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Hotel Opening Manual InterContinental Hotels Group

GENERAL MANAGER’S
HOTEL OPENING MANUAL AND
CHECKLIST

For InterContinental Hotels Group

Asia – Pacific Region

REVISED: 6 APRIL 2005

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

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Contents

1 - VISIT OF GENERAL MANAGER TO REGIONAL OFFICE ................................................................. 5


1.1. INTRODUCTION .................................................................................................................................. 5
1.2. COORDINATION .................................................................................................................................. 5
1.3. ORIENTATION ..................................................................................................................................... 5
1.4. ITEMS FOR VICE PRESIDENT – HOTEL OPENINGS TO ARRANGE BEFORE THE GENERAL
MANAGER’S ARRIVAL AT REGIONAL OFFICE ............................................................................ 5
1.5. MEETING WITH NEW GENERAL MANAGER: VICE PRESIDENT IN-CHARGE OF HOTEL
OPENINGS ............................................................................................................................................ 7
1.6. MEETING WITH NEW GENERAL MANAGER: HUMAN RESOURCES ........................................ 9
1.7. MEETING WITH NEW GENERAL MANAGER: TRAINING ......................................................... 10
1.8. MEETING WITH NEW GENERAL MANAGER: FINANCE & BUSINESS SUPPORT.................. 11
1.9. MEETING WITH NEW GENERAL MANAGER: FOOD & BEVERAGE ........................................ 12
1.10. MEETING WITH NEW GENERAL MANAGER: SALES & MARKETING .................................... 15
1.11. MEETING WITH GENERAL MANAGER: DESIGN AND ENGINEERING ................................... 18
1.12. MEETING WITH GENERAL MANAGER: INFORMATION TECHNOLGY ................................. 19
1.13. MEETING WITH GENERAL MANAGER: LEGAL COUNCEL ...................................................... 20
2. HUMAN RESOURCES – PRE OPENING CHECKLIST ........................................................................ 21
2.1. HUMAN RESOURCE SURVEY ......................................................................................................... 21
2.2. STAFFING PLAN ................................................................................................................................ 21
2.3. STAFFING PLAN REVISIONS .......................................................................................................... 21
2.4. HOTEL HUMAN RESOURCE MANAGER ....................................................................................... 22
2.5. TEMPORARY QUARTERS ................................................................................................................ 22
3. TRAINING – PRE OPENING CHECKLIST ............................................................................................ 41
3.1. TRAINING SCHEDULES ................................................................................................................... 41
4. FINANCE & BUSINESS SUPPORT – PRE OPENING CHECKLIST ................................................... 42
4.1. INTRODUCTION ................................................................................................................................ 42
4.2. CONTROL OF PRE-OPENING BUDGET .......................................................................................... 42
4.3. RECRUITMENT & TRAINING OF HOTEL ACCOUTING PERSONNEL ...................................... 43
4.4. RELATIONS WITH OUTSIDE AUDITORS ..................................................................................... 43
4.5. RELATIONS WITH LOCAL LEGAL COUNSEL ............................................................................ 43
4.6. RELATIONSHIP WITH BANKERS .................................................................................................. 43
4.7. RELATIONSHIP WITH GOVERNMENT OFFICIALS .................................................................... 44
4.8. ACTIVITIES TO BE DISCUSSED WITH THE GENERAL MANAGER ......................................... 44
4.9. HOTEL POLICIES TO BE APPROVED BY THE GENERAL MANAGER ..................................... 44
4.10 HOTEL CREDIT POLICY .................................................................................................................. 45
4.11. DESIGN OF HOTEL PRINTED FORMS ............................................................................................ 45
4.12. COMPUTER INSTALLATIONS ......................................................................................................... 47
4.13. RECEIPT AND CONTROL OF PRE-OPENING MERCHANDISE ................................................... 47
4.14. SECURITY OF FURNITURE, FIXTURE & EQUIPMENT EXPENDABLES ................................... 47
4.15. OFFICES AND STORE RENTALS ..................................................................................................... 48
4.16. CONTROL OF COST OF PRE-OPENING .......................................................................................... 48
4.17. INSURANCE ....................................................................................................................................... 48
4.18. CREDIT CARD TRANSMITTALS ..................................................................................................... 49
4.19. ACCOUNTING CONTROLS .............................................................................................................. 49
4.20. INSTALLATION ................................................................................................................................. 49
4.21. MAINTENANCE AND SERVICE CONTRACTS .............................................................................. 49
4.22. SAFE DEPOSIT BOX KEYS AND SAFE COMBINATIONS ............................................................ 50
4.23. CONTROLLER’S OFFICE FILING SYSTEM.................................................................................... 51
4.24. OPENING THE HOTEL – DETAILED INSTRUCTIONS .................................................................. 51
5. SALES AND MARKETING – PRE OPENING CHECKLIST ................................................................ 57
5.1. PREPARING A PRE-OPENING MARKETING PROGRAM............................................................. 57
5.2. DETERMINE YOUR MARKETING STRATEGY – BOTH SHORT TERM & LONG ..................... 58
5.3. PRE-OPENING SALES & MARKETING ACTIVITIES BUDGET GUIDELINE ................................ 60
5.4. SELECT AN ADVERTISING AGENCY ............................................................................................ 61
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5.5. SALES TEAM MANAGEMENT ........................................................................................................ 65


5.6. ACCOUNT MANAGEMENT ............................................................................................................. 66
5.7. BUSINESS HANDLING PROCEDURES ........................................................................................... 66
5.8. PRE-OPENING SALES & MARKETING CRITICAL PATH (BY FUNCTIONAL AREAS)............ 66
5.9. PRE-OPENING SALES & MARKETING CHECK LIST ................................................................... 66
6. FRONT OFFICE - PRE-OPENING CHECKLIST ................................................................................. 71
6.1. INTRODUCTION ................................................................................................................................ 71
6.2. MATTERS TO DISCUSS WITH GENERAL MANAGER ................................................................ 71
6.3. MATTERS TO DISCUSS WITH CONTROLLER .............................................................................. 72
6.4. MATTERS TO DISCUSS WITH EXECUTIVE HOUSEKEEPER ..................................................... 73
6.5. MATTERS TO DISCUSS WITH SALES/MARKETING ................................................................... 73
6.6. FRONT OFFICE PRE-OPENING ........................................................................................................ 74
7. HOUSEKEEPING - PRE OPENING CHECKLIST ................................................................................. 80
7.1. ORIENTATION ................................................................................................................................... 80
7.2. ORGANISATION ................................................................................................................................ 80
7.3. TRAINING IN HOUSEKEEPING DEPARTMENT ........................................................................... 84
7.4. TURNOVER PUNCH LIST ................................................................................................................. 87
7.5. IMPLEMENTATION........................................................................................................................... 88
7.6. COUNTDOWN TO OPENING ............................................................................................................ 90
8. LAUNDRY AND DRY CLEANING - PRE OPENING CHECKLIST ................................................... 96
8.1. UTILITIES AND VENTILATION....................................................................................................... 96
8.2. COORDINATION WITH ENGINEERING ......................................................................................... 97
8.3. SAFETY ............................................................................................................................................... 97
8.4. EQUIPMENT TAKEOVER ................................................................................................................. 97
8.5. SUPPLIES ............................................................................................................................................ 98
8.6. SUPPLIES TO BE ORDERED AFTER OPENING ............................................................................. 98
8.7. FORMS PRINTING ............................................................................................................................. 99
8.8. CONTINGENCY PLANNING ............................................................................................................ 99
8.9. PERSONNEL ....................................................................................................................................... 99
8.10. TRAINING ......................................................................................................................................... 100
8.11. COORDINATION WITH HOUSEKEEPING.................................................................................... 100
8.12. GUEST LAUNDRY ........................................................................................................................... 101
8.13. DRY CLEANING/PRESSING ........................................................................................................... 101
8.14. HOUSE LAUNDRY ........................................................................................................................... 102
8.15. REPORTING ...................................................................................................................................... 102
8.16. COMMUNICATIONS ....................................................................................................................... 102
8.17. KEYS .................................................................................................................................................. 102
8.18. OUTSIDE LAUNDRY SALES .......................................................................................................... 103
9. FOOD AND BEVERAGE - PRE OPENING CHECKLIST .................................................................. 104
9.1. INTRODUCTION .............................................................................................................................. 104
9.2. MATTERS TO DISCUSS WITH THE GENERAL MANAGER....................................................... 104
9.3. MATTERS TO DISCUSS AND COORIDNATE WITH CONTROLLER ........................................ 105
9.4. MATTERS TO DISCUSS WITH SALES & MARKETING / PUBLIC RELATIONS ...................... 106
9.4. LOCATE ALL ELECTRICAL AND TEMPERATURE CONTROLS IN FOOD & BEVERAGE
AREAS ............................................................................................................................................... 106
9.5. EMERGENCY POWER SYSTEM FOR FOOD & BEVERAGE AREAS/EQUIPMENT ................ 106
9.6. FIRE PROTECTION IN FOOD & BEVERAGE ................................................................................ 107
9.7. EQUIPMENT MAINTENANCE ....................................................................................................... 107
9.8. STAFF ORIENTATION AND PERSONNEL ACTIVITIES ............................................................. 107
9.9. FOOD AND BEVERAGE LINEN AND UNIFORMS....................................................................... 108
9.10. MENUS, WINE LISTS AND BEVERAGE LISTS ............................................................................ 108
9.11. PRINTING.......................................................................................................................................... 108
9.12. OPERATING EQUIPMENT AND INVENTORIES ......................................................................... 108
9.13. STEWARDING .................................................................................................................................. 109
9.14. ENTERTAINMENT ........................................................................................................................... 109
9.15. MINI BARS ........................................................................................................................................ 109
9.16. ROOM SERVICES ............................................................................................................................. 110
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9.17. BANQUET OFFICE & BANQUET OPERATIONS.......................................................................... 110


9.18. PUCHASING / RECEIVING ............................................................................................................. 111
9.19. EMPLOYEE CAFETERIA ................................................................................................................ 111
9.20. KITCHEN AND FOOD PREPARATION.......................................................................................... 112
9.21. BARS AND LOUNGES ..................................................................................................................... 112
9.22. TRAINING ......................................................................................................................................... 113
10. SECURITY - PRE-OPENING CHECKLIST ........................................................................................ 114
10.1. PERSONNEL AND HIRING SCHEDULE ........................................................................................ 114
10.2. GENERAL SECURITY OVERVIEW ............................................................................................... 114
10.3. FIRE, LIFE SAFETY, EMERGENCY PROCEDURES .................................................................... 114
10.4. HOTEL INCIDENT & CRISIS RESPONSE ...................................................................................... 114
10.5. LOSS & INCIDENT REPORTING .................................................................................................... 115
10.6. SECURITY MANUALS .................................................................................................................... 115
10.7. KEY SECURITY ................................................................................................................................ 115
10.8. CASH SECURITY ............................................................................................................................. 115
10.9. PROSTITUE POLICY ........................................................................................................................ 115
10.10. GUEST SECURITY ........................................................................................................................... 115
10.11. UNUSUAL SECURITY PROBLEMS OR PROCEDURES, IF APPLICABLE ................................ 116
10.12. SECURITY FOR OPENING DAY FESTIVITIES............................................................................. 116
10.13. LOCAL LAW ENFORCEMENT AGENCIES .................................................................................. 116
10.14. GATE PASSES & IDENTIFICATION .............................................................................................. 116
11 – ENGINEERING - PRE-OPENING CHECKLIST ............................................................................... 117
OVERVIEW ................................................................................................................................................... 117
12 - PUNCH LIST - PRE-OPENING CHECKLIST .................................................................................... 118
12.1. INTRODUCTION .............................................................................................................................. 118
12.2. CONSTRUCTION PUNCH LISTING ............................................................................................... 118
12.3. OPERATIONS INPUT ON THE PUNCH LIST ................................................................................ 118
12.4. CONSOLIDATED PUNCH LIST PRESENTED TO CONTRACTOR ............................................. 118
12.5. OCCUPYING AREAS BEFORE PUNCH LIST COMPLETION ..................................................... 119
12.6. CONTRACTOR’S RESPONSIBILITY FOR ACCEPTED AREA .................................................... 119
12.7. JOINT MAINTENANCE WHEN POSSIBLE ................................................................................... 119
12.8. FURNITURE, FIXTURE & EQUIPMENT PUNCH LIST ................................................................ 119

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1 - VISIT OF GENERAL MANAGER TO REGIONAL OFFICE

1.1. INTRODUCTION

The General Manager appointed to manage a new hotel project will visit the Regional Office
responsible for that project, en-route to the site. For purposes of this manual, the regional Senior
Executive in charge for the hotel opening project will be referred to as the “Vice President –
Hotel Openings”1.

