absolute hotel services pre-opening manual

Absolute Hotel Services

Pre-Opening Manual

2019

APPROVED AND ISSUED BY: CORPORATE | CEO | 2019.02.26

ABSOLUTE HOTEL SERVICES

Page | 2

Contents SECTION 1 INTRODUCTION AND OVERVIEW ............................................................................................................. 3

Overview 4

Recruitment Guide 4

Use and Access of The Company Intranet 5

SECTION 2 KEY PRE-OPENING DOCUMENTS AND TOOLS OVERVIEW ................................................................... 6

Overview 7

Property Specific Documents and Tools 8

Brand Wide Documents and Tools: 12

SECTION 3 MAJOR PRE-OPENING TEAM TASKS BY DISCIPLINE ............................................................................ 15

Overview 16

SECTION 4 PRE-OPENING PROPERTY TEAM REPORTS .......................................................................................... 22

General Manager Weekly Report. 23

Pre-Opening Budget Expense Control Monthly Report. 23

Monthly Pre-Opening Cash Flow Request Summary. 23

SECTION 5 PRE-OPENING TRAINING TIME LINE ..................................................................................................... 24

Resource requirements on site: 27

Page | 3

SECTION 1

INTRODUCTION AND OVERVIEW

Page | 4

Overview

This Pre-opening Manuals purpose is to clearly define and explain the tasks, tools and responsibilities related to

the property pre-opening process. The objective of the implementation of this manual is to ensure the

smooth, timely and successful opening of the property, which will enhance the reputation of the property, the

brand and the company.

The tasks and responsibilities are set by discipline for clear understanding of who will be doing what. This

covers the corporate, regional (if applicable) and property teams.

The tools referenced through this manual are documents, manuals or files, which have been developed and are

available for use. Such tools will be either provided to the property General Manager during their orientation

or will be available through on the company intranet.

As a general guideline, pre-opening teams are recruited and commence work aligned with the following time

schedules prior to schedule opening of the property.

Recruitment Guide

Position/s Max months

before opening Min months

before opening Recruitment by

General Manager 8 5 Corporate/Regional HR Operations team

Admin Assistant 8 5 Corporate/Regional HR/Operations team or General Manager

Financial Controller Purchasing Manager

6 4 Corporate/Regional HR/Operations team or General Manager

Excom and department heads/Reservation Manager

5 4 Corporate/Regional HR/Operations team General Manager

Sales/Marketing team Reservation team

4 3 General Manager DOSM

Supervisors 2.5 2 General Manager, Excom Department heads

Rank and File 2 1.5 Excom Department heads

Page | 5

Use and Access of the Company Intranet

The purpose on the company intranet is as follows which is used by the corporate, regional teams as well as the property General Managers and management team members. User names and passwords will be provided upon the commencement of the General Manager and management team by the corporate marketing team for use of the intranet for all company and brand specific information;

To share information in a central database pool format “one message same for all”

Users can access from inside or outside the office as it’s done via an internet browser and hosted on our server in the intranet form

Information will be separated and uploaded by section/folder

Saving memory space in each individual computer

To reduce miscommunication within the organization

To reduce email traffic and huge file sending via email How to log on: Once the web master has granted authorization to users, open the internet explorer type http://www.absolutehotelservices.com/backoffice Enter user name - As provided (company email) Enter password – As provided What is stored on the Intranet?

Brand identity.

All Manuals.

Job descriptions.

Standard forms and templates.

Company and brand presentations.

Sample uniforms.

Room amenities packages.

Training materials.

F&B standards, tools and templates.

Brand and property logos.

Standard operating procedures and quality assurance guidelines.

Collateral artworks.

http://www.absolutehotelservices.com/backoffice

Page | 6

SECTION 2

KEY PRE-OPENING DOCUMENTS

AND TOOLS OVERVIEW

Page | 7

Overview

All these documents are developed by the corporate or regional teams either specifically for each property under pre-opening or on a brand wide basis. These documents and tools are the resources required to enable a smooth and successful property opening. These documents and tools will form the main topics for the property General Manager’s orientation and will be available for their use in their role to prepare the property for opening of which the majority will be stored on the property static smartsheet (official software)

Page | 8

Property Specific Documents and Tools

Business Development/Legal

Management Agreements.

