey is completed (cont’d): 

The system will also compute the Consolidated Hotel Payroll Report broken down by Expatriates and Locals.

Holiday Inn XYZ Summary Estimates of Pre-Opening Budget in USD Months ------>

-11

-10

-9

-8

-7

-6

-5

-4

-3

-2

-1

Jan-05

Feb-05

Mar-05

Apr-05

May-05

Jun-05

Jul-05

Aug-05

Sep-05

Oct-05

Nov-05

Total

Salary & Wages S&W Expatriate S&W Local

-

-

16,371 16

31,550 4,867

39,000 13,344

39,000 17,325

39,000 19,218

39,000 23,858

39,000 116,596

39,000 119,782

39,000 121,296

320,921 436,302

Total Salary & Wages

-

-

16,387

36,417

52,344

56,325

58,218

62,858

155,596

158,782

160,296

757,223

P.T.E.R Salary Tax Bonus IHG Insurance Plan Statutory Insurance/Funds Allowance (Pre-opening) PTER Others

-

-

5,065 2,755 2,559 7 9,766 -

9,777 5,564 4,762 577 17,615 -

11,864 7,588 5,890 2,085 25,305 -

11,864 7,891 5,890 3,565 27,459 -

11,864 8,028 5,890 4,355 27,721 -

11,864 8,402 5,890 6,299 28,788 -

11,864 14,014 5,890 44,031 40,277 -

11,864 14,205 5,890 45,331 40,846 -

11,864 14,275 5,890 45,965 41,128 -

97,888 82,722 48,551 152,217 258,904 -

Total P.T.E.R

-

-

20,152

38,295

52,732

56,669

57,858

61,243

116,076

118,136

119,122

640,282

______________________________________________________________________________________________________________ March 2005

29



STAFFING PLAN And if required, 

You can expand (or collapse) the worksheets to drill down the details further to reflect the breakdown by departments.

The same Staffing Plan is then used for the preparation of the Pre-Opening Budget. This reduces work duplication, ensures better consistency and accuracy, and easier to administer as there is only one common source of information. ______________________________________________________________________________________________________________ March 2005

30



______________________________________________________________________________________________________________ March 2005

31



B. Who within the Human Resources Survey above, if any, receives full maintenance; indicate as „FM‟ in the Housing column. Indicate whether live-in or live out in staff quarters. 1. Staff housing airconditioned ? 2. Staff housing kitchenettes ? 3. Staff housing refrigerators ? C. D.

__________ __________ __________

Are expatriate salaries taxable ? Any bonuses ? If so, size as a percentage of annual salary ? 1. Expatriates __________ 2. Department Heads __________ 3. Line Human Resources __________ 4. Any other special payments __________

E. F. G. H. I.

Annual salary increments ? __________ Frequency ? __________ Employee pay period: Weekly ____; Bi-weekly; ____; Bi-monthly; ____; Monthly; ____ Cash payroll required; Locals ____; Check; ____; What currency; ____ Cash payroll required; Expats ____; Check; ____; What currency; ____ Any portion of expatriate salary paid in blocked funds ? ____; What percentage; ____

II.

FRINGE BENEFITS

A. Is medication, by prescription, and cost of medicines provided ? Is this a hotel cost? B. Medical doctor services free ? _____; For whom; _______ ? C. Do competitive hotels have their own medical department ? _____ 1. If so, how staffed ? 2. Doctor‟s salary arrangements and hours ? 3. If not, where are employees sent when they get sick ? 4. Hospital for on-the-job accidents ? a. Private health Service ? b. What is provided ? c. Who pays ? d. Insurance available ? (1) Hotel benefit ? _____ Average employee annual cost; _____ (2) Extent of medical insurance ? e. Any other medical benefits ? (eg. Dentist, vision, annual x-ray) 5. Maternity and paternity benefits ? Explain in full. D. Life insurance ? _____; Hotel pays ? _____; Partially paid ? _____ E. Pension plan for Provident Fund ? Employee participation ? _____ F. Sick Pay ? Specify G. Birth in family; Any days off with pay ? H. Death in family; Any days off with pay? I. Any other similar days off with pay ? J. Death of employee by natural causes; Any payment to family or estate ? K. Workers compensation; Self –insured or covered by Insurance Company ? L. Severance pay. Detail legally required severance information. M. Long term disability ? Who pays ? N. Meals 1. List by Position on the Human Resources Survey, the number of meals per shift for live-out staff. 2. Are meals provided for free ? If not, at what cost ? 3. Staff meals, where are they eaten ? Type of food expected ? 4. Department head meals, where are they eaten ? __________________________________________________________________________________________________________ ____ March 2005 32



5. Which staff allowed to eat run-of-house ? 6. How many meals / refreshment breaks allowed per duty shift; a. Day workers; _____ b. Split shift workers; _____ c. Night Workers; ______ 7. Present average employee meal cost annually (excluding Dept. Heads __________ ) O. Vacation benefits; 1. Executives 2. Department heads 3. Staff 4. Expatriates 5. Expatriates home leave 6. Expatriate vacation transportation

III

WORK WEEK AND EMPLOYMENT PRACTICES

A. List work week by position on the Human Resources Survey for exceptions to the following; 1. Hours worked per day _____ ? Includes or excludes lunch break ? 2. Days worked per week _____ ? 3. Hours worked per week _____ ? B. Shift Breaks 1. Paid mid-shift breaks for coffee / tea ? 2. Paid lunch break ? 3. Length of lunch break in minutes 4. Length of mid-shift breaks in minutes C. Legal requirements or restrictions on employment 1. Age of employee: Minimum; _____ and Maximum; _____ 2. Sexual gender of employee ? 3. Religious affiliation ? 4. Marital status ? 5. Economic status ? 6. Race ? 7. Nationality ? 8. Disability ? 9. Special working hour restrictions ? 10. Other D. Are split shifts permissable ? E. Legal requirements on duration of employment ? F. Legal requirements on new hire probationary period ? G. Legal or customary restrictions on layoffs ? 1. Employer notification to employee 2. Termination pay H. Legal or customary requirements on dismissals ? 1. Detail formal procedures. Notice required ? ______ ; How much time ? _____ 2. Document dismissal pay formula, suspension procedures, warnings systems and the like 3. Attach required or desired forms I. Overtime 1. Overtime triggers; a. Hours worked exceeding _____ hours per day; Overtime rate _____ b. Hours worked exceeding _____ hours per week; Overtime rate _____ c. Hours worked exceeding _____ hours per week; Overtime rate _____ d. Weekend ? ______ .Overtime rate _____ __________________________________________________________________________________________________________ ____ March 2005 33



e. Holidays ? ______. Overtime rate _____ f. Other ? ___________________________. Overtime rate _____ 2. Overtime sweeteners (holiday work; pay overtime plus day off later) ? 3. Can time off be given in lieu of time worked ? 4. Attach calendar of legal or customary hotel holidays a. Are these paid days off ? b. Can time off be given in lieu of overtime pay ? c. If worked and must be paid, what premium rate, if any ? ______ J. Employee Uniform 1. Food and beverage service staff _____. Provided by the hotel ? ______ 2. Kitchen staff ______. Provided by the hotel ? _____ 3. Stewarding staff _______. Provided by the hotel ? 4. Housekeeping staff ______. Provided by the hotel ? 5. Maintenance staff ______. Provided by the hotel ? 6. Rooms Division staff _____. Provided by the hotel ?

IV

STAFF HOUSING

A. Full maintenance employees living in hotel should be noted on the Human Resources Survey B. Staff Housing 1. Is staff housing to be provided by the hotel ? 2. To which employees a. Expatriates _______ b. Department heads _____ c. All Staff _______ d. Other _______ 3. Type of housing a. Houses / villas _____ b. Apartment house ______. Private / semi-private or communal bathrooms ? c. Scattered apartments in the city ____________ d. Employee village _______. Private / semi-private or communal bathrooms ? 4. Room configuration and number of employees per room a. Single bedded rooms _____. b. Bunk bedded room _____. c. Rooms off central hall _____. d. Rooms off common lounge _____. e. Kitchenette _____. 5. Availability of local housing a. Attach local newspaper rental section, if available. b. What are average rentals for the following; (1) 3 – room apartment furnished; ______ , unfurnished; ______ (2) 4 – room apartment furnished; ______ , unfurnished; ______ c. Typical or minimum length of rental or leases ______ d. Deposits ______ e. Can hotel rent in it‟s own name ? _____ f. Should hotel consider constructing staff quarters ? ______ g. Location of staff housing ______ h. Transportation to hotel _______ i. Night security en-route to hotel / housing _____

V

EMPLOYEE TRANSPORTATION

A.

Do existing hotels transport employees or give allowances ? _______

__________________________________________________________________________________________________________ ____ March 2005 34


B.


C. D.

Are bus or train lines convenient to the hotel ? ______ 1. What are the fares for each ride ? ______ 2. Do they run 24 hours a day ? _______ What is a taxi fare ? _____ Does hotel make loans available to employees to purchase transport vehicles ?

VI

TAXES

A. Obtain copies of income tax structure, local and expatriate, and attach. B. Are cost of rooms or meals added to income for tax purposes? _________ C. Specify type(s) of payroll taxes _________ 1. Percentage by management ? _____ 2. Percentage by employees ? _____ VII A. B. C. D. E.

LANGUAGES What languages required other than concierge ? _________ Local staff foreign language availability _______ Minimum languages for the Concierge ? _________ Any special linguists required ? ( English, Japanese, Mandarin, etc) _________ Language of local room attendants and housemen ? __________

VIII

DEPENDANT EDUCATION

A. B. C. D.

Quality of public (free) education _____ Language of instruction at public schools _____ Tuition costs for private schools _____ Attach reproducible brochures describing schooling system in community including ALL special language schools, suitable for inclusion in expatriate recruitment package. If appropriate brochures not available, provide suitable narrative description of schooling facilities available E. Make a serious effort to find the nearest quality school facilities teaching the languages which would reasonably be desirable to the potential department heads and expatriate InterContinental Hotels Group could reasonably recruit if such school systems were available. F. Determine extent of any required religious education in local schooling system and implication for recruiting

IX A. B. C. D. E. F.

X

UNIONS Specify which unions are active in hospitality industry, if any. How active are the unions Do local hotels negotiate collectively or individually ? Local legal requirements regarding membership; Compulsory ? Get copies of union contracts and union pay scales. What positions count as “management” and thus are exempt from union membership.

PHYSICAL EXAMINATIONS

A. Are these required as a condition of employment ? B. Which staff positions ? __________________________________________________________________________________________________________ ____ March 2005 35


C. D. E. F. G.

How often ? How extensive ? Who performs examination ? Any charge ? Any certification procedure ? Document the procedures ?

XI A. B. C. D. E. F.

REQUIRED EMPLOYMENT DOCUMENTATION Pre-Employee Health card Police check or police card Record of previous employment. Tax records Other >

XII A. B. C. D.

FEMALE EMPLOYEES AND MINORS Any restrictions or taboos on employing women or minors ? Any special benefits ? Any security problems relating to late shirt transportation ? Any requirements to employ disabled or other groups (specify) ?

XIII A. B. C. D. E. F. G. H.


EXPATRIATE EMPLOYMENT RESTRICTIONS

If work permits required, attached detailed procedure. Usual length of contract for expatriates. Any restrictions based on religion ? Any restrictions based on race ? Any restrictions based on nationality ? Any other restrictions pertaining to importing Human Resources ? Approximate number of imported Human Resources, by job, in existing local hotels. Specify / document visa procedure for temporary pre-opening experts and sister hotel trainers.

XIV

STAFFING SOURCES

A. Department Heads 1. Assistant Manager 2. Front Offices Managers 3. Housekeeper and Assistants 4. Chief Engineers 5. Laundry Manager 6. Chef, Sous Chef, Chefs de Partie

Possible Source

Possible Source

Possible Source

B. Staff 1. Accounting 2. Maids or males room attendants 3. Cooks 4. Dishwashers 5. Cleaners 6. Waiters 7. Commis 8. Captains 9.PBX Operators

Possible Source

Possible Source

Possible Source

__________________________________________________________________________________________________________ ____ March 2005 36



C. Any jobs required not normally found in InterContinental Hotels Group hotels ? D. If InterContinental Hotels Group were to open a hotel in three years, what provisions would have to be made to get a staff together ? In other words, assuming some of the employees from existing local hotels would apply for jobs with InterContinental Hotels Group, would InterContinental Hotels Group have to train the majority of the staff in the basics? Indicate the potential scope of training that would be required. _________________________________________________________________________ E. Will any staff positions require more training than usually provided in a Pre-Opening Budget? Specify. F. If at all possible obtain productivity figures from other hotels: 1. Room Attendants ________________________________ 2. Food Services ___________________________________ 3. Kitchen Production _______________________________ 4. Ware Washing ___________________________________ G. Are there any hotel schools in the area ? Specify name of contact ? 1. What job positions are gradates able to fill? 2. How many graduates for each position? 3. Would graduates be of international standard or would they require further training? Specify scope for required training. H. Will or does the Government help train Human Resources ? ______ If so, specify contact within Government; 1. Training instructors available ? _____ In what areas 2. What costs, if any, involved ? I. Ascertain where the majority of national of the country (in which hotel is located) might be located, who are working in hotels, restaurants etc/

XV

SERVICE CHARGE

Specify the percent added to guest bill (or included) A. B. C. D. E. F. G. H. I.

Food Beverage Rooms Banquets Telephone Laundry Valet Paid outs Other

XVI

_______ _______ _______ _______ _______ _______ _______ _______ _______

DISTRIBUTION OF SERVICE CHARGE INCOME

A. Percent, if any, distributed to employees of total income _____ B. Is service charge distributed: 1. In addition to an established base salary, or, 2. Against a guaranteed monthly salary, whereby if Service Charge income does not cover salaries, hotels, pays difference. 3. If neither, explain. 4. Is service charge distributed: a. Monthly b. Quarterly c. Surplus in high season carried over to cover possible deficits in slow season. 5. Are administrative overhead costs deducted from service charge income prior to distribution to employees ? __________________________________________________________________________________________________________ ____ March 2005 37



6. Specify service points per job category on the Human Resources Survey if cooperative pool method is used, otherwise specify distribution calculation.

XVII

CONTACTS MADE ON SURVEY

A. List all contacts made at hotels, hotel associations, government departments, and the like, interviewed for this survey, with names, titles, phones and the like. B. Attach business cards if possible.

_______________ Signature Type Name / title _______________ Date of Survey

__________________________________________________________________________________________________________ ____ March 2005 38



3. TRAINING – PRE OPENING CHECKLIST

3.1.

TRAINING SCHEDULES 1.

In this Pre-Opening Manual, a distinction is made between “What to Train” and “How to Train.” Imbedded in this manual are several Departmental lists detailing “What to Train.” A separate Training Manual details “How to Train.”

2.

The “What to Train” listings are intended to serve as a training agenda. In some departments, there simply may not be sufficient training time in the pre-opening program, and some topics may require later reinforcement training. Each trainer(s) in each department should be tasked with preparing a 12-month training calendar for each sub-department or section listing at least 4 one-hour training segments per month together with the topic for each training segment. After the opening, time must be set aside for this training in each section of the hotel.

3.

Training sessions should be broken into one-hour segments. Sessions which last more than on hour are generally unproductive as students‟ minds wander and become restless. Schedule breaks.

4.

Training sessions should always be task oriented. Large task, such as butchering, should be broken down into manageable tasks, and any training sessions should focus on, say: care and sharpening of knives; breaking the carcass down French style vs. American style; deboning; and the like.

5.

The “What to Train” lists are not definitive and all-encompassing by any means. PreOpening General Managers should instruct Department Heads to make a note of major topics which have been ignored.

6.

These notes should be compiled at the hotel and forwarded to the Vice President Hotel Openings and Director - Operation Planning (Asia Pacific) as recommendations for additions to the Pre-Opening Manual.

__________________________________________________________________________________________________________ ____ March 2005 39



4. FINANCE & BUSINESS SUPPORT – PRE OPENING CHECKLIST 4.1.

INTRODUCTION Before commencing on-site employment, the hotel Director of Business Support should have had interviews with both the Regional Director of Business Support 1 and the hotel General Manager to determine the current status on each of the responsibilities which fall to the hotel Director of Business Support upon reporting to the site. It is not possible to create a detailed checklist to cover the full responsibilities of a hotel Director of Business Support, as these responsibilities vary depending on InterContinental Hotels Group‟s involvement in the project; whether it is managed, leased or wholly-owned project, the level of equity participation in the Owning Company, and also the varying degrees of exchange controls, importation restrictions, labour restrictions and the like. In such circumstances, the hotel Director of Business Support is encouraged to use I-Connect and refer to InterContinental Hotels Group Accounting Policy and Procedures for self help before requesting assistance from the Regional Office. The hotel Director of Business Support must read the hotel Management/Lease/Joint Venture Agreement, as a preliminary step, in order to intelligently address the questions which follow. Once any queries have been answered and the hotel Director of Business Support has a full understanding of InterContinental Hotels Group‟s legal status as hotel operator, the hotel Director of Business Support can proceed with the following.

4.2.

CONTROL OF PRE-OPENING BUDGET Prior to the arrival of the hotel Director of Business Support, The Regional Office has been monitoring and reporting pre-opening expenditures against budget amounts. The hotel Director of Business Support should obtain a briefing from the regional staff member who has had the control responsibility and all relevant files should be relocated to the new hotel site. The hotel Director of Business Support will takeover and update the forecasted preopening expenditure versus budget semi-monthly through the opening date, and advise the hotel General Manager and Regional Office when planned pre-opening activities exceed total budgeted amounts so that necessary corrective action can be taken to bring pre-opening expenditures back within budget. The Regional Director of Business Support will advise the frequency with which the hotel Director of Business Support‟s forecasts is to be forwarded to the Regional Office for review. The hotel Director of Business Support is responsible to ensure that whoever is required to fund the pre-opening budget under the Management Agreement is in fact advancing funds to the hotel as agreed, and that the hotel is complying with accountability and reporting requirements as agreed. Report any difficulties regarding receipt of advances or reimbursements for pre-opening expenditures to the Regional Director of Business Support for action and guidance. Revisions to the budget 1

This may be delegated to the Regional Manager – Finance and Business Support.

__________________________________________________________________________________________________________ ____ March 2005 40



invariably require approval of the Owning Company, or as per Management Agreement.

4.3.

RECRUITMENT & TRAINING OF HOTEL ACCOUTING PERSONNEL The hotel Director of Business Support, based on quality and availability of local staff, should determine the training assistance that will be required through regional accounting staff or other InterContinental Hotels Group hotels. Recruitment of trainers and staff for new hotels with computer installations should focus on sister hotels with equivalent computer equipment in place. Any support assistance request should be channelled through the Regional Director of Business Support 1 . In absolutely no case should sister hotel employees be approached directly. All queries regarding staff at other InterContinental Hotels Group hotels must be directed through the General Manager of the affected hotel, without exception. The hiring schedule shall be in tandem with the Human Resources Staffing Plan. Local conditions are decisive in determining when an employee should report to work2. For example, if the kitchen and restaurant areas are ready and functioning one week before the opening, the cashier-checkers may report to work one to two weeks (or even earlier) before the opening so that a “school” environment may be made by serving the operations personnel who will be eating in the hotel. Orders can be taken, food checked and accounting done for the restaurant checks as in a normal operation, thus affording an ideal opportunity for training on the job. Other Accounting personnel should report four to eight weeks3 before the opening in order to get acquainted with the back of the house, open crates and take inventories, open perpetual inventory records, get familiarized with the equipment, or receive appropriate training. An efficient bonding procedure should be established for all employees being recruited to handle cash in the hotel. If a payroll clerk is already on board, the hotel Director of Business Support should ensure that the clerk‟s background we checked at the time of employment for fidelity and bonding purposes.

4.4.

RELATIONS WITH OUTSIDE AUDITORS Refer to InterContinental Hotels Group Accounting Policies and Procedures

4.5.

RELATIONS WITH LOCAL LEGAL COUNSEL Refer to InterContinental Hotels Group Accounting Policies and Procedures

4.6.

RELATIONSHIP WITH BANKERS

1

(and/or Regional Manager – Finance and Business Support for Greater China)

2

In countries where skilled labour is lacking, the hiring period will need to be earlier, as more training time will be required. 3

This is only a guideline and will depend on local conditions and the core competency and skill levels of the staff. __________________________________________________________________________________________________________ ____ March 2005 41



Refer to InterContinental Hotels Group Accounting Policies and Procedures

4.7.

RELATIONSHIP WITH GOVERNMENT OFFICIALS Refer to InterContinental Hotels Group Accounting Policies and Procedures

4.8.

ACTIVITIES TO BE DISCUSSED WITH THE GENERAL MANAGER 1. 2. 3. 4. 5. 6.

