hotel opening manual

GM's Hotel Opening Manual & Checklist

GENERAL MANAGERS HOTEL OPENING MANUAL AND CHECKLISTFor InterContinental Hotels GroupAsia Pacific Region

REVISED: 6 APRIL 2005

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

Contents

1 - VISIT OF GENERAL MANAGER TO REGIONAL OFFICE51.1.INTRODUCTION51.2.COORDINATION51.3.ORIENTATION51.4.ITEMS FOR VICE PRESIDENT HOTEL OPENINGS TO ARRANGE BEFORE THE GENERAL MANAGERS ARRIVAL AT REGIONAL OFFICE51.5.MEETING WITH NEW GENERAL MANAGER: VICE PRESIDENT IN-CHARGE OF HOTEL OPENINGS71.6.MEETING WITH NEW GENERAL MANAGER: HUMAN RESOURCES91.7.MEETING WITH NEW GENERAL MANAGER: TRAINING101.8.MEETING WITH NEW GENERAL MANAGER: FINANCE & BUSINESS SUPPORT111.9.MEETING WITH NEW GENERAL MANAGER: FOOD & BEVERAGE121.10.MEETING WITH NEW GENERAL MANAGER: SALES & MARKETING151.11.MEETING WITH GENERAL MANAGER: DESIGN AND ENGINEERING181.12.MEETING WITH GENERAL MANAGER: INFORMATION TECHNOLGY191.13.MEETING WITH GENERAL MANAGER: LEGAL COUNCEL202. HUMAN RESOURCES PRE OPENING CHECKLIST212.1.HUMAN RESOURCE SURVEY212.2.STAFFING PLAN212.3.STAFFING PLAN REVISIONS212.4.HOTEL HUMAN RESOURCE MANAGER222.5.TEMPORARY QUARTERS223. TRAINING PRE OPENING CHECKLIST393.1.TRAINING SCHEDULES394. FINANCE & BUSINESS SUPPORT PRE OPENING CHECKLIST404.1. INTRODUCTION404.2.CONTROL OF PRE-OPENING BUDGET404.3. RECRUITMENT & TRAINING OF HOTEL ACCOUTING PERSONNEL414.4. RELATIONS WITH OUTSIDE AUDITORS414.5. RELATIONS WITH LOCAL LEGAL COUNSEL414.6. RELATIONSHIP WITH BANKERS424.7. RELATIONSHIP WITH GOVERNMENT OFFICIALS424.8. ACTIVITIES TO BE DISCUSSED WITH THE GENERAL MANAGER424.9. HOTEL POLICIES TO BE APPROVED BY THE GENERAL MANAGER424.10 HOTEL CREDIT POLICY434.11.DESIGN OF HOTEL PRINTED FORMS434.12.COMPUTER INSTALLATIONS454.13.RECEIPT AND CONTROL OF PRE-OPENING MERCHANDISE454.14.SECURITY OF FURNITURE, FIXTURE & EQUIPMENT EXPENDABLES464.15.OFFICES AND STORE RENTALS464.16.CONTROL OF COST OF PRE-OPENING464.17.INSURANCE464.18.CREDIT CARD TRANSMITTALS474.19.ACCOUNTING CONTROLS474.20.INSTALLATION484.21.MAINTENANCE AND SERVICE CONTRACTS484.22.SAFE DEPOSIT BOX KEYS AND SAFE COMBINATIONS484.23.CONTROLLERS OFFICE FILING SYSTEM494.24.OPENING THE HOTEL DETAILED INSTRUCTIONS495. SALES AND MARKETING PRE OPENING CHECKLIST555.1.PREPARING A PRE-OPENING MARKETING PROGRAM555.2.DETERMINE YOUR MARKETING STRATEGY BOTH SHORT TERM & LONG565.3. PRE-OPENING SALES & MARKETING ACTIVITIES BUDGET GUIDELINE585.4.SELECT AN ADVERTISING AGENCY595.5.SALES TEAM MANAGEMENT635.6.ACCOUNT MANAGEMENT645.7.BUSINESS HANDLING PROCEDURES645.8.PRE-OPENING SALES & MARKETING CRITICAL PATH (BY FUNCTIONAL AREAS)645.9. PRE-OPENING SALES & MARKETING CHECK LIST646. FRONT OFFICE - PRE-OPENING CHECKLIST686.1.INTRODUCTION686.2.MATTERS