Duty Management Handbook by Tomasz Michalak

Contents

Duty Management Workbook Introduction �� 5 Roles and Responsibilities of the Duty Manager Clarification of Duty Management �� 6 Key Responsibilities of the Duty Manager �� 6 The Duty Manager Key Attributes �� 8 Observation Skills ��10 Health and Safety Fire walks ��12 Solo Protect ��16 Cash and Security ��18 Security Checks ��19 Food Policy: Food Allergies ��21 Food Policy: Food Poisoning Allegations ��24 Dealing with an Enforcement Officer �� 30 Accident Investigation �� 32 Basic Advice on First Aid �� 38 RIDDOR �� 40 Contractors and Trade Workers ��41 Emergency Snow Procedures �� 44 Bed Bugs �� 46 Health Club Log Sheets (Pool / Spa Tests) �� 49

Our People - Quality Presentation Uniform ��52 Team Expectations �� 53 Sickness Reporting �� 54 Holiday Requests �� 56 Disciplinary ��57 Socialising and Fraternising Policy ��61 Guest Experience Complaint Handling �� 65 Rights of Management and Guests �� 66 Care of Guest Luggage �� 66 Hotel Show Rounds ��70 The Weights and Measures ��71 Monitoring and Reporting Duty Managers Logbook ��76 Duty Manager Checklist ��78 Meeting Room Checklist ��81 Shield Yourself �� 82 On Call information �� 83 General Briefing including 10@10 �� 84 Duty Manager Training Records

Duty Management Workbook Introduction The purpose of this document is to ensure that Duty Managers (DMs) are adequately trained and supported for the role that they perform in the hotel and the tasks required of them. It will ensure consistency in approach in managing the business well and in a professional manner. The workbook and accompanying training is provided for your personal and professional advancement. The document is set out in five main sections which are further broken down into training topics to enable you to carry out the functions of a Duty Manager. After each section there are a number of questions to aid learning. The sections are as follows: 1. Roles and Responsibilities 2. Health and Safety 3. Staffing and Business 4. Guest Experience 5. Monitoring and Reporting

Roles and Responsibilities of the Duty Manager Definition of Duty Management The Duty manager holds the responsibility for the smooth and efficient running of the hotel, the

well-being and safety of its guests, employees and protects the company from potential loss of image and profit. We need to ensure consistency of product and service, emphasise hospitality and guest care. Please be mindful that we are hospitality professionals and as such it is our joint responsibility as a team to ensure guests have a great experience in our hotels. A guest will judge the hotel on many facets of this operational management, so this workbook will help you navigate through the many standards of managing a hotel.

Clarification of Duty Management The Duty manager has the authority to take corrective action to ensure that the high standards are maintained at all times and make decisions on any point that may arise affecting the security and safety of the hotel, its guests and staff.

Key responsibilities of the Duty Manager 1. To ensure the smooth running of the hotel during shift with regards to both guests and staff needs 2. To be responsible for the co-ordination of all departments and to make periodic tours of all public areas and back of house. 3. To make an instantaneous response to any call for assistance. 4. When called upon to make a decision, to ensure that the decision made is in the best interest of the Hotel, its staff and guests. 5. To ensure that licensing laws are adhered to in a professional manner and be aware of potential underage drinkers and inappropriate behavior due to excessive alcohol. 6. To be aware of the emergency procedures, through knowledge of the Fire Procedure, Bomb and Crisis procedures and to instigate them when necessary. 7. To be aware of all aspects of Health and Safety and ensure they are implemented.

8. To be available to open certain areas of the hotel such as cellar bar and uniform stores. 9. To have working knowledge of the running of every department, and of the duties performed by all staff. 10. To make contact with guests (whether residents or not) and to make a report on feedback and complaints and to receive compliments and respond accordingly. At all points, our role is to engage and look after guests the way we would like to be looked after ourselves. 11. To authorise any discounts, reductions wine packs or VIP amenities offered to guests. 12. To handle any guest complaints and remedy if possible and pass on any positive feedback received. 13. In the absence of the C&B manager to make contact with Function Organisers to deal with any enquiries. 14. To make contact with the VIPs staying in the hotel at least once per shift. 15. To report any incident or shortfall in operating standards to the Head of the Department to ensure that appropriate corrective action is taken as noted; log both good and bad onto feedback sheet. 16. To enter the main details of the shift into the Duty Managerâ&#x20AC;&#x2122;s Logbook.

Duty Manager Beginning of Shift Guidelines A good Duty manager will establish the following when they arrive for a shift: • Update the handover from the previous shift Duty Manager. • Establish volumes in the hotel. • In their own mind, identify the peaks and troughs of the shift as well as the strengths and weaknesses of the team. They will then create, in their own mind, a plan to combat any potential challenges that they may face during the shift. Forward planning and good observation skills are key for a Duty Manager. • Attention to detail is a priority for any Duty Manager - you should have a zero defect policy on your shift and ensure that all procedures and systems are strictly followed. • Calmness is an attribute that cannot be taught, however if you are calm your team will follow your lead. • Identify the situation with a pair of fresh eyes. By not doing this you may be missing the correct solution. Assumption is the mother of all mistakes. • Use all resources available to you - is someone around you better suited to the task, if so, let them do it. • Concise and timely decisions should be made and the appropriate action/follow up. • Communication is vital – pre-brief teams and ensure you give the next Duty Manager a comprehensive handover. • Check everything before it is due to happen. Keep one step ahead!

The Duty Manager Key Attributes Whether you realise it or not you are responsible for all that goes on in the hotel, if you do not understand the role fully you will find it hard to perform successfully. Below are ways in which a successful Duty Management shift can be achieved. Remember YOU are the manager on duty. • Lead by example - confidence breeds confidence, laziness breeds contempt. • Attention to detail at all times - This is a fantastic hotel and you should be proud of what you do. Ensure that hotel’s appearance and the service given is always reflecting this. • Communication is the key - Whether it is to the guest or to the team. Always be available to talk to the guests to ensure that have the opportunity to ‘get everything off their chest’ and leave the hotel happy.

• A successful Duty Manager will always know what is going on in the hotel and prepare for every eventuality. • An effective Duty Manager will be ahead of the business.

Ways to achieve the above • Get and give comprehensive handovers. • Do a thorough walk round of the hotel and surrounding areas. • Check the maintenance log book and ensure any issues have been dealt with accordingly. • Communicate with other Departmental Managers. • Constantly review the function sheets. • Establish shift patterns and know what you need to cover • You should know all the hotel standards and ensure that they are in place in every department - You are the standards Police. • Zero defect policy in all areas - if you do not take actions then no one will. Lead by example. • Check all standards in all areas of the hotel. • Make sure that people know that you are in charge by the way you act and react. • Ensure that security is always a focus – whether it is keys being issued or ensuring the correct procedures are followed. • Never admit liability in a difficult situations, however always show empathy to the guest. • Guests may try to be liberal with the truth - be aware that they will make lots of noise, try not to involve other guests. • Stay calm • Take them away from the situation to somewhere quiet • Be professional • Sympathise • Try to resolve the situation fairly and quietly

Observation Skills Forward planning and good observation skills are fundamental in the role of a Duty Manager. Proactively observing your environment will reduce risk to your hotel guests and colleagues.

Observation Health and Safety • Are wet floor signs available in case of spillage? • Are all first aid boxes stocked to capacity? • Is the accident book easily accessible?

Observation Staff • Is everyone on shift that should be? • Are there any new starters that may not have received a name badge? • Is there any training outstanding that can be completed during that shift?

Observation Guest Experience • Are there any room service trays in the corridors that needs to be cleared? • Are conference rooms/bar and restaurant areas set up appropriately? • Are there any items missing from guest bedrooms? If you observe anything abnormal in the hotel and cannot deal with it directly, ensure you contact the correct person and place a note in the DM logbook for the next person on duty to ensure that appropriate action has taken place. Example Health and Safety Observation It is raining outside, what action would you consider taking in the hotel? Example Staff Observation You arrived on shift and a member of the team is dressed inappropriately (short tight fitted skirt), what do you do? Example Guest Experience A guest arrives the hotel after a long and complicated journey, they are made to queue at reception and are welcomed correctly. What other action could you take to enhance their stay?

Roles and Responsibilities Questions 1. What would yo check the function sheets for and why? ........................................................................................................................................................... 2. What procedures do you adopt if you observe any incorrect or missing standard? ........................................................................................................................................................... 3. What information do you need to take a conference enquiry? ........................................................................................................................................................... 4. How do you check bedroom availability? ........................................................................................................................................................... 5. What information do you give a client who is making a wedding reception enquiry? ........................................................................................................................................................... 6. Why must the Duty Manager not leave the business? ........................................................................................................................................................... 7. What must you do if you have to leave the building? ........................................................................................................................................................... 8. What must you do if you cannot deal with a guest enquiry? ........................................................................................................................................................... 9. Why is it important to forward plan? ........................................................................................................................................................... 10. Why is communication important? ...........................................................................................................................................................

Health and Safety Fire walks Fire walks must be undertaken at minimum of three walks per night and as deemed appropriate for your hotel throughout the day. The fire walks cover all areas of the hotel and external areas. At night it is advisable for two people to conduct the external part of the walk or for a means of communication to be carried walkie-talkies. Additionally, when lone working and conducting these fire walks, you must use the solo protect device for your own safety.

What is the purpose of the Fire walk? • Check linen cupboards and other non-accessible areas are locked • Check if riser cupboards are securely locked • To ensure that fire doors are opening and closing correctly and there are no fire doors propped open. • To ensure that final exit doors will open and are not tampered with. • To ensure that fire extinguishers are present, not tempered with, and in the correct locations • To help reduce the risk of an arson attack on the property by considering the general security against unauthorised access • To inspect the hotel for security, fire safety or health and safety hazards • To check lighting levels are suitable • To remove rubbish and litter from bedroom corridors and fire escapes

How is a Fire Walk Undertaken? Each hotel will have a list of points that need to be covered on a fire walk, a copy can be found in the Fire Book. Using the Fire Clock each point is visited in turn, remembering the purpose of the fire walk as the building is walked. The Fire Clock is swiped against each point in turn, which registers the point and time visited. When the walk is complete, the Fire Clock records are printed out or uploaded to the Internet and sent to a Senior Manager in the Hotel Managment Company. Remember to sign, date and record the time of the Fire Walk and note any comments relating to issues found and any actions taken. New DMs should spend at least three shadow shifts with another DM during which time fire walks under supervision of a more senior manager. These records should then be stored in the Fire Book.

Key information and where you can find it Where in the hotel is the following Staff telephone numbers Bomb threat Emergency telephone numbers Power failure Key lock failure Boiler information Fuse boards Electricity Emergency numbers Local Trades People Fresh water supply Allegations of food poisoning reports Obligation of food poisoning procedures Tuning televisions Fire procedures Fire evacuation procedures Disciplinary grievance procedures

Maintenance Your Maintenance Manager is only human! They will complete the maintenance list by order of priority. If you have a priority then let them know first thing. As a Duty Manager there are items that you will need to know, so ask them. Examples are key electrical switches, fuse boards, heating controls, hot water controls, boiler trip out switches. If it can wait do not contact them at home - we would all like a life outside of work?