7. 4.9.

Interpretations of special/unusual clauses in the Management Agreement and/or lease. Any known idiosyncrasies of project, site or location. Construction progress reporting and timetable for opening. Feasibility study and related financial data given to Owning Company. Hotel‟s Furniture, Fixture & Equipment Purchasing Listing Hotel‟s Expendables and Operating Equipment purchasing list. Agree on method to review locally-purchased items (e.g. liquor should be bought locally if hotel located in duty-free port) and items not needed for this hotel. Hotel organization chart.

HOTEL POLICIES1 TO BE APPROVED BY THE GENERAL MANAGER 1. 2. 3. 4. 5. 6. 7. 8. 9. 10. 11. 12. 13. 14. 15. 16. 17. 18. 19. 20. 21. 22. 23. 24. 25. 26. 27. 1

Vacations for employees National and religious holidays. Hiring policy Layoff policy Probationary period for new hires Employee termination policy and documentation needed for disciplinary actions. Sickness procedures. Disability procedures Overtime policy and approval procedure. Employee bonus policy, if applicable (end of year, holiday, etc.) Severance pay policy and procedure to pay same. Who lives in hotel? Who eats where? Dependent meals? Officer Check procedures. No city ledgers for employees. Department head privileges (pool, steward sales, meals, etc.). Medical insurance and related benefits. Pension or retirement plan or policy. Cash advance, loans, uniform allowance to employees. Department head practices inside hotel and entitlement Department head privileges and entitlement out of hotel. Hotel surcharge for local and long distance calls. Laundry and valet prices to be printed on respective lists. Handling of cigar and cigarette sales. Swimming pool and cabana club regulations for guests, city patrons and hotel employees. Operating policies regarding other small operated departments. Foreign exchange rates to be used by Front Office Cashiers: who monitors and posts rate changes? Steward sales privileges (inventory sales to officers/staff).

Reference should be made to Corporate and Local Policy

__________________________________________________________________________________________________________ ____ March 2005 42


28. 29. 30. 31. 32. 33. 34. 35. 36. 37. 38. 39. 40. 41. 42. 43. 4.10


Intended opening/closing hours of Food & Beverage Outlets. Local laws may prevail. Operating hours of other operated departments, if applicable. Evening transportation of staff at night hours, if local service not available or not reliable. Night security escorts required? Fine for missing Food & Beverage checks? Checks for walk-outs charged to bartender, waiter, etc.? Front desk paid-outs policy. Petty cash limitations and who need same? Cashier over and short policy. Complementary room approval procedure. Complementary amenities procedure. Credit cards to be accepted by hotel for payment, and procedure for reception and Food & Beverage outlets. Accounting for special marketing packages (weekend package, etc.). Opening of mail and handling of checks received by mail. Insurance Lost & Found Indemnity

HOTEL CREDIT POLICY Liase with Regional Director of Business Support and/or refer to InterContinental Hotels Group Accounting Policies and Procedures.

4.11.

1.

The Regional Director of Business Support should supply a credit policy from another InterContinental Hotels Group using a hotel with similar guest profile, as a guideline.

2.

The Regional Director of Business Support should provide clear guidelines for Group Negotiated Contracts, and provide a list of “special” wholesalers that enjoy preferred terms.

3.

The principal elements of a sound hotel credit policy are: a. Sound business judgement b. Requirements of government agencies c. Requirements of credit card companies d. Local laws and customs regarding extension of credit, inn-keeper liability, skippers and the like.

DESIGN OF HOTEL PRINTED FORMS 1.

INTRODUCTION. The hotel Director of Business Support will be given a complete set of standardized forms, from which to select the most applicable, subject to the approval or guidance of the Regional Director of Business Support. There are many forms that can be readily adapted and ordered immediately; other must wait until certain local factors are known. The first group should be ready to be given to the local printers not later than two months before the hotel soft opening, with an absolute deadline for delivery of one month prior to the soft opening. The second group of forms should be designed and ordered about four weeks before the soft opening, with a definite deadline for delivery of two weeks before the opening.

__________________________________________________________________________________________________________ ____ March 2005 43



It is not unusual that many last-minute changes are made which delay the final designing and printing of forms. Names of bars and restaurants can be changed; operated departments are given to concessionaires, and the like. Such changes will affect forms like the Daily Report, Food Covers Report, Sales Recapitulation and the Weekly Food & Beverage Report, among others. Other forms are inter-related to, and must be adapted to, local requirement. For example, some reports must list guest rooms in the same order as shown on the Front Desk Room Rack, including the Night Clerk‟s Report, Housekeeper‟s Report and Maid Count Slip. These forms belong in the second group for sending to the printer. Form design should be organized so the General Manager has the opportunity to review the forms at least two weeks before they are sent to the printer. In remote locations with limited printing facilities, or when hotels are opening during peak printing periods (e.g. Christmas, Chinese New Year), it may be necessary to develop a longer printing calendar. If it is not evident in the samples attached for the printer, specifications must be made for special perforations for binding or detachment and any other peculiarities. Space should be provided at the bottom of the printer‟s instruction sheets to enter the number of months the stock is estimated to last, name of printer winning the contract, date order given, date due back to hotel, date first proof approved, date second proof approved, who is to approve proofs and date finished product is received. Originals of the instruction sheets will be given to the printer together with sample forms and their copies. The duplicates are filed in numerical order for future reference and the triplicates are used for follow-up files. As proofs are approved and the final work received, the information is entered in the respective follow-up copies. 2.

Review with Regional Director of Business Support Re: Forms a. b. c. d. e.

3.

Forms Review with General Manager a. b. c. d.

4.

Current status as known by Regional Director of Business Support of any printing underway. Which forms are locally accepted or expected by hotel clientele as a local standard in restaurants and bars. Special forms required meeting local laws and customs. Printing of bank checks, and recommended format. Payroll forms and required documentation.

Recommendations and suggestions of Regional Director of Business Support re: forms. Agree on person to coordinate printing contracts and delivery and proof-reading schedules. Discuss program to coordinate printing requirements among various hotel departments. Discuss how to ensure accurate local language translation and proofing of same.

Coordinate deadline and storage requirements with Materials Manger. Develop and publish printing calendar after discussing printing workload with several local printers.

__________________________________________________________________________________________________________ ____ March 2005 44


5.

4.12.


Design and order all rubber stamps.

COMPUTER INSTALLATIONS Liase with Regional Director of Business Support and/or refer to InterContinental Hotels Group Accounting Policies and Procedures. Also refer to the Information Technology Standards found in I-Connect and the New Hotel Opening Management System under Information Technology.

4.13.

RECEIPT AND CONTROL OF PRE-OPENING MERCHANDISE 1.

2.

3.

4.

5.

The General Manager should arrange through the Project Manager that the schedule be maintained for the completion of construction work on storage areas and the erection of proper shelving. If this work is not completed before the opening, the usual result is a serious hampering of operations and weakening of controls, due to storeroom confusion. Determine, through the General Manager, whether InterContinental Hotels Group has responsibility for receiving Furniture, Fixture & Equipment and supplies. Determine whether the hotel has to produce hotel Fixed Assets Record. If so, plan accordingly, mobilize staffing, and establish with the Regional Office on the approved software. The hotel Director of Business Support is responsible for supervising the receiving and the controls of safeguards for security of merchandise and supply inventories and service equipment1. Perpetual inventory cards are the hotel Director of Business Support‟s supervisory responsibility. The Materials Manager has responsibility for supervising the storage of merchandise. Materials and supplies, as well as service equipment (china, glassware, linen and silverware) are normally sent to the hotel shortly before the opening. It often happens that this material starts arriving at the hotel before the official hotel Receiver has taken over. The following recommendations are important: a.

b.

The Project Manager or hotel Director of Business Support should be instructed by the General Manager to receive the shipments in bulk, without opening the containers and to store them in a well protected area under the responsibility of the Materials Manager, or whoever acts as such, provisionally. If shipments are to arrive before the official hotel Receiver takes over, the General Manager should instruct the Project Manager or hotel Director of Business Support to open a separate folder for each shipment received, in which all corresponding documentation will be filed. A running record should be kept in each folder, listing each document received and keeping tract of any documents subsequently taken out of the files

1

In certain hotels (e.g. in China and several parts of Asia), the functions are carried out by the Cost Controller / Storekeepers under the supervision of the hotel Director of Business Support. __________________________________________________________________________________________________________ ____ March 2005 45


4.14.


SECURITY OF FURNITURE, FIXTURE & EQUIPMENT EXPENDABLES Refer to InterContinental Hotels Group Accounting Policies and Procedures

4.15.

OFFICES AND STORE RENTALS 1.

2.

3.

4.16.

CONTROL OF COST OF PRE-OPENING 1.

2.

3. 4.

4.17.

Obtain the originals of all office and store rental contracts and concessionaires‟ agreements form General Manager, and work out a routine billing procedure. If store rentals or concession agreements are based on percentages of sales or profits, discuss with each tenant a proper accounting and control procedure for that operation. If there is any doubt or disagreement, consult with outside auditors or lawyers, as appropriate, for written opinion. Instruct all store tenants and concessionaires on proper handling of charges for account of hotel guests, preferably by means of Front Office cash advances. Clarify tenant‟s liability on credit card charge backs/skippers for such payouts.

Food and Beverage to be consumed prior to the opening is to be purchased separately, almost on a day-to-day basis. This avoids confusion when large stocks are received and placed in the storerooms for organization and inventorying. Only in extraordinary cases should merchandise be requisitioned out of the regular after opening stock, and, in those cases, the requisitions must be clearly marked “Pre-Opening” for proper allocation. All invoices for other pre-opening merchandise consumption should be similarly marked. If construction staff and other project staff eat meals at hotel, hotel Director of Business Support must find a way to segregate these meals and charge the capital budget for these costs, rather than the pre-opening budget.

INSURANCE 1. 2.

3.

4.

Worker‟s Compensation Liability insurance for all hotel employees working during the pre-opening period must be provided. Operating supplies and inventories purchased by InterContinental Hotels Group are covered by in-transit insurance under the InterContinental Hotels Group Global Insurance Program. The hotel Director of Business Support is responsible to ensure that adequate local insurance is provided for such items in storage on or off site, prior to the opening date. Prior to opening, the hotel Director of Business Support must identify the insurance coverage purchasing responsibilities of the Owner and InterContinental Hotels Group (in the case of managed hotels), and ensure that the parties have fulfilled their insurance obligations per the management agreement requirements. Where the line of cover is the responsibility of the Hotel Manager or the InterContinental Hotels Group, identify whether or not InterContinental Hotels Group‟s Group Insurance policies are excluded by local law and therefore must be placed with a local insurance firm. If such a situation exists, the Director of Business Support should contact Regional Director of Business Support and Director of Risk Management, and develop a strategy

__________________________________________________________________________________________________________ ____ March 2005 46


5.

6.

4.18.


for determining who will contact local insurance companies to reinsure local coverage under the InterContinental Hotels Group Global Insurance Program. Be aware that in developing countries, InterContinental Hotels Group may be leading the way with respect to issuing insurance for matters like, say, business interruption, as there may be not prior local experience. In such situations, insurance matters can be extremely time-consuming for the Director of Business Support and additional time must be allowed on the preopening calendar. Agree Incident & Loss/Claims reporting responsibilities and procedures with Security Chief.

CREDIT CARD TRANSMITTALS Refer to InterContinental Hotels Group Accounting Policies and Procedures This will often be in line with the local banking practice.

4.19.

ACCOUNTING CONTROLS 1.

2.

3. 4.

5.

6. 7.

4.20.

Three factors dictate accounting controls in all operated departments: Equipment which has or has not been ordered; inherent quality of staff in various departments; and the operating requirements dictated by physical layouts of Food & Beverage outlets. If there are other large competing hotels in operation, the Director of Business Support should make it a point to visit these hotels early on, and ascertain what unique control problems exist in that city, before establishing specific hotel control plans. Guest profile (large group movements) may dictate certain variations in control procedures not otherwise required by transient hotels. Discuss with the Regional Director of Business Support and/or InterContinental Hotels Group Compensations and Benefits Manager the proper accounting classification of employees and decide the most appropriate way to control timed worked; extra employees; segregation of wages applicable to the construction from those applicable to pre-opening or operations (sometimes housemen are engaged in cleaning operations chargeable to the construction; use Construction Work Authorization for); procedures for cut-off between pre-opening and operations payrolls/ control of uniforms and other equipment to be given to the employees, and the like. Discuss with Food & Beverage Manger/Executive Chef the procedure for taking orders at each restaurant and bar, and control of merchandise handled by captains, waiters and barmen. Discuss Food & Beverage requisitioning and inventorying procedures at the kitchens and bars. Obtain cash for house funds. Ascertain that proper accounting is being done for, and notations made on, reservations slips in connection with advance deposit on room reservations.

INSTALLATION Liase with Regional Director of Business Support and/or refer to InterContinental Hotels Group Accounting Policies and Procedures

__________________________________________________________________________________________________________ ____ March 2005 47


4.21.

MAINTENANCE AND SERVICE CONTRACTS 1. 2. 3.

4.

5. 6. 7.

8. 9. 10. 11. 12. 13. 14. 15. 16. 17. 18. 19.

20.

4.22.


Accounting Office Equipment. Typewriters, cash registers, computers, and the like, should be under maintenance/service contracts. Advertising & Public Relations: When performed by a local firm, it should be on the job six months prior to opening. Armoured Car. For transfer of monies to/from the bank. Some banks may provide same, free of charge, in return for obtaining the hotel‟s banking business; please investigate. Garbage and Rubbish Removal: May be performed by municipal authorities. Hotel may be able to sell wet garbage to pig farmer, or the like, if clean, reliable volume is guaranteed. Signs: Many contractors may be involved with extensive electrical and mechanical signs inside and outside the hotel. Radio and Public Address Systems: Television. Some of this work may be done in-house, depending on staff expertise. Elevators. Elevator bids should be solicited for maintenance service for periods of one, three, five or more years for the General Manager to select from. Particularly important where expatriate contract maintenance staff used. Window washing. Cleaners for kitchen and public areas. Cleaning of black top and garage areas. Garden/Landscaping Swimming pool maintenance: Life-guards and Pool attendants can be contract staff, if more economical. Car Park system and garage attendants. Pest extermination (inset, bugs, roaches, cats, etc.) Air Conditioning, heating and ventilation control systems (Chiller, boiler, cooling towers, pump room). Icemakers and refrigeration compressors. Telephone – verify whether Telephone Company can and will maintain hotel equipment, particularly if equipment was purchased or leased. Above agreements generally require feasibility study to demonstrate such contracts more advantageously done by an outside firm. Local legal counsel prior to signing must review all such contracts/agreements. All hotel Department Heads to be so advised by General Manager. Maintenance and service contracts are ideally arranged as part and parcel of the purchase agreements as seller is generally more receptive at that time. InterContinental Hotels Group always buys factory-direct whenever possible.

SAFE DEPOSIT BOX KEYS AND SAFE COMBINATIONS 1.

2.

In accord with Accounting Policy, the Director of Business Support will, with a witness, destroy the spare set of safe deposit box keys, immediately upon opening the factory-sealed key package before a witness. General Cashier to be given opportunity to set own personal combination, known only to the General Cashier, by representative of InterContinental Hotels Group corporate office travelling staff or by safe manufacturer‟s representative. General Cashier to write down confidential combination on slip of paper in private and enclose same in non-see-through envelope and sealed, with General Cashier‟s signature overlapping seal and covered with single strip of clear scotch tape such that removal of tape will remove signature from envelope or otherwise destroy integrity of the seal. Envelope

__________________________________________________________________________________________________________ ____ March 2005 48



to be stored in commercial bank safe deposit box off hotel premises, requiring signature of both General Manager and Director of Business Support to be physically present to remove from bank. Same procedure to be used every time custodian of the safe is changed, including vacations, sick days and the like. In no case shall combination be kept at factory setting, not the sequence 10-20-30, which is the factory setting of one major safe manufacturer. Generally combination must have numeric intervals of more than 8 numeric digits between adjacent numbers in the combination sequence (do not use 8-10-12, of example). Also do not use date of birth, personal or work telephone number, personal employee number or any such someone might think one would use. 4.23.

CONTROLLER’S OFFICE FILING SYSTEM 1.

2.

4.24.

At the very earliest opportunity the Director of Business Support should set up a standard Accounting Office filing system. This may appear to be elementary, but in fact is an important point often overlooked and much regretted later. Remember, the closer one gets to the opening date, the more organized one must be, and the less time is available to get organized. The clear message: start early and stay on top right from the beginning. Don‟t put this off, or you will regret it for the next two years. Before leaving your prior position, it would be extremely helpful if you had a set of standard file labels typed up. If that is not feasible, ask the Regional Director of Business Support or a hotel Director of Business Support in a recently opened InterContinental Hotels Group hotel to do that for you.

OPENING THE HOTEL – DETAILED INSTRUCTIONS A.

Experience Accounting Personnel Required on Opening Day 1.

2. 3.

4.

Cost Accounting/Materials Manager Supervisor. A person with thorough knowledge of food and beverage inventory requirements; market conditions; purchasing procedures and organisation of Purchasing Department; organization and control of storerooms; food and beverage cost accounting and control accounting liquidation of merchandise importation‟s. This person would also supervise the receiving, storing and issuing of service equipment. One assistant to the above position, with thorough knowledge of hotel cost accounting, cost control and the organization and control of storerooms. An experienced supervisor for Front Office bookkeeping. Lack of an experienced Front Office Accounting Supervisor would result in serious mistakes, inconvenience to guests and quite possibly losses. This person would work all night and part of the day, training the Night Income Auditor, the Night Restaurant Auditor and all Front Office Cashiers and posting clerks. Depending on local conditions, this supervisor should remain in the hotel from two weeks before the opening until at least three weeks after the date. Accounting supervisors trained on the computer system installed, if applicable. Should include: System Supervisor, working Front Office Cashier Supervisor (one week before and one to two weeks after opening) also trained on reservations advance deposit posting; City Ledger supervisor; and Income Auditor. The latter two positions will be required for different lengths of time, depending on guest profile, occupancy projection and complexity of system vis-à-vis local stuff.

__________________________________________________________________________________________________________ ____ March 2005 49


B.


Day Before the Opening 1.

2.

3. 4.

5.

6.

7.

8.

9.

10.

11.

12.

13.

Front Office cashiers should be working on their regular shifts the day prior to the opening, completely provided with cash fund, necessary forms, comment cards, stamps and the other supplies. Restaurant and bar cashiers should also be provided with their cash operating funds, forms, stamps, comment cards, and all necessary supplies, but would still be working no –schedule hours. Safety deposit boxes should be provided to each cashier for safekeeping of their bank floats. Depending on the opening schedule of restaurants and bars, usually detailed in the opening program, restaurant cashiers will be gathered and given their assignments in writing for opening and following days. These working schedules should be worked out as far in advance as possible. The General Cashier should be provided with enough cash to deliver funds that day to all cashiers, and should determine that a more then ample supply of coins and bill of all denominations are on hand. The hotel Director of Business Support must gather all captains, hostesses, waiters, busboys and barmen and review again all the ordering, checking, serving and collecting procedure, providing all with ball point pens. Although General Accounting clerks will usually not begin their regular routines until one day after the opening, they should be asked to report very early on opening day and be ready to work long hours on that day, if necessary. They should be assigned to help restaurant cashiers and checkers at peak hours and in their closing of operations and balancing of cash, or to assist in the storerooms or at the personnel office, where activity is unusually heavy and confusion likely to arise. A final check-up of stores and concessions should be made to ascertain that they have the appropriate forms for charges to or advances for account of guests, as appropriate. The Chief Engineer should be instructed to take readings of water, electricity and gas meters, as well as inventories of fuel oil, cooking fuel and refrigerants; all of them as close to midnight as possible to fix pre-opening expenses. Detailed lists should be prepared and distributed, informing all Front Office and Departmental cashiers and checkers on which officers have House Use or Complimentary Accommodations in the hotel; officers and department heads that are entitled to meals and the restaurants in which they are authorized to have them; clerical employees and others entitled to duty meals and the place where they should eat same. Names and titles should be included. Written instructions should be given to all officers and checks, on the necessity of identifying themselves to captains and waiters at meal times, requesting officers‟ checks, signing legibly and writing down their respective department (Room, Food & Beverage, Telephone, “A&G”). Written detailed instructions should be given to Front Office staff (registration, cashiering and Night Auditors) as to accounting treatment of invited guests who will be complimented, officers with rooms considered House Use, officers with complimentary rooms, and rooms occupied by officers and permanent guests. Menus and beverage lists should be given to restaurant and bar cashier/checkers. The Food & Beverage Manager must ascertain that menus and bar lists will be ready a few days before the opening so staff may become acquainted with prices in training. The Check Register journal should be opened as soon as funds are deposited in the bank operating account.