TO DISCUSS WITH GENERAL MANAGER 686.3.MATTERS TO DISCUSS WITH CONTROLLER696.4.MATTERS TO DISCUSS WITH EXECUTIVE HOUSEKEEPER706.5.MATTERS TO DISCUSS WITH SALES/MARKETING706.6.FRONT OFFICE PRE-OPENING717. HOUSEKEEPING - PRE OPENING CHECKLIST777.1.ORIENTATION777.2.ORGANISATION777.3.TRAINING IN HOUSEKEEPING DEPARTMENT817.4.TURNOVER PUNCH LIST847.5.IMPLEMENTATION857.6.COUNTDOWN TO OPENING878. LAUNDRY AND DRY CLEANING - PRE OPENING CHECKLIST938.1.UTILITIES AND VENTILATION938.2.COORDINATION WITH ENGINEERING948.3.SAFETY948.4.EQUIPMENT TAKEOVER948.5.SUPPLIES958.6.SUPPLIES TO BE ORDERED AFTER OPENING958.7.FORMS PRINTING968.8.CONTINGENCY PLANNING968.9.PERSONNEL968.10.TRAINING978.11.COORDINATION WITH HOUSEKEEPING978.12.GUEST LAUNDRY988.13.DRY CLEANING/PRESSING988.14.HOUSE LAUNDRY998.15.REPORTING998.16.COMMUNICATIONS998.17.KEYS998.18.OUTSIDE LAUNDRY SALES1009. FOOD AND BEVERAGE - PRE OPENING CHECKLIST1019.1.INTRODUCTION1019.2.MATTERS TO DISCUSS WITH THE GENERAL MANAGER1019.3.MATTERS TO DISCUSS AND COORIDNATE WITH CONTROLLER1029.4.MATTERS TO DISCUSS WITH SALES & MARKETING / PUBLIC RELATIONS1039.4.LOCATE ALL ELECTRICAL AND TEMPERATURE CONTROLS IN FOOD & BEVERAGE AREAS1039.5.EMERGENCY POWER SYSTEM FOR FOOD & BEVERAGE AREAS/EQUIPMENT1039.6.FIRE PROTECTION IN FOOD & BEVERAGE1049.7.EQUIPMENT MAINTENANCE1049.8.STAFF ORIENTATION AND PERSONNEL ACTIVITIES1049.9.FOOD AND BEVERAGE LINEN AND UNIFORMS1059.10.MENUS, WINE LISTS AND BEVERAGE LISTS1059.11.PRINTING1059.12.OPERATING EQUIPMENT AND INVENTORIES1059.13.STEWARDING1069.14.ENTERTAINMENT1069.15.MINI BARS1069.16.ROOM SERVICES1079.17.BANQUET OFFICE & BANQUET OPERATIONS1079.18.PUCHASING / RECEIVING1089.19.EMPLOYEE CAFETERIA1089.20.KITCHEN AND FOOD PREPARATION1099.21.BARS AND LOUNGES1099.22.TRAINING11010. SECURITY - PRE-OPENING CHECKLIST11110.1.PERSONNEL AND HIRING SCHEDULE11110.2.GENERAL SECURITY OVERVIEW11110.3.FIRE, LIFE SAFETY, EMERGENCY PROCEDURES11110.4.HOTEL INCIDENT & CRISIS RESPONSE11210.5.LOSS & INCIDENT REPORTING11210.6.SECURITY MANUALS11210.7.KEY SECURITY11210.8.CASH SECURITY11210.9.PROSTITUE POLICY11210.10.GUEST SECURITY11210.11.UNUSUAL SECURITY PROBLEMS OR PROCEDURES, IF APPLICABLE11310.12.SECURITY FOR OPENING DAY FESTIVITIES11310.13.LOCAL LAW ENFORCEMENT AGENCIES11310.14.GATE PASSES & IDENTIFICATION11311 ENGINEERING - PRE-OPENING CHECKLIST114OVERVIEW11412 - PUNCH LIST - PRE-OPENING CHECKLIST11512.1.INTRODUCTION11512.2.CONSTRUCTION PUNCH LISTING11512.3.OPERATIONS INPUT ON THE PUNCH LIST11512.4.CONSOLIDATED PUNCH LIST PRESENTED TO CONTRACTOR11512.5.OCCUPYING AREAS BEFORE PUNCH LIST COMPLETION11612.6.CONTRACTORS RESPONSIBILITY FOR ACCEPTED AREA11612.7.JOINT MAINTENANCE WHEN POSSIBLE11612.8.FURNITURE, FIXTURE & EQUIPMENT PUNCH LIST116