Where in the hotel is the following Duty Manager Keys Substation Main Utilities General Manager Office Roof Access Staff Changing Area Riser Cupboards Chemical Store Gas on/off valve Fire Assembly Point Lift Motor Room Water Tanks

Solo Protect Solo Protect is a lone working device which has been implemented into your hotel to improve the safety of those employees with potential safety risks, for example, Nights or Maintenance. The device itself is uniquely styled as an identity badge, making it discreet to use by any lone worker on the receiving end of verbal abuse or attack. At the push of a button, SoloProtect will make an audio call to a nominated Alarm Receiving Centre (ACR), where any unfolding events can be assessed, recorded and an appropriate response escalated. The product also allows remote workers at potential risk of slip, trips or falls the additional reassurance that ‘Man Down’ detection allows and alarm to be raised automatically should they become incapacitated. Please see below for the core functions of the device. Multi-Function Buttons

Magnetised Rip Alarm

Status Check

LCD Screen

Office Manager Repairs

Micro USB Charging

Camera

Amber Alert

Red Alert

Two-Way Audio Capacity

Core Functions:

• Red Alert - initiate a one or two-way audio communication channel between the device and a specified Alarm Receiving Centre (ARC) at the push of a button • Amber Alert - allows the lone worker to leave a short voice message outlining any contextual information about the activity the worker is about to embark upon, e.g. ‘I will shortly be conducting a fire walk of the building’ • Status Check - used prior to entering a period of lone working, gives a user visual feedback on GSM network signal strength, battery life and initiates a GPS location fix • Man Down - raised automatically should the SoloProtect wearer be incapacitated due to an unknown health problem or a trip, slip or fall

The device forms part of your lone working policy and must be worn each night and during the day where appropriate.

Best Practice in eight easy steps. 1.

Always charge your Identicom if you are not using it.

You should put the device on charge every time you are not using it. This does not only ensure your battery is always charged when you need it, but is also perfectly safe and does not affect the lifecycle of the device.

Make sure your Identicom has at least 2-3 hours charge between shifts.

Charging the device is extremely cost-effective and will cost literally pennies per month. Without sufficient charge you risk not being able to rely on the device.

Ask for further training if you feel unsure about using your Identicom. We have a lot of training material for you, so please tell your employer if you feel you could benefit from refresher training.

WE MAKE WORKING ALONE SAFER

Perform regular Status Checks, especially when switching the device on, or changing location. To enable the device to help keep you safe, it is important to know you have sufficient battery and mobile network signal. The Status Check also updates the GPS location data (if applicable).

Keep your Amber Alert up to date. At the beginning of the working day or when changing location, updating the amber alert will help the Alarm Receiving Centre to locate you in case of a subsequent Red Alert. Only in such cases is the amber alert listened to by the Alarm Receiving Centre.

Contact our friendly Customer Service team if you have a problem with your Identicom.

If you feel like your personal safety is compromised, activate the Red Alert! Our aim is to keep you safe. If you feel threatened, donâ&#x20AC;&#x2122;t hesitate to use the Red Alert to be connected to our Alarm Receiving Centre (available 24/7).

Carry your Quick Reference Guide. Please keep this handy guide with you just in case you need a reminder.

Our Customer Service Team is at the heart of SoloProtect and always happy to help. A friendly voice is only a call away.

Tel: 0114 399 6000 (Option 4) E: support@soloprotect.com www.SoloProtect.com/uk

WE MAKE WORKING ALONE SAFER

Cash and Security Cash Handling Procedure All cash held within the safe including any floats, are to be counted by the receptionist going off shift and the receptionist coming on shift at the following times: 7 AM: All monies to be counted by the early receptionist along with the outgoing night porter and recorded within the reception float book. 3 PM: The float will be checked once again and recorded by the early and late receptionist. If the same person is working through the change of shifts, the floats will need to be counted by the receptionist and another responsible member of the team. 11:00 PM: The outgoing receptionist must count all reception floats along with the night porter and record this in the float logbook. The safe key must go into a sealed envelope and be signed along the seal by the late receptionist and the night porter must ensure the safe keeping of this envelope and hand it over to the early receptionist, who will check that the envelope is sealed and then before the night porter departs, the float will be checked as per point 1 (above). Any losses are not acceptable and the member of staff who has been on duty is held responsible for the cash in their care.

Drop Safe • All takings from the reception, bar, restaurant, plus any late bar floats etc are to be counted by two members, then sealed in an envelope and signed along the seal by both parties. • The money is then placed in the drop safe roll and the handle turned to release the envelope. • Both staff complete and sign the deposit record sheet. • The only member of staff who shall know the code will be the Accounts Manager and the General Manager. • There shall also be two members of staff present when the safe is opened for banking who will check all deposit envelopes are present and the content amounts.

Other Security Points • No bags or coats are permitted behind the front desk. • Only Reception staff, night porters and Duty Managers are permitted behind front desk. • Reception door must be locked at all times. • All hotel keys to be logged in and out of Reception at all times.

Security Checks • Check meeting room windows and doors • Ensure all fire doors are closed • Ashtray bins have been emptied (reduce fire risk) • Back doors are locked • Staff room clear and windows / doors shut • Staff toilets are closed • Front doors secure • Check continuously for suspicious persons or packages • All fire exits are clear both internally and externally • Replace any bulbs which are broken • Front steps / entrance clean, car park area clean and free from litter • Refuge areas are clean

Food Policy: Duty Managers Kitchen Closedown Kitchens, servery’s and bar areas must be kept clean and tidy. It is the responsibility of the Duty Manager to check the kitchen area following closedown and complete the checklist found in the HACCP (Hazard Analysis and Critical Control Point) File on a daily basis.

Why must a kitchen closedown form be completed? • To validate whether the kitchen has been left in a clean state in line with the company procedures • A dirty kitchen increases the risk of: • Pest infestation • Food becoming contaminated with dirt and bacteria • Failure to meet our legal duties

How is a Kitchen closedown completed? The kitchen is being reviewed for cleanliness, security of food areas, correct storage of food items and date labelling of food. The checklist should be worked through as the kitchen is walked. When assessing cleanliness consider: • Hand contact surfaces i.e. fridge and door handles • Wall / floor junction • Equipment and utensils • Surfaces • Walls • Behind and at the side of equipment • Check the dishwasher has been emptied All food should be stored securely with fridges and freezers locked. Sandwiches made in house should only have the same day shelf life. Ensure that comments and observation are recorded in the DM logbook.

Food Policy: Food Allergies What is Food Allergy? A food allergy is an immune system response to food that the body mistakenly believes is harmful. Once the immune system decides that the particular food is harmful, it creates specific antibodies to attack it. The next time the individual eats the food, the immune system releases massive amounts of chemicals, including histamine, in order to protect the body. These chemicals trigger a cascade of allergic symptoms that can attack the respiratory system, gastrointestinal tract, skin or cardiovascular system. There is no cure, only prevention.

How does an allergic reaction occur? An allergic reaction involves two features of the human response system. One is the production of immunoglobulin (IgE), a type of protein called an antibody that circulates through the blood. The other is a mast cell, a specific cell that occurs in all body tissues but is especially common in areas of the body that are the typical sites of allergic reactions, including the nose and throat, lungs, skin and gastrointestinal tract. People need to have been exposed to the food to become allergic to it. The reaction may involve mast cells releasing chemicals in the ears, nose and throat. The person may experience an itching sensation in the month and or may have trouble breathing or swallowing. If the affected mast cells are in the gastrointestinal tract the person may experience abdominal pain or diarrhoea or if they are in the skin, hives can result.

What foods are Affected? Although people may be allergic to any food there are many food types which account for 90% of all food based reactions, for example: • Cereals containing Gluten • Crustaceans, for example prawns, crabs, lobster and crayfish • Eggs • Fish • Peanuts • Soybeans

• Milk • Nuts, such as almonds, hazelnuts, walnuts, pecan nuts, Brazil nuts, pistachio, cashew and macadamia (Queensland) nat • Celery (and celeriac) • Mustard • Sesame • Sulphur dioxide, which is a preservative found in some dried fruit • Lupin • Molluscs, for example clams, mussels, whelks, oysters, snails and squid

What is Anaphylaxis? A sudden, severe, potentially fatal, allergic reaction that can involve various areas of the body. Symptoms occur within the minutes to two hours after contact with the allergy causing substance. Reactions can be mild to life treating. The annual incidence is about 30 per 100,000 persons. Individuals with asthma, eczema or hay fever are at greater risk of experiencing anaphylaxis.

What are the symptoms? A reaction may begin with a tingling sensation, itching or metallic taste in the mouth. Other symptoms can include hives, a sensation of warmth, asthma symptoms, swelling of the mouth and throat area, difficulty breathing, vomiting, diarrhoea, cramping, a drop in blood pressure, and loss of consciousness. Anyone having an anaphylactic reaction MUST seek medical help immediately. It is vital that staff can: • Recognise symptoms • React quickly • Review what happened to prevent it happening again

Allergy Advice Chef holds an allergy information file and guests may speak with the Chef prior to ordering food. It is imperative that staff must not guess, but give accurate and correct information. This file must be available at all times.

Hotel Action To ensure that guests know what they are eating it is important that the following points are remembered â&#x20AC;˘ All breakfast items to be labelled â&#x20AC;˘ Allergy disclaimer to be displayed on all menus.

Most common food allergens

Food Policy: Food Poisoning Allegations What is alleged food poisoning? An allegation of food poisoning means that a customer has claimed that the food your business has prepared and served, has made them ill. Reputation is critical to a food business and the slightest hint that you have produced unsafe food can have severe consequences. Apart from the fact that you can be prosecuted for providing unfit food, no-one wants to be responsible for causing illness, long-term health issues, or death, which could be the consequences of food poisoning and food-related illness. The problem in identifying food poisoning is that its common symptoms (vomiting and diarrhoea) are the same as those that may be caused by food allergy and intolerance, or viral infections such as the winter vomiting virus or even simply overeating and drinking. If a guest is contacting you because they think you have caused them a problem You should tell General Manager immediately. You will need to gather as much information as you can. Take their full contact details and then try to find out the following: • what food they ate • when they ate the food • what their symptoms are or were, and how long these symptoms took to develop • how long the illness lasted • whether they have seen a doctor - if they have not, ask them to do so - the doctor may ask for a sample of faeces (stool sample) which, when analysed, will identify the organism involved • whether they have told the local environmental health officer - if they haven’t, this may be something you ought to do yourself • Please fill in the Investigation Form in the crisis Management File. • Issue an Acknowledgment of Procedural Information letter to the guest. When a person goes to the doctor with food poisoning, and this is confirmed, the doctor gives details to the local environmental health officer (EHO). The officer will contact that person to try to find out where and what they ate, and to try to find out the cause of their illness. This will then lead them to the business which produced or served that food.