__________________________________________________________________________________________________________ ____ March 2005 50


C.

First Day of Operations 1.

2.

3.

4.

D.


The bulk of the accounting work on opening day is in the Food & Beverage department, and on a smaller scale, at the Front Office Cashier section. The Director of Business Support and staff should concentrate on helping the cashiers and checkers in the restaurants and bars, where bottlenecks are likely to occur. This vigilance must continue until the last restaurant and bar closes for the night and the cashiers finish their reports, balance their cash and turn over the proceeds. If possible, accounting clerks should help on this job. A quick review should be made of the accounting functions at Telephone, Laundry, Valet and other minor operated departments and concessions, to ascertain that they are being conducted properly and to request that all necessary documentation be remitted to the Front desk before the departments close for the day. A quick check must be made on the coordination of work between Front Office Reception, Cashiering and Bookkeeping, to ascertain that registration cards are controlled, guest bills properly opened, commission information posted to guest bills, and deposits on reservations properly recorded. It is also important to verify that the departmental charge information is arriving smoothly at the cashier‟s desk and is being properly posted. Verification should be made of the timekeeping functions at the employees‟ entrance.

First Night‟s Work 1.

2.

3.

4.

5.

In a hotel that opens with fairly high occupancy and has a Front Office posting machine, the night balancing of the first day‟s operations is an extremely difficult job. It is usually the case that cashiers and machine posting clerks have not had previous experience; no amount of training other than under actual operating conditions can make them proficient (although realistic training sessions can help). Consequently, many errors are likely to occur the first day which, if not corrected immediately or before morning, will result in cash losses, inconvenience to guests, and some embarrassment to the hotel. The local Night Income Auditor and local Restaurant Auditor must each have an experienced supervisor actually doing the work for them, using the regular employees as assistants. The night personnel must be instructed to concentrate on seeing that every charge voucher which reaches the Front Desk has been posted; on checking those vouchers against department records to uncover any additional charges that may have gone astray; on checking room charges against the room rack to see that none is omitted, and on going over carefully the reservation slips and reservation correspondence in connection with that day‟s arrivals to verify all deposits have been properly credited to guest accounts. Only after that, should other auditing functions be performed: a trial balance taken and the posting machine readings reconciled to the respective departments. These recommendations are important. Lack of proper planning of the night income auditing during the first night has resulted in wasted time reconciling cash sales and the distribution of credits between food or beverages (routine which could be performed on the following morning) while the verification of charges and of guest account balances has been neglected that night due to lack of time. The Regional Director of Business Support or hotel Director of Business Support must ascertain in advance that the night supervisors are well aware of the above approach to the night auditing during the first few days. Usually, there are hardly any collections, transfers or discounts during the first day of

__________________________________________________________________________________________________________ ____ March 2005 51


6.

E.

operation and for this reason were not mention above. These transactions will have to be carefully verified in subsequent days. Machine reading of Food & Beverage outlet cash registers should be taken right from the first night, to establish the routine. However, during the first two or three days, reconciliation can be delayed for the first few days, as other internal controls afford means of preventing manipulation of sales at this early stage.

Second Day of Operations 1.

2.

3.

4.

5. 6.

7.

F.


Income auditing, the recapitulation of sales, control and disposition of cash receipts and preparation of the Daily Report and Food Covers Report are the main accounting tasks of the day following the opening. The General Cashier must have someone to guide/train him/her during the first opening of cashier‟s envelopes, counting of contents, preparation of the summary sheet, handling of exchange reimbursements and depositing the proceeds. The hotel Director of Business Support must impress upon the Income Auditors the idea that, important as it is to find and correct mistakes, the paramount job during these initial days is to prevent their re-occurrence through proper indoctrination. For every mistake, there should be a report in summary to the corresponding supervisor. Another attitude to be developed is that of being alert to the discovery of errors that may signify cash losses if action is not taken immediately. It often happens at the outset that an inexperienced auditor produces (too late) a neatly typed list of vouchers are not charged to guests, without realizing that the important action required was an immediate trip to the Front Desk to have them posted before the guest checked out. While it may appear elementary, it should not be taken for granted that employees will exert good judgement at this early stage. Another attitude to develop is the realization that reports are not complete until they reach the hands of those for whom they were intended. Rather than trying to dedicate any attention to the organization of accounts payable and city ledger functions during this second day, all remaining time should be dedicated to the correction of deficiencies in the operation of cashier and checking stations, the front office bookkeeping and the coordination between concessions, operated departments and front office for a smooth flow of charges to guest. Computerized systems require careful attention to city ledger billings, and generally need an experienced supervisor. The major difficulty, as compared to a manual system, is that the paper document authorizing bill-to and the like, is no longer the guest folio. Authorizations must be written on the guest registration card. Likewise, billing addresses and the like are hidden, so to speak, in the computer memory and are difficult for a supervisor to review (as compared to a manual system). Considerable training discovery and correction of any errors.

Third Day 1.

The third day should be dedicated to opening the City Ledger and posting the transactions originated on the previous two days (if not on a computer); to opening the Voucher Register and starting to process bills and receiving

__________________________________________________________________________________________________________ ____ March 2005 52


2.

G.


documents which originated in the two previous days; and to reviewing and polishing all functions already in operation. Night and income auditors should be instructed to begin reconciling checking machine readings against sales recaps.

Subsequent Days The Cash Receipts Journal, Sales Journal and Allowances Journal should be started and posted up-to-date on the fourth day. It is recommended though, that pro-forma journals be opened in columnar paper and used during the first week or so, after which the information may be copied in the regular bound journals. Other less pressing functions may be started on the fourth day, depending on how much has been advanced on the organization of functions previously detailed. These would include: 1. 2. 3. 4. 5. 6. 7. 8. 9. 10.

Opening and posting cardex for control of materials and supplies. Opening cardex for control of operating equipment. Daily record of employees‟ meals served at employee cafeteria. Daily recap of officers‟ meal checks. Rental ledger for stores and concessions. Control of dues and initiation fees, if applicable. Record of Cashier overages and shortages. Deferred printing control. Insurance register. Accounting liquidation of merchandise importations.

By the end of the first week, particular attention should be given to the payroll department. It is inevitable that errors and misunderstandings will give rise to complaints on calculation of compensation to employees during the initial days. In most cases, the Human Resources Manager is the one best prepared to settle these problems quickly and intelligently. By the end of the first week, the City Ledger billing procedure and payment of travel agency commissions should be in full operation. Except for minor details, the system has been installed. The hotel Director of Business Support, leaving to the Director of Business Support‟s assistant and supervisors the actual performance of accounting and control routines must conduct a systematic daily check-up of each and every function from then on. When the initial rush is over, the Director of Business Support should begin planning and controlling the operation, to include: 1. 2. 3. 4. 5.

H.

Revision of forecasts and expense budgets. Cash planning. Determine break-even points in restaurants and nightclubs. Payroll analysis and control. Review credit policies.

First Monthly Closings There is practically no difference between the monthly accounting closing procedure in a new hotel and one already in operation. It is recommended that the Regional Director of Business Support (or an experienced Support Team member) supervise

__________________________________________________________________________________________________________ ____ March 2005 53



the first closing, even with an experienced Director of Business Support. Local conditions may require exceptional procedures not contemplated in the accounting manual or foreseen in InterContinental Hotels Group‟s standard methods, which would require a decision by the Regional Director of Business Support and implementation through appropriate special manual publications. I.

Reports During the entire pre-opening and opening periods, the General Manager is expected to keep the Regional Office informed as to progress. If emergency problems arise, affecting the pre-opening accounting activity, the General Manager will promptly notify the Regional Director of Business Support and Vice President - Hotel Openings detailing the problem and proposed solution. After the hotel is opened and operating normally, the Regional Director of Business Support (together with the Regional Manager – Finance and Business Support) will prepare a report outlining the more important aspects of that experience during the pre-opening and opening periods. The report should be discussed with the General Manager and hotel Director of Business Support, and submitted to the Vice President - Hotel Openings with copy to Vice President-Business Support.

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5. SALES AND MARKETING – PRE OPENING CHECKLIST

5.1.

PREPARING A PRE-OPENING MARKETING PROGRAM

As a hotel in the Pre-Opening stage has no historical data to provide the basis for their marketing planning, it is of particular importance that the preliminary planning be done as early and carefully as possible. The following steps will provide a broad background for your establishment of a Pre-Opening Marketing Plan as well as assuring that all possible areas are considered whether or not some are subsequently rejected as not being applicable in light of the unique market situation of the hotel in question. A.

ANALYSE YOUR HOTEL 1. 2. 3.

B.

ANALYSE YOUR COMPETITION 1. 2. 3.

C.

What business/industries are located there What airlines serve your city and from where What types of visitors your city attracts

ANALYSE YOUR POSSIBLE SOURCES OF BUSINESS 1. 2. 3. 4. 5. 6. 7.

E.

Their facilities Their location Their rate structure

ANALYSE YOUR MARKETPLACE 1. 2. 3.

D.

Its facilities Its location Its projected rate structure

Individual business travellers Individual vacation travellers Meetings Banquets Conventions Tour groups Airline crews

ASSIGN A PROBABILITY OF BUSINESS POTENTIAL TO EACH POSSIBLE SOURCE OF BUSINESS BASED ON YOUR ANALYSIS OF YOUR HOTEL AND YOUR MARKETPLACE After analysing the hotel‟s market and potential sources of business comes the decision of “positioning” the product. That is, what do we want the hotel to be, to whom?

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5.2.


DETERMINE YOUR MARKETING STRATEGY – BOTH SHORT TERM & LONG Short Term Your short term strategy, a year before the hotel opens, might be directed toward attracting the type of large volume business which might be necessary to help assure an adequate occupancy level and revenue stream during the first year of operation. Based on this type of strategy, you would direct your initial efforts towards: 1. 2. 3. 4. 5.

Meetings Conventions Tour groups Airline crews Corporate accounts with large volume business

As support for these efforts, your Pre-Opening Advertising & Promotion Budget should provide for the preparation of the necessary sales tools/personnel. These tools would include a Pre-Opening Meeting/Convention Folder and the necessary companion rates printed and provided to all Corporate Sale Offices. Depending on the nature and geographic concentration of these efforts, possibly some media advertising support and /or sales personnel will be required to effectively cover these markets. For the tour group market, rates again must be established and provided to the Corporate Sale Offices so that they may approach Tour Operators located within their sales territories in order to have your hotel included in their program. Using your analysis of airlines serving your city, contracts should be made by you directly to local airline offices in order to obtain crew stays. If this is handled outside of your city, you should work with the Corporate Sales force that will approach the headquarters of the various airlines, if this is in your case the proper avenue. Establishing contacts early on with the airlines will provide you with the possibilities, also, of working out future barter arrangements for promotion of their airlines in you hotel in exchange for airline tickets which you may use for providing transportation to your opening or for transportation for later sales trips or you well may be able to have the airline rent one of the shops in your hotel on either a cash or barter basis for use as a ticket office. Long Term In order to ensure a favourable average room rate, your long-term strategy should be focused on the higher yield FIT1 traveller, whether business or vacation. Again, your Pre-Opening Advertising and Promotion Budget must include provision for the necessary sales tools/support. As the FIT traveller is more expensive and difficult to reach/identify than is group business, a number of approaches to address this market should be carefully considered. Such as……. 1. 2. 3. 4. 5.

A Pre-Opening Rack Folder A trade directory advertising campaign A trade news advertising campaign A consumer advertising campaign Direct mail 1

FIT means “Frequent Individual Traveller”. It is also called “Frequent Independent Traveller”.

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6. Sales call solicitation No less than six months before your hotel opening, these approaches selected for use based on your hotel‟s unique market situation should be launched. As reaching the FIT traveller directly is often prohibitively expensive if done on a broad scale, your efforts must be carefully targeted to be as cost effective as possible. Since consumer media is often quite highly priced, often the decision is made to concentrate the limited advertising dollars against the travel trade, and create strategic alliances with credit card companies, business associations, meeting, incentive, conference & event (MICE) organisers, whose “conversion cost1” is far less expensive and who in effect can act as outside sales agents for the hotel. Seek out the “partnerships” that can offer extensive coverage and create mileage at minimum cost (e.g. Popular Radio and TV games shows and/or magazines which attract a large audience). In return, you may consider sponsoring their programs. This often places less strain on your cash flow as it is based on the hotel‟s direct cost. If sufficient funds are available for consumer media, the use of these can help to establish your hotel directly with the potential guest. Suggestions for choice of media most appropriate for your hotel can be obtained from Regional Marketing Communications (or Corporate Brand Management team) who is in the best position to make this type of recommendation. Our own PCR 2 Club (and Ambassador Club for InterContinental hotels) is an excellent vehicle for the direct mail promotion of you hotel. While the announcement of your hotel opening and background on its facilities will, of course, be included in their regular series of newsletters, the use of this list of frequent international travellers for special mailings specifically focused on your hotel would also be highly worthwhile. As this list is set up in such a way that any geographic area may be selected, its use can be highly targeted. Background on the costs and recommendations for use of this list can, again, be obtained from Regional Marketing Communications and/or Corporate Brand Management team. As your local market (with the exception of some resort locations) can provide your single best source of potential business, this market should get particular attention. Sales calls should be made on all major business concerns located in your area to acquaint them with your upcoming hotel and to set up with them (if applicable) a special local commercial rate. Lists of companies in your area should be compiled for direct mail follow up. Lists of companies located in your city that are headquartered in other areas should be sorted according to geographic location of these headquarters and forwarded to the appropriate Corporate Sales Office in whose territory they are located for these Sales Offices to follow up in you behalf. Gather information about country, city, local customs and practices. Compile a list of: 1. 2. 3.

Government officials and contacts Tourism officials and contacts Airline managers and contacts 1 2

“Conversion Cost” means the cost to convert a potential business into actual business for the hotel. “PCR” means Priority Rewards Club

__________________________________________________________________________________________________________ ____ March 2005 57


4. 5. 6. 7. 8. 9.


Chamber of Commerce contacts Local hoteliers (operations and sales) Bankers Embassy contacts Charitable, social and fraternal contacts Owning company members

5.3. PRE-OPENING SALES & MARKETING ACTIVITIES 1 BUDGET GUIDELINE Liase with Regional Director of Sales and Marketing and/or refer to Pre-Opening Sales & Marketing Kit >> Item XIV >> Appendix 19. (See below)

Pre Opening Sales & Marketing Activities Budget Guideline ( Per Room Cost) Domestic

Regional

International

InterContinental

(Min USD 0.6 Mill)

N/A

1800

2200

Crowne Plaza

(Min USD 0.4 Mil)

N/A

1500

1800

Holiday Inn

(Min USD 0.3 Mill)

1200

1500

Express

(Min USD 0.1 Mill)

Pre Opening Sales & Marketing Activities Budget Allocation

Direct Mail / Teasers Website Priority Club Rewards Public Relations Agency Familiarizations (Fams) Opening Event Collateral Global Distribution System (GDS) Advertising Sales Giveaways Photography Advertising Hotel Visits and Audits Contingency Total

Amount (USD '000) $12 $6 $12 $12 $60 $60 $60 $36

% 2% 1% 2% 2% 10% 10% 10% 6%

$24 $18 $18 $240 $30 $12 $600

4% 3% 3% 40% 5% 2% 100%

1

The Sales and Marketing Activities will include activities deployed to generate business and create brand awareness. This will include all Advertising and Promotion (e.g. Direct Mail, Advertisements on Websites and the Global Distribution System, Priority Club Rewards programmes, Giveaways, etc), Sales Collateral, and other Sales Activities (including business trips, sales blitz, etc). It excludes Payroll, Chain Services, Office Supplies, Communication Cost, and other Overhead costs of the Sales and Marketing department. __________________________________________________________________________________________________________ ____ March 2005 58


5.4.


SELECT AN ADVERTISING AGENCY One of the most important decisions you will make is the selection of an advertising agency to handle your local advertising and sales promotion needs. In order to make a proper selection you must first determine what the scope of your needs is expected to be and what will be the size of your budget. Once you have established these, you should review possible alternatives. 1. 2. 3. 1.

Free-Lance Services Small, creative agency Large, full-service agency

Free-Lance Services Available services include: a. b. c. d. e.

Advantages:

Copywriters Artists Media buying services Printers Typesetting services You are in total control. Costs are “net.” Buying a la carte gives you a broad range of selection.

Disadvantage: Extremely time consuming. Requires considerable experience on your part. You will receive a minimal amount of “outside insight.”

2.

Small, Creative Agency This type of agency usually attracts top creative talent whose area of expertise is the creation of the ad. Advantages:

Good creative talent. Dealing with agency principals. Outside input on creation of the ad.

Disadvantage: Often when the agency is small there are fees/mark-ups to be paid in addition to “normal” commission. Thinking usually creatively based rather than business-based which may lead to one-side input. Potential lack of services/expertise in areas such as media planning/buying, research, etc. Possible financial instability. 3.

Large, Full-Service Agency This type of agency can handle the full range of your advertising. Advantages:

Full advertising resources. Financial stability. Clout with local media.

Disadvantages: May be less “creative.” Your account (unless large within the standards of what the agency already handles) may get insufficient attention. __________________________________________________________________________________________________________ ____ March 2005 59



As the Pre-Opening period will be particularly a busy time for both the General Manager and the Sales Manager, depending on the availability in your city, a large, full-service agency should probably be given first consideration.

What an Advertising Agency‟s Role should be 1. 2.

3. 4. 5.

To work with you to compare and evaluate your hotel vis-à-vis the competition and help determine how your hotel should be presented to the consumer. To come up with a number of strategy options, including the tactical message and unique selling points (USPs), to help you determine the overall advertising strategy for your hotel. To create a number of advertising ideas in rough, concept form that expresses the agreed strategy. To create finished advertising and media recommendations based on your marketing strategy, properly addressed to your selected target markets. To submit a year long marketing and advertising plan covering all aspects of our hotel‟s objectives as they relate to advertising. This plan should include… a. b. c. d. e.

overall marketing objectives/strategy (including the tactical message) recommended implementation for both creative and media an analysis of competitive strengths/weaknesses possible opportunities future projections

The media portion of this plan should include… a. b. c. d. e. 6.

audience objectives reach/frequency objectives justification for each medium month-by-month schedules/costs commitment/cancellation dates

To provide day-to-day service for… a. b. c.

continual review of plan verses objectives continual review of advertising effectiveness special projects/seasonal needs

Making the Selection of an Advertising Agency 1.

Determine your field of choice. This will be affected by the size/sophistication of you city and the number of agencies available to choose from.

2.

Set broad parameters to refine your review process. Look at the available agencies on the basis of their overall size and types of accounts they now handle. Any agency that handles other hotels would probably be eliminated at this stage unless the field of choice was severely limited.

3.

Invite the agencies to which you have narrowed your choice to make presentations. These presentations should include:

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a. b. c. d. e. f. g. h. 4.


history of the agency and information on its growth and billing size background on the key personnel at the management level background on the personnel they would be assigning to your account their track record with other clients samples of their campaigns which the consider “outstanding” advertising success stories that would parallel your type of needs outside references evidence of financial stability

Select a final list of no more than three or four agencies and invite each to make a further presentation on how they would handle your account. This presentation would include a speculative marketing approach and rough/semi-finished creative concepts. Make sure that you fully discuss the content you expect. Some agencies will be unwilling to do a complete presentation unless they receive payment for their efforts. If however, you have seen and respect the work they have done for other clients and feel reasonably sure they will be your final choice, paying for the presentation may prove a good investment.

5.

Discuss payment procedures with the agencies you are considering. There are three basic ways that agencies bill their clients. These are: a.

15% Commission The client pays the agency for media cost as quoted by the media rate card. The agency pays the media 85% of the published rate thereby receiving a 15% commission. Production costs are billed to you at a mark-up of 17.65%. A mark-up of 17.65% on a net amount is equivalent to the 15% of the gross amount. An 85% net charge for production for example marked up 17.65% would equal 100.

b.

Fees Some agencies charge a monthly fee and bill all production and media at their net cost. If the fee were $10,00 a month or $12,000 a year, this would be equivalent to what an agency charging 15% commission would realize form a client spending $80,000 a year on media and production. Use this type of calculation as a rule of thumb to determine whether or not the fee requested is a reasonable one. Floor Fee There are instances where an agency will set a fee “floor.” This kind of structure guarantees the agency that they will earn a minimum amount regardless of how much on media/production the client ultimately spends.