The sections below provide an extensive and detailed checklist. The intent is not only to serve
as a checklist, but also to prompt discussion, and generate relevant and novel ideas/activities
that are of high-impact, to ensure a successful opening.
1
1.2. COORDINATION

The Vice President - Hotel Openings responsible for the new project shall arrange the timing
of the General Manager’s visit, and will communicate same to the incoming General Manager.
The General Manager on his/her own initiative should confirm the dates of the visit shortly
before departure. The Vice President - Hotel Openings will coordinate a schedule of meetings
for the General Manager to meet the respective Regional Specialists to ensure a productive
visit.

Those General Manager’s who have been involved with the development phase of the project
will of course, have a greater knowledge of the project, and may not need the depth of briefing
prescribed below. If the opportunity presents itself, some of these meetings and discussions
may be held earlier.

1.3. ORIENTATION

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

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

1. Date and time to visit Regional Office by incoming General Manager.


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

1
For Greater China, there is a dedicated Vice President for Hotel Openings. In other regions, this is likely to fall
under the Chief Operating Officer and/or his nominated Regional General Manager.

2 InterContinental Hotels Group’s website for Asia Pacific


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b. Design & Engineering agreement


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

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1.5. MEETING WITH NEW GENERAL MANAGER: VICE PRESIDENT IN-CHARGE OF


HOTEL OPENINGS1

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

2. Provide Handover Kit and Checklist to General Manager

a. General
1. Fact sheet / Project Summary
2. Strategic Brief: Unique Selling Points and Brand Differentiators
3. Hotel Information: Known idiosyncrasies of project, site or location
4. Market Information
- Competitive framework: Occupancy / Average Rates
- Competitive Set (i.e. Key Competitors)
- Source of Business (Geographical (International/Domestic), Type of
Business (Business, Leisure, Meetings and Conferences)
5. Highlight key points and special clauses in the Hotel Management Agreement
6. Owner Information
- Owning company organization (who’s who?)
- Relationships with Owning Company
- Internal Owning Company relationships
- Names, addresses and telephone numbers of Board Members
- Equity positions of Owners: Are Board Members management
employees? Who has approval authority? Implication?
- Capital expense budget procedure and capital expense approval with
Owning Company
- Board meeting timetable and review of previous minutes
- Traditional courtesies to be extended to Board Members and Owning
Company employees
- Establish date to meet Board and Owning Company staff on site
7. Feasibility Study
8. Temporary General Manager office space outside of new hotel project site

b. Financials
1. Pre-opening budget and financial projections: What was given to the owners?
Any special budget agreement/understanding with Owning Company?
2. Procurement checklist: Purchase of expendables and hotel operating supplies.

c. Pre-Opening Marketing Kit: (See Chapter 5: Sales & Marketing)

d. Human Resources Kit


1. Recruitment Kit
2. Orientation Kit
3. Training Kit

e. Design & Engineering


1. Interior Design Specifications
2. Blueprints and plans (Mechanical Electrical & Plumbing, Architectural &
Structural, Signage Specifications)
3. Equipment List with Specifications (Furniture, Fixture & Equipment)
4. Progress on construction and timetable for opening

3. Explain Key Tasks during the Pre-Opening and Critical Path

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

b. Discuss Staffing matters1


1. Organisation chart for new hotel
2. Possible candidates for department heads and approval coordination
3. Housing for General Manager and staff, temporary and permanent

c. Explain Critical Path

4. Highlight Administrative Matters relevant for hotel opening


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

5. Explain Policies that needs to be addressed for a new hotel:


a. Use of hotel car
b. Vacation policy for expatriates and local employees
c. National and religious holidays
d. Hiring policy
e. Layoff policy
f. Probationary period for new hires
g. Employee termination policy
h. Sickness procedure
i. Disability procedure
j. Overtime policy, and procedure for General Manager’s approval
k. Bonus policy, if applicable (year end, holiday, etc.)
l. Severance pay policy
m. Who lives in hotel?
n. Who eats where? Dependent meals?
o. Staff transportation
p. Expatriate dependent education: which language available?
q. Expatriate promises, and transfer opportunities
r. Training for local employee replacement of expatriates
s. Department head privileges
t. Employee privileges (meals, city ledger, etc.)
u. Medical insurance and related benefits
v. Pension or retirement plan or policy
w. Policies on store rentals/concessions with respect to this hotel project
x. Cash advance, loans, uniform allowance to employees
y. Department head policy in-hotel and outside of hotel
z. Unusual policies prevalent in location of new hotel

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


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1.6. MEETING WITH NEW GENERAL MANAGER: HUMAN RESOURCES

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

2. Explain Key Tasks during the Pre-Opening and Critical Path


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

3. Discuss following topics and make recommendations or suggestions:


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

4. Discuss local situation for preparing Staff Orientation Handbook:


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

5. Recommendations on orientation program for employees and separate program for Department
Heads

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1.7. MEETING WITH NEW GENERAL MANAGER: TRAINING

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

2. Explain Key Tasks during the Pre-Opening and Critical Path


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

3. Discuss following topics, as appropriate:


a. Hotel training facilities required: rooms/films/library, etc.
b. Regional training assistance available (including websites)
c. Government training programs and assistance available
d. Language training program
e. Supervisory training
f. New hire orientation
g. First aid and safety training programs
h. Hotel rules and regulations

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

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

2. Explain Key Tasks during the Pre-Opening and Critical Path


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

3. Discuss following topics, as appropriate:


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

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

5. Hotel Management System / Specification guidelines


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

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

7. Review pre-opening staffing schedule for accounting department + post opening


manning

1Short listing of candidates for hotel Director of Business Support will be carried out through the Human
Resources department
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MEETING WITH NEW GENERAL MANAGER: FOOD & BEVERAGE

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

2. Explain Key Tasks during the Pre-Opening and Critical Path


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

3. Discuss Staffing for hotel


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

4. Review local competitive situation for Food & Beverage.


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

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.

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


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

7. Goal and Objectives:


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

8. Food and Beverage Marketing:


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

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.

11. VIP Food & Beverage Amenities to Guestrooms


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

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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d. Recommendations for successful banquet sales program.


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

13. Purchasing for Food & Beverage


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

14. Employee Cafeteria


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

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.

17. Room Service


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

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1.10. MEETING WITH NEW GENERAL MANAGER: SALES & MARKETING

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

2. Explain Key Tasks during the Pre-Opening and Critical Path


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

3. Discuss following topics, as may be appropriate:


a. Regional coordination of pre-opening budget marketing expenditures.
b. Regional Marketing Director travel plans for site visits and General Manager
co-ordination.

4. Pre-Opening Sales & Marketing Plan:


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

5. Brand Guideline
- Icons, Keys, Hallmarks

6. Hotel Strategic Positioning Session, Key Message Development

7. Communications

8. Collaterals, Imagery, Logo and Signage


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

10. Pricing Strategy: Opening Offer & Rate Structure

a. Guaranteed Company Rate Program:


- Rate structure.

b. Hotel Room Rate structure:


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

11. Channel Management


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

12. Relationship Marketing


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

14. Business Handling Procedures


a. Corporate Section
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b. Convention & Banquet Section


c. Group / Tour Section
d. Airline Section

15. Sales Team Management


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

16. Pre-Opening Sales & Marketing Activities Budget Guideline

17. Pre-Opening Sales & Marketing Check List

18. Grand Opening activities:


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

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1.11. MEETING WITH GENERAL MANAGER: DESIGN AND ENGINEERING

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

2. Explain Key Tasks during the Pre-Opening and Critical Path


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

3. Candidates for hotel Chief Engineer.1

4. Meet Architect / Interior Designer / Owner’s Project Manager assigned to project.

5. Design and Engineering overview briefing

6. Review hotel Fact Sheet.

7. Review hotel floor plans and discuss related matters.

8. Review Design and Engineering pre-opening activities for this project


 Discuss Interior and Graphics Design Checklist.
 Observations related to fixed décor this project.
 Project Countdown and Handover
 Importation problems with equipment and spare parts.
Review Engineering Department operating plan and facilities as designed

1 This may be coordinated out of the Human Resource Department


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1.12. MEETING WITH GENERAL MANAGER: INFORMATION TECHNOLGY

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

2. Explain Key Tasks during the Pre-Opening and Critical Path


a. Provide Estimation of Cost (Equipment, Maintenance and Training)
b. Discuss Staffing matters (1 manning only)
c. Explanation of Critical Path

3. Explain InterContinental Hotels Group Information Technology Standards


a. Broadband for Internet and I-Connect
b. Hotel Systems
c. “What is endorsed” and “What is not endorsed” by InterContinental
Hotels Group

4. Discuss Coordination and Implementation Plan between Regional Office, Hotel and
Vendor

5. Explain importance of “Strict Compliance” by hotel of InterContinental Hotels Group


Technology Standards and Procedure

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1.13. MEETING WITH GENERAL MANAGER: LEGAL COUNCEL

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

2. Explain Key Tasks during pre-opening and Critical Path

3. Discuss relevant issues in hotel contract.

4. Selection of local attorney.

5. Registration to do business in locality and local licenses.

6. Registration of names, copyrights and the like.

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

8. Obtaining minutes of Owning Company meetings (if InterContinental Hotels Group


owns stock) and updating list of Officers and Directors of Owning Company.

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2. HUMAN RESOURCES – PRE OPENING CHECKLIST

2.1. HUMAN RESOURCE SURVEY1

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

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

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

2.2. STAFFING PLAN

1. The Staffing Plan uses the Human Resource Survey (Excel Based model) as the primary
source document to “automatically calculate” and accomplish the following tasks:

a. Establish an accurate Pre-Opening Payroll budget for hotel staff.


b. Provide a detailed document for Pre-Opening manpower planning, and serve as a
guideline for recruitment planning.
c. Identify the number of expatriate staff required (if applicable).
d. Determine the number of uniforms which must be purchased, by department, for male
and female staff.
e. Determine the number of staff lockers which should be purchased for the employee
male and female locker rooms. Provide for full capacity and also casual labour.
f. Serve as a useful working document for the incoming General Manager and
Department Heads.

2. The Vice President - Hotel Openings will delegate to a staff member the task of preparing
a Staffing Plan for the new project, who in turn will closely coordinate with all affected
Regional Department Heads / Functional Specialists.

