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GENERAL MANAGER’S
HOTEL OPENING MANUAL AND
CHECKLIST
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Contents
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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
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.
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1. Show where the relevant material and templates can be found on I-Connect
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.
1This 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.
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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
1. Show where the relevant material and templates can be found on I-Connect
5. Recommendations on orientation program for employees and separate program for Department
Heads
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1. Show where the relevant material and templates can be found on I-Connect
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1.8. MEETING WITH NEW GENERAL MANAGER: FINANCE & BUSINESS SUPPORT
1. Show where the relevant material and templates can be found on I-Connect
4. To emphasize and discuss the terms of hotel management agreement implications for
hotel accounting policies and activates.
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
1Short listing of candidates for hotel Director of Business Support will be carried out through the Human
Resources department
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1. Show where the relevant material and templates can be found on I-Connect
5. Review hotel plans and blueprints for Food & Beverage areas.
a. Kitchen set-up.
b. Explain concept envisioned by InterContinental Hotels Group and designers for
Food & Beverage outlets/kitchens.
c. Clientele to cashier traffic patterns.
d. Service stations mise-en place: location, suitability.
e. Food checkers locations, procedures, if appropriate.
f. Food storage locations and refrigerators.
g. Beverage storage locations, including mini-bar and wine.
(3) Glassware
(4) Linen.
(5) Serving Trolleys
(6) Ashtrays and candleholders
(7) Service equipment.
g. 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.
9. Entertainment:
a. Discuss possible joint regional hotel entertainment program.
b. Regional coordination on Entertainment contracts.
c. Possible regional hotels assistance: scouting, etc.
10. Mini-bars:
a. Equipment supplied in guestrooms.
b. Restocking carts: overnight storage and corridor security.
c. Who handles restocking; can room maids be used?
d. What are successful programs to minimize late charges on guest departure day?
e. Who is responsible for cleaning guestroom dirty glassware?
f. Successful InterContinental Hotels Group programs to control liquor stock and
maintenance of same in mini-bar stores.
12. Banquets
a. Banquet menus from other sister hotels and competition.
b. Banquet promotional brochures and material: samples.
c. Banquet office set-up and organizational recommendations.
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15. Kitchens
a. Equipment layout and workflow.
b. Kitchen storage and refrigeration.
c. Fire control.
16. Stewarding
a. Staffing structure.
b. Location of department and equipment ordered.
c. Cleaning program commendations.
d. Pest control program.
e. 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.
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1. Show where the relevant material and templates can be found on I-Connect
5. Brand Guideline
- Icons, Keys, Hallmarks
7. Communications
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.
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1. Show where the relevant material and templates can be found on I-Connect
1. Show where the relevant material and templates can be found on I-Connect
4. Discuss Coordination and Implementation Plan between Regional Office, Hotel and
Vendor
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1. Show where the relevant material and templates can be found on I-Connect
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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.
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:
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.
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.
2. 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.
3. 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
1The 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.
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the most efficient Regional assistance for recruitment and training, as may be required
by the General Manager.
4. 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.
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.
1. Timing of the Hiring Schedule may dictate that staff is hired before office space or
housing facilities are completed.
2. 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.
3. Temporary training quarters may also be required, and this well be a consideration to
bear in mind when planning the Hiring Schedule.
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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 Statutory Insurance/Fund
% of
Location Beijing Max Min Local Social Insurance Monthly
Salary
Social Average Salary (Housing Fund) 6,011 - Provident Fund 20.0%
Benefits Salary of Social Insurance (Medical Insurance) 6,011 1,202 W/Compensation 0.4%
Benefits Salary of Social Insurance (Other Insurance/Fund) 6,011 465 Unemployment 1.5%
Housing Fund 10.0%
Medical Insurance 10.0%
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IHG Pension Monthly Meal/ Allowance $/LC Monthly Laundry Allowance $/LC Monthly Transportation/ Allowance $/LC Monthly Accommodation + Utilities $/LC
Pre-opening Monthly
Plan (10% of
Annual Benefits
Job Band Annual
Incentive (# Base Salary With With With With With
Benefits Single Single Single With Spouse Single With Spouse With Children
of Mth) (IHG) Spouse Children Spouse Children Children
Salary)
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
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Others
Other HR Expenses
Job Band Airfare Medical Annual Visa
Expenses1 Expenses2 Expenses3 Home Leave Uniform Check-up Schooling Application Relocation
$/LC $/LC $/LC Fee $/LC $/LC $/LC
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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
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STAFFING PLAN
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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.