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If this “floor” was set at $12,000 a year, once the client had spent more than $80,000 the floor would have been met. Any additional spending through the agency would then be billed to the client on a 15% commission basis. In addition to overall payment procedures there are other “grey” areas that should be discussed. While the client normally pays for media and advertising production and the agency normally provides at no direct cost to the client basic creative and marketing services and pays for day-to-day ordinary travel to call upon you and their entertaining in conjunction with your account - all of this should be clarified. Other areas to be discussed include who pays for rough layouts, unusual travel/entertainment and research in your behalf. Negotiate all of these before you make your selection. 6.

Make your final selection on the basis of which agency you feel would best suit your hotel‟s particular needs. While there are many ways to make this judgement, on approach would be to set up a matrix which would include both relative importance to you of the various characteristics you are looking for in an advertising agency and how well you think each agency you are considering would fulfil these.

THEORETICAL MATRIX EXERCISE AGENCY CHARACTERISTICS

IMPORTANCE TO YOU

AGENCY #1

AGENCY #2

CREATIVE/FLAIR

10

4/40

9/90

BUSINESS JUDGEMENT

8

8/86

3/24

DAY-TO-DAY SEVICES

7

9/63

5/35

MEDIA DEPARTMENT

6

8/48

6/36

SIZE OF AGENCY IMPORTANCE OF MY ACCOUNT

6

3/18

9/54

PERSONAL CHEMISTRY

5

4/20

7/35

TRACK RECORD

7

6/42

7/49

RESEARCH DEPARTMENT

5

8/40

3/15

335

338

TOTAL

Working with an Advertising Agency The overall objective of hotel advertising is to generate business – To fill up rooms that would otherwise be unoccupied. – To provide additional covers in Food & Beverage outlets. Advertising produces the best results when it has continuity. This may either be on a year-around basis or as part of a clearly defined seasonal program. Establishing a continuing advertising program – __________________________________________________________________________________________________________ ____ March 2005 62


1.

Study your anticipated pattern of business… a. b.

2.


Determine the nature of your projected occupancy on a month-by-month basis. Take into account seasonal variations and recurrent low occupancy periods such as weekends.

Profile your product…the hotel..

Make your agency a full partner 1. 2. 3.

Communicate to them all the background on your property, its strengths and weaknesses. Be sure from the outset that they agency is totally aware of what your goals are, what is expected of them and how you will judge their performance. Provide the agency with samples of both the Corporate and Regional Advertising Programs so that they will have insight into these approached and will be able to prepare material complimentary to these.

Who you will be working with Once you have selected an agency, you will probably be dealing mostly with your Account Executive. It is good background, however, to have a basic knowledge of all areas within the agency which will also impact on your account. These include… 1.

7.

Management who oversees your account to make sure you is getting service and results. They may be contacted if you are having any problems with the way your account is being handled. Account Executive is your day-to-day contact and is responsible for coordinating the efforts of the agency in your behalf. Functions, in effect, as your liaison at the agency and their representative to you. Creative Director supervises the copywriter and the art director in the creation of the advertising for your hotel. Is responsible for the total quality of the material finally produced. Media Director is the expert on recommending the appropriate media to reach your target audience with the greatest cost efficiency at the appropriate frequency to sustain the impact of your advertising effort. Research Director supplies quantitative and qualitative research studies to contribute important background to both the creative and media departments. Production works under the supervision of creative people to prepare and produce the finished advertising material and forward it to the media. Accounting pays the media and production expenses and bills you.

5.5.

SALES TEAM MANAGEMENT

2.

3. 4.

5. 6.

Liase with Regional Director of Sales and Marketing and/or refer to Pre-Opening Sales & Marketing Kit >> Item XIII for the following:  Sales Force Management  End of Month Report  Business Planning  Competitor Activity Summary  Office Management  Standard Contracts and Agreements __________________________________________________________________________________________________________ ____ March 2005 63


5.6.


ACCOUNT MANAGEMENT Liase with Regional Director of Sales and Marketing and/or refer to Pre-Opening Sales & Marketing Kit >> Item XI for the following:  Account Definition  Account Profile  Account Planning  Activity Management  File Management  Request for Proposal (RFP) Express  Corporate / Business Travel Agent (BTA) Rate Loading

5.7.

BUSINESS HANDLING PROCEDURES Liase with Regional Director of Sales and Marketing and/or refer to re-Opening Sales & Marketing Kit >> Item XII for the following:  Corporate Section  Convention & Banquet Section  Group / Tour Section

5.8.

PRE-OPENING SALES & MARKETING CRITICAL PATH (BY FUNCTIONAL AREAS) Liase with Regional Director of Sales and Marketing and/or refer to InterContinental Hotels Group Pre-Opening Sales & Marketing Kit >> Appendix 1 on Critical Path. The Key Tasks found in the Critical Path are as follows: 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16

5.9.

Orientation and Marketing Overview Research and Detailed Situation Analysis Sales and Marketing Administration Human Resources Public Relations and Communication Advertising Collateral, Imagery, Logo and Signage Outside Contractors Sales, National Sales, Global Sales Direct Marketing Distribution Marketing Relationship Marketing Business Handling Procedures Spa Marketing Information Technology and Systems Hotel Grand Opening

PRE-OPENING SALES & MARKETING CHECK LIST This is based on the time required prior to Hotel‟s soft opening. Liase with Regional Director of Sales and Marketing and/or refer to InterContinental Hotels Group Pre-Opening Sales & Marketing Kit >> Item XV >> Appendix 20. See next page.

__________________________________________________________________________________________________________ ____ March 2005 64



Pre Opening Sales & Marketing Check List for ____________(Hotel Name) Planning Stage (15months – 9 months before hotel opening, before DOSM on board) Tasks 1. Taking over the MARKET ASSESSMENT REPORT from Development Team Upon Signing of  Executive Summary (Property Description, Summary of Key Drivers) Management  Situation Report (PEST2 Analysis, Macro Economy, Tourism Development, Agreement 1 Hotel Supply & Demand, Competitors Overview)  Comments on Project and Concept (Location, Brand Fit, Business Mix, Key Geographical Markets and Facilities Program)  Ownership  Deal Terms  Ten Years Revenue Forecast  Risk Analysis 2. Management contract signing announcement 1. Develop PRE OPENING MARKETING PLAN 15 Months Prior  Situation Analysis (Updated Fact Sheet, SWOT3 Analysis)  Competition Analysis  Strategy (Hotel Positioning, USP (Unique Selling Point), Pricing Strategy, Core Targets, Strategic Summary)  Sales Action Plan (Sales Team Structure, Sales Trips/Road Shows, Action Plan for National/Regional Sales)  Public Relations/Communication Plan (Public Relations Positioning, Key Messages, Advertising Plan, Direct Mail Plan, Collateral Needs & Production Schedule)  Sales & Marketing Expense Schedule  InterContinental Hotels Group Sales & Marketing Support (Priority Club Rewards, E-Commerce, Global Sales, Holidex / Global Distribution System Set Up, Central Reservation Offices)  Critical Path 2. Billboard design and production (applicable to key destinations only) Timeline

Duration 1 day

Comments Market Assessment Report should be completed by the marketing manager in Development Section before Management Agreement is signed

1-2 weeks

Project site visit should be arranged and also to conduct the local market study

1

In the Peoples Republic of China, the term Management Contract is frequently used. It has the same meaning as Management Agreement. PEST = Political, Economic, Social, Technology 3 SWOT = Strengths, Weaknesses, Opportunities & Threats 2

______________________________________________________________________________________________________________ March 2005

65



______________________________________________________________________________________________________________ March 2005

66



Guiding Stage (9 months before opening – Hotel opening, after DOSM on board) Timeline Tasks 12 Months Prior General Manager Orientation & Brand Standards 9 Months Prior  Take over the Pre Opening Marketing Plan, review & update  Situation analysis  Product analysis – Unique Selling Point) / Strength, Weakness, Opportunity, Threat (SWOT)  Integrated Business Plan (IBP)  Competition Analysis  Monthly Forecast/Budget  SWOT & Strategies  Executive Summary  Strategy & positioning session  Develop key messages  Hotel logo development  Sales & Marketing set up contact list 8 Months Prior  Organization chart & Standard Operating Procedures set up  Standard contracts & forms development  Filing system set up  Sales & Marketing expenses budget 7 Months Prior  Hotel Fact Sheet Development  Database set up (client database, media database and Direct Mail database)  Staff recruitment and training 6 Months Prior  Develop media brief, creative brief and public relations brief for the hotel  Get approval for media brief, creative brief and public relations brief from Brand Management  Work with agency to develop communication plan  Work with agency to develop advertising plan  Hotel presentation file development  Staff training  Giveaways ordering  Include hotel in all corporate listings and corporate map

Duration 1/2 day 1 month

Comments Once General Manager is appointed Conduct Monthly review meeting to double check the progress

1 month

Conduct Monthly review meeting to double check the progress

1 month


1 month


______________________________________________________________________________________________________________ March 2005

67


Timeline 5 Months Prior


   

4 Months Prior

     

3 Months Prior

   

2 Months Prior

     

1 Month Prior

        

Tasks Develop press kit Work with agency on creative designs for collaterals / advertisings Prepare accounts target list Opening event planning with Public Relations agency Revenue Manager hiring, approved by Regional Revenue Manager and Revenue Assessment Test taken. Holidex Plus code request Opening offer & rate structure Holidex Plus / Global Distribution System / Web information set up; system room type set up Establish channel strategies & tactics Start sales calls / sales trips Editorial Plan/Calendar approved and start news releases Presentation file, pre-opening sales kit send to global sales, Central Reservation Offices Sales calls / sales trips / direct mailing Integrated Business Plan - Pre-opening Review Sales calls/ sales trips / direct mailing Priority Club Rewards training Strategic Sales Training Integrated Business Plan Training Integrated Business Plan – Complete as per IBP Rules Hotel opening invitations Holidex Plus New Hotel Opening Plan training and activation Chinese website welcome message set up Opening system inventory and start selling Determine system sell strategies Accounts code set up in Property Management System Start advertisings Sales calls /sales trips / direct mailing Hotel opening event / Opening announcement Arrange hotel photo shooting

Duration 1 month

Comments Conduct Monthly review meeting to double check the progress

1 month


1 month


1 month


1 month


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68



6. FRONT OFFICE - PRE-OPENING CHECKLIST

6.1.

INTRODUCTION The Front Office is the nerve centre of the hotel. In many instances the Front Office is the liaison between the guest and the other hotel operating departments, especially during the opening period. As such, Front Office personnel should be peripherally aware of the other hotel operations, in addition to a thorough familiarization with the Front Office operation.

6.2.

MATTERS TO DISCUSS WITH GENERAL MANAGER 1 1. 2. 3. 4. 5. 6. 7. 8. 9. 10. 11. 12. 13. 14. 15.

Department head pre-opening meetings and reporting requirements. Front office pre-opening budget Local occupancy trends, seasonal or other peculiarities affecting occupancy. Source and types of business, major accounts, marketing strategy Local competition, facilities and personalities Projected occupancy forecasts by market segment. Room rates Annual budget Front office organization chart. (titles and ordering business cards) Parameters for hiring front office personnel and Assistant Manager Front office staffing requirements Outside contracting (cleaning? Gardens and Landscape? Flowers?) Front office facilities and equipment Daily General Manager/Front Office Manager briefing procedures Executive Secretarial Service and/or Businessman‟s Centre Facilities and amenities to be offered and staffing responsibilities. Opening festivities and accommodation requirements. VIP amenities, approval, distribution to other departments. Amenities for long staying guests? Daily newspapers (Local, international) Internal reporting requirements. a. Daily room sales recapitulation b. VIP list c. Group activity reports d. 10-day forecast e. Distribution of above reports within hotel Use of a telecommunication / beeper system Weekend coverage of front office by senior Front Office management. Employee duty meals policy. Overtime, approval, authorization Hotel credit cards, issuance and control (details to be coordinated with Director of Business Support and Marketing Department). Selection of hotel show rooms for travel agents, etc. Establish hotel checkout time and late checkout policy. Hotel policy with respect to overbooking and walking guests. Overflow to which other local hotel (s)? Competitive set & sharing information

16. 17. 18. 19. 20.

21. 22. 23. 24. 25. 26. 27. 28. 29. 1

In larger hotels, it is common to have a Director/EAM Rooms who oversees the Front Office and Housekeeping functions. In the absence of a Director / EAM rooms, the Front Office Manager will report direct on the hotel General Manager or his assistant. __________________________________________________________________________________________________________ ____ March 2005 69


30. 31. 32. 33. 34. 35. 36. 37. 38. 39. 40. 41. 42. 43. 44.

6.3.


Installation of Property Management System (PMS)– time line, budget and training Manager on Duty, Daily Schedules, Inspection Checklist General Manager Logbook Complimentary and house use rooms procedure and authorization Pricing Morning Operation meeting Guest Survey (GSTS) reporting; daily / monthly Nomination of GSTS champion Signage (Driveway, Lobby, Public Areas) Decision on telephone system Set time to release non guaranteed rooms Key control, emergency grand master and master keys (to coordinate with Director of Business Support and Chief Engineer) Hotel security, access to hotel floors, lift security, key card control, close circuit televisions (CCTVs) location Door Knob Policies (collateral on door knobs) Fire, Life Safety and Emergency Procedures

MATTERS TO DISCUSS WITH CONTROLLER 1. 2. 3. 4. 5. 6. 7. 8. 9. 10. 11. 12. 13. 14. 15. 16. 17. 18. 19. 20. 21. 22. 23. 24. 25. 26. 27. 28. 29.

Hotel credit policy and procedures. Handling of guest deposits. Rebates and discounts: approval and authorization. Guest billing instructions, who prepares, who approves? Check cashing for guests, employees. Paid outs policy Safe deposit box procedures and control Supervision of Front Office Cashiers and discipline. Arrangements for a drop box for department cashier remittance and front office witnesses. Coordination and cooperation between night receptionist and night auditor. Concierge cash float, if necessary. Preparation and distribution of hotel credit black list. Involvement in hotel credit decisions, credit meetings. Arrange for purchasing of all necessary front office forms (these should be standard and the name of the supplier given to the opening team). Procedures for no-show billings, guaranteed reservations, advance deposit no-shows. Petty cash, movie rebates, misc. charge Rooms discrepancy report (morning and evening) Credit check report daily – follow up and checks Rate variance report – follow up and checks Signing privileges – Front Office Manager – Assistant Front Office Manager – Front Desk Manager – Guest Relations Manager Posting codes and grouping of posting codes Daily saves and save reports Emergency system down procedure Credit card machines Credit cards accepted Traveller cheques procedure Level of system access in the Property Management System (PMS) for all staff Bank levels and policy on overages and shortages Daily currency exchange procedure

__________________________________________________________________________________________________________ ____ March 2005 70


6.4.

MATTERS TO DISCUSS WITH EXECUTIVE HOUSEKEEPER 1. 2. 3. 4. 5. 6. 7. 8. 9. 10. 11. 12. 13. 14. 15. 16. 17. 18. 19. 20. 21. 22. 23. 24. 25. 26.

6.5.


Logistics of reporting checkouts to housekeeping Logistics of reporting clean/available for sale rooms to Front Office Procedure for expedite room make-up requests Timing of delivery to Front Office the housekeepers daily reports and responsibility for follow-up and investigation of discrepancies Room inspection schedule program by Front Office Supervisors Distribution of VIP amenities – flowers, bathrobes, special soap, shampoo, and bath foam Procedure for VIP rooms, special cleaning, careful inspection by housekeeping and front office Pre-opening show rooms for travel trade and media Special cleaning, quarterly, annual, by floor procedure Lost and found procedure Employee uniform initial issue and fitting; uniform cleaning and turn-in program. Establish special service procedure for extra requirements, for example, cot, extra bed, handicapped guest. Property Management System (PMS) codes to be established Procedure for room moves Pre registered guests Procedure for no show VIPs Procedure for replenishment and removal of VIP amenities Pet policy AM & PM room discrepancy report Due out report Daily showrooms Reporting of rushed rooms Reporting of rooms not being covered Early room attendants (in case of crew arrivals or pre registered guests) Decide on ratio of non smoking to smoking rooms Categorize room types and price accordingly with Director of Sales Door Knob Policies (collateral on door knobs)

MATTERS TO DISCUSS WITH SALES/MARKETING 1. 2. 3. 4. 5. 6. 7. 8. 9. 10. 11. 12. 13. 14. 15. 16.

Marketing strategy, market segments. Special promotions and package plans (all company based promos should be provided to the Front Office Manager from Corporate). Coordination of group handling, daily communication, formal documentation of group sales commitments. Immediate reporting of all room sales to front office formally documented. Method for front office to keep sales department apprised of room availability at all times. Competitive set Round of Year forecast Internet companies such as HRN, Expedia, Quickbook HDN – rates, passwords, user id‟s Showrooms VIPS Special Rates & Complimentary rooms. Weekly yield meeting & reports/information to be discussed at that meeting Top corporate accounts or prospective companies Property Management System (PMS) rate codes Tracking for individual Sales Managers Discussion on when groups are turned tentative or definite in the system

__________________________________________________________________________________________________________ ____ March 2005 71


17. 18. 19. 6.6.


Group résumé meeting & 14 day forecast Group pick up meeting Rate solicitation package – submitting

FRONT OFFICE PRE-OPENING 1.

FRONT OFFICE MANAGER a.

b. c. d.

e. f. g. h. i. j. k.

l. m. n.

o. p. q. r. s. 2.

Arrange for the design, ordering, purchase, receipt, storage and distribution of all necessary front office forms (coordinate same with Director of Business Support) Prepare pre-opening and after-opening staffing schedules Ensure all front office areas properly equipped with necessary Furniture, Fixture & Equipment Review Front Office and lobby layout including Guest Relations/Priority Club Rewards (PCR)/Ambassador Club for InterContinental hotels/ Assistant Manager Desk Lobby desk signage and directional signage Local laws and customs regarding registration records Hotel availability status Internal departmental relations and communications with Director of Business Support Policy re guaranteed no shows, commissions, quick checkout, and local laws pertaining to VAT/sales tax included/excluded room rate Establish front office logbooks for Assistant Manager and Reception Desk With Executive Housekeeper, coordinate General Manager‟s standards for typical VIP guest room set-up using model room, and establish control policy for senior Front Office management or Assistant Managers to personally inspect and report all VIP rooms prior to guests‟ arrival. VIP room assignments to housekeeping policy Schedule for Front Office meetings, pre-opening and after opening Training and instruction for all Front Office staff, particularly reservations on subject or maximizing sales and selling all hotel facilities Training for all Front Office Staff: Set 6 month training plans for all sub departments, create department orientation training sheets (or liase with training manager), create detailed training plans for all positions with a break down of all tasks Priority Club Rewards (PCR) training all staff / Ambassador Club for InterContinental hotels Emergency procedure training – all staff Set yield & rate availability in Property Management System (PMS) Set goals & personal development plans for all heads of sub departments with in Front Office Order name badges and uniforms

RESERVATIONS a. b. c. d. e. f.

Reservations area tastefully appointed, adequately equipped with telephones, personal computers, desks, filing facilities Holidex set-up and starting date Establish specific procedures for flow of reservations-related forms, and proper filing procedures Specifically assign responsibility for group handling Ensure “availability” reference sheets are accessible to all reservations staff Install availability notice board in full view of all reservations staff

__________________________________________________________________________________________________________ ____ March 2005 72


g. h. i. j. k. l. m. n. o. p.

q. r. s. t. u. v. w. x. y. z. aa. bb. cc. dd. ee. ff. gg. hh. ii. jj. kk. ll. mm. nn. oo.

3.


Set up reservations control chart and assign responsibility for daily update and maintenance Establish reference library: telex directories, travel trade index. (Fax, internet requests) Policy and Procedure on Priority Club Rewards (PCR) handling in reservations department (+ Ambassador Club for InterContinental hotels) Reservations retention records policy (coordinate with Director of Business Support) Posting and filing policy regarding advance deposits Handling of incoming/outgoing faxes, telexes, telegrams and other correspondence including procedures and responsibility assignments Preparation and distribution of various statistical and marketing reports Wait list procedures Confirmation and cancellation of reservations: procedures Policy re reservation office not to be used as a conduit between back of the house and the front desk: establish a proper work atmosphere. The reservations office is not an area of relaxation for reception/concierge staff (coffee, drinking, smoke breaks, etc.) Policy on friends and family rate Owing Company policy Employee discount policy Email address and regular check Hidden rate reservations Prepayment authorization Policy on checking arrival report, dupes etc Policy on complimentary rooms Day file Wholesale rates Set rate codes in Property Management System (PMS) Also discuss yield, forecast and budget Set standard scripting Schedule test calls and tape them Policy on pre registered guests Rate change policy Traces/flags/messages – policy Create product knowledge file Create a rate and promotion reference guide Standard letters and brochure packs Procedure to test call on a regular basis Procedure on day use reservations, incognito guests, disabled guests and Policy and Procedure Create shift check lists Order Global Directories (also one for each guest room) Create a credit application form with the controllers input

RECEPTION DESK a. b.

c. d.