2.3. STAFFING PLAN REVISIONS2

1. Wage ranges and related staff conditions/benefits for each hotel position identified in
the survey / staffing plan should be reviewed twice prior to the opening by the incoming
General Manager; once at the six-month period and again three months before the
scheduled opening.
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.

2.4. HOTEL HUMAN RESOURCE MANAGER

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

2.5. TEMPORARY QUARTERS

1. 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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HUMAN RESOURCE SURVEY


Fill in the Project Details

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HUMAN RESOURCE SURVEY

I. WAGE AND SALARY ADMINISTRATION

Fill in the Personnel, Training & Employee Related (PTER) benefits. This survey will normally be completed 2 to 3 years prior the anticipated opening of
the project, and then updated annually by the Regional Office until the General Manager is appointed for the project.
Please Enter PTER Assumptions Base Below
Calculation Base of Statutory Insurance/Fund 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%

Income Tax Quick Calculation Deduction Beijing Pre-opening Allowance


Local (Chinese only) ¥1,200.00 JB1-JB4: Meal Laundry
Expat (Foreigner in China) ¥4,000.00 Single ¥3,600 ¥500
With Spouse ¥7,200 ¥1,000
IHG Insurance Plan (As at Dec 2004) With Children ¥10,800 ¥2,000
IHG Pension Plan JB5-JB6 ¥500 ¥0
(10% of Annual Benefits Salary) 10.0% JB7-JB10 ¥200 ¥0
Life Insurance Premium
Basic Life 0.43% Local Currency CNY Exchange (local units to USD): 8.2765
Accidental Death and Disability 0.13%
PPP Healthcare Annual Future Value Factor 1
Single £700 Salary Review % 5.0%
With Spouse £1,400 Salary Review Date 1/Jan/07
With Children £1,900
Base Year Present Values 1/Dec/04
Inflation Rate 5.0%

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HUMAN RESOURCE SURVEY

Fill in the Personnel, Training & Employee Related (PTER) benefits.


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

Please Enter the hotel PTER Assumptions Below

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

JB1 15,000 20,000 20,000 - - - - - -


JB2 8,000 12,000 15,000
JB3 5,000 8,000 12,000
JB4 3,000 5,000 8,000
JB5
JB6
JB7
JB8
JB9
JB10

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HUMAN RESOURCE SURVEY

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

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STAFFING PLAN

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


 The Weekly Manning Intake is automatically calculated

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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.

Holiday Inn XYZ


Summary Estimates of Pre-Opening Budget
in USD
-11 -10 -9 -8 -7 -6 -5 -4 -3 -2 -1
Months ------> Jan-05 Feb-05 Mar-05 Apr-05 May-05 Jun-05 Jul-05 Aug-05 Sep-05 Oct-05 Nov-05 Total
Salary & Wages
S&W Expatriate - - 16,371 31,550 39,000 39,000 39,000 39,000 39,000 39,000 39,000 320,921
S&W Local - - 16 4,867 13,344 17,325 19,218 23,858 116,596 119,782 121,296 436,302
Total Salary & Wages - - 16,387 36,417 52,344 56,325 58,218 62,858 155,596 158,782 160,296 757,223
P.T.E.R
Salary Tax - - 5,065 9,777 11,864 11,864 11,864 11,864 11,864 11,864 11,864 97,888
Bonus - - 2,755 5,564 7,588 7,891 8,028 8,402 14,014 14,205 14,275 82,722
IHG Insurance Plan - - 2,559 4,762 5,890 5,890 5,890 5,890 5,890 5,890 5,890 48,551
Statutory Insurance/Funds - - 7 577 2,085 3,565 4,355 6,299 44,031 45,331 45,965 152,217
Allowance (Pre-opening) - - 9,766 17,615 25,305 27,459 27,721 28,788 40,277 40,846 41,128 258,904
PTER Others - - - - - - - - - - - -
Total P.T.E.R - - 20,152 38,295 52,732 56,669 57,858 61,243 116,076 118,136 119,122 640,282

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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. Staff housing airconditioned ? __________


2. Staff housing kitchenettes ? __________
3. Staff housing refrigerators ? __________

C. Are expatriate salaries taxable ?


D. Any bonuses ? If so, size as a percentage of annual salary ?

1. Expatriates __________
2. Department Heads __________
3. Line Human Resources __________
4. Any other special payments __________

E. Annual salary increments ? __________ Frequency ? __________


F. Employee pay period: Weekly ____; Bi-weekly; ____; Bi-monthly; ____; Monthly;
____
G. Cash payroll required; Locals ____; Check; ____; What currency; ____
H. Cash payroll required; Expats ____; Check; ____; What currency; ____
I. Any portion of expatriate salary paid in blocked funds ? ____; What percentage; ____

II. FRINGE BENEFITS

A. Is medication, by prescription, and cost of medicines provided ? Is this a hotel cost?


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


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

III WORK WEEK AND EMPLOYMENT PRACTICES

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


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

IV STAFF HOUSING

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

V EMPLOYEE TRANSPORTATION

A. Do existing hotels transport employees or give allowances ? _______


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B. Are bus or train lines convenient to the hotel ? ______


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

VI TAXES

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

VII LANGUAGES

A. What languages required other than concierge ? _________


B. Local staff foreign language availability _______
C. Minimum languages for the Concierge ? _________
D. Any special linguists required ? ( English, Japanese, Mandarin, etc) _________
E. Language of local room attendants and housemen ? __________

VIII DEPENDANT EDUCATION

A. Quality of public (free) education _____


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

IX UNIONS

A. Specify which unions are active in hospitality industry, if any.


B. How active are the unions
C. Do local hotels negotiate collectively or individually ?
D. Local legal requirements regarding membership; Compulsory ?
E. Get copies of union contracts and union pay scales.
F. What positions count as “management” and thus are exempt from union membership.

X PHYSICAL EXAMINATIONS

A. Are these required as a condition of employment ?


B. Which staff positions ?
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C. How often ?
D. How extensive ?
E. Who performs examination ?
F. Any charge ?
G. Any certification procedure ? Document the procedures ?

XI REQUIRED EMPLOYMENT DOCUMENTATION

A. Pre-Employee
B. Health card
C. Police check or police card
D. Record of previous employment.
E. Tax records
F. Other >

XII FEMALE EMPLOYEES AND MINORS

A. Any restrictions or taboos on employing women or minors ?


B. Any special benefits ?
C. Any security problems relating to late shirt transportation ?
D. Any requirements to employ disabled or other groups (specify) ?

XIII EXPATRIATE EMPLOYMENT RESTRICTIONS

A. If work permits required, attached detailed procedure.


B. Usual length of contract for expatriates.
C. Any restrictions based on religion ?
D. Any restrictions based on race ?
E. Any restrictions based on nationality ?
F. Any other restrictions pertaining to importing Human Resources ?
G. Approximate number of imported Human Resources, by job, in existing local hotels.
H. Specify / document visa procedure for temporary pre-opening experts and sister hotel
trainers.

XIV STAFFING SOURCES

A. Department Heads Possible Source Possible Source Possible Source


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

B. Staff Possible Source Possible Source Possible Source


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

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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

Specify the percent added to guest bill (or included)

A. Food _______
B. Beverage _______
C. Rooms _______
D. Banquets _______
E. Telephone _______
F. Laundry _______
G. Valet _______
H. Paid outs _______
I. Other _______

XVI DISTRIBUTION OF SERVICE CHARGE INCOME

A. Percent, if any, distributed to employees of total income _____


B. Is service charge distributed:
1. In addition to an established base salary, or,
2. Against a guaranteed monthly salary, whereby if Service Charge income does not cover
salaries, hotels, pays difference.
3. If neither, explain.
4. Is service charge distributed:
a. Monthly
b. Quarterly
c. Surplus in high season carried over to cover possible deficits in slow season.
5. Are administrative overhead costs deducted from service charge income prior to
distribution to employees ?
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6. Specify service points per job category on the Human Resources Survey if cooperative
pool method is used, otherwise specify distribution calculation.

XVII CONTACTS MADE ON SURVEY

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

_______________
Signature
Type Name / title

_______________
Date of Survey

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3. TRAINING – PRE OPENING CHECKLIST

3.1. TRAINING SCHEDULES

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

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

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

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

5. The “What to Train” lists are not definitive and all-encompassing by any means. 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. FINANCE & BUSINESS SUPPORT – PRE OPENING CHECKLIST

4.1. INTRODUCTION

Before commencing on-site employment, the hotel Director of Business Support


should have had interviews with both the Regional Director of Business Support 1 and
the hotel General Manager to determine the current status on each of the responsibilities
which fall to the hotel Director of Business Support upon reporting to the site.

It is not possible to create a detailed checklist to cover the full responsibilities of a hotel
Director of Business Support, as these responsibilities vary depending on
InterContinental Hotels Group’s involvement in the project; whether it is managed,
leased or wholly-owned project, the level of equity participation in the Owning
Company, and also the varying degrees of exchange controls, importation restrictions,
labour restrictions and the like. In such circumstances, the hotel Director of Business
Support is encouraged to use I-Connect and refer to InterContinental Hotels Group
Accounting Policy and Procedures for self help before requesting assistance from the
Regional Office.

The hotel Director of Business Support must read the hotel Management/Lease/Joint
Venture Agreement, as a preliminary step, in order to intelligently address the questions
which follow. Once any queries have been answered and the hotel Director of Business
Support has a full understanding of InterContinental Hotels Group’s legal status as
hotel operator, the hotel Director of Business Support can proceed with the following.

4.2. CONTROL OF PRE-OPENING BUDGET

Prior to the arrival of the hotel Director of Business Support, The Regional Office has
been monitoring and reporting pre-opening expenditures against budget amounts.

The hotel Director of Business Support should obtain a briefing from the regional staff
member who has had the control responsibility and all relevant files should be relocated
to the new hotel site.

The hotel Director of Business Support will takeover and update the forecasted 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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4.3. RECRUITMENT & TRAINING OF HOTEL ACCOUTING PERSONNEL

The hotel Director of Business Support, based on quality and availability of local staff,
should determine the training assistance that will be required through regional
accounting staff or other InterContinental Hotels Group hotels. Recruitment of trainers
and staff for new hotels with computer installations should focus on sister hotels with
equivalent computer equipment in place. Any support assistance request should be
channelled through the Regional Director of Business 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.

4.4. RELATIONS WITH OUTSIDE AUDITORS

Refer to InterContinental Hotels Group Accounting Policies and Procedures

4.5. RELATIONS WITH LOCAL LEGAL COUNSEL

Refer to InterContinental Hotels Group Accounting Policies and Procedures

4.6. RELATIONSHIP WITH BANKERS

Refer to InterContinental Hotels Group Accounting Policies and Procedures

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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4.7. RELATIONSHIP WITH GOVERNMENT OFFICIALS

Refer to InterContinental Hotels Group Accounting Policies and Procedures

4.8. ACTIVITIES TO BE DISCUSSED WITH THE GENERAL MANAGER

1. Interpretations of special/unusual clauses in the Management Agreement


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

4.9. HOTEL POLICIES1 TO BE APPROVED BY THE GENERAL MANAGER

1. Vacations for employees


2. National and religious holidays.
3. Hiring policy
4. Layoff policy
5. Probationary period for new hires
6. Employee termination policy and documentation needed for disciplinary
actions.
7. Sickness procedures.
8. Disability procedures
9. Overtime policy and approval procedure.
10. Employee bonus policy, if applicable (end of year, holiday, etc.)
11. Severance pay policy and procedure to pay same.
12. Who lives in hotel?
13. Who eats where? Dependent meals?
14. Officer Check procedures. No city ledgers for employees.
15. Department head privileges (pool, steward sales, meals, etc.).
16. Medical insurance and related benefits.
17. Pension or retirement plan or policy.
18. Cash advance, loans, uniform allowance to employees.
19. Department head practices inside hotel and entitlement
20. Department head privileges and entitlement out of hotel.
21. Hotel surcharge for local and long distance calls.
22. Laundry and valet prices to be printed on respective lists.
23. Handling of cigar and cigarette sales.
24. Swimming pool and cabana club regulations for guests, city patrons and hotel
employees.
25. Operating policies regarding other small operated departments.
26. Foreign exchange rates to be used by Front Office Cashiers: who monitors and
posts rate changes?
27. Steward sales privileges (inventory sales to officers/staff).
28. Intended opening/closing hours of Food & Beverage Outlets. Local laws may
prevail.