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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.
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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.
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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. Expatriates __________
2. Department Heads __________
3. Line Human Resources __________
4. Any other special payments __________
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 _____
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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
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 LANGUAGES
IX UNIONS
X PHYSICAL EXAMINATIONS
C. How often ?
D. How extensive ?
E. Who performs examination ?
F. Any charge ?
G. Any certification procedure ? Document the procedures ?
A. Pre-Employee
B. Health card
C. Police check or police card
D. Record of previous employment.
E. Tax records
F. Other >
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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.
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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
A. Food _______
B. Beverage _______
C. Rooms _______
D. Banquets _______
E. Telephone _______
F. Laundry _______
G. Valet _______
H. Paid outs _______
I. Other _______
6. Specify service points per job category on the Human Resources Survey if cooperative
pool method is used, otherwise specify distribution calculation.
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
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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. Pre-
Opening 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.
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4.1. INTRODUCTION
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.
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 pre-
opening 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 invariably require approval
of the Owning Company, or as per Management Agreement.
1 This may be delegated to the Regional Manager – Finance and Business Support.
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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 Support1. 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.
1 (and/or Regional Manager – Finance and Business Support for Greater China)
2In 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.
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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.
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.
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;
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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.
Also refer to the Information Technology Standards found in I-Connect and the New
Hotel Opening Management System under Information Technology.
1. 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.
2. Determine, through the General Manager, whether InterContinental Hotels
Group has responsibility for receiving Furniture, Fixture & Equipment and
supplies.
3. 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.
4. 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 equipment 1. Perpetual inventory cards are the hotel
Director of Business Support’s supervisory responsibility. The Materials
Manager has responsibility for supervising the storage of merchandise.
5. 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:
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.
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1. Obtain the originals of all office and store rental contracts and concessionaires’
agreements form General Manager, and work out a routine billing procedure.
2. 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.
3. 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.
4.17. INSURANCE
4.20. INSTALLATION
1. 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.
2. 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 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
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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.
1. 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.
2. 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.
1. 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.
2. 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.
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1. 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.
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1. 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.
2. 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.
3. 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.
4. 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.
5. 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
operation and for this reason were not mention above. These transactions will
have to be carefully verified in subsequent days.
6. 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.
F. 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
documents which originated in the two previous days; and to reviewing and
polishing all functions already in operation.
2. Night and income auditors should be instructed to begin reconciling checking
machine readings against sales recaps.
G. 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
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may be started on the fourth day, depending on how much has been advanced on the
organization of functions previously detailed. These would include:
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:
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
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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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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.
1. Its facilities
2. Its location
3. Its projected rate structure
1. Their facilities
2. Their location
3. Their rate structure
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. Meetings
2. Conventions
3. Tour groups
4. Airline crews
5. 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 FIT means “Frequent Individual Traveller”. It is also called “Frequent Independent Traveller”.
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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 PCR2 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.
1 “Conversion Cost” means the cost to convert a potential business into actual business for the hotel.
2 “PCR” means Priority Rewards Club
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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)
Amount %
(USD '000)
Direct Mail / Teasers $12 2%
Website $6 1%
Priority Club Rewards $12 2%
Public Relations Agency $12 2%
Familiarizations (Fams) $60 10%
Opening Event $60 10%
Collateral $60 10%
Global Distribution System (GDS) $36 6%
Advertising
Sales $24 4%
Giveaways $18 3%
Photography $18 3%
Advertising $240 40%
Hotel Visits and Audits $30 5%
Contingency $12 2%
Total $600 100%
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.
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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. Free-Lance Services
2. Small, creative agency
3. Large, full-service agency
1. Free-Lance Services
a. Copywriters
b. Artists
c. Media buying services
d. Printers
e. Typesetting services
Advantages: You are in total control. Costs are “net.” Buying a la carte gives you a broad
range of selection.
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.
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.
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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.
1. 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.
2. 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.
3. To create a number of advertising ideas in rough, concept form that expresses the
agreed strategy.
4. To create finished advertising and media recommendations based on your marketing
strategy, properly addressed to your selected target markets.
5. To submit a year long marketing and advertising plan covering all aspects of our hotel’s
objectives as they relate to advertising.
a. audience objectives
b. reach/frequency objectives
c. justification for each medium
d. month-by-month schedules/costs
e. commitment/cancellation dates
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.
