THE TAJ GROUP OF HOTELS

Group 5

Akansha SinhaBhagirath Singh Chauhan

Kaustubh TiwaryPiyush Khurana

Ritika SinghSruthi Soundararajan

THE TAJ GROUP : AN THE TAJ GROUP : AN OVERVIEWOVERVIEW

• The Taj Mahal Palace hotel was incorporated in 1902 and it first opened its doors to the guests on December 16, 1903.

• Commissioned by Jamshedji Tata.

• The original architects were Sitaram Khanderao Vaidya and D. N. Mirza but it was completed by an English engineer W. A. Chambers.

• The cost of construction was Rs. 421 million.

• In 1980, the Taj group took its first step internationally by opening its first hotel ‘the Taj Sheba Hotel’ in Sana, Yemen.

• With the opening of the five star deluxe hotel in Kolkata in 1989, the Taj became the only hotel chain with the presence in five metropolitan cities in India.

• In 1998, with the opening of Taj Exotica Bentota, Taj strengthened its position in Sri Lanka.

• In 2004, the Taj group launched the first of its ‘value for money’ hotels in Bangalore.

• In 2005, the group acquired on lease ‘The Pierre’ in New York City to enter the luxury end of the developed hotel markets internationally.

• The company also entered into management contract for Taj Exotica in Palm Islands Jumeirah in Dubai to expand its existing presence in the UAE.

• The Taj developed a specialized operations (such as wildlife lodges) and consolidated its position in established development of new properties

TATA CODE OF CONDUCTTATA CODE OF CONDUCT

• National interest – The company shall be committed in all its actions to benefit the economic development of the countries in which it operates

• Financial reporting & records – The company shall prepare and maintain its accounts fairly and accurately in accordance with the accounting and financial reporting standards

• Competition – The company shall fully strive for the establishment and support of a competitive, open market economy in India and abroad.

CORE VALUESCORE VALUES

• People diversity, integrity & respect• Passion for excellence• Exceed expectations• Innovation• Sense of urgency & accountability• Social responsibility• Joy at work

CORPORATE SOCIAL CORPORATE SOCIAL RESPONSIBILTYRESPONSIBILTY

“What comes from society, must, in reasonable measure, go back to it.”

• Leveraging our competencies – Ex; partnering with NGO’s to train underprivileged housewives in hospitality, self-grooming and house keeping.

• Promoting our culture – being synonymous to the culture and heritage of India, our theme “building livelihoods” is extended to the artisans and craftsmen of India, in association with “paramparik karigar”

RECRUITMENT

Staff:Staff:

Walk in interviews, campus interviews(from catering/ hotel management colleges), other hotels/ cruise liners/ restaurants, transfers from group hotels

Process: interviews

Executives:Executives:

Recruitment agencies (external), transfers from group hotels(internal).

Process: interviews

TRAININGTRAINING• Tag Management Training Programme (TMTP) • Hotel Operations Management Trainee (HOMT)

Program

Taj Management Training Programme (TMTP) Taj Management Training Programme (TMTP) • Operations/ Food Production • The TMTP comparable to an MBA in hospitality

OPERATIONS• An 18-month Training Programme • Focuses two departments- Food & Beverage Service

and Front Office• Provides educational exposure & development

commensurate with an MBA in Hospitality

FOOD PRODUCTION• An 24-month Training Programme• Focuses on culinary skills & the managerial ability to

run kitchen operations• Emphasis on creating Chefs with internationally

acclaimed skills

Hotel Operations Management Trainee (HOMT) Program

• 12-month program• Train to the level of “an Asst. Manager or equivalent”

in any of operational department• “Learning comes by doing”, based on this principle

the on-the-job training is built• HOMT program follows a systematic process

including induction, theory classes, on-the-job training, evaluation, appraisals and assessments

MOTIVATION TECHNIQUESMOTIVATION TECHNIQUES• Taj group, has set a global benchmark by registering an 80 per

cent loyalty with its staff • Accessibility of senior staff, quick responses to employees’

grievances and needs among the main strategies used• Along with pay, IHCL is also targeting not only fast-trackers

but also its solid citizens • Taj group has also put into place systems such as STAR

(special thanks and recognition system), wherein employees are encouraged to contribute ideas and are recognised for any special service they render.

• The patented program recently won the international Hermes award.

• “If the employees are, say 90 per cent satisfied, then guests are 90 per cent satisfied” - Bernard Martyris

• Taj Group developed the 'Taj People Philosophy' (TPP)

• TPP considered every aspect of employees' organizational career planning, right from their induction into the company till their superannuation.

• The STAR system also led to global recognition of the Taj Group of hotels in 2002 when the group bagged the 'Hermes Award' for 'Best Innovation in Human Resources' in the global hospitality industry.

COMPLIANCE TO LABOUR COMPLIANCE TO LABOUR LAWSLAWS

• Maintains proper roster of employees• Appropriate workhours and payment for

overtime are taken care of• Compensation in the form of wages and

benefits are provided• Existence of Grievance Redressal

Mechanisms within the company• Excellent working conditions within the firm

THE TAJ PROMISETHE TAJ PROMISE

• Committed to Service Excellence

• Aims to continue the legacy of Impeccable Customer Service and Hospitality

• Development of the concept of “4 Steps of Customer Service”

AWARDS AND ACCOLADESAWARDS AND ACCOLADES

• Global Awards : 2008 Gold Magellan Award, Best Business Hotel Chain in India.

• National Awards: Jive Spa nominated for Best Spa Treatment, Indias Most Customer Responsive Hotel Award.

THANK YOUTHANK YOU

THANK YOUTHANK YOU