ENRICH THE JOURNEYS OF OUR PEOPLE AND OUR GUESTS
E M P LOY E E G U I D E
CONTENTS Our Organisation Pages 4-5
Our Heritage Page 6
Our People Achievements Page 7
The Landmark London Purpose Page 8
Our Values and Promises Page 8
Landmark Pride Page 9
Taskforces and Working Groups Pages 10-11
Company Behaviours Page 12
Learning & Development Page 13
Essential Employment Information Pages 14-16
Basic Hotel Rules Page 17
The Landmark London Brand Vision Pages 18-19
Jargon Buster Pages 20-21
2
W E LCO M E TO T H E T E A M
A warm welcome to your position at one of the world’s most famous and finest hotels. This is the beginning of your journey, and we want it to be an adventure, a truly rewarding career as part of a genuinely caring community. We have designed this short guide as the starting point of your exciting career with us. You will find all the essential information you need about us, your employment and the way we all like to work together. It is important that you understand your main terms and conditions of employment... and that you feel PRIDE in your work. If you have any questions about any aspect of your employment, now or during your journey with us, your supervisors, managers and the supportive Human Resources team are always there to help you!
Andrew Batchelor GENERAL MANAGER
3
O U R O R G A N I S AT I O N The Landmark London is an independent hotel located in central London (Marylebone). Our company is owned by the Sihanatkathakul family who also own other properties in London and Bangkok: Royal Lancaster London, K-West Hotel & Spa, Basil Street Apartments, The Landmark Bangkok and Lancaster Bangkok. We are all independent properties who call each other ‘Sister Properties’. The hotels are all very different but share something in common: we all have the same PRIDE and genuinely care about delivering outstanding hospitality to our guests... and to each other. .
R O YA L L A N C A S T E R L O N D O N
K W E S T H OT E L & S PA
Lancaster Terrace
T: +44 (0)20 7551 6000
Richmond Way
T: +44(0)20 8008 6600
London
E: book@royallancaster.com
London
E: bookit@k-west.co.uk
W2 2TY
www.royallancaster.com
W14 0AX
www.k-west.co.uk
B A S I L S T A PA R T M E N T S
LANDMARK BANGKOK
LANCASTER BANGKOK
Lancaster Terrace
138 Sukhumvit Rd, Khlong Toei
1777 New Petchaburi Rd, Huai
London
Nuea, Watthana, Bangkok
Khwang, Bangkok
W2 2TY
10110, Thailand
10310, Thailand
www.basilstreetapartments.com
www.landmarkbangkok.com
www.lancasterbangkok.com
4
Our Managing Director, Mr Brian Hladnik, is the representative of our owner in all of the London properties. At The Landmark London, our General Manager is Mr Andrew Batchelor who looks after the hotel, with the support and assistance of our Hotel Manager, Mr Adolf Schauer and our Executive team.
Brian Hladnik
Andrew Batchelor
5
Adolf Schauer
O U R H E R I TA G E 1894 The Romantic era of Train Travel
1897 The Design
Sir Edward Watkin, visionary entrepreneur and Chairman of the Great Central Railway dreamt of building the last great Victorian hotel to coincide with the opening of Great Central Station, now Marylebone Station.
1899
Colonel Sir Robert Edis, the architect, designed a building with 700 bedrooms and a cycle track on the roof. The hotel was designed around a vast courtyard, which was unique in London and it provided an extremely dramatic entrance that allowed guests to be delivered by horse and carriage offering comfort and privacy.
The Great Central Hotel opens its doors
On the 6th and 7th June 1899 the opening ceremony of The Great Central Hotel was held. It was called the “Streets and Squares Bazaar” and it was a huge charity event to raise money to build a new wing at St. Mary’s Hospital.
1908 The Suffragettes
The Great Central Hotel held a “Welcome Back from Prison” breakfast for Mrs Emmeline Pankhurst and the other Suffragettes when they were released from Holloway prison where they had been held as political prisoners.