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a. history of the agency and information on its growth and billing size
b. background on the key personnel at the management level
c. background on the personnel they would be assigning to your account
d. their track record with other clients
e. samples of their campaigns which the consider “outstanding”
f. advertising success stories that would parallel your type of needs
g. outside references
h. evidence of financial stability
4. 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.
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.
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
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.
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.
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.
1. Communicate to them all the background on your property, its strengths and weaknesses.
2. 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.
3. 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.
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. 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.
2. 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.
3. 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.
4. 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.
5. Research Director supplies quantitative and qualitative research studies to contribute important
background to both the creative and media departments.
6. Production works under the supervision of creative people to prepare and produce the finished
advertising material and forward it to the media.
7. Accounting pays the media and production expenses and bills you.
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
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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
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:
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.
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Pre Opening Sales & Marketing Check List for ____________(Hotel Name)
Planning Stage (15months – 9 months before hotel opening, before DOSM on board)
Timeline Tasks Duration Comments
1. Taking over the MARKET ASSESSMENT REPORT from Development Team 1 day Market Assessment Report should
Upon Signing of Executive Summary (Property Description, Summary of Key Drivers) be completed by the marketing
Management Situation Report (PEST 2 Analysis, Macro Economy, Tourism Development, manager in Development Section
1
Agreement Hotel Supply & Demand, Competitors Overview) before Management Agreement is
Comments on Project and Concept (Location, Brand Fit, Business Mix, Key signed
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 1-2 weeks Project site visit should be arranged
15 Months Prior Situation Analysis (Updated Fact Sheet, SWOT3 Analysis) and also to conduct the local market
Competition Analysis study
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)
1 In the Peoples Republic of China, the term Management Contract is frequently used. It has the same meaning as Management Agreement.
2 PEST = Political, Economic, Social, Technology
3 SWOT = Strengths, Weaknesses, Opportunities & Threats
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Guiding Stage (9 months before opening – Hotel opening, after DOSM on board)
Timeline Tasks Duration Comments
12 Months Prior General Manager Orientation & Brand Standards 1/2 day Once General Manager is appointed
9 Months Prior Take over the Pre Opening Marketing Plan, review & update 1 month Conduct Monthly review meeting to
Situation analysis double check the progress
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 1 month Conduct Monthly review meeting to
Standard contracts & forms development double check the progress
Filing system set up
Sales & Marketing expenses budget
7 Months Prior Hotel Fact Sheet Development 1 month Conduct Monthly review meeting to
Database set up (client database, media database and Direct Mail database) double check the progress
Staff recruitment and training
6 Months Prior Develop media brief, creative brief and public relations brief for the hotel 1 month Conduct Monthly review meeting to
Get approval for media brief, creative brief and public relations brief from double check the progress
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
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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.
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.
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30. Installation of Property Management System (PMS)– time line, budget and training
31. Manager on Duty, Daily Schedules, Inspection Checklist
32. General Manager Logbook
33. Complimentary and house use rooms procedure and authorization
34. Pricing
35. Morning Operation meeting
36. Guest Survey (GSTS) reporting; daily / monthly
37. Nomination of GSTS champion
38. Signage (Driveway, Lobby, Public Areas)
39. Decision on telephone system
40. Set time to release non guaranteed rooms
41. Key control, emergency grand master and master keys (to coordinate with Director of
Business Support and Chief Engineer)
42. Hotel security, access to hotel floors, lift security, key card control, close circuit
televisions (CCTVs) location
43. Door Knob Policies (collateral on door knobs)
44. Fire, Life Safety and Emergency Procedures
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a. Arrange for the design, ordering, purchase, receipt, storage and distribution of
all necessary front office forms (coordinate same with Director of Business
Support)
b. Prepare pre-opening and after-opening staffing schedules
c. Ensure all front office areas properly equipped with necessary Furniture,