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[footnoteRef:2]. [2: 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. ]

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. 11.2.COORDINATION

The Vice President - Hotel Openings responsible for the new project shall arrange the timing of the General Managers 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 Managers 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 MANAGERS 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 [footnoteRef:3] for hotel pre-opening office is enabled prior to arrival of General Manager [3: InterContinental Hotels Groups website for Asia Pacific]

4. Consolidate following material to be handed over to new General Manager as soon as possible:a. Hotel management agreementb. Design & Engineering agreementc. InterContinental Hotels Group feasibility surveyd. Market study prepared by consultants, if availablee. Pre-opening budget and supporting documentsf. Staffing schedule, with budgetg. Marketing plan for pre-opening, with budgeth. 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 situationk. 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 Managers 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 hotels 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.

1.5.MEETING WITH NEW GENERAL MANAGER: VICE PRESIDENT IN-CHARGE OF HOTEL OPENINGS[footnoteRef:4] [4: This may vary between regions. In China, this will fall under the Vice President Hotel Openings. For other regions, this could be handled by the Chief Operating Officer and/or the Regional General Manager.]

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

2. Provide Handover Kit and Checklist to General Manager

a. General1. Fact sheet / Project Summary2. Strategic Brief: Unique Selling Points and Brand Differentiators3. Hotel Information: Known idiosyncrasies of project, site or location4. 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 (whos 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 site7. Feasibility Study8. Temporary General Manager office space outside of new hotel project site

b. Financials1. 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 Kit1. Recruitment Kit2. Orientation Kit3. Training Kit

e. Design & Engineering1. Interior Design Specifications2. 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

a. Discuss Financials1. Hotel Pre-opening budget: Agree on General Manager review and necessary revisions2. Staffing Plan (Hiring Dates and number of staff)3. Preparation and timing of first year Budget

b. Discuss Staffing matters[footnoteRef:5] [5: Also refer to Point 5 below: Policies to be discussed for new hotel ]

1. Organisation chart for new hotel2. Possible candidates for department heads and approval coordination3. Housing for General Manager and staff, temporary and permanent

c. Explain Critical Path

4. Highlight Administrative Matters relevant for hotel openinga. 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 Managerc. Power of attorney for bank signatures and arrange if requiredd. Recommendations re: bank, lawyer and auditore. Regional Office administrative calendar for new hotelf. 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 carb. Vacation policy for expatriates and local employeesc. National and religious holidaysd. Hiring policye. Layoff policyf. Probationary period for new hiresg. Employee termination policyh. Sickness procedurei. Disability procedurej. Overtime policy, and procedure for General Managers approvalk. Bonus policy, if applicable (year end, holiday, etc.)l. Severance pay policym. Who lives in hotel?n. Who eats where? Dependent meals?o. Staff transportationp. Expatriate dependent education: which language available?q. Expatriate promises, and transfer opportunitiesr. Training for local employee replacement of expatriatess. Department head privileges t. Employee privileges (meals, city ledger, etc.)u. Medical insurance and related benefitsv. Pension or retirement plan or policyw. Policies on store rentals/concessions with respect to this hotel projectx. Cash advance, loans, uniform allowance to employeesy. Department head policy in-hotel and outside of hotelz. Unusual policies prevalent in location of new hotel

