10.1. PERSONNEL AND HIRING SCHEDULE
1. Obtain final hiring schedule with correct arrival dates for all security department staff to be hired. Follow-up status with Human Resources Manager.
2. Verify staff deployment on hotel property, prepare trial staffing schedule and verify staffing standards. If major problems develops, coordinate with General Manager. 3. Arrange with Human Resources Manager for rather more in-depth background
security checks than they might otherwise be done for other hotel staff. Where legally correct, verify lack of criminal record.
4. Coordinate with Director of Business Support with respect to requirement for bonding of security staff. Contact risk management to arrange bonding.
5. Establish training schedule for security officers. 10.2. GENERAL SECURITY OVERVIEW
1. Develop policy procedures for staff development on fire life safety, guest security, hotel property protection and emergency procedures, and the like, and review with General Manager.
2. Review and develop hotel emergency plan for foreseeable emergencies.
3. Review any special security systems in hotel and integrate same into security program.
4. Discuss employee entrance security program with General Manager. 5. Discuss security officer training program with General Manager 6. Develop policies for the following items
a. key control
b. employee locker inspection c. lost and found
d. employee parking e. time card
7. Establish contact with local law enforcement.
8. Develop program for coordinating special VIP security, if appropriate.
10.3. FIRE, LIFE SAFETY, EMERGENCY PROCEDURES
1. Develop a rigorous and thorough departmental training program to ensure each security staff member knows emergency duties and stations, and moreover, knows duties and stations of other hotel staff.
2. Ensure that security staff participate in all drills, and do so in a realistic, participative manner.
3. Coordinate with General Manager, Executive Assistant Manager, Chief Engineer and Front Office Manager.
4. Develop emergency contact list for after hours major incident reporting.
5. All items above must be developed in accordance with guidelines provided in the InterContinental Hotels Group Hotel Incident & Crisis Manual and the InterContinental Hotels Group Loss Prevention Manual Section XII – Hotel Emergencies.
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1. Review what has been done in the respect by other Department Heads (e.g. Chief Engineer, Executive Housekeeper, Front Office Manager) prior to the Security Chief coming on board.
2. Review and adapt InterContinental Hotels Group Hotel Incident & Crisis Manual to suit hotel‟s specific needs/conditions.
3. Assist General Manager in forming a Crisis Response team.
4. Be familiar with definition of Crisis Levels and escalation/communication procedure with InterContinental Hotels Group Asia Pacific Regional Headquarters (Singapore). 10.5. LOSS & INCIDENT REPORTING
1. Determine local legal implications with Controller.
2. Establish alert notification process per InterContinental Hotels Group‟s Loss & Incident Reporting forms and procedures.
3. Special security measures and religious procedures required, where applicable. 10.6. SECURITY MANUALS
1. Develop a training and orientation program with security staff to include a detailed review of security manual referencing the InterContinental Hotels Group Loss Prevention Manual Section VIII – Security Officer Program.
2. Discuss possible variances from manual with General Manager due to hotel décor, layout and the like.
10.7. KEY SECURITY
1. Discuss key security program with Chief Engineer and Director of Business Support. 2. Security of master and emergency keys and sign-out procedure.
3. Security of cashier safety deposit box keys.
4. Security of storeroom keys and turn-in security at shift end. 6. Develop security procedure for electronic keying system. 10.8. CASH SECURITY
1. Transport of daily deposits to local bank or arrange for armoured card service.
2. Transport of hotel cashier‟s bank to/from outlets; discuss security escort requirements with Director of Business Supports.
3. Burglar and hold-up alarms and General Cashier security. 4. Review bank and safe audit procedures with controller. 10.9. PROSTITUE POLICY
1. Determine local history of problem, if any, from other hotels and local police.
2. How is policy handled at other hotels? Discuss strategy with General Manager and local law enforcement
3. Cooperation of other local hotels and/or local police. 10.10. GUEST SECURITY
1. Missing master keys and recovery/reporting program. 2. Reporting procedure for guestroom thefts.
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4. Security of expensive lost and found items: coordinate with Executive Housekeeper and Director of Business Support.