If an environmental health officer visits you under these circumstances it is important to help them as much as possible. Remember that your business may not be at fault, the food could have been unsafe when it came to you or it could be food they have eaten in another establishment or in their own home that caused the problem. What steps the environmental health officer can take Always co-operate with the officer and help with the investigation as much as you can. Remember that although you served the food, the incident may not be your responsibility and the contamination may be traced back to a supplier or producer. In serious cases the environmental health officer may say you will have to close your business and stop trading. The officer may issue an Emergency Prohibition Notice or may ask you to close voluntarily. It may be better for you to close voluntarily as this avoids a closure notice from being displayed on the front entrance of your premises - alerting all your customers to the problem. It also means that there will be no record of a formal closure notice on your business records. Once your business is closed, you are not allowed to open and trade as normal until the environmental health officer gives you permission to do so. The officer may also want to take food from your premises, usually samples but sometimes larger quantities, depending on the circumstances. The law allows this. Work with the EHO Let the environmental health officer guide, advise and help you through the process. They will tell you when you are allowed to clean the suspected areas and equipment, restock food items and open for business again. You may find that the environmental health team will visit you often until they are satisfied that you have dealt with any problems with your systems that may have caused the food poisoning. It is important to get a report of the incident from the investigating officer so that you know the results of the investigation. You must deal with any failures in your food safety management system, even if the point of the contamination was not your fault. For example, the food was already contaminated when you got it.

Causes of food poisoning Food can become contaminated at any stage during its production, processing or cooking. For example, it can become contaminated by: • not cooking food thoroughly (particularly meat) • not correctly storing food that needs to be chilled at below 5C • keeping cooked food unrefrigerated for a long period • eating food that has been touched by someone who is ill or has been in contact with someone with diarrhoea and vomiting • cross-contamination (where harmful bacteria are spread between food, surfaces and equipment) Cross-contamination can occur, for example, if you prepare raw chicken on a chopping board and don’t wash the board before preparing food that won’t be cooked (such as salad), as the harmful bacteria can be spread from the chopping board to the salad. It can also occur if raw meat is stored above ready-to-eat meals and juices from the meat drip on to the food below.

Types of infection Food contamination is usually caused by bacteria, but it can also sometimes be caused by viruses or parasites. Some of the main sources of contamination are described below.

Campylobacter In the UK, campylobacter bacteria are the most common cause of food poisoning. The bacteria are usually found on raw or undercooked meat (particularly poultry), unpasteurised milk and untreated water. The incubation period (the time between eating contaminated food and the start of symptoms) for food poisoning caused by campylobacter is usually between two and five days. The symptoms usually last less than a week.

Salmonella Salmonella bacteria are often found in raw or undercooked meat, raw eggs, milk, and other dairy products. The incubation period is usually between 12 and 72 hours. The symptoms usually last around four to seven days.

Listeria Listeria bacteria may be found in a range of chilled, “ready-to-eat” foods, including pre-packed sandwiches, cooked sliced meats and pâté, and soft cheeses (such as Brie or Camembert). All of these foods should be eaten by their “use-by” dates. This is particularly important for pregnant women, because a listeria infection (known as listeriosis) in pregnancy can cause pregnancy and birth complications, and can result in miscarriage. The incubation period can vary considerably, from a few days to several weeks. The symptoms will usually pass within three days.

Escherichia coli (E. coli) Escherichia coli, often known as E. coli, are bacteria found in the digestive systems of many animals, including humans. Most strains are harmless but some can cause serious illness. Most cases of E. coli food poisoning occur after eating undercooked beef (particularly mince, burgers and meatballs) or drinking unpasteurised milk. The incubation period for food poisoning caused by E. coli is typically one to eight days. The symptoms usually last for a few days or weeks.

Shigella Shigella bacteria can contaminate any food that has been washed in contaminated water. Symptoms typically develop within seven days of eating contaminated food and last for up to a week. An infection caused by Shigella bacteria is known as bacillary dysentery or shigellosis.

Viruses The virus that most commonly causes diarrhoea and vomiting is the norovirus. It’s easily spread from person to person, through contaminated food or water. Raw shellfish, particularly oysters, can also be a source of infection. The incubation period typically lasts 24-48 hours and the symptoms usually pass in a couple of days. In young children, the rotavirus is a common cause of infection from contaminated food. The symptoms usually develop within a week and pass in around five to seven days.

Parasites In the UK, food poisoning caused by parasites is rare. It’s much more common in the developing world.

Parasitic infections that can be spread in contaminated food include: giardiasis – an infection caused by a parasite called Giardia intestinalis cryptosporidiosis – an infection caused by a parasite called Cryptosporidium ameobiasis – a type of dysentery caused by a single-cell parasite (ameoba) called Entamoeba histolytica (this is very rare in the UK) The symptoms of food poisoning caused by a parasite usually develop within 10 days of eating contaminated food, although sometimes it may be weeks before you feel unwell. If left untreated, the symptoms can last a long time – sometimes several weeks or even a few months.

7 Recommended actions: 1. Ensure that all relevant staff are trained in food safety 2. Take each case seriously and be concerned – you are sorry to hear that a guest has been unwell and hope they will get well soon 3. Only allow managers to speak to the guest and take the details of the allegation 4. Allow customers to explain their concerns. Only form a response once they have finished 5. Explain that a procedure is in place for such situations and that you are required to follow it 6. Explain what the procedure is and what the guest can expect. (i.e. independent third party investigation, etc) 7. Explain that an independent company, will carry out the investigation and will contact them to determine further information

5 Things you should never do if you receive an allegation of food poisoning: 1. Do not state specific time frames, only estimated ones if requested. 2. Do not tell the customer that no other cases have been received. 3. Do not comment if you have received any other allegations. 4. Do not tell the customer that you sell a lot of the food in question with no problems 5. Do not make any statements that question their case. (e.g. their symptoms occurred too quickly for it to be food poisoning)

Letter to Guest: Acknowledgment and Procedural Information

Ref: Date: Name/Address:

Dear Sir/ Madam Thank you for your letter/telephone call of (Date) I am sorry to hear of the incident (during/following) your recent (visit/stay) (to/at) our hotel. We have developed a detailed formal procedure to fully investigate incidents of this type, involving our external Food Safety consultants. I will reply to you in approximately 14 days, following completion of my investigation. In the meantime, if you have any queries, please do not hesitate to contact me. Thank you for bringing this matter to my attention.

Yours faithfully General Manager

Visits from Enforcement Authorities (Environmental Health, Trading Standards, Fire Authority) Hotel will periodically receive visits from enforcement authorities either for a routine inspection or to investigate a complaint or accident. It is very important that the following information is followed.

Powers of an Enforcement Officer • Have the authority to enter the premises at any reasonable time (e.g. trading hours) outside of these hours it is generally by arrangement • Take equipment or materials into premises to assist investigations • Carry out an investigations • Direct that locations remain undisturbed • Take measurements, photographs and samples • Order removal and testing of equipment • Take away articles or equipment for testing or examination • Take statements, records and documents

Dealing with an Enforcement Officer • Enforcement officer always carry identification and this should be checked • Always co-operate fully, however, do not admit, liability or any wrong doing, simply say you will refer the matter to the relevant person • Always inform Senior Management of the officers visit • Always ask for information provided to you to be given in writing and copies of the letter should be passed to Senior Management as soon as possible • Always make a note of anything they copy or take away. Always seek advice if they request to remove items • Always accompany them throughout the visit and make notes as appropriate • Ask for a full debrief before they leave the hotel • NO formal statements should be given during the visit. Always seek advice from Senior Management • Authorised officers have power of entry into the premises at any time.

Preparing for a visit from Enforcement Officer • Find the previous inspection report and ensure that all items have been addressed • Prepare any questions you may wish to ask them • Visit the areas the officer will wish to visit and ensure all areas are clean, tidy and safe • Remind the team at the morning brief • Confirm any outstanding actions with the enforcement officer • Always ask for any information provide to you to be given in writing and copies of the letter should be passed to Senior Management as soon as possible • Always inform Senior Management of the officers visit • Always make a note of anything they copy or take away. Always seek advice if they request to remove items • Always accompany them throughout the visit and make notes as appropriate.

Accident Investigation Accidents need be investigated as soon as possible after the event to ensure that all the facts are captured and the cause identified to prevent reoccurrence. To have one accident is bad enough, but to have a further accidents because lessons were not learnt is unfair to any workforce. It is important that we are aware of the distinct differences between an accident and a near miss.

What is the definition of an accident? An unplanned and uncontrolled event or events that results in injury or damage to persons, damage to plant or equipment.

What is the definition of a near miss? An unplanned or uncontrolled event or sequence of events that has the potential to cause injury, ill-health or damage. The difference between a near miss and an accident in terms of time and distance can be very small indeed. It is essential that everyone is aware that yesterdayâ&#x20AC;&#x2122;s near miss, could be tomorrowâ&#x20AC;&#x2122;s fatal accident. The cause of accidents an be likened to row of dominos, which set off a chain of events, ultimately resulting in an accident or incident.

Why should accidents be investigated? 1. Discover the true cause(s) of the accidents, in order to prevent further accidents and losses 2. To protect the health and safety of employees and non-employees 3. To reduce the financial losses of the company The process of an accident investigation can be applied to both accidents and near misses. Accident investigation is a fact finding mission and not a fault finding exercise. In order to successfully investigate an accident, there needs to be transparency and co-operation from everyone. The way to conduct an accident investigation can affect the overall quality of information received. Heads of Department must be involved.

What are the benefits of an incident analysis? • An understanding of how and why things went wrong • A true snapshot of what really happens and how work is really done • Identifying deficiencies in safety management • The prevention of further similar adverse events • The prevention of future business losses • An improvement in employee morale and attitude

What are the aims of an accident investigation? • To determine the root cause of the accident and to learn from the findings and prevent it happening again • Satisfy a legal requirement • Safety and civil law • Places a duty on employers to protect their employees, self-employed and non employees. • Provide information to external enforcement authorities • Provide essential information for your insurers in the event of a claim.

To establish: • What happened? • Determine causes • What previous procedures were in place • Introduce measure to prevent a reoccurrence • Establish training and communication needs to team members The investigation of accidents should be carried out in a calm fashion, particularly when trying to establish the nature of injuries or interview a distressed person. There may be bitterness after an incident if management fail to keep in contact with the injured person.

It is not practicable to investigate all accidents to the same level, what aspects should we take into consideration prior to an investigation? • The type of accident • The severity of the injury, e.g. fracture/minor abrasion • Did it involve machinery, plant and equipment used in work, or substances which could be dangerous? • Whether the incident is one of a series of similar accidents, e.g. people slipping on a particular floor surface, thus identifying a trend in accidents • The possibility of breach of law • The accident, no matter how trivial it may seem, could be the subject of a claim by the injured person on the company’s employers’ liability arrangements This table has been developed to assist in the level of investigation that would be required following an accident.

Investigation Level Level One: Hotel Investigate

Level Two: Hotel and Safety Manager Investigate

Level Three: Senior Hotel Manager and Safety Manger Investigate. Support from Safety Consultant.

Accident/Near Miss Minor injuries or near miss. Include minor cuts, abrasions, bruises. Return to work after minor first aid. Short investigation by department to prevent a reoccurrence – implementing work practises/ training change Serious injuries Accident that results in an individual being off work for a day or more. This investigation will look for immediate, underlying and root causes.