1.6.MEETING WITH NEW GENERAL MANAGER: HUMAN RESOURCES


2. Explain Key Tasks during the Pre-Opening and Critical Patha. 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 allowedb. Where and how to recruit needed hotel staffc. Pre-opening staffing schedule by positiond. Timing guidelines for staff arrival, including training staff from Corporate and Regional officese. Types of languages required by staff membersf. Salary levels for various positions in hotelg. Recommended coordination with regional office on positions filled, to avoid duplicate efforth. 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 departmentsb. Vacation policyc. National and religious holidaysd. Employee probationary periode. Sickness proceduref. Disability procedure (government benefits?)g. Overtime policy and rate; what constitutes overtime?h. Bonus policy, if applicable (end year, holiday, etc.)i. Staff housingj. Staff transportationk. Minimum wage guidelinesl. Minimum working agem. Retirement age: mandatory?n. Government non-discriminatory regulations or preference ruleso. Local employment restrictionsp. 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

1.7.MEETING WITH NEW GENERAL MANAGER: TRAINING



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 availabled. Language training programe. Supervisory trainingf. New hire orientationg. First aid and safety training programsh. Hotel rules and regulations

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


2. Explain Key Tasks during the Pre-Opening and Critical Patha. 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)[footnoteRef:6] [6: Short listing of candidates for hotel Director of Business Support will be carried out through the Human Resources department]

c. Explanation of Critical Path

3. Discuss following topics, as appropriate:a. InterContinental Hotels Group Accounting Policy and Procedureb. Pre-opening budget control at hotel and required coordinationc. Regional coordination with hotel for Regional-controlled pre-opening budget expendituresd. 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 neededi. Requirements for General Manager prior to arrival on-site of hotel Director of Business Supportj. 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 Cashiers Officec. Location of Computer Room/ Fireproofing Safe Boxd. Receiving Areae. General Store Locationsf. Accounting Office

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

MEETING WITH NEW GENERAL MANAGER: FOOD & BEVERAGE



3. Discuss Staffing for hotela. Candidates for hotel Food & Beverage Manager: special needs?b. Culinary background required for Executive Chef: candidatesc. 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 hotelse. Competitive wage scale and impact on recruitingf. 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 hotelb. Suggestions for building a local Food & Beverage clientelec. Local staff turnover and recruitment situationd. Merchandising methods used by the competitione. Live entertainment programs used by the competitionf. 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. Locationb. Dcorc. 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 Groups image in this market?(4) Special marketing and merchandising considerations?f. Equipment to be ordered for each Outlet.(1) Silver and flatware.(2) China.(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 hotelsassistance: 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 Guestroomsa. Who should deliver: guest relations/room services/other?b. What does competition offer?c. Unusual ideas other hotels?

12. Banquetsa. Banquet menus from other sister hotels and competition.b. Banquet promotional brochures and material: samples.c. Banquet office set-up and organizational recommendations.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 & Beveragea. Introduction and explanationb. 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 Cafeteriaa. Recommendations on hotel policies.b. Dcor 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. Stewardinga. 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 Servicea. 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.

1.10.MEETING WITH NEW GENERAL MANAGER: SALES & MARKETING


2. Explain Key Tasks during the Pre-Opening and Critical Patha. 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 trendsb. 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 candidatesc. 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 Plane. 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 Budgetg. Channel Strategy and Distribution Marketingh. Relationship Marketingi. 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

9. Advertisinga. Selection of local advertising agency and recommendations.b. Media Planning Brief, Creative Design Brief, Advertising Guidelinesc. 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 regionh. 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, HotelDescriptions, ECS PHASE IIWebsite Requirements and Descriptions PHASE IIIRates Loading / Room Types Build and Descriptions b. Direct Channel: E-commerce / Brand Website; Central Reservation Officesc. Indirect Channel: Global Distribution System / Third Party Interface / Wholesaler

12. Relationship Marketing 13. Account Managementa. Account Definitionb. Account Profilec. Account Planningd. Activity Managemente. File Managementf. Request For Proposal (RFP) Expressg. Corporate / Business Travel Agent Rate Loading

14. Business Handling Proceduresa. Corporate Sectionb. Convention & Banquet Sectionc. Group / Tour Sectiond. Airline Section

15. Sales Team Management a. Sales Force Managementb. End of Month Reportc. Business Planningd. Competitor Activity Summarye. Office Managementf. 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.