5. Security of expensive guest bulk items turned over to hotel for safe keeping (furs, etc.)
10.11. UNUSUAL SECURITY PROBLEMS OR PROCEDURES, IF APPLICABLE
1. Heads of State, Ministers or equivalent: Special floor security, telephone intercept if requested, and the like.
2. Special security for important banquets.
3. Coordinate suggestions, programs with General Manager. 10.12. SECURITY FOR OPENING DAY FESTIVITIES
1 Coordinate security programs with Festivities Committee.
2 Determine festivities security program and make recommendations and advisement whether additional temporary security guards required, to General Manager.
3 Review Policy and Procedure sections pertaining to security, evaluation of personnel and the like.
10.13. LOCAL LAW ENFORCEMENT AGENCIES
1. Determine acceptable Identification or counterparts, which are acceptable to meet local laws regarding serving liquor to minors, etc.
2. Arrange for proper introduction to heads of local law enforcement agencies.
3. Discuss mutual assistance program, especially as pertains to prostitutes, hotel skippers, back check artists and hold-ups.
4. Discuss with General Manager whether it is advisable to have some public relations efforts with local law enforcement officials/officers.
10.14. GATE PASSES & IDENTIFICATION
1. Coordinate construction (worker) gate guard as required for hotel gate security needs. 2. Review particularly security requirements at gate for outgoing materials which
normally require departmental head approval on hotel form.
3. Review security to permit discretionary approval of obvious construction material arrivals and departures. Establish that fine line – do not harass the construction staff but also do not let the Furniture, Fixture & Equipment walk out of the back door. Coordinate same the General Manager, Food & Beverage, Purchasing, InterContinental Hotels Group Project Manager, and hotel Director of Business Support.
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11 – ENGINEERING - PRE-OPENING CHECKLIST
Please refer to Engineering Pre-Opening Manual found on I-Connect: [The Way We Work] [Brand Standards] >> Select Brand >> Engineering & Maintenance >> Engineering Pre-opening Manual
OVERVIEW
Normally the Chief Engineer will arrive at the project site about four to six months ahead of the scheduled opening. In certain cases, this could be much earlier upon the Owning Company‟s request (e.g. it is a common practice in China to recruit the Chief Engineer eight to twelve months prior opening).
The Chief Engineer must immediately arrange for introductions to the Owner‟s Project Manager1, if on site, and the Contractor‟s senior project supervisor (s).
Immediately following preliminary orientation to the hotel, the Chief Engineer must make time to become acquainted with the surrounding city, local code regulations, trading companies, equipment agencies, and potential equipment repair locations.
As rapidly as possible the Chief Engineer must obtain a complete set of all approved construction drawings and project specifications with names and contact numbers of project team members and summary of subcontractors and related vendors. Review all relative drawings and comment on completion schedules as they involve co ordination with hotel staff. Establish site inspection routine with General Manager and set up file with video photographs of areas that will be critical for future maintenance and not accessible after construction completion. The Chief Engineer should set up a temporary on-site office at the earliest opportunity. This must be coordinated with the General Manager, Owner‟s Project Manager and Contractor.
The Chief Engineer will attend all job meetings between the Contractor and the Owner‟s Project Manager, unless otherwise advised. Weekly progress reports in a standard format will be made in writing to the General Manager.
The Chief Engineer is effectively the InterContinental Hotels Group Technical representative on site. It is therefore important to agree early with the Owner‟s Project Manager on responsibilities and reporting relationships during the Project Manager‟s absences.
For more details of the Chief Engineers responsibilities prior the opening of the hotel, kindly refer to the Engineering Pre-Opening Manual.
1
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12 - PUNCH LIST - PRE-OPENING CHECKLIST
12.1. INTRODUCTION
Toward the end of the construction period, the contractor will be requested to turn over the completed portions of the hotel to InterContinental Hotels Group Operations staff for purposes of training hotel staff and preparation for opening, in accord with very detailed specific schedules. This turnover procedure focuses on a listing of observed deficiencies which is called a Punch List, which will be put together by the hotel engineering team. The following narrative details the procedures which will follow during this Punch List process. 12.2. CONSTRUCTION PUNCH LISTING
During the final stages of construction completion, when the contractor believes an area, system or equipment of the project is finished and ready to be turned over, the contractor will request through the Owner‟s Project Manager and/or hotel Chief Engineer the area be accepted by Operations.