Notified to Enforcement Authority or Leading to Claim (and serious injury) Full investigation involving a number of team members looking for immediate, underlying and root causes.

There are 4 key steps to conducting the investigation, each one we will look at in turn. 1. Gather the information 2. Consider the information 3. Identify additional control measures 4. Action plan and implementation If witness statements are required it is important that this is carried out in a professional manner, appearing unbiased, independent and non-judgmental. The reactions of those involved or those who witness the accident may be very different to those who are involved after the incident. Ensure that everything is written down, you do not know what will be relevant later, and if you are unclear clarify what you think you heard. If you believe that there are inaccuracies or deliberate evasions try to double check the answers. To assist we have developed guidance interviewing witnesses following an accident.

Interviewing Witness following an Accident The Nature of the incident The reactions of those involved or those who witness the accident may be very different to those who are involved in any clearing up operation of the investigation itself. If it is an accident with potential to cause serious harm or a near miss, those involved may still feel a life threat and be seriously traumatised.

Who to Interview? People you will need to consider: • Anyone involved in the accident – even if they were injured • Those who witnessed the accident (including contractor, visitors/public or fellow team members) • First aiders who attended the scene • Those who witnessed it at the scene immediately after the incident • Relevant management or supervisors • Emergency services personnel if involved

When to Interview? There are no hard and fast rules. It will obviously depend on the circumstances and the seriousness of the accident, the extent injuries, the level of distress etc. However, the sooner you can get all the details of the case the better from the investigation point of view. 35

Effects of Trauma Trauma effects individuals in different ways. Short term effects may be: • Shock, numbness and outcry • Distress/anger • Perceptual distortion in relation to: • Periods of memory loss • Auditory blocking This may seriously effect a witness or victims account of an accident. Some of these factors may change after time, some may not. Longer term effects of trauma may be generated at the scene of the accident. Anger, fear, guilt, revulsion, horror, vulnerability and loss of control. People have different ways of handling these, but with trauma there tends to be three key groups of reactions; • Re-experiencing the event • Emotional withdrawal and numbing • Hyper vigilance It is not difficult to see how the effects of trauma might relate to the account a witness may give. It is important to note that in most cases asking a witness or victim to recount the event can be helpful for them. It helps them to vocalise and to put the pieces of the puzzle together so to speak. If, however you are concerned for the individual seek health care advice before you interview them.

Interviewing the Witness or Victims If you need to interview either the victims or the witness you may wish to bear in mind the following: • Suggest the person has someone with them that they trust (who was not involved in the accident); • Find a private place with comfortable chairs and a hot drink if possible; • Ask how they are feeling – demonstrate your concern for their welling-being; • Tell them you are not trying to apportion blame or seek out the guilty but to prevent it happening again; • Tell them you will need to take notes, but they can read them if they wish; • Ask them in their own time to tell you what happened – try not to interrupt – give them positive nonverbal encouragement ; • When they have finished ask them any questions for clarification – try not to lead the

witness with suggestions or hypothetical examples; • Establish their role before, during and after the accident; • If you are concerned about a particular point try asking the question in a different way; • Thank the individual for their help to ask them if you might come back to them again if you need to; • Explain that you will write up what they have said and ask them to read it and confirm the accuracy; • Ask them to contact you if they remember anything else or if they have any questions; and • Write up the interview as soon as possible. Note your concerns on a separate sheet to follow-up later;

Very Important • You will need to establish empathy and trust. • You must appear unbiased, independent and non-judgmental • Do not introduce other people’s evidence. You may confuse their account. • If you believe there are inaccuracies or deliberate evasions try to double check the answers. • Write everything down, you do not know what will be relevant later. • If you are unclear clarify what you think you heard. • If they ask you to keep something out of the report, explain you cannot guarantee confidentiality in an investigation. Avoid – accusatory and leading questions Remember – you are never ‘off record’ Ask the Hotel Safety Manager to conduct the accident investigation with you.

Basic Advice on First Aid What to do in emergency DRAB • D-Danger? (look for any further danger) • R-Response? (shout and gently shake or tap the casualty – Shout for help but don’t leave the casualty yet) • A-Airway? (Open the airway by tilting the head back and lifting the chin) • B-Breathing? (look, listen and feel for no more than 10 seconds-if you’re not sure if the breathing is normal, treat it as though it is not. Call 999.

Unconsciousness With an unconscious patient, it is vital to keep the airway open. To keep an airway open in an unconscious casualty, turn them onto their side into the recovery position. Wounds and Bleeding

The Recovery Position

Wounds and Bleeding SEEP • Sit or Lay – Sit or lay the casualty down. Place them in a position that is appropriate to the location of the wound and the extend of their bleeding. • Examine- Examine the wound. Look for foreign objects and note how the wound is bleeding. Remember what it looks like, so you can describe it to medical staff when it’s covered with a bandage. • Elevate- Elevate the wound. Ensure that the wound is above the level of the heart, using gravity to reduce the blood flow to the injury. • Pressure – Apply direct pressure over the wound to stop the bleeding.

Minor Injuries Minor injuries of the sort where the casualties could treat themselves can be treated using the contents of the first aid box. The casualty should wash his or her hands, clean the wound (using soap and water) and use an appropriate dressing to protect the wound from infection. In the workplace special metallic (metal detectable) and /or coloured or waterproof dressing may be supplied according to the circumstances. Wounds should be kept dry and clean.

Suspect Broken Bones If a broken bone is suspected DO NOT MOVE THE CASUALTY unless they are in a position that exposes them to immediate danger. OBTAIN EXPERT HELP. Call 999 / ambulance service.

Illness Many everyday aliments can arise at work. Giving medication is not within the scope of first aid work. Application of common sense and reassurance to the patient is most valuable help that you can give. If in doubt about the seriousness of the conditions, expert help should be sought. If the patient has his or her own pain relief tablets they may be taken as appropriate. People assisting should not offer medication of their own or belonging to others.

RIDDOR Reporting of Injuries, Diseases and Dangerous Occurrences Regulation 2013 Certain events and accidents must be reported to the Local Authority as a requirement of the above regulations. Reporting is undertaken by completing an online form through the Shield Yourself Compliance Centre, ensure that Senior Management have approved this before completing any legal documentation.

Key Reporting Categories Major Incident • Collapse of a load bearing wall • Fire rendering an area out of use for over 24 hours • Collapse of scaffold

Major Injuries • Death • Fracture other than to fingers, thumbs or toes • Amputation • Dislocation of the shoulder, hip, knee or spine • Loss of sight • Chemical or hot metal burnt to the eye • Electric shock

Members of the public • If they go from the scene of the accident to hospital the accident is reportable

Member of staff • Admitted to hospital for over 24 hours • Away from work, or unable to perform their normal work duties, for more than seven consecutive days as the result of their injury.

Contractors and Trade Workers Contractors working on the hotel site must be properly controlled to ensure they work safely in accordance with their written procedures and do not pose any danger to staff, guests or themselves. Prior to arrival on site the following documentation should have been received and checked: 1. Liability Insurance Certificate 2. Method statements 3. Risk assessments - site specific 4. Health and safety policy 5. COSHH assessments 6. Qualifications and training Before permitting contractors on site DMs must check that this paperwork is on site. The procedure for permitting the contractor on site is detailed below:

Once work commences: • Contractors report to Facilities Manager or Duty Manager to ‘confirm the job’. • Contractors to sign in using Contractors Safety Code of Practice. • Contractors issued with identification pass. • Facilities Manager or Duty Manager to run though contractor induction. • Complete a ‘Permit to Work’ for all contractors including any hot work roof or mains electrical work, roof work or hot welding or grinding. • Facilities Manager/Engineer or Duty Manager to show contractors to their working area. • Monitoring by Facilities Manager/Engineer to take place at previously agreed intervals for durations of work. Check and complete each section of the Contractor on site review checklist/Permit to Work. • Discuss any general hazards noted/contravention’s with contractor immediately. If breaches are noted, suspend works if necessary. • Ensure contractor is supervising sub contractors and recording. • Ensure contractors are communicating with you.

Completion of works: • All contractors to sign out on completion of works on a daily basis and hand in Identification Badges. • On completion of works on a daily basis, a competent employee (e.g. Facilities Manager or Duty Manager) to inspect area to ensure it is left in a safe and secure manner. (Complete form ‘Contractor on site review checklist/Permit To Work as above). • Conduct on-going site meetings on a regular basis depending on length of contract. Minute these meetings.

Contractor Documentation Checklist (Pre Works) Date: ................................................. Contractor: ......................................

Document Public Liability Insurance Minimum Cover? Safety Policy? Qualification of Staff e.g. 17th Edition IEE, Gas Safe, Works at Height, PPE, etc. Identification of Sub Contractors and Supervision? Risk Assessments: Are they site specific? Method Statement: Suitable? COSHH Assessments Suitable and Sufficient?

Comments and Amendments

Contractors On Site Review Checklist (if Safe Working has not been established) Activity / Contractor:

Yes

Is the site segregated? Are contractors wearing name badges? Does equipment appear in good working condition and is well maintained? No hazardous substances evident? No smoking evident? No employees or public affected by works? Site foreman present? PPE being used correctly? No tripping hazards? No combustibles? Fire doors not propped open? Security of area (Access/Egress) No flammable sources? Fire extinguishers nearby? Fire aiders aware of contractors? Evacuation protocol not compromised? Agreed supervision of work intervals every: 15mins/ 30 mins/ Hourly/ Every three hours General Hazards Noted ............................................................................................................................. Action Taken ................................................................................................................................................... Print Name .....................................................................................................................................................

Emergency Snow Procedures During the more severe winter months all hotel management should be aware of the local weather conditions and prepare themselves, and their staff, to cover all eventualities to ensure that service to the client is not impaired in any way. • In the event of potential bad weather, the Duty Manager should maintain regular reports from the AA/RSC and Local Radio stations • All staff should be encouraged to maintain small emergency supplies in their lockers so that in the event they are requested to ‘sleep in’, there is no problem over make-up, toothbrush and paste, deodorant etc • The evening Duty Manager and Night Supervisor to be particularly vigilant when bad weather conditions prevail • A comprehensive list of all essential management home telephone numbers is available • The Duty Manager and the Night Supervisor to be responsible for assessing whether the decision is to be taken re safe sleepovers • Maintenance should be alerted re potential for frozen pipes • On duty staff should be contacted and advised to leave home earlier than usual • Maintenance to maintain supplies of de-icer etc • Hotel heating to be adjusted for client comfort • Duty Manager to liaise regularly with the local AA/RAC, airlines, trains, buses etc re outgoing / incoming clients particularly if on ‘full house’ situations • Supplies should be assessed in both housekeeping and F&B areas to ensure that adequate supplies are available / or specific suppliers are contacted to increase the daily deliveries

Winter Gritting Policy • Main walk ways from the hotel and health club entrances to the centre of the car park should be gritted first - this should specifically cover footpaths. • Signing should be displayed in a permanent position near entrance and exit doors advising guests of the hazards. Wording should be: Please be advised. Car park and foot paths are icy. Please take due care. • Further gritting of remaining areas of the car park should then be undertaken during the day. • Grit bins should be located at accessible points to assist in this process. • During heavy snowfall, ensure all main footpaths are cleared and main road in car park. A local contractor or your local authority may be able to provide assistance.