1 Reference should be made to Corporate and Local Policy


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29. Operating hours of other operated departments, if applicable.


30. Evening transportation of staff at night hours, if local service not available or
not reliable. Night security escorts required?
31. Fine for missing Food & Beverage checks?
32. Checks for walk-outs charged to bartender, waiter, etc.?
33. Front desk paid-outs policy.
34. Petty cash limitations and who need same?
35. Cashier over and short policy.
36. Complementary room approval procedure.
37. Complementary amenities procedure.
38. Credit cards to be accepted by hotel for payment, and procedure for reception
and Food & Beverage outlets.
39. Accounting for special marketing packages (weekend package, etc.).
40. Opening of mail and handling of checks received by mail.
41. Insurance
42. Lost & Found
43. Indemnity

4.10 HOTEL CREDIT POLICY

Liase with Regional Director of Business Support and/or refer to InterContinental


Hotels Group Accounting Policies and Procedures.

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

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

3. The principal elements of a sound hotel credit policy are:


a. Sound business judgement
b. Requirements of government agencies
c. Requirements of credit card companies
d. Local laws and customs regarding extension of credit, inn-keeper
liability, skippers and the like.

4.11. DESIGN OF HOTEL PRINTED FORMS

1. INTRODUCTION. The hotel Director of Business Support will be given a


complete set of standardized forms, from which to select the most applicable,
subject to the approval or guidance of the Regional Director of Business
Support.

There are many forms that can be readily adapted and ordered immediately;
other must wait until certain local factors are known. The first group should be
ready to be given to the local printers not later than two months before the hotel
soft opening, with an absolute deadline for delivery of one month prior to the
soft opening. The second group of forms should be designed and ordered about
four weeks before the soft opening, with a definite deadline for delivery of two
weeks before the opening.

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.

2. Review with Regional Director of Business Support Re: Forms

a. Current status as known by Regional Director of Business Support of


any printing underway.
b. Which forms are locally accepted or expected by hotel clientele as a
local standard in restaurants and bars.
c. Special forms required meeting local laws and customs.
d. Printing of bank checks, and recommended format.
e. Payroll forms and required documentation.

3. Forms Review with General Manager

a. Recommendations and suggestions of Regional Director of Business


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

4. Coordinate deadline and storage requirements with Materials Manger. Develop


and publish printing calendar after discussing printing workload with several
local printers.

5. Design and order all rubber stamps.


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4.12. COMPUTER INSTALLATIONS

Liase with Regional Director of Business Support and/or refer to InterContinental


Hotels Group Accounting Policies and Procedures.

Also refer to the Information Technology Standards found in I-Connect and the New
Hotel Opening Management System under Information Technology.

4.13. RECEIPT AND CONTROL OF PRE-OPENING MERCHANDISE

1. 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:

a. The Project Manager or hotel Director of Business Support should be


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

4.14. SECURITY OF FURNITURE, FIXTURE & EQUIPMENT EXPENDABLES

Refer to InterContinental Hotels Group Accounting Policies and Procedures

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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4.15. OFFICES AND STORE RENTALS

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.

4.16. CONTROL OF COST OF PRE-OPENING

1. Food and Beverage to be consumed prior to the opening is to be purchased


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

4.17. INSURANCE

1. Worker’s Compensation Liability insurance for all hotel employees working


during the pre-opening period must be provided.
2. Operating supplies and inventories purchased by InterContinental Hotels
Group are covered by in-transit insurance under the InterContinental Hotels
Group Global Insurance Program. The hotel Director of Business Support is
responsible to ensure that adequate local insurance is provided for such items
in storage on or off site, prior to the opening date.
3. Prior to opening, the hotel Director of Business Support must identify the
insurance coverage purchasing responsibilities of the Owner and
InterContinental Hotels Group (in the case of managed hotels), and ensure that
the parties have fulfilled their insurance obligations per the management
agreement requirements.
4. Where the line of cover is the responsibility of the Hotel Manager or the
InterContinental Hotels Group, identify whether or not InterContinental Hotels
Group’s Group Insurance policies are excluded by local law and therefore must
be placed with a local insurance firm. If such a situation exists, the Director of
Business Support should contact Regional Director of Business Support and
Director of Risk Management, and develop a strategy for determining who will
contact local insurance companies to reinsure local coverage under the
InterContinental Hotels Group Global Insurance Program.
5. Be aware that in developing countries, InterContinental Hotels Group may be
leading the way with respect to issuing insurance for matters like, say, business
interruption, as there may be not prior local experience. In such situations,
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insurance matters can be extremely time-consuming for the Director of


Business Support and additional time must be allowed on the pre-opening
calendar.
6. Agree Incident & Loss/Claims reporting responsibilities and procedures with
Security Chief.

4.18. CREDIT CARD TRANSMITTALS

Refer to InterContinental Hotels Group Accounting Policies and Procedures

This will often be in line with the local banking practice.

4.19. ACCOUNTING CONTROLS

1. Three factors dictate accounting controls in all operated departments:


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

4.20. INSTALLATION

Liase with Regional Director of Business Support and/or refer to InterContinental


Hotels Group Accounting Policies and Procedures

4.21. MAINTENANCE AND SERVICE CONTRACTS

1. Accounting Office Equipment. Typewriters, cash registers, computers, and the


like, should be under maintenance/service contracts.
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2. Advertising & Public Relations: When performed by a local firm, it should be


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

4.22. SAFE DEPOSIT BOX KEYS AND SAFE COMBINATIONS

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.

4.23. CONTROLLER’S OFFICE FILING SYSTEM

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.

4.24. OPENING THE HOTEL – DETAILED INSTRUCTIONS

A. Experience Accounting Personnel Required on Opening Day

1. Cost Accounting/Materials Manager Supervisor. A person with thorough


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

B. Day Before the Opening

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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3. Safety deposit boxes should be provided to each cashier for safekeeping of


their bank floats.
4. Depending on the opening schedule of restaurants and bars, usually detailed in
the opening program, restaurant cashiers will be gathered and given their
assignments in writing for opening and following days. These working
schedules should be worked out as far in advance as possible.
5. The General Cashier should be provided with enough cash to deliver funds that
day to all cashiers, and should determine that a more then ample supply of
coins and bill of all denominations are on hand.
6. The hotel Director of Business Support must gather all captains, hostesses,
waiters, busboys and barmen and review again all the ordering, checking,
serving and collecting procedure, providing all with ball point pens.
7. Although General Accounting clerks will usually not begin their regular
routines until one day after the opening, they should be asked to report very
early on opening day and be ready to work long hours on that day, if necessary.
They should be assigned to help restaurant cashiers and checkers at peak hours
and in their closing of operations and balancing of cash, or to assist in the
storerooms or at the personnel office, where activity is unusually heavy and
confusion likely to arise.
8. A final check-up of stores and concessions should be made to ascertain that
they have the appropriate forms for charges to or advances for account of
guests, as appropriate.
9. The Chief Engineer should be instructed to take readings of water, electricity
and gas meters, as well as inventories of fuel oil, cooking fuel and refrigerants;
all of them as close to midnight as possible to fix pre-opening expenses.
10. Detailed lists should be prepared and distributed, informing all Front Office
and Departmental cashiers and checkers on which officers have House Use or
Complimentary Accommodations in the hotel; officers and department heads
that are entitled to meals and the restaurants in which they are authorized to
have them; clerical employees and others entitled to duty meals and the place
where they should eat same. Names and titles should be included. Written
instructions should be given to all officers and checks, on the necessity of
identifying themselves to captains and waiters at meal times, requesting
officers’ checks, signing legibly and writing down their respective department
(Room, Food & Beverage, Telephone, “A&G”).
11. Written detailed instructions should be given to Front Office staff (registration,
cashiering and Night Auditors) as to accounting treatment of invited guests
who will be complimented, officers with rooms considered House Use, officers
with complimentary rooms, and rooms occupied by officers and permanent
guests.
12. Menus and beverage lists should be given to restaurant and bar
cashier/checkers. The Food & Beverage Manager must ascertain that menus
and bar lists will be ready a few days before the opening so staff may become
acquainted with prices in training.
13. The Check Register journal should be opened as soon as funds are deposited
in the bank operating account.

C. First Day of Operations

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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2. A quick review should be made of the accounting functions at Telephone,


Laundry, Valet and other minor operated departments and concessions, to
ascertain that they are being conducted properly and to request that all
necessary documentation be remitted to the Front desk before the departments
close for the day.
3. A quick check must be made on the coordination of work between Front Office
Reception, Cashiering and Bookkeeping, to ascertain that registration cards are
controlled, guest bills properly opened, commission information posted to
guest bills, and deposits on reservations properly recorded. It is also important
to verify that the departmental charge information is arriving smoothly at the
cashier’s desk and is being properly posted.
4. Verification should be made of the timekeeping functions at the employees’
entrance.

D. First Night’s Work

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.

E. Second Day of Operations


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1. Income auditing, the recapitulation of sales, control and disposition of cash


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

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:

1. Opening and posting cardex for control of materials and supplies.


2. Opening cardex for control of operating equipment.
3. Daily record of employees’ meals served at employee cafeteria.
4. Daily recap of officers’ meal checks.
5. Rental ledger for stores and concessions.
6. Control of dues and initiation fees, if applicable.
7. Record of Cashier overages and shortages.
8. Deferred printing control.
9. Insurance register.
10. Accounting liquidation of merchandise importations.

By the end of the first week, particular attention should be given to the payroll
department. It is inevitable that errors and misunderstandings will give rise to
complaints on calculation of compensation to employees during the initial days. In most
cases, the Human Resources Manager is the one best prepared to settle these problems
quickly and intelligently.

By the end of the first week, the City Ledger billing procedure and payment of travel
agency commissions should be in full operation.

Except for minor details, the system has been installed. The hotel Director of Business
Support, leaving to the Director of Business Support’s assistant and supervisors the
actual performance of accounting and control routines must conduct a systematic daily
check-up of each and every function from then on.

When the initial rush is over, the Director of Business Support should begin planning
and controlling the operation, to include:

1. Revision of forecasts and expense budgets.


2. Cash planning.
3. Determine break-even points in restaurants and nightclubs.
4. Payroll analysis and control.
5. Review credit policies.

H. First Monthly Closings

There is practically no difference between the monthly accounting closing procedure


in a new hotel and one already in operation. It is recommended that the Regional
Director of Business Support (or an experienced Support Team member) supervise the
first closing, even with an experienced Director of Business Support. Local conditions
may require exceptional procedures not contemplated in the accounting manual or
foreseen in InterContinental Hotels Group’s standard methods, which would require a
decision by the Regional Director of Business Support and implementation through
appropriate special manual publications.