The Management Agreements have been entered into between the property developers/owners and the company. These agreements govern the terms and conditions under which the company has been assigned by the developer/owner to manage the property. In most cases the following agreements are entered into which are collectively referred to as the “Management Agreements”:

Technical Services Agreement – This agreement governs the company’s roles and responsibilities at the project and pre-opening stages of the property.

Hotel Operating Agreement – This is the main agreement which governs commercial and structural terms and conditions during the operation of the property.

License and Royalty Agreement – This agreement governs the use, ownership and conditions of the company brand and its marks and logos.

The Management Agreements must be fully read and understood by both the property General Manager and Financial Controller.

10 year operating pro-forma.

It is the policy of the company and the demands of the developers/owners that upon conclusion of the “Management Agreements” and in many cases beforehand that a 10 year operating projections is made for the property taking a best assumption of opening date and facilities. The projection shows, on a year by year basis, projections of occupancy, average room rate, room revenue, food and Beverage revenue as well as other revenues. All departmental and undistributed costs are highlighted which lead to a Gross Operating Profit projection by year.

These projections carry with them a disclaimer indicting they are projections only and do not constitute a budget but in many cases developers/owners do tend to stick with these projections so they need to be considered when preparing the Annual Operating Plan (budget) for the initial year.

Handover document.

The handover document is developed and distributed to the entire corporate and regional teams by the business development team once the management agreements have been signed and activated. This provides a summary of the destination demand and supply dynamics, owner’s information, project information/schedule, commercial terms, provisional competitive set of hotels/resorts, deliverables as well as 10 year operating pro-forma.

Technical Services:

Hotel and facility Brief.

The Hotel and facility brief are provided by the Technical Services team at the onset of our engagement to the developer/owner and their other projection consultants to plan /design and shape the project in a brand aligned and relevant manner. These documents are used in conjunction with our Technical Specification Manual. As the project moves forward then some information may become irrelevant.

Page | 9

Food & Beverage concepts.

The Technical Services team and the Group F&B Director develop Food and Beverage concepts for property which are mainly provided for the interior design team and kitchen consultants. This document gives an overview and direction of the concept and operational themes of the planned outlets including recommended names for the developers/owners consideration and conclusion.

As these documents are general in nature, the property pre-opening team will need to development them into operation and tangible operational concepts.

Project schedule and status report.

The Technical Services team will constantly update the progress of the project together with the Project Management team on site. This will include adjustments to the project schedule as required including projected area by area handover schedules.

The information can be found in the www.smartsheet.com under the following tabs “TS-Report” and “Pre-Opening Checklist”.

Pre-opening/operations:

Pre-opening budget and working capital guidelines.

This estimate of the pre-opening and working capital guidelines is submitted by the corporate/regional Pre-opening and Operations teams after internal conclusions with all discipline heads to the developers /owners a minimum of 12 months prior to the scheduled opening of the property for approval. This document estimates all non-project related expenses relating to preparing the property to be ready to open and operate. This document submission includes the following expense categories and summaries;

Cash Flow and working capital draw down.

Summary of pre-opening budget.

Pre-opening budget.

Miscellaneous working capital.

Operating Equipment estimates by category.

Manning guide.

IT software and hardware estimates.

Pre-opening Budget Monthly Control.

This monthly report which is issued by the corporate/regional finance team until the property pre-opening team is on board is issued to the developers/owners by the 10th of every month which gives an update of pre-opening actual expenses versus the pre-opening budget by expense category. This only deals with pre-opening budget expenses and does not include Operating Equipment and IT software and hardware expenses.

Pre-opening check list.

This www.smartsheet.com template is designed for use of the property pre-opening General Manager, Excom and department heads to ensure all tasks relating to the opening of the property are documented, targeted for completion, which will allow the General Manager to have an overview of all task statuses. A weekly update and review should be conducted by the General Manager with the property management team to keep on top of progress of tasks by department. This check list will be provided to the General Manager by the TS team during the orientation process which is accessed on the www.smartsheet.com

http://www.smartsheet.com/


Page | 10

OPE and IT detailed lists.