Orientation for all reception and uniformed service staff on all hotel facilities and location of same Room rack consistent with rooms situation in hotel, reflecting suites and connecting rooms, type of room (if applicable), bed configuration and room rate or room rate category Security awareness briefing for all front desk and uniformed service staff Standard InterContinental Hotels Group registration cards and pens

__________________________________________________________________________________________________________ ____ March 2005 73


e. f. g. h. i. j. k. l. m. n. o. p. q. r. s. t. u. v. w. x. y. z. aa. bb. cc. dd. ee. ff. gg. hh. ii. jj. kk. ll.

4.


Flow of information upon guest arrival, in particular advising concierge and telephone departments and temporary rack slips Monthly or quarterly reports forms and responsibility assignments Responsibility assignments for operations statistics reports Check-in & check out procedures Room blocking slips: clear or coloured plastic; use and control Rack check procedures; done by whom, when, who advised. Posting of house count at reception Checking of housekeeper‟s report, frequency; rooms discrepancy reporting and follow-up procedure Distribution of VIP and group lists Procedures for walk-ins, Cash-all departments procedures Pre-registration for VIP‟s and rooms blocking for VIP Who types guest folios; approval before passing to Front Office cashiers Responsibility for serial number control over registration cards; procedure for proper entry into arrivals register Preparation of Amendment to chart control sheet Room move/rate change procedure, control and approval Posting of typical hotel floor plan (coordinate with Chief Engineer) Posting of global reservations signage Room key control procedure (coordinate with Front Office Manager/ Director of Business Support) Coordination of lost and found activity with housekeeping/security Personnel job description, employment laws and the like Daily hand over board Walk procedures Escorting guests Daily task list Product knowledge file Procedure for stock ordering Grooming check lists Greeting script Procedure for handling master accounts, house accounts & the cash folio Order an express c/out box & express check out forms Train on courtesy calls Order key folders & bill folders - regular guests and Priority Club Rewards (PCR) members (+ Ambassador Club for InterContinental hotels) Order key makers Order pre printed message pads Early arrival procedure

UNIFORMED SERVICES: CONCIERGE, MAIL AND INFORMATION a. b.

c.

d. e. f.

Thorough staff familiarization of all hotel facilities and services Concierge directory including information on local event, restaurant, theatres, churches, temples, mosques and times of services, sight seeing, car rentals, etc. Key control procedures and responsibility for maintaining reserve keys, periodic key inventory, key reordering and coordination of systematic guestroom door lock changes with engineering Current information rack maintained in strict alphabetical order Handling of mail, registered or regular, for guests in-house or departed, to hold, forward or return to sender Supply of standard hotel accessories, stamps, postcards, and city maps, rack folder for other InterContinental Hotels Group hotels

__________________________________________________________________________________________________________ ____ March 2005 74


g. h. i. j. k. l. m.

n. o. p. q.

5.

Guest message procedures from hotel operator, placement in mail and key racks, message light in room and evening delivery to guestrooms List of important local phone numbers posted for ready access: doctor, police, fire, airlines, car rental, and the like Responsibility for orderliness and cleanliness of entrance and lobby areas. Paid out procedures on behalf of guests Profit margins on concierge services (theatre tickets, post cards, etc.); for house or the concierge? Daily awareness of functions in the hotel. Decide/agree who types function sheets, and distribution of same Ensure appropriate flags are raised and lowered, and displayed in accordance with prevailing local protocol and international protocol affecting such activity Limousine contract Restaurant reservation card Daily task list Order package scale

UNIFORMED SERVICES: a. b. c.

d. e. f. g. h. i. j. k. l. m. n. 6.


Organization and maintenance of luggage storage room Proper maintaining of the bell man activity records Familiarization of operation of all guest room facilities, air-conditioning controls, lights, radio, television, mini bar. Who replaces burned out light bulbs, and how to request same Supplies for outgoing guest parcels, plain brown wrapping paper, twine for binding parcels and handles for carrying bulky packages Training on what to look for, when checking for adequate guest supplies during rooming of guests at check-in Responsibility for periodically checking public washrooms and calling the houseman for cleaning and replenishing of guest supplies Under direction form concierge, maintain hotel directory board (s) announcing hotel functions and events Purchase luggage tags Procedure for group arrivals Set porterage charges Delivery charges Heavy weight handling training Order bell carts Daily task list

UNIFOMED SERVICES: a. b. c. d. e. f. g. h. i.

Bell Captain

Doorman

Entrance, parking circle free from obstructions and neatly maintained Awareness of parking facilities, rates, hours of operation Maintain relationship with taxi drivers to assure regular availability of taxi service (pre-opening taxi driver breakfast appropriate?) Taxi call procedure Door man responsibilities, define in detail Where to store snow shovels and the like (where appropriate), and who is responsible for such sidewalk clearing activity; who notifies action is needed? Heavy weight handling training Check for valid drivers licenses if appropriate Daily task list

__________________________________________________________________________________________________________ ____ March 2005 75


7.

TELEPHONE DEPARTMENT a. b. c. d. e. f. g. h.

i. j. k. l. m. n. o. p. q. r. s. t. u. v. w. x. y. z. aa. bb. 8.


Procedures for logging telephone traffic, long distance calls, and internal administrative calls Actions to be taken, numbers and staff to call in what specific order, in even of fire or other security threat, bomb scare, or emergency situation Maintenance of current accurate alphabetic information rack Daily posting of VIP rooms and guest names on VVIP board Procedure for taking guest messages and routing of same to front office for action Installation of Timer clock and/or other procedures to ensure guest wake-up calls are handled properly. How to handle no answer on wake-up calls Provision for handling guest telexes / faxes and long distance phone calls from lobby booth, billing procedure and cash collection Establish acceptable paging procedures for hotel location of paging speakers within hotel, volume of paging speakers, if available, or paging board procedures otherwise Scripting Hang directions for main routes into the hotel Do not disturb procedure List all staff telephone numbers in a private place in the PBX office Hand over log book Fax log Guest request book Pager list Call counting system Auto attend Mobile phone hire & contract Procedure for opening function room phones List of foreign language speakers Pay phones and location, maintenance and contract Call announcing procedure List of telephone charge bands List of local amenities doctors, bars etc. Emergency phone with independent line to main hotel number Contingency plan in case of switch board failure Elevator phones with 2 way speaker

GUEST RELATIONS a.

b. c.

d. e.

f. g.

Guest relations does not necessarily report to the front office manager, depending on local operating circumstances, although the interaction between the two functions is so enmeshed it requires attention, as part of the front office checklist Establish workable effective guest history procedures and records in coordination with front office reservation Preparation and distribution of daily VIP lists (arrivals and in-house). For arrivals, assign the nature and category of VIP amenities (bar, fruit, and flowers) and distribute lists to appropriate departments, as established by the General Manager Procedures for identifying, greeting and rooming VIP guests Coordinate with Food & Beverage for the replenishment of VIP amenities on a daily basis for fresh ice in ice buckets, removal of wilted flowers and fruit baskets, and the like, for long staying guests Ordering amenities and daily stock log VIP room checks

__________________________________________________________________________________________________________ ____ March 2005 76


h. i. j. k. l. m.


Set VIP levels (this should be standard at least 4 levels) Courtesy calls Order cards to send with the amenities Breakdown and costing of each amenity Log book Order complimentary beverage coupons

__________________________________________________________________________________________________________ ____ March 2005 77



7. HOUSEKEEPING - PRE OPENING CHECKLIST

7.1.

ORIENTATION Meet General Manager and Director/EAM Rooms1 Arrange to be introduced to Regional Specialists on site, Hotel Department Heads and employees already on site Arrange for introduction to construction representative in charge of the project Discuss timetable for completion of the hotel with the Director/EAM Rooms Obtain construction master key from Director/EAM Rooms or Chief Engineer Obtain Executive Housekeeper‟s checklist from Director/EAM Rooms Undertake familiarization tours of the hotel and surrounding hotel grounds Set up a temporary office on the site with directional signs for newly arriving housekeeping staff Become familiar with all-available blue prints and specifications of guests rooms, suites and corridors, public areas, food & beverage outlets, back of the house and main linen room Review Interior Designer‟s furniture arrangement plans and documentation on colour schemes and the like

1. 2. 3. 4. 5. 6. 7. 8. 9.

10.

7.2.

ORGANISATION 1.

PERSONNEL AND PRODUCTIVITY a.

b. c. d. e. f. g. h. i.

2.

Obtain final hiring schedule/Manning Guide with correct arrival dates of all housekeeping employees from Director/EAM Rooms or the Human Resource Department; follow-up status/progress, identity cards for staff Organisation Chart: Assistant Housekeeper (s) and Supervisors Determine absenteeism/turnover experienced by other local hotels: consistent with planned staffing? Average number of guests rooms per day to be handled by day maids, night maids and floor supervisors Hours of various housekeeping shifts Issuing hours of Main Linen room, and Uniform room Language barrier interpreter to communicate with staff, if appropriate Determine temporary local help required immediately; coordinate with Director/EAM Rooms and Human Resource Manager; screen and hire Locate and engage temporary team of local tailors for uniforms fitting and alterations; coordinate same

FURNITURE, FIXTURE & EQUIPMENT AND OPERATING SUPPLIES FOR HOUSEKEEPING a.

b. c.

Obtain copy of final computer print out from Director/EAM Rooms for Housekeeping supplies to be received or already on the premises; check on shipping and arrival dates; follow-up frequently Obtain copies of purchase orders on operating equipment to be handled in housekeeping department; check status and follow up Obtain copies of Furniture, Fixture & Equipment and other items to be received by housekeeping department; check status and follow up

1

In the absence of a Director/EAM Rooms, the Executive Housekeeper will report direct to the General Manager or General Manager‟s assistant. __________________________________________________________________________________________________________ ____ March 2005 78


d. a.

b.

c. d.

e.

f. g. h.


Carry out physical inventories of all items already received for Housekeeping Department, and keep records in file Request samples of employee white shirts, black shoes and socks and rubber boots from local market, if appropriate. Requisition required quantities in different sizes Requisition cleaning and other supplies for temporary use, according to availability on local market. Coordinate with Food & Beverage Stewarding for possible bulk orders. (see Appendix A: Suggested shopping list) Check on printing and stationary items and ensure that all forms and the like used by Housekeeping are in print. (See Appendix B: Printed forms checklist) Check secure installation of main linen room shelving and establish a punch list for this area. Keep one copy in file and submit list to Director/EAM Rooms and Chief Engineer Establish requirements for uniform racks appropriate for number of uniforms on order; submit detailed drawings to Director/EAM Rooms and General Manager for approval and Chief Engineer for installation (keep a copy for file) Clean up main linen room and Housekeeper‟s office Set up main linen room and Housekeeper‟s Office (see Appendix C: Recommend filing system) Determine if there are any special requirements for Housekeeping Department due to special Furniture, Fixture & Equipment Décor items

1. INVENTORIES a.

Linen – Guest Rooms and Food & Beverage (1) (2) (3) (4) (5) (6)

b.

Uniforms (1) (2) (3)

(4) c.

Quantity and scheduled arrival time at hotel Procedure for initial uniform issue and fitting Agree on employee time clock number for identification of uniforms, if possible, and establish procedure with Human Resource Manager for authorising initial uniform issue Exchange procedure for cleaning uniforms

Rollaway Beds/Bed Boards/Baby Cribs (1) (2) (3)

d.

Quantity and Scheduled arrival time at hotel Method to track late linen shipments if linen on hand is below par stock levels required Par stocks in circulation and in storage Handling of discards policy Are employee bath towels provided? Are kitchen rags provided? Contract service needed?

Quantity ordered sufficient? If not, where to rent? Other amenities required on order: non-allergenic pillows. Foam pillows and the like? Storage locations established?

Guest room supplies (1) (2) (3)

Are all InterContinental Hotels Group Standards supplied/ordered? Non-standard guest room supplies Method for handling special VIP supplies (guest amenities, etc.)

__________________________________________________________________________________________________________ ____ March 2005 79



(4) (5) (6) (7)

3.

HOUSEKEEPING KEY CONTROL a. b. c.

4.

d.

Storage location, control and security of routine items Procedure and location for valuable or costly lost items Length of time unclaimed items stored: check with Hotel Director of Business Support Disposal of unclaimed items

MAINTENANCE WORK ORDERS a. b. c.

6.

Determine distribution and control of master keys; coordinate/agree same with Hotel Director of Business Support Storeroom key control: linen, uniform, housekeeping, etc. Procedure to handle broken keys in locks (coordinate with Chief Engineer)

LOST AND FOUND a. b. c.

5.

Floral arrangements: who orders same, who delivers to guestrooms? Florist on staff or outside contract? Procedure for handling room service trays in rooms Who handles mini-bar re-supply in guestrooms; if housekeeping, recheck productivity standards, new procedures and guest floor storage restocking

Will the standard InterContinental Hotels Group system be used? Means of communicating same with Engineering Department Who replaces light bulbs in guestrooms?

OUTSIDE CONTRACTS FOR HOUSEKEEPING SERVICES a. b. c. d. e. f. g. h. i. j. k. l.

Cost-benefit analysis required on all contracted services Window washing, if same too dangerous for hotel staff Public Area Cleaning Gardens and Landscaping Floral arrangements Laundry of hotel linen Guest laundry Dry cleaning/valet Exterminator/pest control (coordinate with Engineering) Carpet shampooing – floor wax stripping. Other services Procedure with Director of Business Support on contract specifications and approval

7.

LIVE-IN STAFF AND /OR STAFF HOUSING a. Who lives in the hotel? b. Who lives in staff housing? c. Frequency and extent of housekeeping services provided

8.

COMMUNICATIONS BETWEEN MAIN LINEN ROOM AND GUEST FLOORS a. b. c. d. e.

Staff telephone with light signal? Maid‟s telephone on each guest floor? Beepers? Mobile phones? Walky Talky systems?

__________________________________________________________________________________________________________ ____ March 2005 80


f. g. 9.

b. c. d.

f.

Surplus Furniture, Fixture & Equipment Storage and requisition procedure. Excess linen storage location/requisitioning Housekeeping general stores Housekeeping equipment storage Temporary storage of goods received but not distributed. Find secure locked space in basement and on floors: do not use guestrooms. Ensure the room is dry and not humid! Spare curtain and drapery material is to be taken over by housekeeping as well as spare dust skirts and day spreads. All other spares including furniture, carpets, lamps, and upholstery material should be stored by Engineering and issued against requisitions

INSPECTIONS a. b. c. d. e. f.

12.

Coordinate service elevators for exclusive housekeeping use during initial guestroom set-up Are there chutes for soiled linen and/or rubbish? Transport method for dirty linen to laundry Transport method for clean linen to maid‟s closets

STORAGE ORGANIZATION a. b. c. d. e.

11.

Room status system? Other?

IN-HOUSE TRANSPORTATION SYSTEM a.

10.


Hotel turnover punch list: how does hotel Executive Housekeeper coordinate same with corporate/regional director housekeeping? Procedure for inspecting initial guest room set-up, inspection checklist? Procedure for inspecting cleaning of pre-opening staff quarters. Incorporate as part of training program Inspection program after opening – floor supervisors Program for General Manager/Executive Housekeeper personal hotel inspection tours before and after opening After opening program executive staff guestroom inspections

LAUNDRY a. b. c. d. e. f. g.

Organize turn-in procedures for dirty laundry with Laundry Manager Coordinate guest laundry procedures with Laundry Manager Coordinate staff uniform cleaning procedure Coordinate with Food & Beverage Manager for Food & Beverage linen issue/control Coordinate agreed procedures with Food & Beverage outlet managers Coordinate kitchen rag program with Food & Beverage Manager/Executive Chef Outside laundry (1) (2) (3) (4)

Develop procedures and locate an area for linen count control outgoing and incoming Coordinate billing documents and receiving documents with hotel Director of Business Support Agree on delivery schedules, especially weekend/Holiday Coordinate with General Manager on discards policy with contractor.

__________________________________________________________________________________________________________ ____ March 2005 81



(5) (6) 13.

HOUSEKEEPING EQUIPMENT a. b. c. d. e.

14.

Ensure all equipment tested and stored under lock and key Coordinate with Chief Engineer and Purchasing Manager for local sources to repair equipment and maintain warranty Develop issuing and control procedures with Front Office Manager and Director of Business Support for guest charges for renting roll-aways, etc. Develop maintenance program with Chief Engineer for heavy-duty equipment (golf cart linen wagons, etc.) Organize issuing and receipt program for items lent to hotel guests without charge (voltage converters, etc.)

REPORTING REQUIREMENTS a. b. c.

d.

e.

f.

7.3.

Recalculate par stock requirements due to in-transit laundry and recheck inventory for adequacy Coordinate with Laundry specialist re standards

Program for maids‟ daily room assignments Procedure for controlling clean rooms called in Organize out of order procedure with Front Office Manager and Chief Engineer for OOO (Out of Order) request, return from OOO, and routine Engineering request Coordinate with Front Office Manager procedures to communicate room checkouts, expedite makeup, VIP room assignments/inspections, and ready to rent rooms Organize payroll reporting with Director/EAM Rooms and Human Resource Manager/Director of Business Support including overtime procedure, timesheets and casual labour Identify any grey areas regarding cleaning responsibilities, especially Engineering and Food & Beverage Stewarding. Agree on program and issue memo confirming agreed responsibilities

TRAINING IN HOUSEKEEPING DEPARTMENT 1.

INTERIOR DECORATION AND FURNITURE LAYOUT a.

b.

2.

Establish charts of different guestrooms and suite furniture layouts with the appropriate individual colour schemes. This is to be used for training and then to be prominently posted in main linen room for information All hotel guest rooms, corridors, food & beverage outlets and public areas have been carefully planned with respect to coordinated colour schemes, placement and visual balance of furniture arrangements, aesthetic harmony and guest comfort. These arrangements must be maintained; if guests or patrons move them, the staff must replace items in the proper location. The Executive Housekeeper is responsible to maintain and follow-up the original furniture layout during operations. If blue prints are not available, sketches should be made of the correct set-up for general information.

TRAINING FOR CLEANING AREAS HANDED OVER TO OPERATIONS a.

When the Project Manager releases rooms and/or other areas to Operations, the Executive Housekeeper is expected to assign these areas for major clean up. Although the contractor will hand over these areas in fairly clean

__________________________________________________________________________________________________________ ____ March 2005 82


b. c. d. e. f. g. h.

3.


condition, heavy duty cleaning is always required. The following training points could be helpful. Explain work to be done Any close door policy while cleaning is being carried out? Explain the function of each cleaning agent and its use Show how to clean Stress safety procedures Ensure sufficient cleaning supplies on hand for all staff working on that job Assign specific cleaning tasks to different groups: (1) Vacuum cleaning (2) Bed make-up (3) Bedroom cleaning (4) Bathroom cleaning (5) Window washing (6) Supplies distribution (7) Linen and towels distribution (8) Collection and disposal of waste/rubbish (9) Installation and set-up of linen rooms on guest floors (10) Cleaning of guest corridors (11) Scrubbing and polishing of all non-carpeted floors (12) Cleaning of Food & Beverage outlets (13) Cleaning of public areas (14) Cleaning of back of the house areas (15) Removal of stains in carpets

GUIDELINES FOR TRAINING SUPERVISORS a. b.

c.

Personal appearance and hygiene policies for all staff Basic rules for following should be written up and included in supervisor training: (1) (2) (3) (4) (5) (6) (7) (8)

Employee motivation Communication with supervisors, subordinates and guests Follow-up procedures General cleanliness and safety Distribution of workload Control of assigned work Inspection and reports Procedures for emergencies (a) Accidents (b) Fires (c) Flood threat (d) Death in hotel (e) Bomb threat

(9) (10)

Handling of VIP guest: inspections, amenities, etc. Handling of guest complaints

Up keep of guest rooms and other areas (1) (2) (3) (4)

d.

Daily routine cleaning schedules Frequency of cleaning schedule Maintenance work orders Follow-up, inspections and reports

Lost and Found procedures

__________________________________________________________________________________________________________ ____ March 2005 83


e.

4.


Controls. (1) Keys (2) Guest and cleaning supplies (3) Rented items in guest rooms (4) Items on loan to guests (5) Linen and uniforms (6) China and glassware

GUIDELINES FOR HOUSEKEEPING STAFF TRAINING a.

Basic skills training with written task descriptions for following: (1) (2) (3) (4) (5) (6) (7) (8) (9) (10)

b.

Cleaning methods (1) (2) (3) (4) (5) (6) (7) (8) (9)

c.