Fixture & Equipment
d. Review Front Office and lobby layout including Guest Relations/Priority Club
Rewards (PCR)/Ambassador Club for InterContinental hotels/ Assistant
Manager Desk
e. Lobby desk signage and directional signage
f. Local laws and customs regarding registration records
g. Hotel availability status
h. Internal departmental relations and communications with Director of Business
Support
i. Policy re guaranteed no shows, commissions, quick checkout, and local laws
pertaining to VAT/sales tax included/excluded room rate
j. Establish front office logbooks for Assistant Manager and Reception Desk
k. 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
l. Schedule for Front Office meetings, pre-opening and after opening
m. Training and instruction for all Front Office staff, particularly reservations on
subject or maximizing sales and selling all hotel facilities
n. 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
o. Priority Club Rewards (PCR) training all staff / Ambassador Club for
InterContinental hotels
p. Emergency procedure training – all staff
q. Set yield & rate availability in Property Management System (PMS)
r. Set goals & personal development plans for all heads of sub departments with
in Front Office
s. Order name badges and uniforms
2. RESERVATIONS
g. Set up reservations control chart and assign responsibility for daily update and
maintenance
h. Establish reference library: telex directories, travel trade index. (Fax, internet
requests)
i. Policy and Procedure on Priority Club Rewards (PCR) handling in reservations
department (+ Ambassador Club for InterContinental hotels)
j. Reservations retention records policy (coordinate with Director of Business
Support)
k. Posting and filing policy regarding advance deposits
l. Handling of incoming/outgoing faxes, telexes, telegrams and other
correspondence including procedures and responsibility assignments
m. Preparation and distribution of various statistical and marketing reports
n. Wait list procedures
o. Confirmation and cancellation of reservations: procedures
p. 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.)
q. Policy on friends and family rate
r. Owing Company policy
s. Employee discount policy
t. Email address and regular check
u. Hidden rate reservations
v. Prepayment authorization
w. Policy on checking arrival report, dupes etc
x. Policy on complimentary rooms
y. Day file
z. Wholesale rates
aa. Set rate codes in Property Management System (PMS)
bb. Also discuss yield, forecast and budget
cc. Set standard scripting
dd. Schedule test calls and tape them
ee. Policy on pre registered guests
ff. Rate change policy
gg. Traces/flags/messages – policy
hh. Create product knowledge file
ii. Create a rate and promotion reference guide
jj. Standard letters and brochure packs
kk. Procedure to test call on a regular basis
ll. Procedure on day use reservations, incognito guests, disabled guests and Policy
and Procedure
mm. Create shift check lists
nn. Order Global Directories (also one for each guest room)
oo. Create a credit application form with the controllers input
3. RECEPTION DESK
a. Orientation for all reception and uniformed service staff on all hotel facilities
and location of same
b. 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
c. Security awareness briefing for all front desk and uniformed service staff
d. Standard InterContinental Hotels Group registration cards and pens
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g. Guest message procedures from hotel operator, placement in mail and key
racks, message light in room and evening delivery to guestrooms
h. List of important local phone numbers posted for ready access: doctor, police,
fire, airlines, car rental, and the like
i. Responsibility for orderliness and cleanliness of entrance and lobby areas.
j. Paid out procedures on behalf of guests
k. Profit margins on concierge services (theatre tickets, post cards, etc.); for house
or the concierge?
l. Daily awareness of functions in the hotel. Decide/agree who types function
sheets, and distribution of same
m. Ensure appropriate flags are raised and lowered, and displayed in accordance
with prevailing local protocol and international protocol affecting such activity
n. Limousine contract
o. Restaurant reservation card
p. Daily task list
q. Order package scale
7. TELEPHONE DEPARTMENT
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a. Procedures for logging telephone traffic, long distance calls, and internal
administrative calls
b. 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
c. Maintenance of current accurate alphabetic information rack
d. Daily posting of VIP rooms and guest names on VVIP board
e. Procedure for taking guest messages and routing of same to front office for
action
f. 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
g. Provision for handling guest telexes / faxes and long distance phone calls from
lobby booth, billing procedure and cash collection
h. Establish acceptable paging procedures for hotel location of paging speakers
within hotel, volume of paging speakers, if available, or paging board
procedures otherwise
i. Scripting
j. Hang directions for main routes into the hotel
k. Do not disturb procedure
l. List all staff telephone numbers in a private place in the PBX office
m. Hand over log book
n. Fax log
o. Guest request book
p. Pager list
q. Call counting system
r. Auto attend
s. Mobile phone hire & contract
t. Procedure for opening function room phones
u. List of foreign language speakers
v. Pay phones and location, maintenance and contract
w. Call announcing procedure
x. List of telephone charge bands
y. List of local amenities doctors, bars etc.