Detailed operating equipment lists including items, specifications and quantities are provided by the corporate/regional operations/pre-opening team to the developers/owners a minimum of 6 months prior to the scheduled opening once all facilities and services are concluded. Where a brand standard is related this will be indicated with a brand standard specification. These lists are then used to start procurement during the pre-opening period.

The OPE list will be shared in www.smartsheet.com to collaborate between owners, purchasing team, hotel and corporate team, which do have all access to the same tab.

List of suppliers and service providers.

The corporate/regional operating/pre-opening team will prepare a list of suppliers and service providers in the destination for the use and further expansion by the property pre-opening team when possible.

Pre-opening status handover.

As part of the orientation of the property General Manager the corporate/regional pre-opening/operations team will develop a pre-opening status handover by discipline which will form part of the orientation process.

This update, can be accessed through www.smartsheet.com with the tab name “Pre-Opening Checklist”.

Hotel Management authority matrix

The purpose of this document is to conclude the authority parameters of the General Manager in relation to Bank Accounts, Commercial Contracts and Human Resources Management. This document must be discussed, concluded and signed with the owner/owner representative at the pre-opening kickoff meeting. As the General Manager starts, the VP Technical Services/Pre-opening will coordinate with the Owners for the implementation of the Hotel management authority matrix.

Link to the Authority Matrix

http://www.absolutehotelservices.com/backoffice/content_view.php?id=3326&com=1&mid=53&a=view

Sales, Marketing and Revenue:

MP4 Plan.

The Market Positioning Plan (Sales/Marketing/Revenue/F&B Plan) for the property has been developed 12 months prior to the scheduled opening by the corporate/regional Sales, Marketing, Revenue and F&B teams. This plan covers the pre-opening and initial operating period. This plan will be made annually for the operating period in conjunction with the Annual Operating Plan. For the pre-opening period the plan should be reviewed once the property sales and marketing team are on board during the pre-opening period.

The plan includes;

Market environment.

Hotel analysis.

Competitor analysis for room, meeting and F&B

Competitor performance.

Top wholesale, corporate/association/government, Corporate/MICE/tour group and e-accounts producing accounts.

Geographical statistics and targets.

Objectives of transient and group segments.

Distribution Channels.




Page | 11

Monthly action plans per segment.

Travel planner.

Overall PR/Marcom plan.

F&B PR/Marcom plan.

Organization chart.

Rates structure.

Website or landing page.

The corporate/regional marketing team will attempt to have the property website live a minimum of 4 months prior to the scheduled opening. Prior to the launch of the property website a landing page will be developed on the brand website. The booking engine will be live at the same time as the property website goes live and this will be the responsibility to create of the corporate/regional revenue team. Property website and booking engine updates will be transferred to the property marketing and reservation teams once they commence and are trained.

Facebook page and other social media

The property Facebook page and other social media in accordance with the brand identity standards will be developed by the corporate/regional marketing team. The Facebook page and other social media updates will be transferred to the property marketing team once they commence and are trained. Other social media channels are continuously being explored.

Media Plan.

Based on the approved Pre-opening budget, the corporate/regional marketing team will plan a detailed media plan and placement with the focus on international media. This plan should be reviewed and refreshed when the property marketing team commences.

Hotel Fact Sheet.

The property fact sheet for consumer or business provider use is in accordance with the brand identity standards will be developed by the corporate/regional marketing team. The fact sheet should be updated and re-circulated as the property marketing team commences.

Hotel Presentation.

The property presentation for consumer or business provider use is in accordance with the brand identity standards will be developed by the corporate/regional marketing team. The presentation should be updated and re-circulated as the property marketing team commences.

Initial collateral/photography.

The initial photography and initial collateral will be developed /executed by the corporate/regional team. The scheduling of the entire property photography and development of full collateral will be executed as the property marketing team commences in coordination with the corporate/regional team.