19 1 4 The Great War: from Hotel to Hospital
1 9 1 9 -1 9 3 9
During World War I the building is requested by The Government, to be used as convalescent homes for officers returning from the war front.
The building is returned to its former use as a hotel
1939 World War II
1 9 4 5 -1 9 8 8
During World War II the building is again requisitioned by the Government, to be used by British Military Intelligence and as an air raid shelter.
The Kremlin The building is bought by the British Railways Board to be used as the company headquarters, nicknamed ‘The Kremlin’ by its employees. They removed or covered a lot of the original features of the building. It was around this time that the central courtyard roof was removed and the Winter Garden was temporarily open to the elements.
19 8 8 Japanese Popstar buys the hotel
1993
Kentaro Abe bought the building and began a major restoration to create a very special London hotel. From 1989 to 1993 the hotel was closed while the restoration was being done. The new roof to the atrium was erected, the stairs in the lobby were installed and the Marylebone Road entrance was raised to build a car park underneath. The transformation also involved the guestrooms, from 700 rooms to 300 spacious rooms.
The Regent London On the 8th July 1993 was the official opening of the newly named The Regent London hotel by Four Seasons. His grace James Carnegie the 3rd Duke of Fife, grandson of HRH Princess Louise Duchess of Fife who opened The Great Central hotel in 1899, attended the event.
1995
2008
The dream of a Thai businessman
The hotel becomes a member of the Leading Hotels of the World
In August 1995, the hotel is purchased by The Lancaster Landmark Hotel Company owned by Khun Jatuporn Sihanatkathakul, a prominent Thai businessman and hotelier. It is renamed The Landmark London and in 1996, after 1 year of being re- named it was awarded 5 red stars by the automobile association.
2019 Hotel refurbishment is completed 6
Commencing in January 2017, the renovation of the 249 rooms and public areas took over two and a half years, completing just in time for the hotel’s 120th anniversary.
OUR TEAM ACHIEVEMENTS A C C R E D I TAT I O N S
We believe that without our dedicated team, our pursuit of excellence would not be possible. Each person is a vital team member and that is why we feel it is of utmost importance to invest in our people to ensure that they have both an enriching and rewarding journey with us. The hotel was named fourth position in the acclaimed The Sunday Times’ ‘100 Best Companies to Work For’ in 2020 making the list for the third consecutive year. Following an intensive three-year journey, The Landmark London was the first hotel in the world to be awarded Investors in People Platinum by achieving the highest score in accommodation business sector globally. In September 2019, the hotel was named the AA Hotel of The Year London 2019-20 for our seamless service and five star luxury guest experience. Furthermore, in August 2020 the hotel’s efforts and investment in our team member’s health and wellbeing was recognised by the Mayor of London with the London Healthy Workplace Award.
SOCIAL RESPONSABILITY At The Landmark London, we strongly believe that it is vital to foster sustainable development and make a positive difference in the communities in which we live and work. We embrace this through the ‘Giving Something Back’ taskforce, who is in charge of keeping this ethos alive through different initiatives and activities. As part of our pledge of social responsibility, we have chosen to work with the below charities through various activities:
FRIENDS OF THE LANDMARK FUND Throughout the year we organise fun activities to raise funds for our team members who most need it. If you need financial help talk to your manager, our Friends of The Landmark committee will review your case and try to provide financial support.
7
OUR PURPOSE TO E N R I C H T H E J O U R N E YS OF OUR PEOPLE AND OUR GUESTS The way we are, the way we act, the way we think‌ everything we do reflects our passion to deliver memorable moments, not only to our guests but also to each other. This is our ultimate aim at all times.
O U R VA L U E S & P R O M I S E S C O M PA N Y VA L U E S
We live and breath the values that lead our organisation:
RESPECT
INTEGRITY
I will treat others as I would like to be treated.
I will deliver what I promise.
C O N T I N U O U S I M P R OV E M E N T
FUN
I will actively seek out opportunities for improvement and take action.
I will bring positive energy to support a happy environment.