I. Reports

During the entire pre-opening and opening periods, the General Manager is expected
to keep the Regional Office informed as to progress. If emergency problems arise,
affecting the pre-opening accounting activity, the General Manager will promptly

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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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5. SALES AND MARKETING – PRE OPENING CHECKLIST

5.1. PREPARING A PRE-OPENING MARKETING PROGRAM

As a hotel in the Pre-Opening stage has no historical data to provide the basis for their marketing
planning, it is of particular importance that the preliminary planning be done as early and carefully as
possible.

The following steps will provide a broad background for your establishment of a Pre-Opening
Marketing Plan as well as assuring that all possible areas are considered whether or not some are
subsequently rejected as not being applicable in light of the unique market situation of the hotel in
question.

A. ANALYSE YOUR HOTEL

1. Its facilities
2. Its location
3. Its projected rate structure

B. ANALYSE YOUR COMPETITION

1. Their facilities
2. Their location
3. Their rate structure

C. ANALYSE YOUR MARKETPLACE

1. What business/industries are located there


2. What airlines serve your city and from where
3. What types of visitors your city attracts

D. ANALYSE YOUR POSSIBLE SOURCES OF BUSINESS

1. Individual business travellers


2. Individual vacation travellers
3. Meetings
4. Banquets
5. Conventions
6. Tour groups
7. Airline crews

E. ASSIGN A PROBABILITY OF BUSINESS POTENTIAL TO EACH POSSIBLE SOURCE


OF BUSINESS BASED ON YOUR ANALYSIS OF YOUR HOTEL AND YOUR
MARKETPLACE

After analysing the hotel’s market and potential sources of business comes the decision of
“positioning” the product. That is, what do we want the hotel to be, to whom?

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5.2. DETERMINE YOUR MARKETING STRATEGY – BOTH SHORT TERM & LONG

Short Term
Your short term strategy, a year before the hotel opens, might be directed toward attracting the
type of large volume business which might be necessary to help assure an adequate occupancy
level and revenue stream during the first year of operation.

Based on this type of strategy, you would direct your initial efforts towards:

1. 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. A Pre-Opening Rack Folder


2. A trade directory advertising campaign
3. A trade news advertising campaign
4. A consumer advertising campaign
5. Direct mail
6. Sales call solicitation

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.

Gather information about country, city, local customs and practices.

Compile a list of:

1. Government officials and contacts


2. Tourism officials and contacts
3. Airline managers and contacts
4. Chamber of Commerce contacts

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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5. Local hoteliers (operations and sales)


6. Bankers
7. Embassy contacts
8. Charitable, social and fraternal contacts
9. Owning company members

5.3. PRE-OPENING SALES & MARKETING ACTIVITIES 1 BUDGET GUIDELINE

Liase with Regional Director of Sales and Marketing and/or refer to Pre-Opening Sales &
Marketing Kit >> Item XIV >> Appendix 19. (See below)

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

Domestic Regional International


InterContinental (Min USD 0.6 Mill) N/A 1800 2200
Crowne Plaza (Min USD 0.4 Mil) N/A 1500 1800
Holiday Inn (Min USD 0.3 Mill) 1200 1500
Express (Min USD 0.1 Mill)

Pre Opening Sales & Marketing Activities Budget Allocation

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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5.4. SELECT AN ADVERTISING AGENCY

One of the most important decisions you will make is the selection of an advertising agency to
handle your local advertising and sales promotion needs.

In order to make a proper selection you must first determine what the scope of your needs is
expected to be and what will be the size of your budget.

Once you have established these, you should review possible alternatives.

1. Free-Lance Services
2. Small, creative agency
3. Large, full-service agency

1. Free-Lance Services

Available services include:

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.

Disadvantage: Extremely time consuming. Requires considerable experience on your part.


You will receive a minimal amount of “outside insight.”

2. Small, Creative Agency

This type of agency usually attracts top creative talent whose area of expertise is the
creation of the ad.

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

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

3. Large, Full-Service Agency

This type of agency can handle the full range of your advertising.

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

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

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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.

What an Advertising Agency’s Role should be

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.

This plan should include…

a. overall marketing objectives/strategy (including the tactical message)


b. recommended implementation for both creative and media
c. an analysis of competitive strengths/weaknesses
d. possible opportunities
e. future projections

The media portion of this plan should include…

a. audience objectives
b. reach/frequency objectives
c. justification for each medium
d. month-by-month schedules/costs
e. commitment/cancellation dates

6. To provide day-to-day service for…

a. continual review of plan verses objectives


b. continual review of advertising effectiveness
c. special projects/seasonal needs

Making the Selection of an Advertising Agency

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

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

3. Invite the agencies to which you have narrowed your choice to make presentations.

These presentations should include:

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a. 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.

5. Discuss payment procedures with the agencies you are considering.

There are three basic ways that agencies bill their clients.

These are:

a. 15% Commission

The client pays the agency for media cost as quoted by the media rate card.
The agency pays the media 85% of the published rate thereby receiving a 15%
commission.

Production costs are billed to you at a mark-up of 17.65%. A mark-up of


17.65% on a net amount is equivalent to the 15% of the gross amount. An 85%
net charge for production for example marked up 17.65% would equal 100.

b. Fees

Some agencies charge a monthly fee and bill all production and media at their
net cost.

If the fee were $10,00 a month or $12,000 a year, this would be equivalent to
what an agency charging 15% commission would realize form a client
spending $80,000 a year on media and production. Use this type of calculation
as a rule of thumb to determine whether or not the fee requested is a reasonable
one.

Floor Fee

There are instances where an agency will set a fee “floor.”

This kind of structure guarantees the agency that they will earn a minimum
amount regardless of how much on media/production the client ultimately
spends.

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If this “floor” was set at $12,000 a year, once the client had spent more than
$80,000 the floor would have been met. Any additional spending through the
agency would then be billed to the client on a 15% commission basis.

In addition to overall payment procedures there are other “grey” areas that should be
discussed.

While the client normally pays for media and advertising production and the agency
normally provides at no direct cost to the client basic creative and marketing services
and pays for day-to-day ordinary travel to call upon you and their entertaining in
conjunction with your account - all of this should be clarified.

Other areas to be discussed include who pays for rough layouts, unusual
travel/entertainment and research in your behalf.

Negotiate all of these before you make your selection.

6. Make your final selection on the basis of which agency you feel would best suit your
hotel’s particular needs.

While there are many ways to make this judgement, on approach would be to set up a
matrix which would include both relative importance to you of the various
characteristics you are looking for in an advertising agency and how well you think
each agency you are considering would fulfil these.

THEORETICAL MATRIX EXERCISE

AGENCY CHARACTERISTICS IMPORTANCE TO YOU AGENCY #1 AGENCY #2

CREATIVE/FLAIR 10 4/40 9/90

BUSINESS JUDGEMENT 8 8/86 3/24

DAY-TO-DAY SEVICES 7 9/63 5/35

MEDIA DEPARTMENT 6 8/48 6/36

SIZE OF AGENCY IMPORTANCE


OF MY ACCOUNT 6 3/18 9/54

PERSONAL CHEMISTRY 5 4/20 7/35

TRACK RECORD 7 6/42 7/49

RESEARCH DEPARTMENT 5 8/40 3/15

TOTAL 335 338

Working with an Advertising Agency

The overall objective of hotel advertising is to generate business


– To fill up rooms that would otherwise be unoccupied.
– To provide additional covers in Food & Beverage outlets.

Advertising produces the best results when it has continuity. This may either be on a year-around basis
or as part of a clearly defined seasonal program.

Establishing a continuing advertising program –


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1. Study your anticipated pattern of business…

a. Determine the nature of your projected occupancy on a month-by-month basis.


b. Take into account seasonal variations and recurrent low occupancy periods such as
weekends.

2. Profile your product…the hotel..

Make your agency a full partner

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.

Who you will be working with

Once you have selected an agency, you will probably be dealing mostly with your Account Executive.

It is good background, however, to have a basic knowledge of all areas within the agency which will
also impact on your account.

These include…

1. 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.

5.5. SALES TEAM MANAGEMENT

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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5.6. ACCOUNT MANAGEMENT

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

5.7. BUSINESS HANDLING PROCEDURES

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

5.8. PRE-OPENING SALES & MARKETING CRITICAL PATH (BY FUNCTIONAL AREAS)

Liase with Regional Director of Sales and Marketing and/or refer to InterContinental
Hotels Group Pre-Opening Sales & Marketing Kit >> Appendix 1 on Critical Path. The
Key Tasks found in the Critical Path are as follows:

1 Orientation and Marketing Overview


2 Research and Detailed Situation Analysis
3 Sales and Marketing Administration
4 Human Resources
5 Public Relations and Communication
6 Advertising
7 Collateral, Imagery, Logo and Signage
8 Outside Contractors
9 Sales, National Sales, Global Sales
10 Direct Marketing
11 Distribution Marketing
12 Relationship Marketing
13 Business Handling Procedures
14 Spa Marketing
15 Information Technology and Systems
16 Hotel Grand Opening

5.9. PRE-OPENING SALES & MARKETING CHECK LIST

This is based on the time required prior to Hotel’s soft opening.

Liase with Regional Director of Sales and Marketing and/or refer to InterContinental
Hotels Group Pre-Opening Sales & Marketing Kit >> Item XV >> Appendix 20.
See next page.

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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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Timeline Tasks Duration Comments


5 Months Prior  Develop press kit 1 month Conduct Monthly review meeting to
 Work with agency on creative designs for collaterals / advertisings double check the progress
 Prepare accounts target list
 Opening event planning with Public Relations agency
4 Months Prior  Revenue Manager hiring, approved by Regional Revenue Manager and 1 month Conduct Monthly review meeting to
Revenue Assessment Test taken. double check the progress
 Holidex Plus code request
 Opening offer & rate structure
 Holidex Plus / Global Distribution System / Web information set up; system
room type set up
 Establish channel strategies & tactics
 Start sales calls / sales trips
3 Months Prior  Editorial Plan/Calendar approved and start news releases 1 month Conduct Monthly review meeting to
 Presentation file, pre-opening sales kit send to global sales, Central Reservation double check the progress
Offices
 Sales calls / sales trips / direct mailing
 Integrated Business Plan - Pre-opening Review
2 Months Prior  Sales calls/ sales trips / direct mailing 1 month Conduct Monthly review meeting to
 Priority Club Rewards training double check the progress
 Strategic Sales Training
 Integrated Business Plan Training
 Integrated Business Plan – Complete as per IBP Rules
 Hotel opening invitations
1 Month Prior  Holidex Plus New Hotel Opening Plan training and activation 1 month Conduct Monthly review meeting to
 Chinese website welcome message set up double check the progress
 Opening system inventory and start selling
 Determine system sell strategies
 Accounts code set up in Property Management System
 Start advertisings
 Sales calls /sales trips / direct mailing
 Hotel opening event / Opening announcement
 Arrange hotel photo shooting

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6. FRONT OFFICE - PRE-OPENING CHECKLIST