Human Resources:

Salary and Benefits Survey.

Prior to the submission of the pro-forma as well as pre-opening budget working capital for the property the corporate/regional human resources team will have developed a survey covering the following which will be used as a guideline for manning budgets based on similar positioned properties in the destination;

Salary and benefit levels per employee level.

Page | 12

Service charge averages.

Taxation for domestic and expatriate employees.

Government contribution schemes and benefits.

Employment agreement durations.

Survey of service charges /benefits paid during pre-opening of similar positioned properties

Standard Employment Agreement.

The corporate/regional human resources team will develop based on a destination input and company standards an employment agreement for use at the property. Which are available on the intranet.

Manning Guide and benefit grid.

The corporate/regional human resources team will develop based on a destination input and company a manning guide and benefit grid for use at the property.

Pre-opening training plan and schedule.

The corporate/regional human resources team will develop a pre-opening training plan and schedule based on days before opening. The training will be administered by corporate/regional human resources team, external trainers and the property team. The training plan is based on company and brand standards.

Brand Wide Documents and Tools:

All these documents and tools are available on the company intranet.

Technical Services:

Technical Services Manual

This manual is used to guide the project consultants on the design intent, technical specifications, bedding standards, furniture layout of the brand and its standards and includes guidelines on employee fashion and signage.

The section of IT (information technology) outlines the hard- and software for use by the project consultants and developer/owners purchasing team. Included in this manual are Property Management System specifications and configuration standards.

Operations:

Standard operating procedure manual.

This manual is a documentation of individual operating processes for properties based on the brand and its standards. The processes are documented by department. The standard operating procedures must be developed into local standard operating procedures which are developed by the property team for use in that specific property. Standard operating procedures for the brand are only issued from the corporate office, local standard operating procedure should be issued after approval from the General Manager but must not run contrary to the standard operating procedures.

Job description manual.

This manual includes individual property job profiles by based on the brand and its standards. These job descriptions are not exhaustive and each property depending on the facilities and services may need to add or even adjust these and translate them. The formats of these job descriptions are standardized by the corporate team.

Page | 13

Uniform Guides.

Guidelines and photographic references of uniform designs are given within the Intranet. Each property team will be working with an appointed Tailor to create samples which will be approved only through TS department.

Room amenity package.

Guidelines and standards with photographic references/specifications for room amenities and in room equipment are listed within the internet.

Finance:

Operating finance manual.

This manual outlines property finance process and policy which will need to be adapted to local accounting practices and regulation. This includes templates and forms which should be used in conjunction the operating finance. Adjustments of the manual are issued by the corporate team.

Sales, Marketing and Revenue:

Sales/marketing and revenue manual

This manual outlines sales, marketing and revenue processes and policies of the brand and its standards. This includes templates and forms which should be used in conjunction with sales, marketing and revenue operations. Adjustments of the manual are issued by the corporate team.

Brand identity manual

This manual sets the policy use of the brand marks (logos) and its standards. These include brand standard templates for collateral, advertising and guest contact stationary. Adjustments of the manual are issued by the corporate team.

Annual brand sales, marketing and revenue planner

This planner which is issued by the corporate team annually explains the structure, processes and activities which are used to promote the brand and the properties in the year. Covers the disciplines of sales, marketing and revenue.

Brand DNA presentation.

This presentation explains fully the brand mission, vision, target consumer and unique selling points. Adjustments are issued by the corporate team.

Account management Manual.

Based on the brand and its standards this manual explains the use and application of the account management software.

Channel management Manual and rate widget manual.

Based on the brand and its standards this manual explains the use and application of the channel management and rate widget software.

Manual booking tool.

The property overview of business on the books (reservations) before the implementation of a PMS System. The manual booking tool should be updated daily and re-circulated every week.

PMS Implementation Shell.

The property will fill the PMS Shell to ensure that the implementation of the PMS is as per or standards.

Page | 14

Human Resources:

Human resources manual.