1.11.MEETING WITH GENERAL MANAGER: DESIGN AND ENGINEERING



3. Candidates for hotel Chief Engineer.[footnoteRef:7] [7: This may be coordinated out of the Human Resource Department]

4. Meet Architect / Interior Designer / Owners 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 dcor this project. Project Countdown and Handover Importation problems with equipment and spare parts.Review Engineering Department operating plan and facilities as designed

1.12.MEETING WITH GENERAL MANAGER: INFORMATION TECHNOLGY


2. Explain Key Tasks during the Pre-Opening and Critical Patha. 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 Standardsa. Broadband for Internet and I-Connectb. Hotel Systemsc. 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

1.13.MEETING WITH GENERAL MANAGER: LEGAL COUNCEL


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.

2. HUMAN RESOURCES PRE OPENING CHECKLIST

2.1.HUMAN RESOURCE SURVEY[footnoteRef:8] [8: The Human Resource Survey comprises of a Quantitative Section (i.e. Excel Based model) and a Qualitative Section (i.e. Questionnaire). See the end of this chapter. ]

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 REVISIONS[footnoteRef:9] [9: ]

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 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 Schedule1. 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.Hotel Opening Manual InterContinental Hotels Group

______________________________________________________________________________________________________________March 2005 116HUMAN RESOURCE SURVEYFill in the Project Details

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.

Fill in the Personnel, Training and Employee Related Assumptions.This survey will need to be updated annually by the Regional Office until theHUMAN RESOURCE SURVEY

Fill in the Personnel, Training & Employee Related (PTER) benefits. The system will automatically calculate the PTER benefits for each hotel position.

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

STAFFING PLAN

Once the quantitative portion of the Human Resource Survey is completed: The Weekly Manning Intake is automatically calculated

STAFFING PLAN

Once the quantitative portion of the Human Resource Survey is completed (contd): 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.

STAFFING PLAN

Once the quantitative portion of the Human Resource Survey is completed (contd):

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

STAFFING PLANAnd 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.

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. Doctors 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 ?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. Executives2. Department heads3. Staff4. Expatriates5. Expatriates home leave6. Expatriate vacation transportation

IIIWORK 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 Breaks1. Paid mid-shift breaks for coffee / tea ?2. Paid lunch break ?3. Length of lunch break in minutes4. Length of mid-shift breaks in minutesC. Legal requirements or restrictions on employment1. 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 employee2. Termination payH. 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 like3. Attach required or desired formsI. Overtime1. 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 _____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 Uniform1. 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 SurveyB. Staff Housing1. Is staff housing to be provided by the hotel ?2. To which employeesa. Expatriates_______b. Department heads _____c. All Staff _______d. Other_______3. Type of housinga. 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 rooma. Single bedded rooms _____.b. Bunk bedded room _____.c. Rooms off central hall _____.d. Rooms off common lounge _____.e. Kitchenette _____.5. Availability of local housinga. 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 its 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 _____

VEMPLOYEE TRANSPORTATION

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

VITAXES

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 ? __________

VIIIDEPENDANT 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 unionsC. 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 ?C. How often ?D. How extensive ?E. Who performs examination ?F. Any charge ?G. Any certification procedure ? Document the procedures ?

XIREQUIRED EMPLOYMENT DOCUMENTATION

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

XIIFEMALE 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) ?

XIIIEXPATRIATE 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.