Windows and frames Mirrors and glasses Wooden casework and upholstered furniture Floors: carpet, wood, marble, stone and tile Walls: painted, wallpaper, vinyl and ceramic tile Bathroom sinks, toilet bowls, bidet, tubs showers Lamps and other electrical equipment Mini bars Cleaning agents: usage and effectiveness for each task

Guestroom and corridor upkeep (1) (2) (3) (4) (5) (6) (7) (8) (9)

5.

Sweeping Scrubbing Mopping Polishing Dusting Collection and disposal of waste Function and handling of housekeeping equipment Working methodically and efficiently Safety measures Working without disturbing fellow workers and guests

Making beds up to standard Exchange of linen and towels Furniture layout and upkeep of curtains and drapes Guest supplies and distribution of same Awareness of up keep of rooms and other areas Awareness of maintenance work needed and reporting of same Maid cart organization, packing and handling Floor linen room set-up, replenishing and handling of linen and towelling Storage of supplies and equipment

MISCELLANEOUS TRAINING PROGRAMS a.

b.

Establish cleaning crew for offices, emergency stairs and back of the house. Clean these areas on a daily basis once these areas are turned over to Operations Form a cleaning crew for front of the house, public areas, food & beverage outlets, lobby, public restrooms, banquet halls, etc.

__________________________________________________________________________________________________________ ____ March 2005 84


c.

d. e. f. g.

h. i.

7.4.


Hold daily meetings with all housekeeping employees. Explain in a clear manner all general house rules, appropriate policies and procedures, job descriptions, job specifications, responsibilities, and emphasize safety rules and procedures Start and follow-up on an intensive on-the-job training program Establish the initial average number of guestrooms to be cleaned per Room Attendant per day and gradually increase this standard over a specified time. Establish day and evening shifts for training Draw a chart of room attendants‟ trolley set-up to be used in training; thereafter prominently posted in each guest floor linen closet and copied to each employee Clean up guestrooms and guest corridors on a continuous basis after these have been turned over to Operations Assign show rooms and display all available supplies and VIP courtesies for general information. Agree with General Manager on placement and amount of each item

TURNOVER PUNCH LIST InterContinental Hotels Group‟s project manager or representative will generally prepare the initial punch list, which is a formal document itemizing in detail all construction and Furniture, Fixture & Equipment matters which remain unfinished according to the architect‟s or InterContinental Hotels Group‟s specifications. It is extremely important that only one checklist be given over to the contractor. The project manager‟s initial punch list is generally given to the General Manager for review who in turn normally passes copies on to the Director/EAM Rooms, Housekeeper and Chief Engineer. Time available for reviewing and adding to the punch list is normally quite critical, which may dictate that the housekeeper send out a team of inspectors. It is preferable that individual team members each focus on a specific task or area (one for bathrooms, one for finishes, etc.). The General Manager will coordinate the specifics, but in general the following items should be inspected:                      

Room number installation on guest room doors Thresholds Locks, security lock, operation with keys Doors, wood finishing, installation and operation Walls, ceiling and floors Plaster, paint, wallpaper, tile installation and finish Wall moulding installation and finish Closet doors and stoppers Closet shelves and rails, hooks, and tie racks Carpet installation Electrical switches and plugs Case goods, drawer operation, quality of finish Tables and chairs, wood finish, upholstery, rattan work Glass tops Lamps; table, floor, wall and ceiling; lamp bases and fittings Lamp shades and light bulbs (globes) Television sets, mini bars, telephones, radio sound system Curtain and drapes; curtain track and pulleys; open/close properly; hems and linings properly sewn Beds and head boards, bumpers, dust skirts and day spreads proper fit Mirrors and pictures Air conditioner vents and thermostats Windows; sliding doors; balcony doors/windows; security chains

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          7.5.


Bathroom towel rails and hooks; bathtub towel rack Bathtub curtain rails and safety grip inside tub Toilet paper holders and soap dishes Bathroom cabinets; tissue holder Sinks, bowls, bidets and tubs Shower heads and water faucets Toilet flush mechanism; sink and tub drain levers Marble vanity tops and tiled surfaces Bottle opener; tub chains Drain stops; toilet seats

IMPLEMENTATION 1.

FLOWERS a. b. c.

2.

STAFF QUARTERS a.

b. c. d.

3.

Clean up staff quarters and develop a punch list in cooperation with Human Resources Department. Give punch list to Director/EAM Rooms with copy to General Manager, Chief Engineer and copy to Executive Housekeeper files Furnish staff quarters with bed-pads, blanket, pillows, coat hanger, wastebasket, trash bins, etc. Linen and towelling should be issued to employees upon their arrival on-site. Signature to be obtained Establish procedure with Human Resources to ensure turn-in of issued items upon employee departure at future date

UNIFOMS a. b.

c. d. e.

4.

Perform a market survey in coordination with Purchasing Agent to determine availability and quantities of local flowers for opening festivities Some flowers will quite likely have to be shipped in, which can require extensive coordination out of country Calculate flower requirements for Opening Day, obtain quotations and order in sufficient time to ensure receipt

Sort, check and put on display all available uniforms, according to specifications, for general information According to hiring schedules, on a department by department basis, start fitting and altering uniforms, 2 set for each employee. This allows a par stock minimum of at least one clean uniform on hand Check specs for location and colour of crests and sew in Sew in respective time clock numbers on the inside of the uniform in same general location, for ease of identification during operations Write time clock number on wooden coat hanger for speedy identification and organization. If wire hangers are used, make provision for rapid number identification

LINEN a.

Launder as much guestroom and table linen as is at all possible before the initial issuing begins. The laundry department should be operational at least one week before issuing begins. Coordinate closely with laundry manager

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b.

c.

d. e.

f. g.


and have contingency plans ready to implement in event of equipment failure in laundry Review interior decoration specifications to verify colour schemes of Food & Beverage tablecloth and napkins belonging to each specific outlet; review actual samples with Food & Beverage Manager InterContinental Hotels Group purchases banquet skirting/table cover, pads and covers, but recognizing that local conditions dictate unusual table arrangements, furnishes adequate supply of tablecloth linen material. This should be sewn up locally as required. Banquet skirting/table cloth must be flame resistant Establish and prominently post the issuing hours of linen and uniform stores at main linen room shutter Establish requirements and par stocks for initial set-up of guestrooms and guest floor linen closets; issue accordingly and keep records on file. Coordinate with Laundry Manager and restock linen room par stocks after initial issue is completed Check loading dock daily if par stock linen not on hand Make permanent charts for linen closet par stocks and post

5.

FOOD AND BEVERAGE CLEANING a. Agree on specific cleaning and maintenance duties and responsibilities for the back of the house areas with General Manager and Food & Beverage Manager. Follow-up with memo and keep record b. Agree on permanent cleaning hours of Food & Beverage outlets with Food & Beverage Manager. Follow-up with memo; keep record in file

6.

KEY CONTROL a. b.

7.

WORKING SCHEDULES a. b.

c. 8.

Implement agreed key control program Obtain operation master keys and distribute same on chains, rings or key pouches, as appropriate

Establish a routine working schedule as early as is feasible, coordinating with housekeeping supervisors Once the unusual once-only cleanup is completed, move quickly into realistic training schedule oriented toward real life situations to be experienced after opening Post schedules and timesheets. Get staff names from personnel

MISCELLANEOUS a. b. c. d. e. f.

g.

Implement maintenance order procedure, coordinating with Chief Engineer. Check linen and garbage chutes and start daily operation Request rodent control for hotel, staff quarters and surrounding hotel grounds; carry out a routine program Personnel or Medical Officer should install and furnish first aid kits. Keep chart of distribution in file Post emergency telephone numbers in prominent location Establish procedures for servicing VIP, repeat guests, PCR (Priority Club Reward) club (and Ambassador Club for InterContinental hotels) with Director/EAM Rooms, Front Office Manager, and Food & Beverage Manager. Inform all staff Obtain forecasts, budget and goals program and file for future review and reference

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7.6.


COUNTDOWN TO OPENING 1.

2. 3.

4. 5. 6.

7.

Once the initial crush for room and linen closet set-up is over in the Laundry Department: test upholstery, curtain and drapery material in Laundry for possible shrinkage. Launder bed skirts and day spreads Implement linen and uniform exchange procedures and follow-up Establish normal day-to-day operation with front office. Issue housekeeper‟s reports, stating actual status of all rooms, including, ready for sale, occupied, out of order. Follow-up discrepancy report systematically Establish night cleaning crew and start normal operations Check general storeroom daily regarding housekeeping supplies. Requisitions obtain and distribute same according to normal InterContinental Hotels Group standards Procure a presentation pillow which the General Manager will use to present the gold plated scissors (or whatever) to the dignitary who will cut the ribbon on Opening Day. Coordinate specifications with Public Relations staff Obtain information on activities for Opening Day, which are different for each hotel opening. Involve as many supervisors as possible in planning. Precise written instructions should be given to all concerned as for most, it is there first opening a. b. c. d. e. f. g. h. i.

8. 9.

Banquets Decoration of Food & Beverage outlets Flower arrangements and distribution Ribbon cutting ceremony. Expected VIP guests and suite requirements Special room arrangements Local honorary guests and requirements (hospitality room) Special room for press and media people Get information on format of Opening Day activities

Prepare and install Opening Ribbon for rehearsal purposes Issue complete set of uniforms to all employees

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APPENDIX A RECOMMENDED LOCAL PURCHASE SHOPPING LIST Check the Furniture, Fixture & Equipment Purchase listing as revised by the General Manager and/or Director/EAM Rooms. Some of the below items were intended to be purchased locally and some items may only be required on a temporary basis and only if the main supplies have not yet arrived. Purchase quantities based on local judgement. Ashtrays Bottle openers Box files Bowl brushes Bowl cleaner Brooms with handle, various Clip boards Copper and brass polish Corn brooms with handle-household type Carbon paper Candle holders with candle sticks Dusting polish Dust brooms with floor cloth Elastic banding Flower vases of different sizes First aid kit Hand sewing needles Hand soap Kitchen towelling Lemon – linseed oil Liquid heavy duty cleanser Log books Matches Mosquito spray Manila folders Magic marker Mops with handles Pens and pencils Padlocks Paper punch (3-hole or 2-hole)

Paper tissues Pocket lamp (flashlight) Plastic bottles Plastic buckets Plastic bags for trash Paper clips Rulers and erasers Rubber gloves Safety pins Straight pins Squeegee Scratch pads Scotch tape Stapler – staples Scouring powder Scrapers and sponges Small brooms and dustpans Scissors Steel wool Toilet plunger Threads of different colours Thinner Turpentine Tape measure Thumbtacks Utility brushes with and without handles Vinegar Washing powder/soap Wooden coat hangers for uniform room and staff quarters

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APPENDIX B SUGGESTED CHECKLIST OF PRINTED FORMS Guestroom Forms Maintained and Resupplied by Housekeeping Breakfast doorknob menus (security policy?) Decals for guestrooms Directory of services Fire exit plans Guestroom stationary and postcards Guestroom envelopes Guest questionnaires In-house telephone directory Inspection checklist Laundry – valet lists Mini bar checks Memo pads Room service menu Rate sheets Shoe shine cloth Stickers for rooms Safe deposit box notification Housekeeping forms Authorization for removal of property Check room tickets Construction work authorization Departmental planning chart Employee cardex Food & Beverage linen exchange Housekeeper‟s report Lost and found record Laundry doorknob key sign-out Miscellaneous charges for Front Office cashier Maintenance orders Personnel progress report Purchase requisitions Room attendants‟ daily work distribution Room linen exchange Request for medical treatment Room cardex Request for overtime Storeroom requisitions Time sheets Uniform schedule Payroll amendment Personnel requisition Petty cash form Notice of disciplinary warning

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APPENDIX C PRE-OPENING FILING SYSTEM FOR HOUSEKEEPERS OFFICE Annual Budget a. b. c. d.

Financial Statement Expense reports Furniture, Fixture & Equipment Five-year plan

Cleaning Supplies Forms Front Office a. Recaps b. Forecasts Goals Program Guest Questionnaires Guest Supplies Housekeepers report Inventories of operating equipment Inspection reports Job descriptions Key recapitulation Linen: rooms Linen: Food & Beverage Lost and found records Memos reviewed Memos issued Miscellaneous Meeting minutes a. Department heads meeting b. Executive committee c. House tours d. Opening festivities committee e. Safety committee f. Small savings committee Purchasing a. Purveyors b. Importation‟s c. Local market d. Outstanding purchase requisitions Engineering a. Punch list b. Maintenance orders c. Construction work authorizations Personnel a. Time sheets b. Annual leave c. Employee disciplinary warnings Policies and Procedures Storerooms a. Requisitions b. Inventories Uniforms Employee files with employee photo __________________________________________________________________________________________________________ ____ March 2005 91



Colour schemes for guestrooms Contract cleaning Guestroom furniture layout with complete listing

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APPENIX D: PUNCH LIST: GUESTROOMS Attached is a punch list check off form to be used for each guestroom (see Chapter 13). The form is simply a guide, and can be changed to accommodate local conditions or personal preference as to format. A word of caution is in order. It is extremely important to be highly organized during the entire punch-listing program. A number of serious demands will be made on the Executive Housekeeper‟s time. The more organized the housekeeping department, the smoother will be the pre-opening procedure. The Chief Engineer should make up a set of floor plans for each guestroom floor, for the housekeeping department, and these plans should be covered in clear plastic laminate to permit writing. The Executive Housekeeper should have these plans mounted on display. The plans can be used to keep track of the items which remain unfinished in each guestroom on each guest floor. A responsible housekeeping supervisor should be assigned to transfer the items from the detailed checklists to the floor plans, using whatever method is most logical and understandable (colour-coded dots, circles with numbers, etc.). This system is valuable only if it is maintained absolutely current, in which case, it will prove helpful for organizing work brigades to zip through a floor.

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8. LAUNDRY AND DRY CLEANING - PRE OPENING CHECKLIST

8.1.

UTILITIES AND VENTILATION 1.

STEAM a. b. c.

2.

ELECTRICITY a. b.

3.

c. d.

Air supply must be free of water. A constant air pressure of 80 – 100 PSI must be available. Check the water separators on laundry machines.

AIR VENTILATION SYSTEM a. b. c.

6.

Laundry water supply must be soft, with hardness not to exceed 30 PPM. At some sites, one separate supply line may be available with hard water, with all other lines containing soft water. This separate hard water supply may be used only for the last two rinse operations. Laundry hot water should have a temperature reading of 140 degrees Fahrenheit, as measured in the Laundry. Water must be below 0.2-PPM iron content.

COMPRESSED a. b. c.

5.

Determine from Chief Engineer which voltage ad cycles are supplied to Laundry. Double check nameplates on machinery, to ensure that equipment is attached to correct power supply, BEFORE start-up of equipment for testing.

WATER a. b.

4.

Determine that all dry cleaning equipment is connected to 70-PSI pressure reduced supply steam line. All other equipment must be connected to 125-PSI supply. If high-pressure supply of 145 PSI is available it is usually supplied for flat work ironer and tumblers. Ensure that chests and coils are specified for such high pressure.

Check for correct exhaust connection on tumblers, irons, steam tunnel, dry cleaning machine, and vapour condenser. Check that all hot air exhaust ducts are insulated. If air-conditioning is supplied to the laundry, the Chief Engineer will balance the system throughout the hotel. Coordinate with the Chief Engineer so this balancing is done while the laundry is under full operation and head load.

GENERAL a. b.

During the first few days of testing, the various utility supplies will be needed for only a few hours per day. A permanent 8-hour supply of utilities must be available when the laundry begins washing the complete linen stock. Coordinate with the Chief Engineer.

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8.2.

COORDINATION WITH ENGINEERING 1. 2.

3. 4. 5. 6. 8.3.

Routine equipment maintenance, including greasing and oiling of equipment is of utmost importance during the first month of operation. The Laundry Manager will inform the Chief Engineer once the laundry department begins to operate a piece of equipment on a daily basis. The Chief Engineer and the Laundry Manager will coordinate a maintenance program to avoid untimely disruption of laundry operations. The Chief Engineer will have one staff member specialist available and responsible for laundry and dry cleaning equipment; find out who it is. Coordinate with the Chief Engineer as to who will test laundry equipment for InterContinental Hotels Group takeover, and when this will happen. Discuss spare part availability for laundry equipment with Chief Engineer. Establish an energy saving schedule with Chief Engineer.

SAFETY 1. 2. 3. 4. 5. 6. 7. 8. 9. 10.

A first aid kit must be available in the laundry area and must be fully equipped (esp. burn ointment and eye wash). Determine laundry fire alarm policy from Chief Engineer. Portable fire extinguishers must be available to laundry staff. Check that all-high voltage panels and cables are covered. Steam and condensate pipes must be properly insulated. Ensure that the fire door for the soiled linen chute has been installed and tested by the Chief Engineer before using same. Check that grating covers all open drains. Are all extractors and washer extractors securely bolted to floor? Before starting any machinery, ensure that all guards and safety covers are properly in place. Coordinate with General Manager to discretely determine whether there are any special regulations with regard to: a. b. c. d.

8.4.


Perchloroethylene emissions Removal of residues from dry cleaning distillation Requirement for respirators for Perc solvent spills Any health regulations requiring regular medical checkups for employees working with Perchloroethylene

EQUIPMENT TAKEOVER 1. 2.

3. 4.

5. 6.

The installation of the laundry equipment will be supervised by an engineer, who is hired by the Owning Company or InterContinental Hotels Group. The Laundry Manager is NOT ALLOWED to start up any of the equipment or machines, or to sign for it, until the commissioning engineer has demonstrated full functioning of the machine or equipment. Signing for equipment may only be done in the presence of the hotel Chief Engineer. The Laundry Manager shall not sign for equipment that has not been properly installed or that does not give proper performance according to the purchasing specifications. Prepare a weekly laundry progress report for the General Manager, with copy to hotel Chief Engineer on progress of installation and start-up of laundry equipment. Priority one equipment for guest room linen set-up:

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a. b. c. d. 7. 8.

8.5.

Washer extractors Irons Flat work folder Tumblers

A general cleaning of the entire plant and equipment must be done by contractor. The contractor must furnish one complete set (at least) of operating manuals for all laundry and dry cleaning machines. This may be furnished by InterContinental Hotels Group purchasing. Find out before the contractor receives acceptance.

SUPPLIES 1.

2. 3. 4.

5.

6.

7.

8.6.


Secure a copy of the Furniture, Fixture & Equipment purchases listings for this project pertaining to laundry and dry cleaning equipment, and review same (available from InterContinental Hotels Group purchasing representative or General Manager). Check on which items on this listing have already arrived, and ask for delivery dates for outstanding goods not arrived. If shipment is expected to be delayed, request Purchasing Manager to buy minimum quantities necessary for test washing. Preferably, work with internationally reputable vendors (e.g. Ecolab or Johnson Diversey). If required chemicals are not available locally, try to buy/borrow from other hotels or commercial plants. Most important supplies for start-up of house laundry: a. 1 each 350-lb drum alkali/builder (Apache or equivalent) b. 3 each 250-lb drum detergent (Scortex or equivalent) c. 2 each 50-lb pails organic dry bleach (Halox or equivalent) d. 1 each 125-lb drum laundry sour (Raylene or equivalent) e. 25-lb granulated iron wax (NOT candle wax) f. 2 each 400-yard rolls Nomex (Polyester) iron tape Most important supplies for start-up of dry cleaning plan: a. 2 or 3 660-lb drums Perchloroethylene (depending on machine size) b. 1 bag of filter aid powder (Hy-Flo or equivalent) c. 3 permanent marker pens d. 2 rolls of marking paper e. 1 stapler and staples Most important supplies for start-up of guest laundry: a. 2 US gallons Polymark solvent b. Marking tapes for Polymark c. Ink ribbons for Polymark d. Use same chemicals from house laundry e. Laundry bags for guest rooms f. Laundry wrapping paper g. Guest shirt boards (ask Director/EAM Rooms for advertising guidance) h. Collar supporters i. Guest shirt bags

SUPPLIES TO BE ORDERED AFTER OPENING 1. 2. 3. 4.

Review usage and determine how long in-stock supplies will last with expected volume of business. Meet with laundry managers from other hotels or commercial plants to check out availability of supplies on local market. Anticipate long lead times for goods coming overseas, which can take up to 4-5 months delivery from date order place. Order one set of spare covers for iron and press equipment.

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5. 6. 7. 8. 8.7.

Order spare padding for presses. Order wax cloth and chest cleaning cloth for iron. Order consumables for Polymark. Order spare program cards for washer extractors and dry cleaning machine.

FORMS PRINTING 1. 2. 3. 4.

5.