This manual outline property Human Resources process and policy which will need to be adapted to local regulation. This includes templates and forms which should be used in conjunction with Human Resources at the property. Adjustments of the manual are issued by the corporate team.

Training Manuals and resources.

These manuals and resources cover orientation, brand training and leadership development training.

Page | 15

SECTION 3

MAJOR PRE-OPENING TEAM TASKS

BY DISCIPLINE

Page | 16

Overview

An effective opening is based on the application of a chronological process, which needs to run in sequence.

India/Middle East Region: AHSI/AHS Corporate teams take the lead.

Asia Regions: AHS Corporate and Asia Teams take the lead.

Notes:

VP Technical Services and Pre-Opening is the contact persons with owners during the TS/Pre-opening

period and will coordinate/communicate with all other team members.

Corporate/Regional team members must see the tasks through to completion.

General Managers must be supported by all functions based on their work for pre-openings and they

become the point of contact for the corporate team once on board.

Date deadlines may vary property to property.

Item Description Responsible Deadline for completion

Handover document Distribute to the AHS corporate team and related regional team members to update all on the project, schedules and deliverables.

CEO/BD Team/MD AHSI 1 week after signing.

Initial Press Release and posting on AHS websites/Facebook and related brand website

To promote the project and company image.

Corporate Marketing 10 days after signing.

Ongoing press release and website/social media

To build buzz on the property. Corporate or AHSI Marketing

Ongoing until property team in place

Registration of the website domain name of the property

To protect the domain name which is a cost of AHS as is related to the brand. Note property name must be finalized to do this. With this then the website landing page can be developed.

Corporate Marketing As soon as the name is confirmed.

Hotel Standard documents distribution.

Distribute the Technical Specifications/Design guideline and IT Manuals as well as the Hotel Brief to the owners and owner’s project consultants.

VP Technical Services TS Team

30-60 days after signing and per contract.

Page | 17


Project kick off meeting and subsequent project meetings.

Schedule this meeting with the owners and owner’s consultants to explain the hotel standard documents, answer questions and set the communication protocols moving forward.


14 days after distribution of hotel standard documents.

Salary and Benefit Survey To develop a basic salary scale and benefit grid for use in the Pre-opening budget.

VP Human Resources or AHSI team

14 months prior to scheduled opening date.

Development of property fact sheet.

Develop to fact sheet once general project details are known. This will need to be updated from time to time.

Corporate Marketing Once general project details/schedules are known.

Pre-opening budget and working capital guidelines

This is the core pre-opening document which after owner’s approval enables AHS to move forward with the pre-opening process based on an in principle financial guideline for non-project related expenses. This document includes: Pre Opening Timeline Area Requirements/ Pre Opening Timeline Area Requirements/ Pre Opening Budget Summary/ Pre Opening Budget/ Cash Flow and Working Capital/ Miscellaneous Pre Opening Working Capital/ OPE Projections Summary/ Manning Guide and Estimate of Hardware and Software.

Led by VP Technical Services


MP4 Plan This document consolidates Sales, Marketing and Revenue/Distribution Management and F&B strategies, plans, actions and deadlines for the launch and initial operating period of the hotel. This document is for owner’s information.

Corporate/Asia or AHSI SMR team with input


Schedule and conduct the pre-opening kickoff meeting

To kick start the pre-opening process with the owners to ensure way forward is clear including conclusion and

VP Technical Services


Page | 18


signing of Authority Matrix with owners

Conclusion of benefit grid and medical and life insurance arrangements for pre-opening team.

Conclude with owners so enable effective recruitment and smooth orientation.

VP Human Resources or AHSI Operations team


Recruitment for General Manager

To start recruitment process so the General Manager can start work a minimum of 5 months before opening. Notification of appointment should be distributed internally and to the corporate team.

VP Human or AHSI Operations team Regional MD


Detailed Operating Equipment Lists

These lists split by department include quantities, specifications and some cases indicative pricing and used by the owners purchasing team. Includes indicative ordering and delivery requirement dates. Storage areas to be taken into consideration.

VP TS/Pre-openings and Group F&B Director


Mock up room photography

The initial phase of photography to enable images for the website and initial collateral.