z. Emergency phone with independent line to main hotel number
aa. Contingency plan in case of switch board failure
bb. Elevator phones with 2 way speaker
8. GUEST RELATIONS
a. 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
b. Establish workable effective guest history procedures and records in
coordination with front office reservation
c. 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
d. Procedures for identifying, greeting and rooming VIP guests
e. 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
f. Ordering amenities and daily stock log
g. VIP room checks
h. Set VIP levels (this should be standard at least 4 levels)
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i. Courtesy calls
j. Order cards to send with the amenities
k. Breakdown and costing of each amenity
l. Log book
m. Order complimentary beverage coupons
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7.1. ORIENTATION
7.2. ORGANISATION
a. 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
b. Organisation Chart: Assistant Housekeeper (s) and Supervisors
c. Determine absenteeism/turnover experienced by other local hotels: consistent
with planned staffing?
d. Average number of guests rooms per day to be handled by day maids, night
maids and floor supervisors
e. Hours of various housekeeping shifts
f. Issuing hours of Main Linen room, and Uniform room
g. Language barrier interpreter to communicate with staff, if appropriate
h. Determine temporary local help required immediately; coordinate with
Director/EAM Rooms and Human Resource Manager; screen and hire
i. Locate and engage temporary team of local tailors for uniforms fitting and
alterations; coordinate same
a. 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
b. Obtain copies of purchase orders on operating equipment to be handled in
housekeeping department; check status and follow up
c. Obtain copies of Furniture, Fixture & Equipment and other items to be received
by housekeeping department; check status and follow up
1In the absence of a Director/EAM Rooms, the Executive Housekeeper will report direct to the General
Manager or General Manager’s assistant.
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d. Carry out physical inventories of all items already received for Housekeeping
Department, and keep records in file
a. Request samples of employee white shirts, black shoes and socks and rubber
boots from local market, if appropriate. Requisition required quantities in
different sizes
b. 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)
c. 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)
d. 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
e. 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)
f. Clean up main linen room and Housekeeper’s office
g. Set up main linen room and Housekeeper’s Office (see Appendix C:
Recommend filing system)
h. Determine if there are any special requirements for Housekeeping Department
due to special Furniture, Fixture & Equipment Décor items
1. INVENTORIES
b. Uniforms
g. Other?
11. INSPECTIONS
a. Hotel turnover punch list: how does hotel Executive Housekeeper coordinate
same with corporate/regional director housekeeping?
b. Procedure for inspecting initial guest room set-up, inspection checklist?
c. Procedure for inspecting cleaning of pre-opening staff quarters. Incorporate as
part of training program
d. Inspection program after opening – floor supervisors
e. Program for General Manager/Executive Housekeeper personal hotel
inspection tours before and after opening
f. After opening program executive staff guestroom inspections
12. LAUNDRY
(1) Develop procedures and locate an area for linen count control outgoing
and incoming
(2) Coordinate billing documents and receiving documents with hotel
Director of Business Support
(3) Agree on delivery schedules, especially weekend/Holiday
(4) Coordinate with General Manager on discards policy with contractor.
(5) Recalculate par stock requirements due to in-transit laundry and
recheck inventory for adequacy
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a. Ensure all equipment tested and stored under lock and key
b. Coordinate with Chief Engineer and Purchasing Manager for local sources to
repair equipment and maintain warranty
c. Develop issuing and control procedures with Front Office Manager and
Director of Business Support for guest charges for renting roll-aways, etc.
d. Develop maintenance program with Chief Engineer for heavy-duty equipment
(golf cart linen wagons, etc.)
e. Organize issuing and receipt program for items lent to hotel guests without
charge (voltage converters, etc.)
a. 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
b. 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.
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 condition,
heavy duty cleaning is always required. The following training points could be
helpful.
b. Explain work to be done
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(1) Sweeping
(2) Scrubbing
(3) Mopping
(4) Polishing
(5) Dusting
(6) Collection and disposal of waste
(7) Function and handling of housekeeping equipment
(8) Working methodically and efficiently
(9) Safety measures
(10) Working without disturbing fellow workers and guests
b. Cleaning methods
a. 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
b. Form a cleaning crew for front of the house, public areas, food & beverage
outlets, lobby, public restrooms, banquet halls, etc.
c. 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
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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:
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7.5. IMPLEMENTATION
1. FLOWERS
2. STAFF QUARTERS
a. 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
b. Furnish staff quarters with bed-pads, blanket, pillows, coat hanger,
wastebasket, trash bins, etc.
c. Linen and towelling should be issued to employees upon their arrival on-site.