Get a Laundry Manager‟s Manual from General Manager‟s office. Coordinate following printing with Director of Business Support. Guest laundry lists and valet lists must have correct call-in telephone number for guests. Check competition price lists through hotel Director of Business Support (to avoid legal ramifications) prior to submitting recommended prices to General Manager for approval for printing. Following is a listing of typical forms: a. b. c. d. e. f. g. h. i. j. k. l. m. n. o. p. q. r. s. t.

8.8.

Guest call sheets Guest laundry lists Valet lists Laundry and valet vouchers Listing of vouchers Absenteeism list Purchase requisitions Store room requisitions Laundry doorknob hanger (security policy?) Uniform lists for laundry and dry cleaning Production sheets for all sections Monthly summary production report Washroom formula card Overtime sheets Requisition for personnel Engineering repair work orders Construction work authorization Employee evaluation forms Vouchers for outside shop Budget forms

CONTINGENCY PLANNING 1. 2. 3.

4.

8.9.


Survey all nearby local commercial or hotel laundries for prices and capability to handle emergency laundry requirements during pre-opening period. Make contingency plans to transport laundry back and forth to alternate laundry selected. Even if everything is progressing smoothly during the pre-opening period, failure of a critical piece of equipment such as the flat work iron, at the time housekeeping needs clean linen for the set-up of guest rooms, can provoke a major crisis, unless the Laundry Manager is fully prepared with a contingency plan. For the emergency planning, be prepared to handle the worst possible situation on very short notice.

PERSONNEL 1.

Secure a copy of the hiring schedule for laundry department from Human Resources Manager.

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2.

3. 4.

5. 6. 7. 8. 9. 10.

11.

8.10.

By the third day after arrival, the Laundry Manager will need 2 – 3 employees, to start cleaning of plant and equipment. The contractor will do a satisfactory cleaning for purposes of acceptance of the area, but additional cleaning is always required. Start out using absentee lists from the first day when employees start working in the laundry. Eight working days before housekeeping starts with the guest room set-up, laundry should have about 6 employees, or enough to wash, iron, dry and fold the required amount of linen to supply all guestrooms. Additional employees will be hired as provided in the budget. Determine laundry employee payment procedures from Director of Business Support. Determine eating schedule for employee cafeteria for laundry staff. Follow-up with Human Resources Manager concerning any outstanding work permit for laundry staff. Ask housekeeping to issue uniforms for laundry employee. Establish work schedules for all three sections: guest laundry, house laundry and valet. Remember that guest laundry and valet start later then house laundry, and after opening may require evening and/or Sunday guest pressing service. Clarify service requirements with General Manager. Advise Human Resources Manager that laundry order taker must be able to speak local language and English, both fluently.

TRAINING 1. 2. 3. 4.

5. 6. 7. 8. 9. 10. 11.

12. 13. 14.

8.11.


Give short explanation about InterContinental Hotels Group, what InterContinental Hotels Group can offer and what is expected from each employee. Preparing job description for each individual position. Set-up production/quality standards. Explain to employees: a. Function of each machine b. Correct loading techniques c. Usage and requirements for safety devices Importance of plant cleanliness. Advantage of linen pre-sorting Establish was formulas and explain correct use of chemicals. Train on preparation, feeding and folding of flat work linen. Train employees in press section. Ensure dry cleaning operator understands entire process of dry cleaning and spotting. Instruct valets. a. Guest room key procedure b. Internal calling system c. How to enter guest rooms (if that is permitted by General Manager) d. Where to place delivered clothing in guest rooms e. Availability of laundry, dry cleaning and pressing services f. Procedure for valuables found in guest garments Establish best possible workflow and explain to employees. Explain forms needed for production records. Train order taker/valet as to accounting procedures.

COORDINATION WITH HOUSEKEEPING 1. 2.

Receive samples of uniforms, various linen articles, for test washing and cleaning, as appropriate. Establish cleaning and pressing procedure for all items and instruct employees accordingly.

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3. 4. 5.

6. 7. 8. 9. 10. 11. 12. 8.12.

Keep at least two new samples of each textile aside while test washing etc., in the event of any defective goods. Prior to taking any uniforms or linen for washing, ensure housekeeping has taken inventory for opening inventory. Ask Executive Housekeeper to provide a list of what items and quantity of linen need to be washed and finished in the week before housekeeping will set-up guestrooms with linen. After initial set-up issue is complete, wash and finish all new Food & Beverage linen and rest of guest room linen. Ask housekeeping to have four par stocks in circulation. All linen should be washed and stored on shelves in linen room. Start washing soiled guestroom linen (from expatriates), kitchen towels and uniforms. If linen chute is not available, or chute is outside of laundry area, discuss transport of soiled linen to laundry over weekends. Work out time schedule when linen chute is going to be used. Establish linen and uniform counting procedure. Mark laundry trolleys, to prevent mix up with housekeeping linen carts.

GUEST LAUNDRY 1.

2. 3. 4. 5. 6. 7. 8. 9. 10. 11. 12. 13.

8.13.


When the Laundry Manager arrives, there will be a few Department Heads and the General Manager living in the hotel. Ask whether on arrangement for their personal laundry has been made, or if the General Manager expects the Laundry Manager to arrange for it. In any event, the Laundry Manager will be expected to organize pick up and delivery. Due to limited transport this will have to be done by the outside laundry. Arrange for best possible discount by outside laundry and a two-day service. During the pre-opening period, all employees should bring and collect their own laundry to and from the laundry office. Send sample shirts and underwear to several outside laundries to observe local service and presentation. Obtain price lists from commercial and hotel laundries. Visit other laundries to find out what service and presentation they offer their guest. Propose prices for guest laundry lists to controller. Ask General Manager for list of department heads entitled to free laundry and any entitled to limited free laundry. After house laundry operation has started, the next step is to begin offering guest laundry for the live-in staff. Inform the General Manager the date the laundry department will be ready for full laundry service for live-in staff. Inquire as to whether the General Manager wishes to have special VIP laundry service. Discuss with General Manager whether later on, depending on the hotel occupancy, laundry service can be offered to the hotel staff at a reduced rate.

DRY CLEANING/PRESSING 1. 2. 3. 4. 5. 6.

Items 1 through 9 in Guest Laundry section also apply here. Secure program cards for dry cleaning machine. Fill dry cleaning machine and check for any leaks. Before pre-coating filter, ensure there is no condensate water inside of machine. Check that overflow for water coming from water separator is connected to an open drain, to avoid backpressure. First load should be uniforms.

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7.

8. 9. 10. 11. 12. 8.14.

Prior to loading machine with garments, run a least two complete cycles including full distillation process and check that cooling of machine is adequate. If incoming water temperature is above 60 degrees Fahrenheit, this might be a problem. Check carbon recover, to be filled with correct amount of carbon. Keep records number of pounds cleaned and Perc consumption. Have small, lockable cupboard for spotting chemicals. Put padding on all presses and adjust pressure. Ask General Manager if special Valet VIP services are to be used (travel bags, etc).

HOUSE LAUNDRY 1.

Flat work iron a. b. c. d. e. f. g. h.

2. 3. 4.

8.15.

2.

Adjust cool down valves on washer-extractors, to give a temperature drop of not more than 12 to 13 degrees F. (6 to 7 degrees C.) per minute. If the soiled linen area is not furnished with soiled linen boxes, prepare a sketch and ask engineer to have same custom made. The floor in area where soiled linen will be stored needs to be covered with a proper floor paint coating, to seal cement and prevent cement spots on new linen.

Clarify with General Manager to whom Laundry Manager reports, either to General Manager directly or to Executive Assistant Manager/Resident Manager or to Director/EAM Rooms. Discuss organizational chart.

COMMUNICATIONS 1. 2. 3. 4. 5.

8.17.

Clean iron chests Check padding Control roll diameter Check suction Check pressure of rolls/chests Determine whether machine is furnished with steam by-pass to avoid excessive pressure build-up during start-up of operation During first week, wax machine is furnished every 2 to 3 hours, thereafter twice daily. Insufficient heating of chests may be caused by blocked strainers or traps. Ask engineer to clean.

REPORTING 1.

8.16.


Order takers telephone for receiving guest calls. Determine dial number for forms printing. One line in the office for outside city calls. Two in-house telephone lines, one in office and one outside in laundry plant. Look for appropriate communications device for the valet. There is normally one complete pneumatic tube station in laundry.

KEYS 1.

Immediately after arrival at the hotel, the Laundry Manager should ask the Chief Engineer for the laundry keys.

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2.

3.

8.18.


Laundry must always be locked, during times that the Laundry Manager is not in the plant to prevent accidents happening with very dangerous equipment or damage to the equipment, during the pre-opening period. A separately lockable room should be provided in the laundry area, either the office or a storeroom, to secure spare parts and laundry machine manuals.

OUTSIDE LAUNDRY SALES 1. 2.

3. 4. 5. 6.

Where outside laundry sales are desired, the opening of this shop should be deferred until the hotel opening rush is over. In a normal operation, after a time of 4 to 6 months has elapsed and the laundry has settled, the usual start-up problems and the Laundry Manager is running a smooth and continuous daily operation with excess capacity, opening of an outside laundry sales shop should be considered for additional revenue. It might not do well to dwell on this when asking competitors for cooperation during the pre-opening. Before opening such a shop, clarify with the Director of Business Support whether special licensing is needed and obtainable. Establish accounting control procedures with Director of Business Support. Determine advertising and promotion necessary to get project started successfully. Determine what furniture and storefront or entrance is required to service outside laundry sales.

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9. FOOD AND BEVERAGE - PRE OPENING CHECKLIST

9.1.

INTRODUCTION It is important to keep in mind, as the various pre-opening and training programs develop, that all outlets are not alike with respect to preparation methods, services procedures and duties. It will normally be necessary for the Food & Beverage Manager and the Executive Chef to develop a more customized and detailed training program oriented toward this hotel and its unique problems and facilities. This program should provide a play-script scenario with key points for training. Dry runs must be scheduled in the specific outlets immediately as these outlets are available for training.

9.2.

MATTERS TO DISCUSS WITH THE GENERAL MANAGER 1. 2. 3. 4. 5. 6. 7. 8. 9. 10. 11. 12. 13. 14. 15. 16. 17. 18. 19. 20. 21. 22. 23. 24. 25. 26. 27. 28. 29. 30. 31. 32. 33. 34. 35. 36. 37.

Outlet concepts and themes Pre-Opening Budget and Financial Budget Hours of operation of the various outlets: local laws prevail? Staffing levels and staffing standards (covers per waiter, etc.) Food & Beverage Uniform Design (Uniform designer? fabric? colour? style? practicality? maintenance? par? cost?) Employee duty meals policy Overtime policy – Who approves? Who authorizes? Food & Beverage organization chart Menu planning cycle Entertainers: selection/approval and contract policy Entertainer house rules: meals, housing, breaks, etc. Cover charge policy Performing rights royalties Who cleans/removes party glasses in guest rooms (room service/housekeeping/mini bars?) Mini bars: who stocks guestrooms (maid or mini bar staff?) Replenishing policies and hours to enter guest rooms Room service VIP list procedures VIP amenities: who specifies; who delivers complimentary breakfast newspaper? Guest room dirty room service table/tray pickup policy Guest corridor dirty table/tray pickup policy Doorknob breakfast menu procedure Banquet room set-up breakdown by housemen vis-à-vis waiters Casual waiter hiring Banquet covers guarantee/final cover count deadline Banquet deposit requirements Implications of any special importation restrictions: menu, etc. Employee cafeteria policies Government liquor sale age restrictions and penalties Government laws re beverage sale to intoxicated patrons: penalties In-house policy re undesirable patrons and enforcement procedure Drink sizes and pouring policy Happy hour in lounges Complimentary hor d‟oeuvre in lounges? Snack lists in lounges Unusual in-room Food & Beverage promotional advertising ideas Five-year plan and budget preparation program vis-à-vis pre-opening Department head pre-opening meetings and reporting requirements

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38. 39. 9.3.


Discuss parameters for menu planning and selection Grand opening Food & Beverage festivities and reception guidelines

MATTERS TO DISCUSS AND COORIDNATE WITH CONTROLLER 1.

Check Control a. b. c. d. e. f. g. h.

2.

Personnel and Payroll a. b. c. d. e. f.

3.

Procedures for waiters vis-à-vis clientele Penalties for walkout and skippers, for bartenders/waiters? Missing check penalties? Accounting procedure VIP etc. amenities to guest rooms Inter-department transfers of good or beverage Intra-department transfer of prepared food kitchen/outlets Mini bar charge call down procedure on expected departures Banquet bar after-hours turn-in procedure re opened bottles Procedure to review banquet pricing prior to contract signing Menu cost accounting review before printing Control of employee cafeteria duty meals Credit for spoilage of perishables Sale of wet garbage (reward for return of silverware) Monthly/quarterly inventory schedules: Food & Beverage requirements

Credit Policy a. b. c. d. e. f.

5.

Overtime procedure. Time clock procedure and policies Department head/supervisor sign-in procedure Casual labor payment procedure (rates, payday, cash/check, etc.) Allocation of service charge points to service staff Intra-department transfers in mid-shift: procedure Can staff be sent home early on slow days? Release form needed?

Accounting Control a. b. c. d. e. f. g. h. i. j. k. l. m. n.

4.

Guest check control and issuing procedures: Food & Beverage outlets Staff check procedure in Food & Beverage outlets. Staff tipping policy Office and Entertainment check procedure: different from normal charges? Room service check control Banquet check control (also send function sheets to accounting) Beverage check control in restaurants Service bar beverage check control if serving several outlets Charge tip receipt procedure

Travel agency vouchers for Food & Beverage Airline passenger layover vouchers for meals Hotel vouchers for pre-paid meals for group plans Cash-only clientele: how to handle? Restaurant guest room chare Identification procedures, if applicable Advance deposit control banquet functions

Printing Policy a. b.

Who is coordinating all printing contracts/delivery deadlines? Coordinate guest check format and printing

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c. d. e. 9.4.

Coordinate forms printing needs and any samples other InterContinental Hotels Group hotels. Publish printing calendar with deadlines Agree on menu proofing procedure: especially language translations

MATTERS TO DISCUSS WITH SALES & MARKETING / PUBLIC RELATIONS 1. 2. 3. 4. 5.

9.4.


Targeted Market Pricing Sales and Marketing Activities Children Policy Printing Policy

LOCATE ALL ELECTRICAL AND TEMPERATURE CONTROLS IN FOOD & BEVERAGE AREAS 1.

Coordinate with Chief Engineer location/operation of following:

2.

Power Supply, Switches, etc a. Electrical switches, Banquet power points, Light switches and dimmers (quantity and location) b. Panel boxes (switches identified?) c. Adequate level of power supply for light shows, information technology and compute shows, etc d. Potential location at back of the house for additional external generators (this is a frequent e. Wireless accessibility? Points? Location? f. Outlet Point of Sale power points and data cables (including banquet areas) g. Thermostat location of each outlet: how to change temperature setting

3. In-house music system: a. b. c. d.

Who operates master station, and where is it located Locate volume controls of each outlet: how to operate How can music be turned off in each outlet Can different music be piped into different outlets

4. Live entertainment: review for all appropriate facilities a. b. c.

Operation of lighting system – who handles notification Operation of sound system – who handles Stage and dance floor set-up and storage, if appropriate

5. Organize Food & Beverage training program on above for supervisors/outlet managers 9.5.

EMERGENCY POWER SYSTEM FOR FOOD & BEVERAGE AREAS/EQUIPMENT 1. 2. 3. 4.

Coordinate with Chief Engineer location/operation of following: What Food & Beverage equipment operates on emergency power (coolers, etc.) Can main kitchen operate during a power outage (gas range, etc.) If electrical ranges: can barbecue grill/portable equip be set up a. Location of equipment for ventilation and ease of service staff b. Supplies stored where they can be found in outage darkness

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c. d. 5. 6. 7. 9.6.

Procedure to lock cold storage not on emergency power during outage Recovery plan for long power outages, if appropriate Prepare a training program, as appropriate

Review fire protection devices each kitchen with Chief Engineer Determine cleaning calendar to prevent grease fires in kitchen Review emergency exits for Food & Beverage clientele and staff Review floor plans for evacuation plan Assign staff responsibilities for a fire emergency with Chief Engineer How should individual staff respond to a fire Prepare training program; including fire equipment training/drills

EQUIPMENT MAINTENANCE 1. 2. 3. 4.

9.8.

Special menus for emergencies: steak, chops, etc. Can the cooking be done in the banquet rooms? Ventilation? Cooling load? Fire, life, safety? Supplies drawn only form cold storage on emergency generator

FIRE PROTECTION IN FOOD & BEVERAGE 1. 2. 3. 4. 5. 6. 7.

9.7.


Coordinate preventative maintenance program with Chief Engineer to minimize Food & Beverage operations hardships. Prepare agreed program calendar. Coordinate procedures and locate vendors for repairing equipment. Discuss with Chief Engineer proper equipment usage to minimize abuse. Agree on program to ensure kitchen equipment shut down and independently inspected each night or during off-hours.

STAFF ORIENTATION AND PERSONNEL ACTIVITIES 1. 2. 3. 4. 5. 6. 7. 8. 9. 10. 11. 12. 13. 14. 15. 16. 17.

Orientation handbook and hotel tours House rules Hours of operation various outlets Employee duty meals policies Time clock procedures Supervisor notification required if employee unable to work Overtime policy (who authorizes/approves) Salary/wage procedures Food & Beverage organization chart Uniform issue and turn-in procedures. Initial uniform fitting Staff transportation, if appropriate Staff housing, if appropriate Training program and training schedule. Coordination of individual outlet training with outlet managers Staff grooming and personal hygiene rules and policies Food Safety Supervisor and Outlet Manager a. Staffing Standards (covers per waiter, etc.) b. Staffing schedules: approval and posting deadlines c. Staffing guides d. Supervisor sign-in procedures e. Outlet-to-outlet mid-shift transfer restrictions/procedures f. Casual labour hiring procedures, policies and deadlines

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g. 9.9.

Menu layout and style of print, each menu and list. Costing and pricing of menu items (coordinate with Director of Business Support) Special and holiday menus (children, Christmas, etc.) Menu inserts (daily specials, etc.) Coordinate printing: prepare printing calendar with Director of Business Support Plan menu reserve and quantities to order: volume discounts Menu cycle planning program, new menu schedules Menu covers Guest check presenters

PRINTING 1. 2. 3. 4. 5. 6.

9.12.

Design considerations Coordinate with Executive Housekeeper linen issue, storage, turn-in. Coordinate initial uniform issue and fitting: turn-in cleaning program. Banquet linen (table skirts, etc.) issue and storage Kitchen rags: issuing and cleaning program (outside contract?) Organize training program for agreed procedures/policies.

MENUS, WINE LISTS AND BEVERAGE LISTS 1. 2. 3. 4. 5. 6. 7. 8. 9.

9.11.

Staff probationary period reviews

FOOD AND BEVERAGE LINEN AND UNIFORMS 1. 2. 3. 4. 5. 6.

9.10.


In-house or Printers? Design ? Menus, Wine Lists, Beverage Lists Business Cards, outlet calling cards Bills Coasters, stirrer, straws, matches, cigar matches, toothpicks, etc.

OPERATING EQUIPMENT AND INVENTORIES 1. 2.

Review Furniture, Fixture & Equipment list of equipment ordered for Food & Beverage department. Operating equipment (specifications, sizes and requirements) a. China b. Silver c. Glassware d. Candleholders/candles e. Lamps f. Flower vases g. Break baskets/trays h. Wine openers i. Wine decanters j. Ash trays k. Pepper mill l. Condiment holders m. Flaming utensils/fuel n. Serving trays o. Water pitchers p. Wine buckets/baskets

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3. 4. 5. 6. 7.

9.13.

2.

3. 4. 5. 6. 7. 8. 9. 10. 11. 12.

Proper functioning of equipment and equipment dispensers: review with Chief Engineer (and specialised chemical suppliers like Ecolab, Johnson Diversey) Equipment training in Stewards‟ Department. a. Cleaning equipment and relevant chemicals. b. Dishwashing loading: unloading and proper detergents/chemicals. c. Storage of clean dishes, silver and utensils d. Chemical knowledge e. Health and Safety (including handling of chemicals). Garbage sorting procedures (silverware removal/wet garbage, etc.) Staffing schedules and duty assignments Sanitation and hygiene policies. Polishing/burnishing/cleaning schedule. Pest control program: coordinate other affected departments. Responsibility of exhaust hood filter cleaning: coordinate with Chief Engineer‟s staff on schedule. Night cleaning program. Proper operating par stocks and storage for Stewarding. Operating equipment storage. Monthly and/or quarterly inventory checks

ENTERTAINMENT 1. 2. 3. 4. 5. 6. 7. 8. 9. 10. 11.