Corporate or AHSI Marketing


Social Media activation To open Facebook Page and other social media with related updates

Corporate Marketing 6 months prior to scheduled opening date.

Website/Distribution/Booking Engine Development

To start the development process so to complete and go live a minimum of 4 months prior to opening.

Corporate Marketing/VP Revenue & Distribution.


Recruitment for Department Heads and key personnel

To start recruitment process so the Department Heads/Key Personnel can start work a minimum of 3 months before opening.

VP Human Resources or AHSI Operations team /Regional MD


Pre-opening office set up and preparation

To ensure the pre-opening office is usable and equipped for the commencement of the General Manager and future



Page | 19


team members. Email hosting to also be concluded.

Creation of the pre-opening training plan

To prepare a plan and schedule for all pre-opening training and workshops starting 4 months before opening and leading up to the opening based on recruitment schedule. This will include;

Orientations.

Brand training.

Generic core training.

LSOP workshop.

SMR workshop.

PMS training.

Skills based training.

VP Human Resources or AHSI Operations team with all functions involved.


General Manager Orientation

Prepare for an in depth orientation with the corporate and regional team as well as reporting passage, work permit processing and initial housing and other arrangements on site.

VP Human Resources or AHSI Operations team


General Manager settlement in role/location

Travel with the General Manager and conduct meetings with owners to ensure benefits are in place, working environment is suitable and activate the Authority Matrix.



Conclusion of employee uniforms design.

In alignment with branding and interiors.

VP Technical Services and VP Marketing


Area Handover schedule and defect process conclusion

To work out with project management and owners,


With General Manager


Sales/Marketing and Revenue/Distribution MP3 refresh

Activate the domestic and international Sales/Marketing and Revenue Management teams to execute the strategies, plans and actions after re-fresh.

Corporate or Regional SMR team with General Manager and regional SMR if in place


Page | 20


Commence of purchasing and storage of OPE and IT hard and software and stationary/collateral

To work with the owners to start the purchasing process, delivery and storage based on provided lists and standards

VP Technical Services with General Manager


Recruitment for supervisor level employee

To start recruitment process so the supervisory level can start work a minimum of 2 months before opening.

VP Human Resources or AHSI Operations team with the General Manager and department heads.


Activate Sales Account Management Software

Property Sales team to start using the software.

Snr VP Sales & Marketing 3 months prior to scheduled opening date.

Recruitment for rank and file employees

To start recruitment process so the rank and file level can start work a minimum of 1.5 month before opening.

VP Human Resources or AHSI Operations team with the General Manager and department heads.


Preparation of the Annual Operating Plan for initial operating year

Prepare the AOP based on opening date and financial year.

MD, VP Operations and Finance Head

2.5 months prior to scheduled opening date.

Property Management System Configuration/training and eventual go live

To start the process to bring live and related training of the PMS system which includes support from the PMS vendor, property team and possible task force.

QA Team with Revenue/Distribution and accounting involved. (Account mapping to be guaranteed by accounting)

1 month prior to scheduled opening date.

Hotel Photography To photograph the balance of the hotel to enable images for the website and collateral.

Corporate or AHSI Marketing


Activate Channel manager software and Interface with PMS (for properties participating)

Property Reservation Team to be trained

VP Revenue and Distribution with Regional SMR team


Activate Rate Shopping tool

Property Reservation Team to be trained



Activate the RSM process Train the property team to start following the weekly process.



Page | 21


Preparation for GSS go live Coordinate with authorized GSS vendor

QA Team 0.5 months prior to scheduled opening date.

Creation of trip advisor page

So are ready to receive guest feedback once the property is operational.

Corporate Marketing 0.5 months prior to scheduled opening date.

Dry Run Invited customers to trail run the property including rooms, public areas and restaurants. At the end of their stay they will fill out a report concerning the functions.

VP Quality Assurance and Quality Assurance Team

0.5 months prior to scheduled opening date.