Before such acceptance, it is necessary to document (on Punch List) that the area in question is finished and complete according to Owner‟s contract and specifications, with all deficiencies recorded for corrective action. This Punch List provides a systematic document for the contractor to work with, to correct the deficiencies, prior to acceptance of the area by InterContinental Hotels Group Operations. In the event that the areas, due to missing components or faulty installation are not finished, the hotel is responsible for rejecting the contractor‟s request for acceptance.
12.3. OPERATIONS INPUT ON THE PUNCH LIST
Members of the hotel operations staff should report to the hotel‟s Chief Engineer any defects observed during the normal course of their work. These will be properly recorded for correction if they are contract deficiencies, or may be otherwise handled as agreed by those concerned.
It is of primary importance that the contractor receive only one consolidated punch list to avoid potential claims, split responsibility, and contract problems. What generally happens is the Chief Engineer prepares the original punch list and copies are then given to the General Manager for operations input. The Executive Housekeeper and senior department heads should review these punch lists thoroughly prior to submission.
Speedy review and comments on the punch list is essential and should be facilitated by utilizing a crew of hotel employees from housekeeping and engineering assigned to review each hotel room and area to make recommendations for possible additions to the punch list. The Chief Engineer then consolidates these recommendations into the Punch List and coordinates turning this punch list over to the contractor for action.
12.4. CONSOLIDATED PUNCH LIST PRESENTED TO CONTRACTOR
It is most difficult to achieve any reasonable degree of cooperation from the contractor in his completing the punch list work when independent inspections are made by various groups and repeated punch lists for the same area are given to him. Consequently, when the punch list is initially prepared by the Chief Engineer, such list is then given to the General Manager for his Senior Department Heads and Executive Housekeeper. If operations believe there are punch list items that have not been included, such items should be added to the list before it is presented to the contractor.
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12.5. OCCUPYING AREAS BEFORE PUNCH LIST COMPLETION
It is a frequent occurrence during pre-opening that the equipment, systems, or area must be taken over in advance of full contract compliance to commence with training programs for hotel staff. In such cases, the uncompleted premises shall be safe, sanitary with basic utilities operating, suitable for staff occupancy. When the Chief Engineer is considering acceptance of an area or system subject to punch list work to be corrected, he should ensure that the punch list work is clearly documented and includes the operating staff observations as well. Operations will then maintain and operate the equipment or systems with the understanding that the contractor must complete the recorded punch list deficiencies.
12.6. CONTRACTOR’S RESPONSIBILITY FOR ACCEPTED AREA
After operations has accepted and occupied an area, the Chief Engineer must make it clear to the contractor that this in no way relieves the contractor from the responsibility for any malfunction or latent defect. Defects incurred due to wear or operation‟s normal usage of an area is naturally not the contractor‟s responsibility. The contractor‟s guarantee period should commence only after FINAL acceptance, which represents completion in every respect. 12.7. JOINT MAINTENANCE WHEN POSSIBLE
If and when systems must be maintained by more than one technician prior to acceptance of equipment and/or systems, and providing the contractor does not relinquish pre-acceptance responsibilities, the maintenance crew should contain both operation staff and the contractor‟s personnel. In this manner, some Repairs & Maintenance training can be accomplished through familiarization with the new equipment.
12.8. FURNITURE, FIXTURE & EQUIPMENT PUNCH LIST
The Chief Engineer is the coordinator and recipient for the preparation and reporting of all punch lists. During the pre-opening countdown period, the Chief Engineer will frequently screen requests to determine what has been specified in the hotel versus what is preferred and/or desired by the Department Head.
The term “Punch List Correction” should only be used for items which represent non- compliance or improper compliance with that specified under signed contracts or purchase orders.