6.1. INTRODUCTION

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

6.2. MATTERS TO DISCUSS WITH GENERAL MANAGER 1

1. Department head pre-opening meetings and reporting requirements.


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

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

6.3. MATTERS TO DISCUSS WITH CONTROLLER

1. Hotel credit policy and procedures.


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

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6.4. MATTERS TO DISCUSS WITH EXECUTIVE HOUSEKEEPER

1. Logistics of reporting checkouts to housekeeping


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

6.5. MATTERS TO DISCUSS WITH SALES/MARKETING

1. Marketing strategy, market segments.


2. Special promotions and package plans (all company based promos should be provided
to the Front Office Manager from Corporate).
3. Coordination of group handling, daily communication, formal documentation of group
sales commitments.
4. Immediate reporting of all room sales to front office formally documented.
5. Method for front office to keep sales department apprised of room availability at all
times.
6. Competitive set
7. Round of Year forecast
8. Internet companies such as HRN, Expedia, Quickbook HDN – rates, passwords, user
id’s
9. Showrooms
10. VIPS
11. Special Rates & Complimentary rooms.
12. Weekly yield meeting & reports/information to be discussed at that meeting
13. Top corporate accounts or prospective companies
14. Property Management System (PMS) rate codes
15. Tracking for individual Sales Managers
16. Discussion on when groups are turned tentative or definite in the system
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17. Group résumé meeting & 14 day forecast


18. Group pick up meeting
19. Rate solicitation package – submitting

6.6. FRONT OFFICE PRE-OPENING

1. FRONT OFFICE MANAGER

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

a. Reservations area tastefully appointed, adequately equipped with telephones,


personal computers, desks, filing facilities
b. Holidex set-up and starting date
c. Establish specific procedures for flow of reservations-related forms, and proper
filing procedures
d. Specifically assign responsibility for group handling
e. Ensure “availability” reference sheets are accessible to all reservations staff
f. Install availability notice board in full view of all reservations staff
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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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e. Flow of information upon guest arrival, in particular advising concierge and


telephone departments and temporary rack slips
f. Monthly or quarterly reports forms and responsibility assignments
g. Responsibility assignments for operations statistics reports
h. Check-in & check out procedures
i. Room blocking slips: clear or coloured plastic; use and control
j. Rack check procedures; done by whom, when, who advised. Posting of house
count at reception
k. Checking of housekeeper’s report, frequency; rooms discrepancy reporting and
follow-up procedure
l. Distribution of VIP and group lists
m. Procedures for walk-ins, Cash-all departments procedures
n. Pre-registration for VIP’s and rooms blocking for VIP
o. Who types guest folios; approval before passing to Front Office cashiers
p. Responsibility for serial number control over registration cards; procedure for
proper entry into arrivals register
q. Preparation of Amendment to chart control sheet
r. Room move/rate change procedure, control and approval
s. Posting of typical hotel floor plan (coordinate with Chief Engineer)
t. Posting of global reservations signage
u. Room key control procedure (coordinate with Front Office Manager/ Director
of Business Support)
v. Coordination of lost and found activity with housekeeping/security
w. Personnel job description, employment laws and the like
x. Daily hand over board
y. Walk procedures
z. Escorting guests
aa. Daily task list
bb. Product knowledge file
cc. Procedure for stock ordering
dd. Grooming check lists
ee. Greeting script
ff. Procedure for handling master accounts, house accounts & the cash folio
gg. Order an express c/out box & express check out forms
hh. Train on courtesy calls
ii. Order key folders & bill folders - regular guests and Priority Club Rewards
(PCR) members (+ Ambassador Club for InterContinental hotels)
jj. Order key makers
kk. Order pre printed message pads
ll. Early arrival procedure

4. UNIFORMED SERVICES: CONCIERGE, MAIL AND INFORMATION

a. Thorough staff familiarization of all hotel facilities and services


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

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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

5. UNIFORMED SERVICES: Bell Captain

a. Organization and maintenance of luggage storage room


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

6. UNIFOMED SERVICES: Doorman

a. Entrance, parking circle free from obstructions and neatly maintained


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

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. HOUSEKEEPING - PRE OPENING CHECKLIST

7.1. ORIENTATION

1. Meet General Manager and Director/EAM Rooms1


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

7.2. ORGANISATION

1. PERSONNEL AND PRODUCTIVITY

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

2. FURNITURE, FIXTURE & EQUIPMENT AND OPERATING SUPPLIES FOR


HOUSEKEEPING

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

a. Linen – Guest Rooms and Food & Beverage

(1) Quantity and Scheduled arrival time at hotel


(2) Method to track late linen shipments if linen on hand is below par stock
levels required
(3) Par stocks in circulation and in storage
(4) Handling of discards policy
(5) Are employee bath towels provided?
(6) Are kitchen rags provided? Contract service needed?

b. Uniforms

(1) Quantity and scheduled arrival time at hotel


(2) Procedure for initial uniform issue and fitting
(3) Agree on employee time clock number for identification of uniforms,
if possible, and establish procedure with Human Resource Manager
for authorising initial uniform issue
(4) Exchange procedure for cleaning uniforms

c. Rollaway Beds/Bed Boards/Baby Cribs

(1) Quantity ordered sufficient? If not, where to rent?


(2) Other amenities required on order: non-allergenic pillows. Foam
pillows and the like?
(3) Storage locations established?

d. Guest room supplies

(1) Are all InterContinental Hotels Group Standards supplied/ordered?


(2) Non-standard guest room supplies
(3) Method for handling special VIP supplies (guest amenities, etc.)
(4) Floral arrangements: who orders same, who delivers to guestrooms?
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(5) Florist on staff or outside contract?


(6) Procedure for handling room service trays in rooms
(7) Who handles mini-bar re-supply in guestrooms; if housekeeping,
recheck productivity standards, new procedures and guest floor
storage restocking

3. HOUSEKEEPING KEY CONTROL

a. Determine distribution and control of master keys; coordinate/agree same with


Hotel Director of Business Support
b. Storeroom key control: linen, uniform, housekeeping, etc.
c. Procedure to handle broken keys in locks (coordinate with Chief Engineer)

4. LOST AND FOUND

a. Storage location, control and security of routine items


b. Procedure and location for valuable or costly lost items
c. Length of time unclaimed items stored: check with Hotel Director of Business
Support
d. Disposal of unclaimed items

5. MAINTENANCE WORK ORDERS

a. Will the standard InterContinental Hotels Group system be used?


b. Means of communicating same with Engineering Department
c. Who replaces light bulbs in guestrooms?

6. OUTSIDE CONTRACTS FOR HOUSEKEEPING SERVICES

a. Cost-benefit analysis required on all contracted services


b. Window washing, if same too dangerous for hotel staff
c. Public Area Cleaning
d. Gardens and Landscaping
e. Floral arrangements
f. Laundry of hotel linen
g. Guest laundry
h. Dry cleaning/valet
i. Exterminator/pest control (coordinate with Engineering)
j. Carpet shampooing – floor wax stripping.
k. Other services
l. Procedure with Director of Business Support on contract specifications and
approval

7. LIVE-IN STAFF AND /OR STAFF HOUSING


a. Who lives in the hotel?
b. Who lives in staff housing?
c. Frequency and extent of housekeeping services provided

8. COMMUNICATIONS BETWEEN MAIN LINEN ROOM AND GUEST FLOORS

a. Staff telephone with light signal?


b. Maid’s telephone on each guest floor?
c. Beepers?
d. Mobile phones?
e. Walky Talky systems?
f. Room status system?
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g. Other?

9. IN-HOUSE TRANSPORTATION SYSTEM

a. Coordinate service elevators for exclusive housekeeping use during initial


guestroom set-up
b. Are there chutes for soiled linen and/or rubbish?
c. Transport method for dirty linen to laundry
d. Transport method for clean linen to maid’s closets

10. STORAGE ORGANIZATION

a. Surplus Furniture, Fixture & Equipment Storage and requisition procedure.


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

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

a. Organize turn-in procedures for dirty laundry with Laundry Manager


b. Coordinate guest laundry procedures with Laundry Manager
c. Coordinate staff uniform cleaning procedure
d. Coordinate with Food & Beverage Manager for Food & Beverage linen
issue/control
e. Coordinate agreed procedures with Food & Beverage outlet managers
f. Coordinate kitchen rag program with Food & Beverage Manager/Executive
Chef
g. Outside 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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(6) Coordinate with Laundry specialist re standards

13. HOUSEKEEPING EQUIPMENT

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.)

14. REPORTING REQUIREMENTS

a. Program for maids’ daily room assignments


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

7.3. TRAINING IN HOUSEKEEPING DEPARTMENT

1. INTERIOR DECORATION AND FURNITURE LAYOUT

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.

2. TRAINING FOR CLEANING AREAS HANDED OVER TO OPERATIONS

a. When the Project Manager releases rooms and/or other areas to Operations, the
Executive Housekeeper is expected to assign these areas for major clean up.
Although the contractor will hand over these areas in fairly clean condition,
heavy duty cleaning is always required. The following training points could be
helpful.
b. Explain work to be done
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c. Any close door policy while cleaning is being carried out?


d. Explain the function of each cleaning agent and its use
e. Show how to clean
f. Stress safety procedures
g. Ensure sufficient cleaning supplies on hand for all staff working on that job
h. Assign specific cleaning tasks to different groups:
(1) Vacuum cleaning
(2) Bed make-up
(3) Bedroom cleaning
(4) Bathroom cleaning
(5) Window washing
(6) Supplies distribution
(7) Linen and towels distribution
(8) Collection and disposal of waste/rubbish
(9) Installation and set-up of linen rooms on guest floors
(10) Cleaning of guest corridors
(11) Scrubbing and polishing of all non-carpeted floors
(12) Cleaning of Food & Beverage outlets
(13) Cleaning of public areas
(14) Cleaning of back of the house areas
(15) Removal of stains in carpets

3. GUIDELINES FOR TRAINING SUPERVISORS

a. Personal appearance and hygiene policies for all staff


b. Basic rules for following should be written up and included in supervisor
training:

(1) Employee motivation


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

(9) Handling of VIP guest: inspections, amenities, etc.


(10) Handling of guest complaints

c. Up keep of guest rooms and other areas

(1) Daily routine cleaning schedules


(2) Frequency of cleaning schedule
(3) Maintenance work orders
(4) Follow-up, inspections and reports

d. Lost and Found procedures


e. Controls.
(1) Keys
(2) Guest and cleaning supplies
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(3) Rented items in guest rooms


(4) Items on loan to guests
(5) Linen and uniforms
(6) China and glassware

4. GUIDELINES FOR HOUSEKEEPING STAFF TRAINING

a. Basic skills training with written task descriptions for following:

(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

(1) Windows and frames


(2) Mirrors and glasses
(3) Wooden casework and upholstered furniture
(4) Floors: carpet, wood, marble, stone and tile
(5) Walls: painted, wallpaper, vinyl and ceramic tile
(6) Bathroom sinks, toilet bowls, bidet, tubs showers
(7) Lamps and other electrical equipment
(8) Mini bars
(9) Cleaning agents: usage and effectiveness for each task

c. Guestroom and corridor upkeep

(1) Making beds up to standard


(2) Exchange of linen and towels
(3) Furniture layout and upkeep of curtains and drapes
(4) Guest supplies and distribution of same
(5) Awareness of up keep of rooms and other areas
(6) Awareness of maintenance work needed and reporting of same
(7) Maid cart organization, packing and handling
(8) Floor linen room set-up, replenishing and handling of linen and
towelling
(9) Storage of supplies and equipment

5. MISCELLANEOUS TRAINING PROGRAMS

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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d. Start and follow-up on an intensive on-the-job training program


e. Establish the initial average number of guestrooms to be cleaned per Room
Attendant per day and gradually increase this standard over a specified time.
f. Establish day and evening shifts for training
g. Draw a chart of room attendants’ trolley set-up to be used in training; thereafter
prominently posted in each guest floor linen closet and copied to each
employee
h. Clean up guestrooms and guest corridors on a continuous basis after these have
been turned over to Operations
i. Assign show rooms and display all available supplies and VIP courtesies for
general information. Agree with General Manager on placement and amount
of each item

7.4. TURNOVER PUNCH LIST

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

 Room number installation on guest room doors


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

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 Bathroom cabinets; tissue holder


 Sinks, bowls, bidets and tubs
 Shower heads and water faucets
 Toilet flush mechanism; sink and tub drain levers
 Marble vanity tops and tiled surfaces
 Bottle opener; tub chains
 Drain stops; toilet seats

7.5. IMPLEMENTATION

1. FLOWERS

a. Perform a market survey in coordination with Purchasing Agent to determine


availability and quantities of local flowers for opening festivities
b. Some flowers will quite likely have to be shipped in, which can require
extensive coordination out of country
c. Calculate flower requirements for Opening Day, obtain quotations and order
in sufficient time to ensure receipt

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

a. Sort, check and put on display all available uniforms, according to


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

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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b. Review interior decoration specifications to verify colour schemes of Food &


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

5. FOOD AND BEVERAGE CLEANING


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

6. KEY CONTROL

a. Implement agreed key control program


b. Obtain operation master keys and distribute same on chains, rings or key
pouches, as appropriate

7. WORKING SCHEDULES

a. Establish a routine working schedule as early as is feasible, coordinating with


housekeeping supervisors
b. Once the unusual once-only cleanup is completed, move quickly into realistic
training schedule oriented toward real life situations to be experienced after
opening
c. Post schedules and timesheets. Get staff names from personnel

8. MISCELLANEOUS

a. Implement maintenance order procedure, coordinating with Chief Engineer.