OUR PROMISES
I will always use the person’s name at every opportunity I will know 5 historical facts about the hotel I will always escort guests to their destination I will always offer a warm welcome and a gracious farewell I will always show genuine hospitality and care to all
8
LANDMARK PRIDE Landmark Pride is our culture and it’s nurtured everyday at the hotel by our team members and by all the different activities the taskforces and working groups develop.
YO U Landmark Pride englobes our hotel activities, our purpose, our values, our personality and the most important part...You. Our people are the engine that keeps The Landmark London moving.
RECOGNITION The GEM recognition and reward program allows you to earn points when you go the extra mile to enrich our team members and our guests journeys. You can earn points from guests, each other and for sharing your ideas with the management team G= guest feedback | E= employee recommendation | M= my ideas
9
TA S K F O R C E S Our taskforces are formed by team members from different departments to carry out a specific mission or project, or develop an area of the business that requires a multi-disciplinary approach. In the taskforces there are no ranks and all parties are there to give their individual contribution. These groups meet every 6 weeks to ensure continuous improvement is achieved within the areas of focus. Read more about all the activities and taskforces you can be part of as a team member of The Landmark London:
Fun Run to raise funds for Friends of The Landmark Fund
Clean Conscience soap recycling collection
Wellbeing Wednesdays - Yoga Class
STAR monthly event
Best Companies Day Celebration in the canteen
THANK YOU lunch
National waiters day 10
Themed Lunch
H E A LT H & S A F E T Y
H O S P I TA L I T Y
ICC
Our Health & Safety committee meets once a month and works hard to improve our working environment, increasing safety awareness and accident prevention. Every department throughout the hotel is represented and engaged throughout the process and projects.
The Hospitality taskforce was put together in order to increase our overall awareness of the importance and impact guest reviews can have and is having in our business. Since starting the taskforce in 2014 we have seen our position move positively from position 116 to where we are today. Tripadvisor has become the main search engine for over 90% of travellers who check other guest opinions before choosing a hotel.
Each department nominates and elects a representative who stands for one year. They actively gather positive and negative feedback from the team members and ensure ideas and opportunities for improvement are communicated to the management team. Feedback and business information is communicated throughout the hotel, to ensure we are all aware of the successes and challenges within the business.
SOCIAL COMMITTEE
SPORTS & WELLBEING
G I V I N G S O M E T H I N G B AC K
It is important to have fun whilst we work and have fun in our spare time all together. This committee of team members organise parties, trips and events that can be attended by team members and their families. The biggest event of the year is the Annual Awards Ceremony, an elegant gala where team members celebrate success and recognition. We love to work hard and play hard!
Team sports help build confidence and stronger relationships. As a member of the team you can join our football team, softball team or any of the physical activities organised at the hotel, such as Zumba, yoga, pilates, etc. We also organise seminars and workshops hosted by professionals about different wellbeing topics, such as mental health awareness, drugs and alcohol awareness, financial wellbeing, etc.
It is important for us to give back to the society and contribute to different charitable practices in every way we can. This taskforce is responsible for managing the funds and establishing relationships with the charities we collaborate with. Each department has a fundraising (ÂŁ) or volunteering (hrs.) annual goal to achieve by organising different activities inside or outside the hotel.
H I STO RY
S U S TA I N A B I L I T Y
LANDMARK PRIDE
Our heritage is a really important element of the hotel’s success and is highly linked to our brand. The History taskforce is involved in the research of interesting or unknown history facts. They also look for different ways to raise awareness about our history amongst our guests and team members.
Collective efforts matter and businesses can be a catalyst for system-level change in the face of significant global issues, such as climate change. This taskforce reviews how the hotel operations affect the ecological environment and suggests new initiatives and ways of communicating our sustainability practices to the public.
This taskforce is dedicated to making The Landmark London a fun place to work, where team members feel valued and empowered to carry out their duties and also have fun! finding ways to improve team members’ wellbeing at work, sharing ideas and raising awareness about the subject.