Bed Bugs This common pest once associated with unhygienic surroundings, is prevalent due to a number of reasons, including increased travel, the use of second hand furniture, and suspected tolerance to some pesticides. These bugs still occur with regularity, particularly in multi-occupancy buildings with rapid resident turnover, for example, hostels, hotels, holiday camps and blocks of flats.

Appearance Adult Bed bugs resemble a small brown disc, measuring up to 6mm in length. It is wingless but

the legs are well developed and it can crawl up most vertical surfaces. Their elongated eggs are cemented in cracks or crevices close to the hosts (which for Bed bugs are humans). The early stages of the Bed bug (nymphs) are tiny making them hard to detect with the naked eye.

Characteristics Bed bugs can usually be introduced to your property as they attach to luggage, bags and clothing. Bed bugs may also be introduced through second-hand beds, furniture and possessions.

Habitat Mainly active at night Bed bugs hide in crevices in the bed, surrounding furniture, and also behind skirting boards, under loose wall-paper, behind pictures and even in plug sockets to name a few.

Diet Bed bugs need to feed on the blood of a human host. However in some cases they can survive up to a year without feeding.

Why control Bed bugs? Bed bug bites cause red, irritating marks/ lumps. Not everyone reacts to the bites, however some people develop a more severe skin reaction and can experience disturbed sleep. Bed bugs are not known to spread diseases. However, they can cause irritation and distress. Bed bugs can also ruin an organizationâ&#x20AC;&#x2122;s reputation. If clients and customers experience a Bed bug infestation in the premises you manage, they are likely to complain and request a refund, report on your company negatively and be unlikely to want to do business with you again.

How to prevent Bed bugs Itâ&#x20AC;&#x2122;s impossible to prevent a Bed bug infestation as they are generally spread through bad luck.

However there are some things you can do to reduce your chances of getting an infestation: Before staying or moving into accommodation, make sure you check for signs of Bed bugs. Avoid taking any second-hand bedroom furniture without checking it thoroughly. If you have stayed in an infested room, upon arriving home, immediately check your luggage and clothing for bugs. If you find Bed bugs, to remove the bugs and eggs your luggage, clothing and bedding there are a few things you can do. Either; wash everything at a ‘hot’ (60°C) temperature setting; tumbled dry at a ‘hot setting for at least 30 minutes; dry clean everything; or place everything in bag in the deep freezer for at least 3 days.

Signs of an infestation Red irritating bite, typically in rows on your neck, shoulders, back, legs or arms. Clusters or dark spots (about 1mm wide) that look like an ink dot, are usually found on the bed frame or on the bottom side of the mattress. Small blood-smears on the bed linen or head-board. Finding the small brown insects in and around your bed frame and sleeping area.

How to get rid of Bed bugs: For a suspected Bed bug infestation, we strongly recommend you act immediately by contacting a professional pest control company.

Bed bugs complaint handling A negative experience by a guest, such as uncovering bed bugs, can quickly go one of two ways: it can be a non-event if handled correctly or it can turn into a public relations nightmare resulting in your appearance on the local news, bedbugregistry.com and tripadvisor.com. Bed bugs are unquestionably one of the worst complaints any hotelier wants to experience!

1. Always apologize profusely for the inconvenience. Gently remind the guest that bed bugs do not discriminate and while you have a best management practices pest control protocol in place (mandatory requirement) they may have been introduced by the guest immediately before them and missed by housekeeping. Assure them that these bugs are an isolated incident that will be dealt with promptly. 2. You should know how to respond when guests ask what your hotelâ&#x20AC;&#x2122;s practices are, concerning bed bugs. Show employees how to perform regular inspections. Each of your staff should know how to look for blood stains on sheets, black feces on mattress, discarded bed bug casings and the bed bugs themselves. Employees should also know what bed bug bites look like, and that they usually appear in a row. They should also know when the routine inspections from a professional pest management company take place. 3. Explain bed bug biology and habits. Your staff should know that these bugs travel in on guests and that they can nest in mattresses, upholstered furniture and hide in electronics. And they should be able to clearly explain to guests that bed bugs donâ&#x20AC;&#x2122;t only infest dirty hotels, they can be found in 5-star luxury hotels. These are bugs that eat blood, and they live anywhere humans sleep or lounge. They can even feed on a fully awake human without detection. 4. If evidence of bed bugs is confirmed in the room, immediately take the room out of service and contact your licensed pest control professional to service the room and the surrounding rooms for bed bugs. 5. Seriously consider compensating the guest for their entire stay.

Health Club Log Sheets (Pool / Spa Tests) Pool tests should be undertaken on the pool and spa on a three hourly basis. Any sample that fails must be retested within 30 minutes and circled in red on the sheet. A failure is deemed as any failure that falls outside of the ideal parameters. It is not simply when the pool requires to be closed. If actions are required to be taken full details should be inserted in the action column to include chemicals added to the pool and quantity. The chemical tests that should be undertaken on a three hourly basis are: • pH • Free Chlorine DPD1 • Total Chlorine DPD3 • Combine Chlorine • Water Temperature • Air Temperature At the bottom of the pool log sheet are the weekly tests that should be undertaken, it is important that the boxes are completed on a weekly basis and daily comments should be added whether the weekly tests have been done on that day or not. Weekly tests required are total alkalinity, calcium hardness, TDS and Langelier Index. Duty Managers should visit the Club and sign off the Pool and Spa log sheets twice daily. It is important that the parameters on the sheets are adhered to.

Health and Safety Questions 1. What must be checked regarding emergency exit routes and doors? ........................................................................................................................................................... 2. Who is responsible for organising the evacuation should the fire alarm sound? ........................................................................................................................................................... 3. How often should an evacuation drill be carried out? ........................................................................................................................................................... 4. What precaution should be taken when asked to give access to a guest room? ........................................................................................................................................................... 5. What action should be taken if a guest rings the hotel about an item of lost property? ........................................................................................................................................................... 6. What action do you take if you notice food is left out in the kitchen after close of service? ........................................................................................................................................................... 7. What action would you take if the local or company EHO representative arrive at the hotel reception asking to see the Duty Manager? ........................................................................................................................................................... 8. If a guest had an accident within the hotel, what procedure would you follow? ........................................................................................................................................................... 9. When the contractor has flinched the work what is the suggested follow up by the Duty Manager? ........................................................................................................................................................... 10. What accidents or occurrences constitute a RIDOOR incident in the hotel? ........................................................................................................................................................... 50

Our People - Quality Presentation Uniform It is imperative that all employees wear uniform as provided. Uniform is a reminder of the team commitment to the presentation of the hotel, their personal appearance and the reputation of their particular department. If an employee comes onto shift wearing inappropriate clothing, for example, a tightly fitted cotton skirt, stiletto heels, jeans or large earrings, this must be rectified. You must not have a member of staff on duty if they are dressed incorrectly.

Smoking, Drug Use, Alcohol Abuse All hotels maintain a non smoking policy and therefore smoking is not permitted in any part of the building. Employees may smoke outside in designated areas during breaks away from our guests. When smoking, cigarette butts or other traces of litter or tobacco use is not to be left on the ground or anywhere else. All employees are expected to abide by this policy while at work and it is your responsibility as Duty Manager to ensure that this is being adhered to. If you suspect that an employee has been smoking an illegal substance, you must send them off duty as this is a serious breach in health and safety, which is classed as gross misconduct (refer to next section: Disciplinary).

Owning Entity Visits & Meetings At least once a month, you are likely to have visits from either the Owning Entity or representatives from the Management Company. You must ensure that you are fully prepared for these visits as it looks extremely disorganised if Owners are kept waiting or shown into a room that has not been set up correctly. You must ensure that you have considered the following: • Is the room set up correctly? • Is there the correct amount of space for the delegates attending? • Are there any food and beverage requirements? • Are all departments briefed? • Is there any information that has been requested and is this available?

Team Expectations As Duty Manager you will inevitably be working with other team members. You must either set up or follow ‘norms’ laid down by your GM. Norms are informal rules the group adopts in support of productive behaviours. Norms have been shown to be more effective than formal rules and regulations in terms of guiding behaviours at work. These few popular norms, are often associated with high performing teams. • Being positive • respectful, • showing up on time, • and being prepared. The norms become your frame of reference when the group reflects on its interactions and decision-making. Below are five expectation guidelines to channel the relationship between the Duty Manager and team members: • Be a contributor As A Duty Manger you will have to nurture a team environment that builds confidence and trust of team members. Team members must believe that they can express diverse opinions without reprisal; that they can make mistakes without feeling diminished; and that they will be valued for their achievements. • Communicate with one another. As a Duty Manager you teach others that open communication is valued and your team must be given a forum for constructive communication. They need to understand that they must take the responsibility to communicate to get things done, improve procedures, work out issues, and deal with changing conditions. • Cooperate. You must help employees appreciate what a team is and what it can achieve when it works. Coordinated work is more productive than a string of individual actions. To be successful in your role you should help team members generate working agreements amongst themselves. • Problem solve. You must learn that your team are active players who focus on getting things done correctly and efficiently. Therefore, you must help the team articulate issues; stay focused on the problem, not personalities; and find a common language to deal with change. • Be a learner we support and create a work culture where team members share expertise, train new hires, cross train, and, ultimately, understand that continuous learning is an organizational value.

Sickness Reporting If any of your team members is sick and will not be coming to work they must notify you about it by telephone, text and email messages are not acceptable. This should be done at least 4 hours before their starting time to give you the opportunity to find staff to cover. The sick person should contact you personally or should the illness prevent this, by relative, friend or neighbour. Ask the person the reason for his absence and how long he is expected to be off work. Also, ask that he telephones the hotel each day he is going to be absent in order that you can arrange for his duties to be covered. The below form must be completed by the Duty Manger directly after the call: Date of call:

Time of call:

Call taken by:

Position:

Name of employee:

Department:

What shift are they due to work?

When do they anticipate returning to work?

Has a medical certificate been issued by a doctor?

Yes / No

If yes, what date are they returning to work?

Advise employee that if no medical certificate has been issued then they need to call their HOD/DM each day they are going to be absent. If the employee is unable to return to work on the date the medical certificate expires, advise they need to call their HOD/DM with a new return to work date.

Once the above form has been completed, it must be returned to either your HR Representative or the General Manager.

Sickness and Absence Management As a Duty Manager your role is to ensure that staff turn up for work, and that you effectively question and communicate any absences from work. If you are a Department Head, below you will find an outline of when to start questioning periods of sickness or absence from work in a formal manner.