XIVSTAFFING SOURCES

A. Department HeadsPossible SourcePossible SourcePossible 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. StaffPossible SourcePossible SourcePossible Source

1. Accounting

2. Maids or males room attendants

3. Cooks

4. Dishwashers

5. Cleaners

6. Waiters

7. Commis

8. Captains

9.PBX Operators

C. Any jobs required not normally found in InterContinental Hotels Group hotels ?D. If InterContinental Hotels Group were to open a hotel in three years, what provisions would have to be made to get a staff together ? In other words, assuming some of the employees from existing local hotels would apply for jobs with InterContinental Hotels Group, would InterContinental Hotels Group have to train the majority of the staff in the basics? Indicate the potential scope of training that would be required._________________________________________________________________________E. Will any staff positions require more training than usually provided in a Pre-Opening Budget? Specify.F. If at all possible obtain productivity figures from other hotels:1. Room Attendants ________________________________2. Food Services ___________________________________3. Kitchen Production _______________________________4. Ware Washing ___________________________________G. Are there any hotel schools in the area ? Specify name of contact ?1. What job positions are gradates able to fill?2. How many graduates for each position?3. Would graduates be of international standard or would they require further training? Specify scope for required training.H. Will or does the Government help train Human Resources ? ______ If so, specify contact within Government;1. Training instructors available ? _____ In what areas 2. What costs, if any, involved ?I. Ascertain where the majority of national of the country (in which hotel is located) might be located, who are working in hotels, restaurants etc/

XVSERVICE 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_______

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

XVIICONTACTS 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.

_______________SignatureType Name / title

_______________Date of Survey

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.

4. FINANCE & BUSINESS SUPPORT PRE OPENING CHECKLIST4.1. INTRODUCTION

Before commencing on-site employment, the hotel Director of Business Support should have had interviews with both the Regional Director of Business Support [footnoteRef:10] 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. [10: This may be delegated to the Regional Manager Finance and Business Support.]

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 Groups 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 Groups 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 Supports 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.

4.3. RECRUITMENT & TRAINING OF HOTEL ACCOUTING PERSONNEL

The hotel Director of Business Support, based on quality and availability of local staff, should determine the training assistance that will be required through regional accounting staff or other InterContinental Hotels Group hotels. Recruitment of trainers and staff for new hotels with computer installations should focus on sister hotels with equivalent computer equipment in place. Any support assistance request should be channelled through the Regional Director of Business Support[footnoteRef:11]. 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. [11: (and/or Regional Manager Finance and Business Support for Greater China)]

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 work[footnoteRef:12]. 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. [12: In countries where skilled labour is lacking, the hiring period will need to be earlier, as more training time will be required.]

Other Accounting personnel should report four to eight weeks[footnoteRef:13] 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. [13: This is only a guideline and will depend on local conditions and the core competency and skill levels of the staff. ]

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 clerks 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


4.6. RELATIONSHIP WITH BANKERS


4.7. RELATIONSHIP WITH GOVERNMENT OFFICIALS


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. Hotels Furniture, Fixture & Equipment Purchasing Listing6. Hotels 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 POLICIES[footnoteRef:14] TO BE APPROVED BY THE GENERAL MANAGER [14: Reference should be made to Corporate and Local Policy]

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 procedures9. 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 entitlement20. 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.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. Insurance42. Lost & Found43. 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 judgementb. Requirements of government agenciesc. Requirements of credit card companiesd. Local laws and customs regarding extension of credit, inn-keeper liability, skippers and the like.

4.11.DESIGN OF HOTEL PRINTED FORMS1. 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; 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 Clerks Report, Housekeepers 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 printers 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.

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[footnoteRef:15]. Perpetual inventory cards are the hotel Director of Business Supports supervisory responsibility. The Materials Manager has responsibility for supervising the storage of merchandise. [15: 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. ]

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


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 tenants 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. Workers 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 Groups 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, 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


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.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 hotels 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/Landscaping12. 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 manufacturers 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 Cashiers 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 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.CONTROLLERS 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. Dont 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 importations. 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--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.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

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