11
C O M P A N Y B E H AV I O U R S OUR PEOPLE PLAN
The Landmark London strives to achieve the maximum commitment from our team members, guests and suppliers.
Colla
Co
bora
Fina Unde ncial rstan ding
PERFORMANCE REVIEW PLAN
4 weeks / 8 weeks / 12 weeks review Q1 Q2 Q3 Q4
Review Review Review Review
> > > >
personal development mid year review self development goal settings
m
tion
m un ica tio
Ef Pl fect an iv ni e ng
We expect all our team members to adhere to the company behaviours and demonstrate our values at all times. In order to guide you through your journey, your manager will conduct at least 3 review meetings with you during your probation period. Once you have passed your probation, you will have quarterly performance reviews where you will be able to showcase your successes in line with the behaviours listed in the wheel below. All performance reviews need to be completed in Talent Toolbox.
n
In
te
gr
lem ob g Pr lvin o S
ity
Strategic and thinking making n io is ec d
Posit ive Attitu de
HPO
ment to Commit nce excelle
Negoti
ation Skills
M an Pe agi op ng le
Develo ping People
ve Self lo pm en
ng iri sp ers h Ot
s ibute Contr Ideas
De
In
t
ng n ni io ar sat e i L n a rg O
High Performance Organisation Wheel 12
L E A R N I N G & D E V E LO P M E N T We have PRIDE in welcoming you to The Landmark London and now that you are part of our team we will invest and support you by delivering all the training and development you need to have a successful journey with us in return for the hard work and commitment you demonstrate in looking after our internal and external guests.
W E L C O M E D AY & I N D U C T I O N
LEARNING EVENTS & WORKSHOPS
As you start your journey with us, you will be invited to attend our Welcome Day, a useful introduction to the hotel and all departments delivered by the Executive Team, where you will also have the opportunity to meet new members of the team from different departments. You will also have a Welcome to your Department, where you will receive an induction tailored specifically to your role.
Within your first 12 weeks of employment with us you will also experience the following learning events and workshops: > Communicate to Engage > Dealing with Guest Feedback > What’s in a name? > Telephone and Email etiquette > Empathy training > History Training > Cultural Awareness Training ...
D E PA R T M E N TA L C O A C H E S
We are also working in partnership with external training & development providers to deliver in house NVQs, apprenticeships courses & English classes of different levels for any of our talented team members to be developed further in customer service/ hospitality or leadership skills & behaviours.
Our managers are all qualified trainers who will coordinate and support you with specific training. We also have Departmental Coaches to support with on and off the job training who will guide you on your learning and developing journey with us Whenever you want to grow in your career, we are here to support you all the way; we will provide you with all the training and development you need to reach your own potential.
LANDMARK DEVELOPMENT ACADEMY The Landmark London is a strong believer in learning and development and therefore we have our own Landmark Development Academy.
13
E S S E N T I A L E M P LOY M E N T I N F O R M AT I O N ETHICAL FRAMEWORK The Landmark London has a Code of Ethics and all team members are contractually obliged to apply and adhere to the principles below:
Promoting honesty and ethical behaviour at all times. >
> Promoting and acting in compliance with all The Landmark London Policies & Procedures, applicable laws, rules and regulations.
TEAM MEMBERS’ RESPONSIBILITIES
> Deterring wrong-doing through prompt internal reporting of violations of this code, protecting The Landmark London legitimate business interests.
The Landmark London believes that all team members must comply and genuinely adhere to the responsibilities below:
> Integrity is expected at all times. Being honest and open while maintaining confidentiality of information about The Landmark London. > Adhering to The Landmark London high standards of business and behaviours as well as personal ethics at all times. > Complying with current United Kingdom law as well as policies & procedures at all times. Reporting any actual or potential violations or breaches of The Landmark London policies and procedures. > Ensuring at all times that no conflict of interest occurs as a result of your employment, dealing fairly and with honesty with The Landmark London guests, suppliers, competitors and team members.