Signature to be obtained
d. Establish procedure with Human Resources to ensure turn-in of issued items
upon employee departure at future date
3. UNIFOMS
4. 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 and
have contingency plans ready to implement in event of equipment failure in
laundry
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6. KEY CONTROL
7. WORKING SCHEDULES
8. MISCELLANEOUS
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1. 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
2. Implement linen and uniform exchange procedures and follow-up
3. 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
4. Establish night cleaning crew and start normal operations
5. Check general storeroom daily regarding housekeeping supplies. Requisitions obtain
and distribute same according to normal InterContinental Hotels Group standards
6. 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
7. 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. Banquets
b. Decoration of Food & Beverage outlets
c. Flower arrangements and distribution
d. Ribbon cutting ceremony.
e. Expected VIP guests and suite requirements
f. Special room arrangements
g. Local honorary guests and requirements (hospitality room)
h. Special room for press and media people
i. Get information on format of Opening Day activities
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APPENDIX A
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.
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APPENDIX B
SUGGESTED CHECKLIST OF PRINTED FORMS
Housekeeping forms
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APPENDIX C
PRE-OPENING FILING SYSTEM
FOR HOUSEKEEPERS OFFICE
Annual Budget
a. Financial Statement
b. Expense reports
c. Furniture, Fixture & Equipment
d. 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
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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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1. STEAM
2. ELECTRICITY
3. WATER
a. Laundry water supply must be soft, with hardness not to exceed 30 PPM.
b. 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.
c. Laundry hot water should have a temperature reading of 140 degrees
Fahrenheit, as measured in the Laundry.
d. Water must be below 0.2-PPM iron content.
4. COMPRESSED
a. Check for correct exhaust connection on tumblers, irons, steam tunnel, dry
cleaning machine, and vapour condenser.
b. Check that all hot air exhaust ducts are insulated.
c. 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.
6. GENERAL
a. During the first few days of testing, the various utility supplies will be needed
for only a few hours per day.
b. 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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8.3. SAFETY
1. A first aid kit must be available in the laundry area and must be fully equipped (esp.
burn ointment and eye wash).
2. Determine laundry fire alarm policy from Chief Engineer.
3. Portable fire extinguishers must be available to laundry staff.
4. Check that all-high voltage panels and cables are covered.
5. Steam and condensate pipes must be properly insulated.
6. Ensure that the fire door for the soiled linen chute has been installed and tested by the
Chief Engineer before using same.
7. Check that grating covers all open drains.
8. Are all extractors and washer extractors securely bolted to floor?
9. Before starting any machinery, ensure that all guards and safety covers are properly in
place.
10. Coordinate with General Manager to discretely determine whether there are any special
regulations with regard to:
a. Perchloroethylene emissions
b. Removal of residues from dry cleaning distillation
c. Requirement for respirators for Perc solvent spills
d. Any health regulations requiring regular medical checkups for employees
working with Perchloroethylene
a. Washer extractors
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b. Irons
c. Flat work folder
d. Tumblers
7. A general cleaning of the entire plant and equipment must be done by contractor.
8. 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.
8.5. SUPPLIES
1. 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).
2. Check on which items on this listing have already arrived, and ask for delivery dates
for outstanding goods not arrived.
3. If shipment is expected to be delayed, request Purchasing Manager to buy minimum
quantities necessary for test washing.
4. 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.
5. 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
6. 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
7. 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
1. Review usage and determine how long in-stock supplies will last with expected volume
of business.
2. Meet with laundry managers from other hotels or commercial plants to check out
availability of supplies on local market.
3. Anticipate long lead times for goods coming overseas, which can take up to 4-5 months
delivery from date order place.
4. Order one set of spare covers for iron and press equipment.
5. Order spare padding for presses.
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1. Survey all nearby local commercial or hotel laundries for prices and capability to
handle emergency laundry requirements during pre-opening period.
2. Make contingency plans to transport laundry back and forth to alternate laundry
selected.
3. 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.
4. For the emergency planning, be prepared to handle the worst possible situation on very
short notice.
8.9. PERSONNEL
1. Secure a copy of the hiring schedule for laundry department from Human Resources
Manager.
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2. 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.