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

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7.6. COUNTDOWN TO OPENING

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

8. Prepare and install Opening Ribbon for rehearsal purposes


9. Issue complete set of uniforms to all employees

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APPENDIX A

RECOMMENDED LOCAL PURCHASE SHOPPING LIST

Check the Furniture, Fixture & Equipment Purchase listing as revised by the General Manager and/or
Director/EAM Rooms. Some of the below items were intended to be purchased locally and some items
may only be required on a temporary basis and only if the main supplies have not yet arrived. Purchase
quantities based on local judgement.

Ashtrays Paper tissues


Bottle openers Pocket lamp (flashlight)
Box files Plastic bottles
Bowl brushes Plastic buckets
Bowl cleaner Plastic bags for trash
Brooms with handle, various Paper clips
Clip boards Rulers and erasers
Copper and brass polish Rubber gloves
Corn brooms with handle-household type Safety pins
Carbon paper Straight pins
Candle holders with candle sticks Squeegee
Dusting polish Scratch pads
Dust brooms with floor cloth Scotch tape
Elastic banding Stapler – staples
Flower vases of different sizes Scouring powder
First aid kit Scrapers and sponges
Hand sewing needles Small brooms and dustpans
Hand soap Scissors
Kitchen towelling Steel wool
Lemon – linseed oil Toilet plunger
Liquid heavy duty cleanser Threads of different colours
Log books Thinner
Matches Turpentine
Mosquito spray Tape measure
Manila folders Thumbtacks
Magic marker Utility brushes with and without handles
Mops with handles Vinegar
Pens and pencils Washing powder/soap
Padlocks Wooden coat hangers for uniform room and staff
Paper punch (3-hole or 2-hole) quarters

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APPENDIX B
SUGGESTED CHECKLIST OF PRINTED FORMS

Guestroom Forms Maintained and Resupplied by Housekeeping

Breakfast doorknob menus (security policy?)


Decals for guestrooms
Directory of services
Fire exit plans
Guestroom stationary and postcards
Guestroom envelopes
Guest questionnaires
In-house telephone directory
Inspection checklist
Laundry – valet lists
Mini bar checks
Memo pads
Room service menu
Rate sheets
Shoe shine cloth
Stickers for rooms
Safe deposit box notification

Housekeeping forms

Authorization for removal of property


Check room tickets
Construction work authorization
Departmental planning chart
Employee cardex
Food & Beverage linen exchange
Housekeeper’s report
Lost and found record
Laundry doorknob key sign-out
Miscellaneous charges for Front Office cashier
Maintenance orders
Personnel progress report
Purchase requisitions
Room attendants’ daily work distribution
Room linen exchange
Request for medical treatment
Room cardex
Request for overtime
Storeroom requisitions
Time sheets
Uniform schedule
Payroll amendment
Personnel requisition
Petty cash form
Notice of disciplinary warning

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APPENDIX C
PRE-OPENING FILING SYSTEM
FOR HOUSEKEEPERS OFFICE

Annual Budget

a. 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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Colour schemes for guestrooms


Contract cleaning
Guestroom furniture layout with complete listing

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APPENIX D:
PUNCH LIST: GUESTROOMS

Attached is a punch list check off form to be used for each guestroom (see Chapter 13). The form is
simply a guide, and can be changed to accommodate local conditions or personal preference as to
format.

A word of caution is in order. It is extremely important to be highly organized during the entire punch-
listing program. A number of serious demands will be made on the Executive Housekeeper’s time. The
more organized the housekeeping department, the smoother will be the pre-opening procedure.

The Chief Engineer should make up a set of floor plans for each guestroom floor, for the housekeeping
department, and these plans should be covered in clear plastic laminate to permit writing. The Executive
Housekeeper should have these plans mounted on display. The plans can be used to keep track of the
items which remain unfinished in each guestroom on each guest floor. A responsible housekeeping
supervisor should be assigned to transfer the items from the detailed checklists to the floor plans, using
whatever method is most logical and understandable (colour-coded dots, circles with numbers, etc.).
This system is valuable only if it is maintained absolutely current, in which case, it will prove helpful
for organizing work brigades to zip through a floor.

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8. LAUNDRY AND DRY CLEANING - PRE OPENING CHECKLIST

8.1. UTILITIES AND VENTILATION

1. STEAM

a. Determine that all dry cleaning equipment is connected to 70-PSI pressure


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

2. ELECTRICITY

a. Determine from Chief Engineer which voltage ad cycles are supplied to


Laundry.
b. Double check nameplates on machinery, to ensure that equipment is attached
to correct power supply, BEFORE start-up of equipment for testing.

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. Air supply must be free of water.


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

5. AIR VENTILATION SYSTEM

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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8.2. COORDINATION WITH ENGINEERING

1. Routine equipment maintenance, including greasing and oiling of equipment is of


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

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

8.4. EQUIPMENT TAKEOVER

1. The installation of the laundry equipment will be supervised by an engineer, who is


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

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

8.6. SUPPLIES TO BE ORDERED AFTER OPENING

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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6. Order wax cloth and chest cleaning cloth for iron.


7. Order consumables for Polymark.
8. Order spare program cards for washer extractors and dry cleaning machine.

8.7. FORMS PRINTING

1. Get a Laundry Manager’s Manual from General Manager’s office.


2. Coordinate following printing with Director of Business Support.
3. Guest laundry lists and valet lists must have correct call-in telephone number for guests.
4. Check competition price lists through hotel Director of Business Support (to avoid legal
ramifications) prior to submitting recommended prices to General Manager for
approval for printing.
5. Following is a listing of typical forms:

a. Guest call sheets


b. Guest laundry lists
c. Valet lists
d. Laundry and valet vouchers
e. Listing of vouchers
f. Absenteeism list
g. Purchase requisitions
h. Store room requisitions
i. Laundry doorknob hanger (security policy?)
j. Uniform lists for laundry and dry cleaning
k. Production sheets for all sections
l. Monthly summary production report
m. Washroom formula card
n. Overtime sheets
o. Requisition for personnel
p. Engineering repair work orders
q. Construction work authorization
r. Employee evaluation forms
s. Vouchers for outside shop
t. Budget forms

8.8. CONTINGENCY PLANNING

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. Give short explanation about InterContinental Hotels Group, what InterContinental


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

8.11. COORDINATION WITH HOUSEKEEPING

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.

8.12. GUEST LAUNDRY

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.

8.13. DRY CLEANING/PRESSING

1. Items 1 through 9 in Guest Laundry section also apply here.


2. Secure program cards for dry cleaning machine.
3. Fill dry cleaning machine and check for any leaks.
4. Before pre-coating filter, ensure there is no condensate water inside of machine.
5. Check that overflow for water coming from water separator is connected to an open
drain, to avoid backpressure.
6. First load should be uniforms.

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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).

8.14. HOUSE LAUNDRY

1. Flat work iron

a. Clean iron chests


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

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.

8.18. OUTSIDE LAUNDRY SALES

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. FOOD AND BEVERAGE - PRE OPENING CHECKLIST

9.1. INTRODUCTION

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

9.2. MATTERS TO DISCUSS WITH THE GENERAL MANAGER

1. Outlet concepts and themes


2. Pre-Opening Budget and Financial Budget
3. Hours of operation of the various outlets: local laws prevail?
4. Staffing levels and staffing standards (covers per waiter, etc.)
5. Food & Beverage Uniform Design (Uniform designer? fabric? colour? style?
practicality? maintenance? par? cost?)
6. Employee duty meals policy
7. Overtime policy – Who approves? Who authorizes?
8. Food & Beverage organization chart
9. Menu planning cycle
10. Entertainers: selection/approval and contract policy
11. Entertainer house rules: meals, housing, breaks, etc.
12. Cover charge policy
13. Performing rights royalties
14. Who cleans/removes party glasses in guest rooms (room service/housekeeping/mini
bars?)
15. Mini bars: who stocks guestrooms (maid or mini bar staff?)
16. Replenishing policies and hours to enter guest rooms
17. Room service VIP list procedures
18. VIP amenities: who specifies; who delivers complimentary breakfast newspaper?
19. Guest room dirty room service table/tray pickup policy
20. Guest corridor dirty table/tray pickup policy
21. Doorknob breakfast menu procedure
22. Banquet room set-up breakdown by housemen vis-à-vis waiters
23. Casual waiter hiring
24. Banquet covers guarantee/final cover count deadline
25. Banquet deposit requirements
26. Implications of any special importation restrictions: menu, etc.
27. Employee cafeteria policies
28. Government liquor sale age restrictions and penalties
29. Government laws re beverage sale to intoxicated patrons: penalties
30. In-house policy re undesirable patrons and enforcement procedure
31. Drink sizes and pouring policy
32. Happy hour in lounges
33. Complimentary hor d’oeuvre in lounges?
34. Snack lists in lounges
35. Unusual in-room Food & Beverage promotional advertising ideas
36. Five-year plan and budget preparation program vis-à-vis pre-opening
37. Department head pre-opening meetings and reporting requirements
38. Discuss parameters for menu planning and selection
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39. Grand opening Food & Beverage festivities and reception guidelines

9.3. MATTERS TO DISCUSS AND COORIDNATE WITH CONTROLLER

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

2. Personnel and Payroll

a. Overtime procedure. Time clock procedure and policies


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

3. Accounting Control

a. Procedures for waiters vis-à-vis clientele


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

4. Credit Policy

a. Travel agency vouchers for Food & Beverage


b. Airline passenger layover vouchers for meals
c. Hotel vouchers for pre-paid meals for group plans
d. Cash-only clientele: how to handle?
e. Restaurant guest room chare Identification procedures, if applicable
f. Advance deposit control banquet functions

5. Printing Policy

a. Who is coordinating all printing contracts/delivery deadlines?


b. Coordinate guest check format and printing

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c. Coordinate forms printing needs and any samples other InterContinental