> Acting always in the best interests of The Landmark London. > To discuss any areas of concern with the individual prior to activating the formal procedure (when possible). EQUAL OPPORTUNITIES & SEXUAL AND RACIAL HARASSMENT It is specific policy of The Landmark London not to discriminate against any team member or applicant for employment because of race, colour, sex, age, creed, national origin or disability. This policy includes:
You will receive a lot of information about your employment and the company during the first 13 weeks of the beginning of your journey with us. When you first join us you will receive your:
> Recruitment, promotion, transfer or demotion. > Learning & Development. > Discipline. > Rates of pay or any other benefits. > Termination of employment.
> Contract of Employment. > Employee Guide. > Link, username and password to our intranet landmarkpride.com where you will be able to read about The Landmark London and all of our Policies & Procedures.
The Landmark London deplores all forms of sexual and racial harassment and harassment on the grounds of disability and seeks to ensure that the working environment is sympathetic to all our team members. This procedure is in place to inform team members of the types of behaviour that are unacceptable and also provides a means of remedy to any victims of sexual or racial harassment.
It is fundamental that you take time to read through the documents above and please ask if you have any further questions... and remember: W E A R E H E R E TO S U P P O RT YO U A L L T H E WAY
14
REMEMBER
It is important to understand that our Policies & Procedures here at The Landmark London, as well as all regulations surrounding your employment, are put in place to ensure that we all work positively together. They form an essential part of the terms and conditions of your employment and must be followed at all times. O U R E X P E C TAT I O N S
Be the best you can be. Deliver genuine hospitality every day. Treat people how you would expect to be treated. Deliver memorable moments to our team members and guests daily.
15
HOURS OF WORK & OVERTIME
H O L I D AY S
> Your normal hours of work are stated in your
> The Holiday Year runs from the 1st of
offer letter and your contract of employment.
November to the 31st of October each year.
> The Landmark London is part of the exciting
> Your holiday entitlement is calculated
hospitality industry. We are a 24 hours, 7 days a week operation and your hours of work may involve working on a shift pattern: weekends and/or bank/public holidays.
depending on your length of service and the number of days you work.
> Holidays must be requested at least 2 weeks in advance to your line manager in our online payroll system: Fourth Hospitality.
> If you are required to work on a shift pattern,
your rota will be displayed in your department so you know when you are working each week.
> All holiday requests must be approved by
> You are entitled to an unpaid meal break of 30 minutes for each 8 hours of work.
your line manager also online through Fourth Hospitality.
> As we need to be flexible with the business
> All holidays must be taken by the end of the
needs, you might be required to work additional hours on top of your normal contracted hours.
holiday year and you are responsible to ensure that this happens.
> To earn ‘lieu time’, overtime must be approved
> Holiday leave is paid at your normal rate of
by your Head of Department and/or Executive.
pay.
S I C K N E SS / A B SE N CE / L ATE N ESS
> The Landmark London currently recognises 8 paid Bank Holidays a year which is included in your holiday allowance.
> If you are going to be late for work you must
call the Manager on Duty as soon as possible. Please be reminded that lateness affects the performance of the team and will not be accepted, unless in exceptional circumstances.
> All non managerial team members who
are required to work on a Bank Holiday, are entitled to a ‘lieu day’ and you will also be paid at your normal rate of pay for the hours worked. You must take your ‘lieu day’ after the Bank Holiday worked. You must request your lieu day by using our online payroll system, Fourth Hospitality.
> If you are unable to attend work due to
sickness and/or exceptional circumstances, you must call the Manager on Duty or Night Manager at least 2 hours prior to the starting of your working day (4 hours before in case of night shifts). Please note that voicemail and/or text messages or emails to any team member or manager will not be acceptable.
N O S O L I C I TAT I O N P O L I C Y > Solicitation or distribution of literature is prohibited in all working areas and during working times. Any unauthorised solicitation of autographs, albums, tickets or other such items from guests will be regarded as gross misconduct, and may lead to disciplinary actions.