3. Start out using absentee lists from the first day when employees start working in the
laundry.
4. 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.
5. Additional employees will be hired as provided in the budget.
6. Determine laundry employee payment procedures from Director of Business Support.
7. Determine eating schedule for employee cafeteria for laundry staff.
8. Follow-up with Human Resources Manager concerning any outstanding work permit
for laundry staff.
9. Ask housekeeping to issue uniforms for laundry employee.
10. 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.
11. Advise Human Resources Manager that laundry order taker must be able to speak local
language and English, both fluently.
8.10. TRAINING
1. Receive samples of uniforms, various linen articles, for test washing and cleaning, as
appropriate.
2. Establish cleaning and pressing procedure for all items and instruct employees
accordingly.
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3. Keep at least two new samples of each textile aside while test washing etc., in the event
of any defective goods.
4. Prior to taking any uniforms or linen for washing, ensure housekeeping has taken
inventory for opening inventory.
5. 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.
6. After initial set-up issue is complete, wash and finish all new Food & Beverage linen
and rest of guest room linen.
7. Ask housekeeping to have four par stocks in circulation. All linen should be washed
and stored on shelves in linen room.
8. Start washing soiled guestroom linen (from expatriates), kitchen towels and uniforms.
9. If linen chute is not available, or chute is outside of laundry area, discuss transport of
soiled linen to laundry over weekends.
10. Work out time schedule when linen chute is going to be used.
11. Establish linen and uniform counting procedure.
12. Mark laundry trolleys, to prevent mix up with housekeeping linen carts.
1. 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.
2. 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.
3. Arrange for best possible discount by outside laundry and a two-day service.
4. During the pre-opening period, all employees should bring and collect their own
laundry to and from the laundry office.
5. Send sample shirts and underwear to several outside laundries to observe local service
and presentation.
6. Obtain price lists from commercial and hotel laundries.
7. Visit other laundries to find out what service and presentation they offer their guest.
8. Propose prices for guest laundry lists to controller.
9. Ask General Manager for list of department heads entitled to free laundry and any
entitled to limited free laundry.
10. After house laundry operation has started, the next step is to begin offering guest
laundry for the live-in staff.
11. Inform the General Manager the date the laundry department will be ready for full
laundry service for live-in staff.
12. Inquire as to whether the General Manager wishes to have special VIP laundry service.
13. 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.
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7. 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.
8. Check carbon recover, to be filled with correct amount of carbon.
9. Keep records number of pounds cleaned and Perc consumption.
10. Have small, lockable cupboard for spotting chemicals.
11. Put padding on all presses and adjust pressure.
12. Ask General Manager if special Valet VIP services are to be used (travel bags, etc).
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.
3. If the soiled linen area is not furnished with soiled linen boxes, prepare a sketch and
ask engineer to have same custom made.
4. 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.
8.15. REPORTING
1. 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.
2. Discuss organizational chart.
8.16. COMMUNICATIONS
1. Order takers telephone for receiving guest calls. Determine dial number for forms
printing.
2. One line in the office for outside city calls.
3. Two in-house telephone lines, one in office and one outside in laundry plant.
4. Look for appropriate communications device for the valet.
5. There is normally one complete pneumatic tube station in laundry.
8.17. 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. 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.
3. 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.
1. Where outside laundry sales are desired, the opening of this shop should be deferred
until the hotel opening rush is over.
2. 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.
3. Before opening such a shop, clarify with the Director of Business Support whether
special licensing is needed and obtainable.
4. Establish accounting control procedures with Director of Business Support.
5. Determine advertising and promotion necessary to get project started successfully.
6. Determine what furniture and storefront or entrance is required to service outside
laundry sales.
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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.
39. Grand opening Food & Beverage festivities and reception guidelines
1. Check Control
a. Guest check control and issuing procedures: Food & Beverage outlets
b. Staff check procedure in Food & Beverage outlets. Staff tipping policy
c. Office and Entertainment check procedure: different from normal charges?
d. Room service check control
e. Banquet check control (also send function sheets to accounting)
f. Beverage check control in restaurants
g. Service bar beverage check control if serving several outlets
h. Charge tip receipt procedure
3. Accounting Control
4. Credit Policy
5. Printing Policy
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1. Targeted Market
2. Pricing
3. Sales and Marketing Activities
4. Children Policy
5. Printing Policy
5. Organize Food & Beverage training program on above for supervisors/outlet managers
c. Special menus for emergencies: steak, chops, etc. Can the cooking be done in
the banquet rooms? Ventilation? Cooling load? Fire, life, safety?