Authorization to open Once all related licenses, insurance, equipment and project completion is in place

VP Technical Services and Regional MD

Page | 22

SECTION 4

PRE-OPENING PROPERTY TEAM

REPORTS

Page | 23

General Manager Weekly Report. This report will be posted on www.smartsheet.com within the “Static Sheet” Tab which gives a short overview of what tasks were completed in the last week and what is planned for the next week by discipline. Weekly uploaded on Fridays to be able to get reviewed by the corporate office.

During the Pre-Opening period the “Pre Opening Checklist” will need to be kept updated by latest on Fridays too.

Link to GM Weekly Report http://www.absolutehotelservices.com/backoffice/content_view.php?id=2979&com=1&mid=53&a=view

Pre-Opening Budget Expense Control Monthly Report.

This report documents pre-opening expenditure versus the pre-opening budget. Distribution to the developers/owners and corporate/regional pre-opening/ operations/finance team. Issued by the 10th of every month

Link to Budget Expense Control http://www.absolutehotelservices.com/backoffice/content_view.php?id=3327&com=1&mid=53&a=view

Monthly Pre-Opening Cash Flow Request Summary.

This report documents the future pre-opening funds requirement from the developer/owners. Distribution to the developers/owners. Issued by the 15th of every month.

Link to Cash Flor Request Summary http://www.absolutehotelservices.com/backoffice/content_view.php?id=3341&com=1&mid=53&a=view




Page | 24

SECTION 5

PRE-OPENING TRAINING TIMELINE

Page | 25

Provisional plan for pre-opening employee training plan Opening date target:

Training/subject Participants Days before Opening date

Frequency Duration Reference / Resource/location

New Employee Brand Orientation

General Manager and Department Heads

Minimum of 80 days before opening

Once 1 day Administered by VP HR using Brand Standard slides Orientation and Training materials

Conducted on property.

Employee Performance Appraisal



Once ½ day Administered by VP HR using Human Resources Manual


Leaders Lead (Practical, Effective and Inspiring Leadership Actions)

(A Leadership Workshop)

General Manger and Department Heads


Once 2.5 days Administered by approved exterior vendor or VP HR /GTD using approved material. Conducted on property

New Employee Brand Orientation

All managers & new hired


Once 3 days Administered by GTD using Brand Standard slides Orientation template and Brand standard training materials


Train the Trainer Department Heads/Team Leaders


Pre-opening and annually refresh

2 days Administered GTD using approved material. Conducted on property

Sales/Marketing and Revenue Workshop

General Manager and Sales &Marketing Team and


Once 8 days

(2 trips 3+5 days)

Administered by corporate/regional SMR team using MP 4 Plan and SMR Manual. Conducted on property

Page | 26

Training/subject Participants Days before Opening date

Frequency Duration Reference / Resource/location

Reservation leader

LSOP Development Workshop



Once 2 days Administered by General Manager and Property HR Leader using brand SOP’s to distill into LSOP’s


New Employee Orientation

Including “Ur Value/My Value/The Value”

And U Experience

All supervisory, rank & file employees

(2 Groups)


Once 3 days Administered by Property HR Leader using Brand Standard slides Orientation and Training materials.

Conducted on property

LSOP training workshops

All supervisory, rank and file employees


Once 6 days Administered by Department Heads to their Teams using developed LSOP for skills training including practical run through. Conducted on property.

PMS – training

Task force assistance Front Office & Reservations or as required

Front Office & Reservation team


Once 12 days Administered by Comanche team and AHS task force members using PMS configuration standards and Operating protocols. Conducted on property.

PMS training

Task force assistance Accounting

Accounting team


Once 12 days Administered by PMS team AHS task force members using PMS configuration standards and Operating protocols in IT Manual


Page | 27

Resource requirements on site:

Training Room with LCD Screen or Projector, Tables & Chairs, Restrooms and AC

1. General introduction trainings a. General Manager and Department Heads/Team Leaders on board (XX)

employees b. Rank and File on board (XX) employees

2. Comanche Training (Additional equipment- server with PC & POS units) a. Front Office, Reservations (XX) employees b. Accounting and F&B or other POS outlets