> If you are absent between 1 and 7 days, you
will be required to complete a return to work form with your line manager, to make sure you feel 100% healthy to come back to work.
> If you are absent for longer than 7 days, you
must bring a doctor’s certificate that covers your period of absence. If you fail to provide us with your doctor’s certificate, it could affect your entitlement to Company and/or Statutory Sick Pay.
> People not employed by The Landmark
London cannot solicit or distribute for any purpose or at any time on the Hotel premises without the written authorisation of the General Manager or Hotel Manager.
> The first day of sickness will be unpaid.
16
BASIC RULES PROFESSIONAL CODE OF CONDUCT
SMOKING
> Smoking is strictly forbidden whilst on
> All team members must behave in a
the hotel premises. Team members (and guests) are only allowed to smoke outside, in designated smoking areas (for team members this is located on the basement level).
professional manner at all times and deliver our ‘SUGAR‘ key behaviours: Smile, Use of guest name, Greeting, Anticipate/Always offer Assistance & Recognition.
> Mugs and crockery are not to be taken to
> Chewing gum and use of personal mobile
this area.
phones are not allowed whilst on duty.
P E R S O N A L B E LO N G I N G S
> Drinking on duty, being under the influence
of alcohol and/or drugs, swearing at or in the presence of guests and/or team members, disrespectful behaviour against others and also failing to follow The Landmark London full grooming standards are all unacceptable behaviours and conduct that The Landmark London will not tolerate.
> Some departments have lockers available for team members.
> Employees will be required to store their personal belongings in their lockers.
> Whilst lockers may be provided by The
Landmark London, the Company will not take responsibility for your personal belongings. We recommend valuable items are not brought to the hotel.
T E A M M E M B E R S ’ ACC E SS TO T H E H OT E L
> You must enter and leave the hotel via the
TELEPHONE & MOBILE PHONES
‘Welcome to the Landmark’ door located in Harewood Avenue, unless you are allowed exceptionally by your Head of Department and/or Executive to enter or leave the premises through another area in an exceptional circumstance.
> Team members are not allowed to use
The Landmark London telephones for private telephone calls (only in exceptional circumstances).
> Team members should ensure that they do
> You must ‘clock in’ and ‘clock out’ every time
not receive private calls whilst at work (only in exceptional circumstances).
you start and finish your shift (you will obtain clock in and out training with a payroll team member).
> The use of personal mobile phones whilst on duty is not allowed.
> If you are working in a department where you are wearing uniform, you are not allowed to leave the hotel premises at any time wearing your uniform (unless specific authorisation has been given by your Head of Department or Executive).
MEAL BREAKS
> The Landmark London team members restaurant is called Buffet Car.
> All team members are entitled to half an
U SE O F G UE STS FACIL ITIES AND P UBLI C A REAS
hour meal break for every 8-hour shift worked.
T H E L A N D M A R K LO N D O N PROPERTY
> Team members are not allowed to use guest
facilities or access public areas whilst off duty, unless it has been previously approved by the General Manager or Hotel Manager; in which case you are required to follow the appropriate values and behaviours, always remembering that you are an ambassador of The Landmark London.
> Any property that belongs to the Company
may not be removed unless with the express permission of the General Manager, Hotel Manager or direct Executive.
> This must be expressed in writing using a pass
out form signed by your Head of Department or Executive
> Failure to comply with any of the above basic Employment & Landmark London Rules and/or any of our Policies and Procedures may lead to further formal consequences.
> Guest lost property must be reported to Accommodation Services Division ‘Lost Property Team’, where it will be logged and stored. 17
OUR BRAND
BRAND VISION What differentiates us, what makes us unique, what do we want to be famous for. Our brand vision encapsulates this, our ethos, our mission and how we want to be perceived.
LO N D O N ’ S OAS I S O F LUXU RY In the heart of London, perhaps the world’s finest city, there is a peaceful and unforgettable oasis of comfort, calm, and absolute luxury. The Landmark London, delightfully unique with an alluring charm, one of London’s best kept secrets.