Hotels Group hotels.
d. Publish printing calendar with deadlines
e. Agree on menu proofing procedure: especially language translations

9.4. MATTERS TO DISCUSS WITH SALES & MARKETING / PUBLIC RELATIONS

1. Targeted Market
2. Pricing
3. Sales and Marketing Activities
4. Children Policy
5. Printing Policy

9.4. LOCATE ALL ELECTRICAL AND TEMPERATURE CONTROLS IN FOOD &


BEVERAGE AREAS

1. Coordinate with Chief Engineer location/operation of following:

2. Power Supply, Switches, etc


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

3. In-house music system:

a. Who operates master station, and where is it located


b. Locate volume controls of each outlet: how to operate
c. How can music be turned off in each outlet
d. Can different music be piped into different outlets

4. Live entertainment: review for all appropriate facilities

a. Operation of lighting system – who handles notification


b. Operation of sound system – who handles
c. Stage and dance floor set-up and storage, if appropriate

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

9.5. EMERGENCY POWER SYSTEM FOR FOOD & BEVERAGE AREAS/EQUIPMENT

1. Coordinate with Chief Engineer location/operation of following:


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

5. Procedure to lock cold storage not on emergency power during outage


6. Recovery plan for long power outages, if appropriate
7. Prepare a training program, as appropriate

9.6. FIRE PROTECTION IN FOOD & BEVERAGE

1. Review fire protection devices each kitchen with Chief Engineer


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

9.7. EQUIPMENT MAINTENANCE

1. Coordinate preventative maintenance program with Chief Engineer to minimize Food


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

9.8. STAFF ORIENTATION AND PERSONNEL ACTIVITIES

1. Orientation handbook and hotel tours


2. House rules
3. Hours of operation various outlets
4. Employee duty meals policies
5. Time clock procedures
6. Supervisor notification required if employee unable to work
7. Overtime policy (who authorizes/approves)
8. Salary/wage procedures
9. Food & Beverage organization chart
10. Uniform issue and turn-in procedures. Initial uniform fitting
11. Staff transportation, if appropriate
12. Staff housing, if appropriate
13. Training program and training schedule.
14. Coordination of individual outlet training with outlet managers
15. Staff grooming and personal hygiene rules and policies
16. Food Safety
17. Supervisor and Outlet Manager
a. Staffing Standards (covers per waiter, etc.)
b. Staffing schedules: approval and posting deadlines
c. Staffing guides
d. Supervisor sign-in procedures
e. Outlet-to-outlet mid-shift transfer restrictions/procedures
f. Casual labour hiring procedures, policies and deadlines
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g. Staff probationary period reviews

9.9. FOOD AND BEVERAGE LINEN AND UNIFORMS

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.

9.10. MENUS, WINE LISTS AND BEVERAGE LISTS

1. Menu layout and style of print, each menu and list.


2. Costing and pricing of menu items (coordinate with Director of Business Support)
3. Special and holiday menus (children, Christmas, etc.)
4. Menu inserts (daily specials, etc.)
5. Coordinate printing: prepare printing calendar with Director of Business Support
6. Plan menu reserve and quantities to order: volume discounts
7. Menu cycle planning program, new menu schedules
8. Menu covers
9. Guest check presenters

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.

9.12. OPERATING EQUIPMENT AND INVENTORIES

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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q. Table cloths/napkins/place mats (paper/linen)


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

9.13. STEWARDING

1. Proper functioning of equipment and equipment dispensers: review with Chief


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

9.14. ENTERTAINMENT

1. Auditions and selection/approval of performers (discuss with General Manager).


2. Entertainment contracts: coordinate with General Manager/Director of Business
Support.
3. Policy on house rules for entertainers.
4. Eating policy for entertainers.
5. Policy on entertainer’s breaks (how often; interaction with guests?)
6. Entertainers” housing.
7. Equipment security of entertainer’s equipment during off-hours.
8. House equipment (amplifiers, pianos, etc.) storage, usage.
9. Cover charge policy (discuss with General Manager)
10. Performing rights royalties (logbook needed?).
11. Procedure for determining cost effectiveness of entertainment?

9.15. MINI BARS

1. Staffing? Housekeeping or Food & Beverage?


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2. Set-Up / lay-out of the mini bar


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

9.16. ROOM SERVICES

1. Order taking procedures and special guest requests.


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

9.17. BANQUET OFFICE & BANQUET OPERATIONS

1. Function reservations book should be charged to Catering software (e.g. Fidelio).


2. Function sheets and distribution policy.
3. Function contracts and policy.
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4. Advance deposits policy and Banquet Office records/control.


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

9.18. PUCHASING / RECEIVING

1. Coordinate operational policy and procedure aspects with Material Manager


2. Implications of any special import restrictions (menu, etc.)
3. Specifications and quality control.
4. Receiving/delivery hours of purveyors and vendors.
5. Storeroom issuing hours and procedures for Food & Beverage staff.

9.19. EMPLOYEE CAFETERIA

Assist Human Resources Department to establish Employee Cafeteria


1. Décor and ambiance (how to improve if not adequate)
2. Food quality control.
3. Schedule for each department to even out meal period demand.
4. Ticket/coupon policy (do any staff pay for meals?)
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5. Duty meal policy


6. Dependent meal policy
7. Special holiday menus.

9.20. KITCHEN AND FOOD PREPARATION

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.

9.21. BARS AND LOUNGES

1. Beverage requisitioning procedure (one full for one empty)


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


15. Cover charge policy
16. Happy hour?
17. Complimentary hor d’oeuvre?
18. Snack list?
19. Staff grooming and hygiene.

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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10. SECURITY - PRE-OPENING CHECKLIST

10.1. PERSONNEL AND HIRING SCHEDULE

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.

10.2. GENERAL SECURITY OVERVIEW

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.

10.3. FIRE, LIFE SAFETY, EMERGENCY PROCEDURES

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.

10.4. HOTEL INCIDENT & CRISIS RESPONSE

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).

10.5. LOSS & INCIDENT REPORTING

1. Determine local legal implications with Controller.


2. Establish alert notification process per InterContinental Hotels Group’s Loss &
Incident Reporting forms and procedures.
3. Special security measures and religious procedures required, where applicable.

10.6. SECURITY MANUALS

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.

10.7. KEY SECURITY

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.

10.9. PROSTITUE POLICY

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.

10.10. GUEST SECURITY

1. Missing master keys and recovery/reporting program.


2. Reporting procedure for guestroom thefts.
3. Guest safety deposit box security and procedures
4. Security of expensive lost and found items: coordinate with Executive Housekeeper
and Director of Business Support.
5. Security of expensive guest bulk items turned over to hotel for safe keeping (furs, etc.)

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10.11. UNUSUAL SECURITY PROBLEMS OR PROCEDURES, IF APPLICABLE

1. Heads of State, Ministers or equivalent: Special floor security, telephone intercept if


requested, and the like.
2. Special security for important banquets.
3. Coordinate suggestions, programs with General Manager.

10.12. SECURITY FOR OPENING DAY FESTIVITIES

1 Coordinate security programs with Festivities Committee.


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

10.13. LOCAL LAW ENFORCEMENT AGENCIES

1. Determine acceptable Identification or counterparts, which are acceptable to meet local


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

10.14. GATE PASSES & IDENTIFICATION

1. 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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11 – ENGINEERING - PRE-OPENING CHECKLIST

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

OVERVIEW

Normally the Chief Engineer will arrive at the project site about four to six months ahead of
the scheduled opening. In certain cases, this could be much earlier upon the Owning
Company’s request (e.g. it is a common practice in China to recruit the Chief Engineer eight to
twelve months prior opening).

The Chief Engineer must immediately arrange for introductions to the Owner’s Project
Manager1, if on site, and the Contractor’s senior project supervisor (s).

Immediately following preliminary orientation to the hotel, the Chief Engineer must make time
to become acquainted with the surrounding city, local code regulations, trading companies,
equipment agencies, and potential equipment repair locations.

As rapidly as possible the Chief Engineer must obtain a complete set of all approved
construction drawings and project specifications with names and contact numbers of project
team members and summary of subcontractors and related vendors. Review all relative
drawings and comment on completion schedules as they involve co ordination with hotel staff.
Establish site inspection routine with General Manager and set up file with video photographs
of areas that will be critical for future maintenance and not accessible after construction
completion. The Chief Engineer should set up a temporary on-site office at the earliest
opportunity. This must be coordinated with the General Manager, Owner’s Project Manager
and Contractor.

The Chief Engineer will attend all job meetings between the Contractor and the Owner’s Project
Manager, unless otherwise advised. Weekly progress reports in a standard format will be made
in writing to the General Manager.

The Chief Engineer is effectively the InterContinental Hotels Group Technical representative
on site. It is therefore important to agree early with the Owner’s Project Manager on
responsibilities and reporting relationships during the Project Manager’s absences.

For more details of the Chief Engineers responsibilities prior the opening of the hotel, kindly
refer to the Engineering Pre-Opening Manual.

1 Unless otherwise stated, the Project Manager in this manual refers to the Owner’s Project Manager.
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12 - PUNCH LIST - PRE-OPENING CHECKLIST

12.1. INTRODUCTION

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

12.2. CONSTRUCTION PUNCH LISTING

During the final stages of construction completion, when the contractor believes an area, system
or equipment of the project is finished and ready to be turned over, the contractor will request
through the Owner’s Project Manager and/or hotel Chief Engineer the area be accepted by
Operations.

Before such acceptance, it is necessary to document (on Punch List) that the area in question is
finished and complete according to Owner’s contract and specifications, with all deficiencies
recorded for corrective action. This Punch List provides a systematic document for the
contractor to work with, to correct the deficiencies, prior to acceptance of the area by
InterContinental Hotels Group Operations. In the event that the areas, due to missing
components or faulty installation are not finished, the hotel is responsible for rejecting the
contractor’s request for acceptance.

12.3. OPERATIONS INPUT ON THE PUNCH LIST

Members of the hotel operations staff should report to the hotel’s Chief Engineer any defects
observed during the normal course of their work. These will be properly recorded for correction
if they are contract deficiencies, or may be otherwise handled as agreed by those concerned.

It is of primary importance that the contractor receive only one consolidated punch list to avoid
potential claims, split responsibility, and contract problems. What generally happens is the
Chief Engineer prepares the original punch list and copies are then given to the General
Manager for operations input. The Executive Housekeeper and senior department heads should
review these punch lists thoroughly prior to submission.

Speedy review and comments on the punch list is essential and should be facilitated by utilizing
a crew of hotel employees from housekeeping and engineering assigned to review each hotel
room and area to make recommendations for possible additions to the punch list. The Chief
Engineer then consolidates these recommendations into the Punch List and coordinates turning
this punch list over to the contractor for action.

12.4. CONSOLIDATED PUNCH LIST PRESENTED TO CONTRACTOR

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

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12.5. OCCUPYING AREAS BEFORE PUNCH LIST COMPLETION

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

12.6. CONTRACTOR’S RESPONSIBILITY FOR ACCEPTED AREA

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

12.7. JOINT MAINTENANCE WHEN POSSIBLE

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

12.8. FURNITURE, FIXTURE & EQUIPMENT PUNCH LIST

The Chief Engineer is the coordinator and recipient for the preparation and reporting of all
punch lists. During the pre-opening countdown period, the Chief Engineer will frequently
screen requests to determine what has been specified in the hotel versus what is preferred and/or
desired by the Department Head.

The term “Punch List Correction” should only be used for items which represent non-
compliance or improper compliance with that specified under signed contracts or purchase
orders.

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