Trigger Point and Attendance Management System The poor timekeeping and attendance levels of all employees will be recorded and monitored by the department manager. This tracking will be used to record all periods of absence and be used to identify when an individual’s attendance or poor timekeeping reaches a trigger point in line with the Trigger Point Attendance Management system. This system is to encourage regular communication between department managers and their employees and in order to diagnose any support that may be necessary. A Trigger Point can be reached considering any combination of absence and lateness. 3 periods of absence/lateness in 3 rolling months = 1 trigger point 6 periods of absence/lateness in 12 rolling months = 1 trigger point Using all annual Company sick pay in line with contract = 1 trigger point Not following Absence Reporting Procedure = 1 trigger point Calling in absent for a period of expected return from annual leave = 1 trigger point Stage 1 = Return to work/Attendance review. A return to work interview will be conducted when an individual reaches one of the trigger points detailed above. The purpose of the discussion is to: • Highlight that the employee’s attendance levels and/or timekeeping have reached a trigger point and establish the reason as to why this is of concern. • Identify and support that the employee requirements which may include (but not limited to) disability-related adjustments or parental leave requirements. • Ensure the employee is aware of the Trigger Point Attendance Management system and that reaching further trigger points may result in disciplinary action detailed below. • Review previous return to work interviews where relevant. • Improve future attendance levels.

If further trigger points are reached beyond stage 1, department managers will contact the General Manager to review and discuss each individual on a case-by-case basis and decide which of the below stages will be considered in line with the Company Disciplinary Procedure: Stage 2 = Recorded discussion Stage 3 = First Written Warning Stage 4 = Final Written Warning Stage 5 = Dismissal

Holiday Requests Although not directly responsible for authorising holiday request you will not infrequently be in charge of facilitating them (arranging cover, advising the employee, etc) before final approval by GM. 1. Always require at least four weeks notice of holidays of a week or more and one week’s notice of a single day’s holiday. 2. You don’t have to always support holiday request especially if it clashes with the needs of the business and impinges adequate staffing levels. 3. You must not permit to take annual holidays in excess of two consecutive working weeks except for “once in a lifetime opportunities”. However, consideration will be given first to the needs of the business and staffing levels. 4. Once confirmed you may not normally change your holiday dates. 5. Holidays taken without prior authorisation will be subject to disciplinary action.

Disciplinary In order to operate effectively, organisations need to set standards for performance and conduct. If a member of the team violate company policy, some form of formal action may be needed. What action is reasonable or justified will depend on all the circumstances of the particular case. As a Duty Manager if you spot an issue you must take steps to either address it with an employee, or to advise the General Manager of the issue.

INFORMAL

Employee involved with alleged misconduct

Informal Meeting

Issue Resolved

Outcome

Issue Unresolved

Investigation

FORMAL

No case to answer

Outcome

Potential case to answer

Disciplinary Hearing

Outcome

Appeal Situation must be referred to the General Manager and or Human Resources

Minor Issues Minor offenses you can begin to deal with. Examples: • Poor Performance • Regular Absences • Failure to follow a reasonable instruction • Misuse of Mobile Phones at work What you can do… • Ask them questions around the subject. Do this in private, not in an open area in front of others. • Make them aware that they should not repeat the issue, and the consequences of doing so. • If this is the first time, then a Verbal discussion is sufficient, but if repeated, then take notes. • (See Document) . Make sure notes go on file, and General Manager aware. • If you are not comfortable having a conversation, then write a report to the General Manager with facts and details of the issue, with any relevant dates.

Serious Issues and Suspension If a more serious issue comes up when you are Duty Manager then you may need to consider suspending an individual. Issues such as: • Suspected theft • Drunk or under influence of Drugs at work • Aggressive/Abusive Behaviour at work To Suspend them please where possible have a conversation with the individual, and if you have very strong reasons to suspect them, then complete the suspension letter and give them a copy. Suspension is not a disciplinary event, it just aims to get the person off the premises whilst we investigate further. Only suspend with immediate effect where there is a very justifiable reason to do so. If in doubt call your manager.

Suspension pending Disciplinary Investigation I am writing to you to confirm that with immediate effect you are suspended from duty pending disciplinary investigation. We will be in touch with you shortly concerning the nature of the allegations.

Your suspension is not disciplinary action and does not assume that you are guilty of any alleged misconduct. Your ongoing suspension will be kept under review and will be kept as brief as possible.

During your suspension you will continue to receive your normal salary and benefits,( at times for serious gross misconduct we may suspend on no pay, please contact HR and then amend letter accordingly)

except for any payments or benefits that require you to be physically present at work or performing services. • Your employment will continue and must comply with your terms and conditions of employment, except for your duty to attend work. • You must co-operate in our investigations and if requested attend investigatory meetings or disciplinary interviews. • If you have one your work email account may be suspended and you may not be able to access your email account on a temporary basis. • You must not contact our employees, or any other staff or customers unless specifically advised to do so by your General Manager. • You are not required to perform your duties unless instructed otherwise by the General Manager, and you are not allowed to attend any premises of the Hotel or of any associated employer, but you must remain available to answer any work related queries. Following our investigation should we believe there is a disciplinary case to answer we will write to you advising you of the allegations and the arrangements for the meeting. You will be provided

with the evidence that we will rely on and will be able to respond to the allegations at the hearing

in line with the companies Disciplinary Policy. If you require a copy of this please let me know.

Otherwise if there is no case to answer we will write to you advising you so, and you will be required to return to work to resume your duties.

If you are aware of documents, witnesses or information relevant to your investigation please let

me know as soon a possible. If you have any queries about the terms of this letter please feel free to contact me.

Yours sincerely xxxxxx

Investigation Notes Name of person being investigated: .............................................................................................. Incident: .................................................................................................................................................

...............................................................................................................................................

Name of person being spoken to as part of this investigation: .................................................. Questions and Responses:

Notes taken by: ................................................................... signature: .......................................... Date taken: .......................................................................... I can confirm that these notes were written contemporaneously.

Socialising and Fraternising Policy • As a staff member of the Hotel, it is neither in the best interest of the Company, your colleagues or especially yourself to be over familiar with our guests, as this puts both you and the Company’s interest at risk. • We aim for a positive working environment where our members of staff get to know the needs of all guests and work together in order to fulfil their reasonable needs in a professional, friendly and timely manner.

• You should avoid arranging meetings with guests in the hotel. Should a guest approach you for a ‘date’ or other prearranged meeting you should courteously decline and inform your General Manager as soon as possible. • Entering a guests room on a social basis outside of working hours is strictly forbidden and against the company policy, and may constitute gross misconduct. • Similarly, if any relative or friends comes into the hotel you must inform your direct supervisor immediately i.e. Duty Manager, General Manager. • Fraternising with guests does in fact embrace a wide range of associations. Examples of these are discussing individual rates with different guests or carrying out business dealings anywhere on the hotel premises other than in the designated areas, i.e. the back office area. • Guests should not be invited to use back of house areas or any other restricted areas of the hotel. • Any meeting with an in house guest requires authorisation from the General Manager. You should discuss any concerns you may have regarding relationships with guests with your General Manager should the need arise. However, should a situation arise, the company does emphasise the need to inform management, ensuring any relationship with a guest, be it friend, relative, or partner, be indicated and ensuring that any relationship be conducted strictly outside of hotel premises. Failure to follow this advice and procedure as outlined above, will result in disciplinary action being taken.

Our People Questions 1. What is the hotels disciplinary procedure? ........................................................................................................................................................... 2. If someone is misbehaving in the business, what powers do I have as a DM? ........................................................................................................................................................... 3. What constitute a gross misconduct offence in the business? ........................................................................................................................................................... 4. What would you do if a team member was set to work, however they had not received a company induction? ........................................................................................................................................................... 5. If a staff member smells of alcohol, how would you react? ........................................................................................................................................................... 6. What must you do during a visit from the owning entity? ........................................................................................................................................................... 7. If a member of your team is wearing the incorrect uniform, what steps would you take to rectify the situation? ........................................................................................................................................................... 8. Name three important uniform standards? ........................................................................................................................................................... 9. Why is it important that all team members are uniformed correctly? ........................................................................................................................................................... 10. What is the importance of a name badge? ...........................................................................................................................................................

Guest Experience Complaint Handling How to deal with crises and complains. LEAF (listen - emphasise - action - follow up) 1. Listen and Understand - First, always listen to the customer. They are concerned about an aspect of your services. Let go of the temptation to respond in any quick fashion. Take the time to listen and truly understand what is driving their concern. Show you’re listening – remember your body language and keep eye contact. don’t just wait your turn to speak but listen. Reflect back to the customer to check your understanding and show the customer you’ve understood. Park the emotion and focus on the facts 2. Empathise - Once you have listened to their concern immediately empathize with their position to create a bond between you and the customer so that they know you have heard their concern and are going to work with them to resolve the issue. 3. Offer a solution - Offer a solution to their problem. In this regard, always focus on what you can do as opposed to what you cannot. There is always a solution. It may not be exactly what they are asking for, but if you focus on what you can do versus denying them their requested remedy you have still offered a solution and often merely having another option is sufficient to remedy the situation. 4. Execute the solution - Solve their problem be it with their originally requested resolution or an alternative you have proposed. 5. Follow up - Once you have gone through the first four steps, make sure to follow-up with them to make sure that they are satisfied with the solution and that you have taken care of their concern. Thank them for their feedback as we advocate the culture of learning from our mistakes. Taking proactive measure to prevent the occurrence of the problem.

Rights of Management and Guests The Rights of the Guest (provision of food and drink) • To be provided with ‘reasonable refreshment’ at any hour. (if this duty is not fulfilled without lawful excuse, the General Manager is liable to a fine) • The traveller may, however, only request a set meal during the normal meal times of the Hotel, and non-resident may only purchase alcoholic drinks during normal permitted hours.

The Rights of Management • To only supply such food and drink as is available • To put existing guests first and give priority to those who have reserved a room or table in advance • To refuse to admit a traveller if they are not in a fit state to be received, or appeared unable to pay • To demand payment in advance If he is genuinely doubtful of the travellers credit worthiness

The Rights of the Guest (provision of accommodation) • To be provided with accommodation, and sue for damages if refused without lawful excuse

The Rights of Management • To only supply accommodation in those public bedrooms available • To refuse to admit a traveller if the latter was not in a fit sate to be received or appeared unable to pay • To refuse accommodation where there are reasonable grounds for believing that the presence of the traveller would cause annoyance to other guests • To demand payment in advance if he is genuinely doubtful of the travellers credit worthiness

Dealing with Verbally abusive customer (phone or in person) Most people who have worked in a job that involves dealing with the public either face to face or over the phone will have experienced an exchange with an abusive customer at some point or another. If you’re ever faced with such a scenario, maintain your professionalism and try to work toward a resolution. These following points are design to help you handle verbally abusive guests:

Manner Always maintain a polite and professional manner during any exchange with a customer. If you are sworn at or exposed to personal attacks on your character, resist the urge to retaliate with abuse or use phrases like “didn’t your parents teach you any manners.”

Explain Ask the abusive customer to calm down in a respectful manner and explain that you’re there to help. Tell them it’s going to be more difficult to resolve the issue while tempers are flared and that you’re more likely to be able to address any concerns if any discussion is conducted in a civilized fashion.