OUR BRAND PERSONALITY Explaining what defines our personality and what does not helps us create our brand tone of voice and display a consistent image in all the hotel communications both offline and online
W E A R E N OT
WE ARE
Old fashioned / Dated
Classic & Traditional
Stuck in the past
Respectfully nostalgic
Contemporary
Sensitively in tune with modern amenities, trends and expectations
A Hot Spot
A Retreat
Exciting
Relaxing
Formal or Informal
Polite and well mannered
Aloof or Stuffy
Genuine and Friendly
Arrogant / Pretentious
Confident / Proud
Predictable
Surprisingly unique
Intimidating
Inviting
Big, Huge, Large
Magnificent
Corporate
Inherently independent
A fashionable choice
A discerning choice
18
BRAND IDENTITY ELEMENTS
Expressing our brand identity is, not simply the placement of our logo, but a combination of elements. Colours, fonts, imagery and design layout with an attention to detail are all important. In this page you can see some application examples of our brand identity such as collateral, business cards, website, etc.
O U R LO G OT Y P E A N D PA L M I C O N
FONTS
G OT HA M Gotham is our primary font. An elegant sans serif that enhances, and contrasts to, the script of our Logotype. Use this font for all communications.
Our hand-drawn logotype is one of our most valuable assets and must not be altered. It is predominantly applied in ‘Landmark Gold’ or alternatively white out of a background.Always place the logotype ‘proudly’ with space around it.
New Baskerville
Our ‘Palm Icon’ symbolises our brand vision ‘London’s Oasis Of Luxury’. It is an additional brand element that should be used as a consistent illustrative motif where it can enhance communications.
New Baskerville is our secondary font. It hints at our heritage and enhances the elegance of Gotham. Use this font sparingly, preferably in italic. Over used it can appear ‘dated’ and ‘old fashioned’.
C O LO U R PA L E T T E Our brand palette consists of an elegant gold, serene accent colours, in particular teal blue, and discreet soft neutrals. You can find these colours throughout the hotel in items such as menu, signage, collateral, etc. These colours were chosen with a clear purpose, to evoke the brightness and luxury that prevails in all areas of the hotel. PA N TO N E ( M E TA L L I C ) 87 1 C H E X : 927 D 4 D
PANTO NE 302 5C H EX : 03405 1
PA N TON E COOL GR EY 11C
PA N TON E WA R M GR EY 2C
PA N TON E 74 59C
HEX: 4 E4 D4 E
HEX: E6E0DA
HEX: 4 298B 5
pride 19
JARGON BUSTER AA > The Automobile Association - one of the UK’s most recognised & trusted brands. They recommend & acknowledge hotels. We are assessed by them every quarter. ATR > Authority to Recruit. AD R > Average Daily Rate. AR R > Average Room Rate. AOB > Any Other Business.
F&B > Food and Beverage. FAM TRIP> Familiarisation Trip/Tour. FO > Front Office. FO H > Front of House. FC > Financial Controller. FU NCT IO N > What we do.
G
G C > Great Central Bar & Rest. GT > Garden Terrace. G P > Guiding Principles. G M > General Manager. G E M > Guest compliments, Employee feedback, My ideas - The Landmark’s team member recognition system. G O D > Guest of the day. G O P > Gross Operating Profit. G RM > Guest Relations Manager. G RS > Group Reservation System. G ALA DINNE R > Primary social function of an event, usually in the evening, including entertainment or speeches after a formal meal.
BA R > Best available rate. BO B > Business on the books. BO H > Back of house. BU S I N E SS CO NT I NU I T Y P LAN > Plan to recover the business following a major incident/ disaster. BR IC M A RK ET > Brazilian, Russian, Indian and Chinese markets. BR EAK OUT RO OM > A smaller room, near a larger meeting room, for use when a larger group breaks into sections. BENCH M A RK I N G > Process of comparing performance and activities among similar organisations or against an agreed standard. BUSINE SS C E N T RE > Area in a hotel or event venue offering various office facilities and services.