9.15.

q. Table cloths/napkins/place mats (paper/linen) r. Local specialty items and others. s. VIP ware (e.g. silverware & crystal ware?) t. Banquet operating equipment (tables, chairs, table cloth, podium, etc) Proper set-up of service stations. Coordinate Food & Beverage operating equipment initial unpacking/storing with Material Manager, if Food & Beverage assistance is required. Determine initial equipment issue for pre-opening set-up. Determine operating par stock levels. Operating equipment storage. a. General store issue procedures and hours of operation b. Kitchen inventory storage c. Service station storage/organization/restocking procedure.

STEWARDING 1.

9.14.


Auditions and selection/approval of performers (discuss with General Manager). Entertainment contracts: coordinate with General Manager/Director of Business Support. Policy on house rules for entertainers. Eating policy for entertainers. Policy on entertainer‟s breaks (how often; interaction with guests?) Entertainers” housing. Equipment security of entertainer‟s equipment during off-hours. House equipment (amplifiers, pianos, etc.) storage, usage. Cover charge policy (discuss with General Manager) Performing rights royalties (logbook needed?). Procedure for determining cost effectiveness of entertainment?

MINI BARS 1.

Staffing? Housekeeping or Food & Beverage?

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2. 3. 4.

5. 6.

7. 8. 9. 10. 11. 12. 9.16.

Set-Up / lay-out of the mini bar Mini bar billing presenetation Storage a. General mini bar beverage storage b. Supply wagon c. Guest room floor-closet storage, if appropriate Cleaning schedule of mini bars (who defrosts? When?) Glassware a. Par stock each mini bar b. Who cleans and procedure for same c. Who cleans or removes party glassware in guest rooms Par Stock (merchandising effectiveness tested?) Billing procedures; departure day phone down procedure Walk out / dispute procedure Replenishing policies and hours to enter guest room Monthly inventory system Master key control

ROOM SERVICES 1. 2. 3. 4. 5. 6. 7.

8. 9. 10. 11. 12. 13. 14. 15. 16. 17. 18. 19. 20. 21. 22. 9.17.


Order taking procedures and special guest requests. Opening and closing hours, if not 24-hour service. Room chart. VIP list. Order delivery protocol (announcing at guestroom door, etc.) Master key responsibility and control. VIP amenities a. Who specifies, and mechanism for notifying room service b. Guest room presentation of VIP amenities c. Who delivers (guest relations or room service?) d. Storage location and security/control of amenities e. Newspaper with breakfast? Complimentary or check off item on doorknob menu f. Requisitioning procedures VIP amenities. Storage and set-up of room service tables. Room service routing (from preparation to guest room) Tabletop set-up (including amenities) and training of waiters. Where to put in the guestroom? Condiments set-up checklist for various meal services/menu items. Hot cabinet storage and usage procedures. Guestroom dirty A/S table pickup policy: what works? Guest corridor-cleaning policy on dirty dishes/dirty trays. Mise-en-place of all items for peak hour service. Service teams considered for faster service? (Preparation / delivery). Linen requisition and storage procedure. Doorknob breakfast menu pickup procedures and implementation. Guest check issuing policy/control (coordinate with Director of Business Support). Charge tip control policy for training (coordinate: Director of Business Support) Order taker upselling training and program,.

BANQUET OFFICE & BANQUET OPERATIONS 1. 2. 3.

Function reservations book should be charged to Catering software (e.g. Fidelio). Function sheets and distribution policy. Function contracts and policy.

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4. 5. 6. 7. 8. 9. 10.

11. 12. 13. 14. 15. 16. 17. 18. 19.

20. 21. 22. 23. 24. 25. 26.

9.18.

Advance deposits policy and Banquet Office records/control. Banquet menus. Banquet wine lists. Special menu blanks for later printing of menu items. Banquet photo album for inserting function photos. Banquet brochures/folder and promotional material. Layout and room capacity for brochures a. Cloak room (location, who attends?) b. VIP functions – VIP holding area? Special room? Equipment? Service? c. Cocktails/receptions. d. Meetings: classroom/auditorium/U-shaped/Board Room: layouts e. Sit down dinner Banquet sales program Banquet forecasts for first year of operation Banquet office set-up and organization Banquet One Stop Wedding Shop / Room ? Search external locations for Outside Catering Banquet equipment storage (chairs/tables/other equipment) Suppliers for catering equipment, trucks, etc Storage requisitions for issuing/turn-in of banquet equipment Policies re ordering, requisitioning, storage, and guest charges: a. Audio-visual equipment b. Flowers c. Entertainment d. Hosted bars e. Others Banquet public room charge policy (minimum Food & Beverage revenue base?) Banquet room set-up and breaking down policy/procedures (housemen duties vis-àvis waiters) Casual waiter hiring and training procedures. Assignment of duties: headwaiters/captains/housemen. Beverage policies and controls (storage/requisitions/issues). Supplies policies and controls (storage/requisitions/issues). Pricing policies and procedures a. Covers guarantee and last deadline b. Confirmation and reconfirmation of bookings c. Money deposit requirements and procedure with accounting to ensure deposits transferred to banquet check. d. Credit policy re banquets and review/oversight authority.

PUCHASING / RECEIVING 1. 2. 3. 4. 5.

9.19.


Coordinate operational policy and procedure aspects with Material Manager Implications of any special import restrictions (menu, etc.) Specifications and quality control. Receiving/delivery hours of purveyors and vendors. Storeroom issuing hours and procedures for Food & Beverage staff.

EMPLOYEE CAFETERIA Assist Human Resources Department to establish Employee Cafeteria 1. Décor and ambiance (how to improve if not adequate) 2. Food quality control. 3. Schedule for each department to even out meal period demand. 4. Ticket/coupon policy (do any staff pay for meals?)

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5. 6. 7. 9.20.

Duty meal policy Dependent meal policy Special holiday menus.

KITCHEN AND FOOD PREPARATION 1.

2. 3. 4. 5.

6. 7. 8. 9. 10. 11. 12. 13. 14. 9.21.


Equipment a. Proper functioning (review with Chief Engineer) b. Pre-opening commissioning and training (coordinate with Chief Engineer) c. Stewarding cleaning schedule (ranges, broilers) d. Deep fat cooking oil cleaning schedule and assignment e. Defrosting/cleaning schedule walk-in coolers and freezers. f. Staff familiarization and training on equipment usage. Par Stock operating equipment and utensils. Staffing schedules with duties/responsibilities each position. Food Safety Kitchen control. a. Ordering procedures. b. Pick-up procedures. c. Pre-posted guest checks (kitchen print outs) required for pick-up? d. Captain check procedures, if used. Kitchen inventories, planning and storage. Recipe cards for all menu items. Portion size control. Plate presentation. (Kitchen photo boards for each dish and item) Service staff merchandising training re menu item contents. Weekly banquet/function board in kitchen Beverage storage of cooking liquor and control. Grooming/sanitation/hygiene policies. Kitchen closing procedures and staff responsibilities.

BARS AND LOUNGES 1. 2. 3. 4. 5. 6. 7. 8. 9. 10. 11. 12. 13.

14.

Beverage requisitioning procedure (one full for one empty) Par stocks. Bar closing procedures. Key control and bottle storage procedures. Government age restrictions and control procedures: penalty? Government laws re serving intoxicated patrons: penalty? In-house policy re undesirable patrons. Government policy on health certification and policy clearance for Food & Beverage employees. Price list and drink sizes. Pouring policies (1.25 oz. shot glass in InterContinental Hotels Group‟s standard). Policies on running guest bar tabs and control of same. Cashier controls in bars. Glass washing a. Procedure/responsibilities. b. Supply of chemicals c. Requisitioning of glassware Mise-en-place: a. Storage beer/wine and juices. b. Bar garnishes and ice cubes. c. Mixing utensils and blender. d. Straws, coaster, napkins, stirrers.

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15. 16. 17. 18. 19. 9.22.


e. Measuring glass, ice scoop. Cover charge policy Happy hour? Complimentary hor d‟oeuvre? Snack list? Staff grooming and hygiene.

TRAINING 1.

General a. Orientation and job description training b. Uniform issue/turn-in c. Staff grooming and hygiene d. Classroom training required e. Films and audio-visual equipment needed/available. f. Detailed schedule for outlet training when facilities available. g. Dry runs before opening using live-in staff as patrons. h. Menu training and merchandising-selling techniques

2.

Service staff a. Standard Operating Procedure (SOPs) Training b. Station assignments c. Position d. Schedules e. Duties f. Mise-en-place of service stations. g. Explanation of menus and wine/beverage lists. h. Table top set-up i. Table clearing procedures j. Table setting and resetting procedures. k. Order taking procedures: suggestive selling tactics. l. Complete service procedures with dry runs. m. Napkin folding specifications n. Food Tasting o. Wine and Beverage Training p. Intra-department teamwork, duties and responsibilities. q. Departmental meetings: policy and attendance.

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10. SECURITY - PRE-OPENING CHECKLIST 10.1.

PERSONNEL AND HIRING SCHEDULE 1. 2. 3.

4. 5. 10.2.

GENERAL SECURITY OVERVIEW 1.

2. 3. 4. 5. 6.

7. 8.

10.3.

Develop policy procedures for staff development on fire life safety, guest security, hotel property protection and emergency procedures, and the like, and review with General Manager. Review and develop hotel emergency plan for foreseeable emergencies. Review any special security systems in hotel and integrate same into security program. Discuss employee entrance security program with General Manager. Discuss security officer training program with General Manager Develop policies for the following items a. key control b. employee locker inspection c. lost and found d. employee parking e. time card Establish contact with local law enforcement. Develop program for coordinating special VIP security, if appropriate.

FIRE, LIFE SAFETY, EMERGENCY PROCEDURES 1.

2. 3. 4. 5.

10.4.

Obtain final hiring schedule with correct arrival dates for all security department staff to be hired. Follow-up status with Human Resources Manager. Verify staff deployment on hotel property, prepare trial staffing schedule and verify staffing standards. If major problems develops, coordinate with General Manager. Arrange with Human Resources Manager for rather more in-depth background security checks than they might otherwise be done for other hotel staff. Where legally correct, verify lack of criminal record. Coordinate with Director of Business Support with respect to requirement for bonding of security staff. Contact risk management to arrange bonding. Establish training schedule for security officers.

Develop a rigorous and thorough departmental training program to ensure each security staff member knows emergency duties and stations, and moreover, knows duties and stations of other hotel staff. Ensure that security staff participate in all drills, and do so in a realistic, participative manner. Coordinate with General Manager, Executive Assistant Manager, Chief Engineer and Front Office Manager. Develop emergency contact list for after hours major incident reporting. All items above must be developed in accordance with guidelines provided in the InterContinental Hotels Group Hotel Incident & Crisis Manual and the InterContinental Hotels Group Loss Prevention Manual Section XII – Hotel Emergencies.

HOTEL INCIDENT & CRISIS RESPONSE

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1.

2. 3. 4.

10.5.

3.

2.

Discuss key security program with Chief Engineer and Director of Business Support. Security of master and emergency keys and sign-out procedure. Security of cashier safety deposit box keys. Security of storeroom keys and turn-in security at shift end. Develop security procedure for electronic keying system.

CASH SECURITY 1. 2. 3. 4.

10.9.

Develop a training and orientation program with security staff to include a detailed review of security manual referencing the InterContinental Hotels Group Loss Prevention Manual Section VIII – Security Officer Program. Discuss possible variances from manual with General Manager due to hotel décor, layout and the like.

KEY SECURITY 1. 2. 3. 4. 6.

10.8.

Determine local legal implications with Controller. Establish alert notification process per InterContinental Hotels Group‟s Loss & Incident Reporting forms and procedures. Special security measures and religious procedures required, where applicable.

SECURITY MANUALS 1.

10.7.

Review what has been done in the respect by other Department Heads (e.g. Chief Engineer, Executive Housekeeper, Front Office Manager) prior to the Security Chief coming on board. Review and adapt InterContinental Hotels Group Hotel Incident & Crisis Manual to suit hotel‟s specific needs/conditions. Assist General Manager in forming a Crisis Response team. Be familiar with definition of Crisis Levels and escalation/communication procedure with InterContinental Hotels Group Asia Pacific Regional Headquarters (Singapore).

LOSS & INCIDENT REPORTING 1. 2.

10.6.


Transport of daily deposits to local bank or arrange for armoured card service. Transport of hotel cashier‟s bank to/from outlets; discuss security escort requirements with Director of Business Supports. Burglar and hold-up alarms and General Cashier security. Review bank and safe audit procedures with controller.

PROSTITUE POLICY 1. 2. 3.

Determine local history of problem, if any, from other hotels and local police. How is policy handled at other hotels? Discuss strategy with General Manager and local law enforcement Cooperation of other local hotels and/or local police.

10.10. GUEST SECURITY 1. 2. 3.

Missing master keys and recovery/reporting program. Reporting procedure for guestroom thefts. Guest safety deposit box security and procedures

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4. 5.


Security of expensive lost and found items: coordinate with Executive Housekeeper and Director of Business Support. Security of expensive guest bulk items turned over to hotel for safe keeping (furs, etc.)

10.11. UNUSUAL SECURITY PROBLEMS OR PROCEDURES, IF APPLICABLE 1. 2. 3.

Heads of State, Ministers or equivalent: Special floor security, telephone intercept if requested, and the like. Special security for important banquets. Coordinate suggestions, programs with General Manager.

10.12. SECURITY FOR OPENING DAY FESTIVITIES 1 2 3

Coordinate security programs with Festivities Committee. Determine festivities security program and make recommendations and advisement whether additional temporary security guards required, to General Manager. Review Policy and Procedure sections pertaining to security, evaluation of personnel and the like.

10.13. LOCAL LAW ENFORCEMENT AGENCIES 1. 2. 3. 4.

Determine acceptable Identification or counterparts, which are acceptable to meet local laws regarding serving liquor to minors, etc. Arrange for proper introduction to heads of local law enforcement agencies. Discuss mutual assistance program, especially as pertains to prostitutes, hotel skippers, back check artists and hold-ups. Discuss with General Manager whether it is advisable to have some public relations efforts with local law enforcement officials/officers.

10.14. GATE PASSES & IDENTIFICATION 1. 2. 3.

Coordinate construction (worker) gate guard as required for hotel gate security needs. Review particularly security requirements at gate for outgoing materials which normally require departmental head approval on hotel form. Review security to permit discretionary approval of obvious construction material arrivals and departures. Establish that fine line – do not harass the construction staff but also do not let the Furniture, Fixture & Equipment walk out of the back door. Coordinate same the General Manager, Food & Beverage, Purchasing, InterContinental Hotels Group Project Manager, and hotel Director of Business Support.

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11 – ENGINEERING - PRE-OPENING CHECKLIST Please refer to Engineering Pre-Opening Manual found on I-Connect: [The Way We Work] [Brand Standards] >> Select Brand >> Engineering & Maintenance >> Engineering Pre-opening Manual

OVERVIEW Normally the Chief Engineer will arrive at the project site about four to six months ahead of the scheduled opening. In certain cases, this could be much earlier upon the Owning Company‟s request (e.g. it is a common practice in China to recruit the Chief Engineer eight to twelve months prior opening). The Chief Engineer must immediately arrange for introductions to the Owner‟s Project Manager1, if on site, and the Contractor‟s senior project supervisor (s). Immediately following preliminary orientation to the hotel, the Chief Engineer must make time to become acquainted with the surrounding city, local code regulations, trading companies, equipment agencies, and potential equipment repair locations. As rapidly as possible the Chief Engineer must obtain a complete set of all approved construction drawings and project specifications with names and contact numbers of project team members and summary of subcontractors and related vendors. Review all relative drawings and comment on completion schedules as they involve co ordination with hotel staff. Establish site inspection routine with General Manager and set up file with video photographs of areas that will be critical for future maintenance and not accessible after construction completion. The Chief Engineer should set up a temporary on-site office at the earliest opportunity. This must be coordinated with the General Manager, Owner‟s Project Manager and Contractor. The Chief Engineer will attend all job meetings between the Contractor and the Owner‟s Project Manager, unless otherwise advised. Weekly progress reports in a standard format will be made in writing to the General Manager. The Chief Engineer is effectively the InterContinental Hotels Group Technical representative on site. It is therefore important to agree early with the Owner‟s Project Manager on responsibilities and reporting relationships during the Project Manager‟s absences. For more details of the Chief Engineers responsibilities prior the opening of the hotel, kindly refer to the Engineering Pre-Opening Manual.

1

Unless otherwise stated, the Project Manager in this manual refers to the Owner‟s Project Manager.

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12 - PUNCH LIST - PRE-OPENING CHECKLIST 12.1.

INTRODUCTION Toward the end of the construction period, the contractor will be requested to turn over the completed portions of the hotel to InterContinental Hotels Group Operations staff for purposes of training hotel staff and preparation for opening, in accord with very detailed specific schedules. This turnover procedure focuses on a listing of observed deficiencies which is called a Punch List, which will be put together by the hotel engineering team. The following narrative details the procedures which will follow during this Punch List process.

12.2.

CONSTRUCTION PUNCH LISTING During the final stages of construction completion, when the contractor believes an area, system or equipment of the project is finished and ready to be turned over, the contractor will request through the Owner‟s Project Manager and/or hotel Chief Engineer the area be accepted by Operations. Before such acceptance, it is necessary to document (on Punch List) that the area in question is finished and complete according to Owner‟s contract and specifications, with all deficiencies recorded for corrective action. This Punch List provides a systematic document for the contractor to work with, to correct the deficiencies, prior to acceptance of the area by InterContinental Hotels Group Operations. In the event that the areas, due to missing components or faulty installation are not finished, the hotel is responsible for rejecting the contractor‟s request for acceptance.

12.3.

OPERATIONS INPUT ON THE PUNCH LIST Members of the hotel operations staff should report to the hotel‟s Chief Engineer any defects observed during the normal course of their work. These will be properly recorded for correction if they are contract deficiencies, or may be otherwise handled as agreed by those concerned. It is of primary importance that the contractor receive only one consolidated punch list to avoid potential claims, split responsibility, and contract problems. What generally happens is the Chief Engineer prepares the original punch list and copies are then given to the General Manager for operations input. The Executive Housekeeper and senior department heads should review these punch lists thoroughly prior to submission. Speedy review and comments on the punch list is essential and should be facilitated by utilizing a crew of hotel employees from housekeeping and engineering assigned to review each hotel room and area to make recommendations for possible additions to the punch list. The Chief Engineer then consolidates these recommendations into the Punch List and coordinates turning this punch list over to the contractor for action.

12.4.

CONSOLIDATED PUNCH LIST PRESENTED TO CONTRACTOR It is most difficult to achieve any reasonable degree of cooperation from the contractor in his completing the punch list work when independent inspections are made by various groups and repeated punch lists for the same area are given to him. Consequently, when the punch list is initially prepared by the Chief Engineer, such list is then given to the General Manager for his Senior Department Heads and Executive Housekeeper. If operations believe there are punch list items that have not been included, such items should be added to the list before it is presented to the contractor.

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12.5.


OCCUPYING AREAS BEFORE PUNCH LIST COMPLETION It is a frequent occurrence during pre-opening that the equipment, systems, or area must be taken over in advance of full contract compliance to commence with training programs for hotel staff. In such cases, the uncompleted premises shall be safe, sanitary with basic utilities operating, suitable for staff occupancy. When the Chief Engineer is considering acceptance of an area or system subject to punch list work to be corrected, he should ensure that the punch list work is clearly documented and includes the operating staff observations as well. Operations will then maintain and operate the equipment or systems with the understanding that the contractor must complete the recorded punch list deficiencies.

12.6.

CONTRACTOR’S RESPONSIBILITY FOR ACCEPTED AREA After operations has accepted and occupied an area, the Chief Engineer must make it clear to the contractor that this in no way relieves the contractor from the responsibility for any malfunction or latent defect. Defects incurred due to wear or operation‟s normal usage of an area is naturally not the contractor‟s responsibility. The contractor‟s guarantee period should commence only after FINAL acceptance, which represents completion in every respect.

12.7.

JOINT MAINTENANCE WHEN POSSIBLE If and when systems must be maintained by more than one technician prior to acceptance of equipment and/or systems, and providing the contractor does not relinquish pre-acceptance responsibilities, the maintenance crew should contain both operation staff and the contractor‟s personnel. In this manner, some Repairs & Maintenance training can be accomplished through familiarization with the new equipment.

12.8.

FURNITURE, FIXTURE & EQUIPMENT PUNCH LIST The Chief Engineer is the coordinator and recipient for the preparation and reporting of all punch lists. During the pre-opening countdown period, the Chief Engineer will frequently screen requests to determine what has been specified in the hotel versus what is preferred and/or desired by the Department Head. The term “Punch List Correction” should only be used for items which represent noncompliance or improper compliance with that specified under signed contracts or purchase orders.

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Hotel Opening Manual

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