Empathize Tell your abusive customer that you can understand their frustration and that you would be upset if you were in their position -- if they have a valid complaint. If you feel that their complaint is spurious, empathy will not be necessary.

Honesty Be honest about what you can do. If you’re unsure about how to deal with the complaint, don’t try to bluff your way through the situation. This will only serve to enrage your customer further and could end up getting you into trouble further down the line, either with your boss or legally. Explain that you’re unsure of how to deal with the situation and find out from your superiors, colleagues or a lawyer where you stand.

Refer to Policies If a customer is complaining about an issue that’s covered in any contract you have with them, respectfully refer the customer to the clause that supports your position. Then, politely explain that it was their responsibility to review the terms and conditions of your relationship before entering into any agreement.

Escalate If it becomes clear that you are unable to deal with an abusive customer effectively, don’t be afraid of passing the problem on to your manager or a colleague who is more experienced at negotiating with angry clients.

Issue a Warning If your customer repeatedly uses foul language and/or threatens you, advise them that you do not have to, nor will you, tolerate being spoken to in such a manner. Explain again that you are there to help, but warn them that you will terminate the call if you’re on the phone or call security or the police if you’re discussing the situation in person.

Silent Treatment Don’t try to talk over or interrupt your abusive customer when they are in mid-flow. This is only likely to make the customer angrier. Let them finish what they are saying. If this involves a long, drawn-out rant, so be it. Remain silent for a few seconds after they have run out of things to say and then state your position. If the customer interrupts, tell them that you have listened carefully and would be grateful if they could extend you the same courtesy.

State Your Position If the discussion is going nowhere, state your position firmly but politely and advise your customer to make a complaint to any trade body or ombudsman who regulates your industry if she won’t accept your decision.

Terminate the Conversation If all else fails and you’re unable to get through to your abusive customer, end the discussion. If you’re on the phone, explain politely that you feel you can go no further with the conversation and that you’re going to hang up. If you’re dealing with the customer face to face, ask them to leave your premises.

Care of Guest Luggage A traveller becomes a guest when he books into the hotel for at least one night. The law requires the General Manager to undertake responsibility for the Reception and safekeeping all reasonable items of luggage brought in by the Guest. The extent of the General Manager’s liability is as follows: • Where the loss, or damage to the Guests property is caused 1)by an Act of God, 2) action of the Queen’s enemies or 3) total negligence on the part of the guest, then the General Manager incurs no liability whatsoever. • Where the loss, or damage to the Guest’s property is solely by negligence or wilful act of General Manager or his staff, or where the goods had been entrusted to the General Manager for safe keeping, or offered for safe keeping but refused by the Management, then the General Manager will be fully liable to the full extent of the loss or damage. • Where the loss of, or damage to, the guests property is caused by some factor which does not fit exactly into either of the above categories, and the General Manager has displayed the statutory notice in a conspicuous part of the premise near the main entrance or reception area, then the General Manger will be liable to a limited amount. These limits are £50 per article, or £100 maximum per person, regardless of the value. (Greater values for the London Area) • Number of articles. If the statutory notice is not adequately displayed at or near the reception desk or main entrance, the General Manager will be liable to the full value of the property.

Loss or Damage to Guest’s Property Under the Hotel Proprietors Act 1956, a hotel proprietor may in certain circumstances be liable to make good any loss of or damage to a guest’s property even though it was not due to any fault of the proprietor or staff to the hotel. The liability, however: • Extends only to the property of guests who have engaged sleeping accommodation at the hotel • Is limited to £50 for any one article and the total of £100 in the case of any one guest, except in the case of property which has been deposited, or offered for deposit for safe custody (Greater values in the London Area) • Does not cover motor cars or other vehicles of any kind or property left in them or hoses or other live animals.

Hotel Show Rounds Hotel show rounds are a fundamental part of the sale process and need to be handled efficiently if you want to convert the enquiry into a booking. Type of possible show around: Meetings, Wedding, Leisure, Guest Accommodation

Inform all Departments • Ensure all departments are aware that there is a show round, in particular the Front Office as they will be able to handle the situation efficiently giving the guest a positive first impression of the hotel.

Know Your Hotel Inside & Out • In the absence of the sale department, it is the Duty Manager’s responsibility to complete a guest show round. • You should have a complete knowledge of the product, not just your primary department. • If you work in the Front Office, you should be as fully aware of food and beverage options, room service and conferencing facilities as you are of the bedroom packages, room types and operating system.

Create an Atmosphere • Work with Front office and Housekeeping to arrange a variety of rooms to view. Always show the smallest room first, and the best last, along with a variety in between. • Check the room beforehand for obvious maintenance needs. Make sure your in-room literature, such as the room service menu, isn’t dirty or dog-eared. • Ensure the walk to the rooms is not littered with room service trays, dirty laundry, badly hung pictures or lights with bulbs out. Ask housekeeping to close linen cupboard and service area doors. • Don’t skimp on the hospitality you offer your prospective client, but don’t go over the top. Too many times sales staff work hard at getting agents in, only for operations to do it on the cheap. On the other hand it is not an excuse for a booze-up until breakfast.

Closing the Sale • During the show-round, ask questions: probe politely to find out more of their business

requirements. Drop in the benefits as you hear the answers. • Keep meeting their aspirations and deal honestly with their concerns. • Ensure that you DO NOT quote a specific price as deals may change day to day and you do not want to quote an incorrect price as it may lead to loss in revenue.

The Weights and measures Act 1985 and additional acts make it an offence if Alcohol is not served in the quantities listed below. There must also be a clearly marked up to date price list/menu for all alcohol served.

Beer & Cider Beer and Cider may be sold in measures of: • One Third Pint • One Half Pint • Two Thirds Pint • Multiples of One Half Pint Mandatory Condition – Where beer & cider are sold in draught form, they must be made available for purchase in a one half pint measure.

Still Wine

Still wine may be sold in measures of: • Below 75ml1 (sample) • 125ml (small) or multiples thereof • 175ml (large) or multiples thereof • Carafe (jugs) of 250ml, 500ml, 750ml or 1ltr • Bottles Mandatory Condition – Any wine which is sold by the glass must be made available for purchase in a 125ml measure. Sample measures can be sold in any measure providing it is below 75ml in size. However if the retailer chooses to advertise a specified measure for the ‘sample’ they are selling, then they must sell in one of the measures set out in part iv of schedule 3 to the Weights & Measures Act 1985; these measures are 20ml, 25ml, 35ml, 50ml & 70ml.

Fortified Wine Fortified wine may be sold in measures of: • 50ml or multiples thereof • 70ml or Multiples thereof

Spirits The first thing to note is that the term ‘spirit’ only refers to: • Whiskey • Rum • Vodka • Gin Spirits may be sold in ‘single’ measures of: • 25ml or multiples thereof or2 • 35ml or multiples thereof Mandatory Condition – All spirits which are sold must be made available for purchase as a single measure; either 25ml or 35ml2. 2 Retailers must choose to serve in single measures of either 25ml or 35ml as standard; only one or the other size may be used, NOT both. Note – As only gin, vodka, rum and whiskey are officially defined as ‘spirits’, other products such as tequila, brandy, sambuca etc. are not constrained by the same terms and may be sold in other measures. The measure which is used to dispense these ‘other spirits’ must be advertised for the consumer to be able to make an informed choice. Most retailers choose to use the same measures for these ‘other spirits’ as for the four defined spirits, in order to provide more clarity for the consumer.

Cocktails

A cocktail is defined as a drink which contains three or more different liquids. Where spirits are sold as a combination of three or more liquids (ie. in a cocktail) the rules in relation to selling in specified measures do not apply and measures need not be defined. Note – Retailers may choose to apply in-house rules in relation to the maximum quantity of alcohol, particularly spirits, which they choose to allow for consumption in any one drink. In practice this is usually between two and three single measures (50ml – 75ml). This type of in-house rule helps promote the responsible alcohol retailing credentials of the premises licence holder.

Free-Pouring Normal practice with regard to measuring quantities of alcohol is to use either a stamped thimble, government stamped / lined glass or other suitably endorsed measuring instrument. However some alcohol retailers may choose to use the art of free-pouring; which is permitted in relation to the dispensing of spirits. Where free-pouring is used to dispense spirits (with the exception of cocktails as described above), each member of staff entrusted with this responsibility must be able to demonstrate that they are capable of dispensing in the prescribed measures as set out in the Weights & Measures Act and a documented record of their ability to do so must be kept. Free-pouring does not exclude practitioners from the measurements prescribed in the Weights & Measures Act. In order to show compliance with the Act and to ensure a solid defence of due diligence if challenged, strong quality assurance procedures should be put into place. These should include: • Training must be given to all employees in the art of ‘free-pouring’ and dispensing accurate and consistent measures. • Training must be assessed and recorded. • Refresher training should be given regularly • Employees should be given ample opportunity to practice their skills

Challenge 21 Scheme No Alcohol may be served to customers under the age of 18 without the specific Photo ID such as driving licence or passport to prove their age. Staff who serve customers alcohol under 18 are liable to be prosecuted personally, and fined heavily. As a Duty Manager you must be aware of this fact and ensure that young people who look less than 21 are challenged in a professional manner for their ID.

There are certain exceptions to this rule: • Young people aged 16 or 17 can drink beer, wine or cider with a meal if it is bought by an adult and they are accompanied by an adult. It is illegal for this age group to drink spirits in pubs/restaurants even with a meal. A bag of crisps does not constitute a meal! • Children as young as 5 may be given a little alcohol by their parents at home.

Guest Experience Questions 1. How would you handle a guest complaint? ........................................................................................................................................................... 2. Why is your body language so important? ........................................................................................................................................................... 3. Who would you hand the information to if you could not resolve an issue? ........................................................................................................................................................... 4. Why is it important that the guest is satisfied with the way you handle the situation? ........................................................................................................................................................... 5. How could you improve a guestâ&#x20AC;&#x2122;s experience during check-in? ........................................................................................................................................................... 6. Why is it important to know all areas of the hotel? ........................................................................................................................................................... 7. What information will I need to know prior to the hotel show round? ........................................................................................................................................................... 8. When checking the show round route prior to the guest arrival, what should you look for? ........................................................................................................................................................... How would you feedback positive comments to team members? ........................................................................................................................................................... 9. Name some factors that may have a positive effect on Trip Advisor reviews? ...........................................................................................................................................................

Monitoring and Reporting Duty Managers Logbook The Main use of the Logbook is that it forms a permanent record of details of the Duty Management shifts. This enables the oncoming Duty Manager to see at a glance the main details of the previous shifts. It also acts as a reference should the same matter arrive again and details the action taken. There should be at least three entries made daily - the Early and Late Duty Managers and a comment by the Night Manager. Entries should be brief and outline the main details of the shift including any problems or incidents that occurred and the action taken. Any unusual happenings and issues with guests or staff should be logged. If used correctly the logbook is a useful tool that should be reviewed daily or weekly by senior management. Issues that involve guests should include their room number and contact details if the are checking out. When action has been taken ensure that the Log Book is initialled to avoid duplication by management. The Logbook must be factual avoid opinion and comments. State only the facts and be brief. Remember to record the names of any witnesses or persons who may assist later if required. Reference points to remember when on shifts

Early • Obtain handover from night shift / Late DM. • Walk around the hotel both internal and external areas to check: • Security / Fire • All departments • Front entrance • Meeting rooms (notice board) • All staff are OK

• Car Park and grounds for maintenance issues • All relevant information is available for the 10@10 meeting and that all departments will be in attendance. • Be where it is going to be busiest and help • Prepare a comprehensive handover for late Duty Manager.