H O D > Head of Department. H &S > Health and Safety. H R > Human Resources. H PO > High Performance Organisation.
COS > Cost of Sales. C R B > Criminal Records Bureau. C &B > Conference and Banqueting. C &E > Conference and Events. CV > Curriculum Vitae. CO MP > Complimentary. COMM I SSI O N > A percentage of a sale price paid to a salesperson as payment for making a sale.
IIP > Investors in People specialises in transforming business performance through people. Their mission is to help businesses achieve the results they want by focusing all their work on business objectives, and acting as a critical friend so that the business can maintain continuous improvement. ICC > Information Consultative Committee.
DAI LY B R I E F > Daily update activity. D D > Deluxe Room. D E P T. COAC H E S > Team members that coach others within the department. DHR > Director of Human Resources. DND > Do Not Disturb. DOSM > Director of Sales & Marketing. DOS > Director of Sales.
JD > Job Description. KWL > K West London Hotel & Spa L&D > Learning and Development. LCR > Local Corporate Rate. LDA > Landmark Development Academy. LD > Marylebone Studio. LMK > Landmark London. LE ADE RS H IP T E AM > Executives & Senior Management Team. LE ADE R > Andrew Batchelor. LQ A > Leading Quality Assurance - specialises in providing quality assurance audits, benchmarking analysis and training services to the luxury hospitality industry, enabling The Landmark London to monitor and improve our operating performance.
E X E C > Executive. E X CO M > Executive Committee. E DT > Estimated Departure Time. E D > Executive Room. E DD > Family Room. E - NP S > Employee not promoted score. E M EA > Europe, the Middle East and African markets. E Q > Emotional Quotient - measure of emotions. E TA > Estimated Time of Arrival.
20
M AST E R K E Y > One key that will open function & guest rooms. M E P > Mise en Place. M I CE > Meetings, Incentives Conferences & Events. M O D > Manager on Duty.
S O P > Standard Operating Procedure. S &M > Sales and Marketing. S U M > Marylebone Suite. S UA > Atrium View Suite. S U D > Landmark Suite. S E M > Senior Executive Meeting. S D > Superior Room. SS P > Statutory Sick Pay. S MART > Specific, Measurable, Achievable, Realistic, Time. S U G AR > Smile, Use of Guest Name, Greeting, Anticipate,
N VQ > National Vocational Qualification. N P S > Net Promoter Score.
Recognise.
SYNDICAT E > Guestroom transformed into small sized meeting room. OCC > Occupancy. OFI > Opportunity for improvement. OP S ME E T I NG > Operations Meeting.
TAS K FO RCE > Permanent group fulfilling a goal. T B C > To be confirmed.
P DP > Personal Development Plan. P E R F O R MANC E CO N T R AC T > High level goals. P E R S O N S P E C > Person Specification. PV F > Payroll Variation Form. P&L > Profit and Loss. PO > Purchase Order. PR > Purchase Request. PR E CO N > Pre-conference meeting. PURPOSE > Why we do it.
VALU E S > The foundation of our behaviour and decision making. VAT > Value Added Tax. VCR > Volume Corporate Rate. VIP > Very Important Person. VIS IO N > “London’s Oasis of Luxury”. WH AT ’S O N > Monthly events/ activity. WG > Winter Garden. WO RK ING G RO U P > Temporary focus group. WU C > Wake-up Call.
RLL > Royal Lancaster London. RO I > Return on Investment. RAC K R AT E > The published rates of a hotel room, the price a hotel charges for a room before any discount has been taken into account. ROOM T URN OV E R > Amount of time needed to break down and reset a function room.
21
S TAY C O N N E C T E D LINKEDIN
@thelandmarklondon
I N S TAG R A M
@team_landmark @the_landmark_london
FAC E B O O K
@TheLandmarkLondon
@landmarklondon
W E C H AT
*Issued in September 2020