d. Supplies drawn only form cold storage on emergency generator
1. Design considerations
2. Coordinate with Executive Housekeeper linen issue, storage, turn-in.
3. Coordinate initial uniform issue and fitting: turn-in cleaning program.
4. Banquet linen (table skirts, etc.) issue and storage
5. Kitchen rags: issuing and cleaning program (outside contract?)
6. Organize training program for agreed procedures/policies.
9.11. PRINTING
1. In-house or Printers?
2. Design ?
3. Menus, Wine Lists, Beverage Lists
4. Business Cards, outlet calling cards
5. Bills
6. Coasters, stirrer, straws, matches, cigar matches, toothpicks, etc.
1. Review Furniture, Fixture & Equipment list of equipment ordered for Food & Beverage
department.
2. 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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9.13. STEWARDING
9.14. ENTERTAINMENT
1. 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.
2. Par Stock operating equipment and utensils.
3. Staffing schedules with duties/responsibilities each position.
4. Food Safety
5. 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.
6. Kitchen inventories, planning and storage.
7. Recipe cards for all menu items.
8. Portion size control.
9. Plate presentation. (Kitchen photo boards for each dish and item)
10. Service staff merchandising training re menu item contents.
11. Weekly banquet/function board in kitchen
12. Beverage storage of cooking liquor and control.
13. Grooming/sanitation/hygiene policies.
14. Kitchen closing procedures and staff responsibilities.
9.22. 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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1. Obtain final hiring schedule with correct arrival dates for all security department staff
to be hired. Follow-up status with Human Resources Manager.
2. Verify staff deployment on hotel property, prepare trial staffing schedule and verify
staffing standards. If major problems develops, coordinate with General Manager.
3. 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.
4. Coordinate with Director of Business Support with respect to requirement for bonding
of security staff. Contact risk management to arrange bonding.
5. Establish training schedule for security officers.
1. 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.
2. Review and develop hotel emergency plan for foreseeable emergencies.
3. Review any special security systems in hotel and integrate same into security program.
4. Discuss employee entrance security program with General Manager.
5. Discuss security officer training program with General Manager
6. Develop policies for the following items
a. key control
b. employee locker inspection
c. lost and found
d. employee parking
e. time card
7. Establish contact with local law enforcement.
8. Develop program for coordinating special VIP security, if appropriate.
1. 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.
2. Ensure that security staff participate in all drills, and do so in a realistic, participative
manner.
3. Coordinate with General Manager, Executive Assistant Manager, Chief Engineer and
Front Office Manager.
4. Develop emergency contact list for after hours major incident reporting.
5. 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.
1. 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.
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2. Review and adapt InterContinental Hotels Group Hotel Incident & Crisis Manual to
suit hotel’s specific needs/conditions.
3. Assist General Manager in forming a Crisis Response team.
4. Be familiar with definition of Crisis Levels and escalation/communication procedure
with InterContinental Hotels Group Asia Pacific Regional Headquarters (Singapore).
1. 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.
2. Discuss possible variances from manual with General Manager due to hotel décor,
layout and the like.
1. Discuss key security program with Chief Engineer and Director of Business Support.
2. Security of master and emergency keys and sign-out procedure.
3. Security of cashier safety deposit box keys.
4. Security of storeroom keys and turn-in security at shift end.
6. Develop security procedure for electronic keying system.
10.8. CASH SECURITY
1. Transport of daily deposits to local bank or arrange for armoured card service.
2. Transport of hotel cashier’s bank to/from outlets; discuss security escort requirements
with Director of Business Supports.
3. Burglar and hold-up alarms and General Cashier security.
4. Review bank and safe audit procedures with controller.
1. Determine local history of problem, if any, from other hotels and local police.
2. How is policy handled at other hotels? Discuss strategy with General Manager and
local law enforcement
3. Cooperation of other local hotels and/or local police.
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1. Coordinate construction (worker) gate guard as required for hotel gate security needs.
2. Review particularly security requirements at gate for outgoing materials which
normally require departmental head approval on hotel form.
3. 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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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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12.1. 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.
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.
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.
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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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.
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.
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.
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 non-
compliance or improper compliance with that specified under signed contracts or purchase
orders.
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