Late • Obtain handover from night shift / Late DM. • Walk around the hotel both internal and external areas to check: • Security / Fire • All departments • Front entrance • Meeting rooms (notice board) • All staff are OK • Car Park and grounds for maintenance issues • Establish shift strengths and weaknesses • Ensuring staffing levels are acceptable for the level of business expected • Be in the right place before the busiest times • Talk to guests on your travels • Security checks for cash, key and building • All cashing up procedures completed correctly • All cash is stored correctly • Handover to the nights team • Prepare a handover for the early Duty Manager

Duty Manager Checklist The following checklist must be done every morning shift without fail and stapled to the Duty Managerâ&#x20AC;&#x2122;s/Shield Yourself Diary. Duties Collect keys and Phone from Reception Handover from Night Porters. Ensure any significant issues flagged up to GM. Read Duty Managers Handover from the previous night Check that night porters work has been completed correctly Check cleanliness of gardens and patios Check Conference and Function Board Check 4 bedrooms as per check sheet, Vary types/styles of room Turn off car park lights and Reception Check the Kitchen and Restaurant are staffed - check uniform standards Open up the hotel Check Reception staffing levels Check the evenings booking situation (i.e. out bookings) Walk around all areas to check for cleanliness including back of house, car park glass room and patios and fire exits are clear 1 check. Any M/T works identified in their workbook. Lounge tables to be clear and dispose of tatty/torn menu sheet left on tables Ensure music in Reception, Bistro and Restaurant is playing at the correct levels Check breakfast service is running smoothly, & engage with guests Make sure that news papers have gone to bedrooms Check that the reception brochure holder is full an display areas are tidy, check corridors for R/S trays Walk around all of the hotel on a security walk Run 10 @ 10 meeting Security walk Walk around all areas to check for cleanliness including back of house, car park glass room and patios and fire exits are clear 2 check. At Lunchtime, check that the Restaurant, Bistro and conference are OK Check toilet checklists are done and replaced if Monday morning

signed

Late Duty Manager Checklist Duties

signed

Handover from Early Duty Manager. Ensure any significant issues flagged up to GM Get Deck Phone Check DMâ&#x20AC;&#x2122;s diary for meetings/ show rounds Check house count and special guest requirements Liaise with all heads of department before service/functions Check department staffing/bookings i.e restaurant and bars Check doors - first check Walk around all areas to check for cleanliness including back of house, car park glass room and patios and toilet checklists 1 check Any M/T works identified in their workbook. Lounge tables to be clear and dispose of tatty/torn menu sheet left on tables Liaise with Kitchen before service Check corridors - second check Walk around all areas to check for cleanliness including back of house, car park glass room and patios and toilet checklists 2 check Ensure outside lights are on before dark Check corridors - 3 check Walk around all areas to check for cleanliness including back of house, car park glass room and patios and toilet checklists 3 check Check Bistro till for open tabs Lock all monies in safe and spin Lock safe key in key press Check all used departments are closed down fully Final walk round locking all doors and turning lights off after checked if necessary Hand over to night porters Fill in DMâ&#x20AC;&#x2122;s diary

Bedroom Checklist During each Duty Management shift, it is your responsibility to check at least three bedrooms to ensure high standards and consistency. Below is a checklist used in order to complete through bedroom checks. Bathroom Overview • Are the following area/items were clean, dust free, smear free, hair free and in good condition? • Bathroom door & frame, light, mirror and tiles surround sink • Amenity tray (filled w/c toiletries) and tissues (full) dispenser • Bathroom, taps, sink surround and bin (emptied with liner) • Vanity unit top/front and extractor fan • Toilet and tiles around toilet • Toilet rolls (x2) and hygienic dispenser (full) • Shower screen and shower head • Bath, plug and tiles around bath clean • Towel rail/shelf and rubber slip mat • Towels/bath mat face cloth (only in Exec & Exep) • Grouting free no mould/mildew • Bathroom floor, edges & Corners dust & hair free Bedroom Overview • Bedroom door & frame, door lock handle, security latch, self-closer and one way door viewer • Emergency fire evacuation plan, DND sign and room service breakfast door hangers • Coat and Clip hangers and iron & ironing board • Room work desk, TV, telephone and fridge in good condition • Drinking glasses (2 x coasters), silver tray and ice bucket and tong • Work desk drawers, hair dryer and hair dryer bag • Room furniture, sitting chair, arm chair and footstool • Room mirror, deco and paintings • Room walls, high dusting area, ducting and ceiling cob web and dust free

• Room carpets and skirting boards • Room windows/window sills/vents/net curtain and curtains • Is the welcome tray, kettle, cups & teaspoons clean, dust free and in good condition? • Are all stationery, brand directory and marketing, collateral in place and in good condition? Guest Service Directory, pencil, notepad, rescue kit card, no smoking card, movie card etc • Are all room lightings & fittings working and in good condition? Lamps/bulbs/shades/ switches/plug sockets • Are all the room headboard & frame and bedside desktop & drawers clean, dust free and in good condition? • Are the beddings clean and presentable? Sheet/duvet/pillow cases/throw/cushion covers • Is the bed base and Velcro clean and in good condition? • Is the room smell fresh and overall in good presentation? • Is the room corridor obstruction free, clean and hovered?

Meeting Room Checklist Although your primary role may not be in the conference office, it is still the responsibility of the Duty Manager to check the function sheets daily. As well as completing these checks, you must also ensure that the conference/meeting rooms are set up correctly. Ensure all equipment is present: • Projector • Remote Controls for both TV and projector where applicable • Flip charts • Refreshments e.g. mints/biscuits Points to consider when checking the meeting rooms: • Determine the full duration of he meeting. • If the meeting is scheduled over several days, are the start and end times different for each day? Determine the number of people attending. • Will flip charts, white boards, notepads, pens and markers etc be needed? Does the hotel provide a complimentary meeting package for basic items? • Ensure the facilitator is aware of the housekeeping rules and any planned fire tests

Shield Yourself Continual Cycle of Improvement Shield yourself are hotel leading expert in health and safety, fire safety and food safety compliance. They are working with your hotel with an outlook to reduce paperwork, improving compliance and making it easier for General Manager, Heads of Department and Duty Managers to conduct checks and records. The Shieldyourself approach to service delivery is focused on a continual cycle of improvement.

Audits: Shieldyourself will complete on Health and Safety audit per annum in each property alongside another provider. This will be visible online and you will have the capacity to produce an action plan accordingly.

Diary: Alongside the audit, Shieldyourself have implemented a diary system, the number of diaries in place correlates to the size of the hotel. Part of the Duty Managers checklist is included in the diary and must be completed on a daily basis.

Compliance Centre: Shieldyourself have adopted an online system called the compliance centre and this is where the audits are loaded onto. In addition, you are able to report accidents, incidents and RIDDOR directly through this channel.

On Call information Each weekend a member of Senior Management Team is on call. Their role is to contact each of the hotels and gain key statistics including: in-house figures, conference details, staffing levels and other operational matters. The Manager on call is able to assist the Duty Manager if a problem were to arise, some examples include; a gas leak, a case of domestic violence or food poisoning allegation. You are able to deal with these situations using the crisis management folder, however, having an experienced

Manager on call can be extremely reassuring, especially for smaller properties with limited team members on duty. The Senior Manger will ask for the following information:

Accommodation 1. Rooms left to sell 2. BAR 3. In house Figures 4. Breakfast Total 5. Conference Details

Other Updates including: • Early Duty Manager / Late Duty Manager • Maintenance updates - any outstanding issues • Staffing level - adequate cover It is the role of the Duty Manager to prepare the above information in a timely manner.

Level of Escalation If a serious incident was to occur, your first contact would be with your General Manager. You would then notify the on call manager and make them aware that you have notified your GM.

General Briefing including 10@10 It is the responsibility of the Duty Manger to chair the 10@10 morning brief. The reason for this meeting is to ensure every department is aware of the day’s business as well as yesterday’s statistics and the sales figures for the next couple of days. The checklist below is an example of all the information which must be prepared by the Duty Manager in readiness for this meeting. RM’s sold Last Night

Occupancy %

Total Room Revenue

ADR

No shows

Upgrades Sold

Early DM

First Aidder AM

Early Ree

Late DM

First Aider PM

Late/ Nights

Staff Sickness

DM Checklist

Number of Guest Feedback

Breakfast Covers

Room Service Covers

Dinner Covers

Early Staff

Bar Covers

Late Staff Today’s VIP

Potential Sales Leads

Hotel Info / Special Visits / Contractors on Site / Maintenance Today

Thu

Fri

Sat

Thu

Rooms Sold

Breakfast Inc

Sleepers

Dinner Inc

Adults

Arrivals

Children

Departures

Fri

Sat

Day

Department

Group Name

Rooms

Meeting Rooms

Company

Actual

MTD

Delegates

Sleepers

Time

Budget

Meal Plan

Requirements

Variance

Accommodation Food Beverage Leisure Other Total

Recording and Reporting Questions 1. Why is it imperative to check department early on in the shift? ........................................................................................................................................................... 2. Why is it important to check three hotel bedrooms? ........................................................................................................................................................... 3. List five items that appear on a DM Checklist? ........................................................................................................................................................... 4. How do yo handover your duties as DM? ........................................................................................................................................................... 5. What information do you require for the morning briefing? ........................................................................................................................................................... 6. Why must the night staff get a thorough handover? • so that they do not go to sleep • They will not work otherwise • To priorities work for them • to be fully aware of the status of the hotel • Aware of certain guests and situations 7. Why is it important to write a note for the early staff if it is not you? ........................................................................................................................................................... 8. Give an example of what you might report in the DM Lobook? ............................................................................................................................................................ 9. Where would you gain maintenance update from in order to inform the Senior Manager on call of any issues? ..........................................................................................................................................................

Duty Manager Training Records Topic

Signed Trainee

Signed Trainer

Date

Signed Trainee

Print Trainer

Date

Shadow Shifts Name of mentor

Signed Trainer

Comments

I acknowledge that I have received full training in the above procedures as part of the Duty Managers responsibilities. I understand that as Duty Manager I am the representative of the Hotel and the Company and my behaviour and actions must in no way bring the Hotel/Company into dispute. I understand that as Duty Manager I must not leave the building unless another member of Management is in the building to take over the Duty Managers responsibilities. I understand that the hotel keys and safe keys must never be handed to anyone other than another recognised member of the management team. Furthermore, I understand that should I become aware of any cash/key security irregularities, it is my responsibility to take immediate corrective action and to advise the Hotelâ&#x20AC;&#x2122;s General Manager. Name:........................................................................

Signature:..................................................................

Position......................................................................

Date:.........................................................................