6th Sem Facility Planning Notes

Notes:- Facility Planning 6th Sem

INSTITUTE OF HOTEL MANAGEMENT CATERING AND NUTRITION, KUFRI, SHIMLA | 1

CHAPTER 1- HOTEL DESIGN

The design of a Hotel is one of the major considerations in planning of efficient Hotel. While

designing the Hotel following factors should be kept in mind:

1. Attractive appearance

2. Efficient plan

3. Location

4. Suitable material

5. Workmanship

6. Sound financing

7. Competent Management

Developing an efficient design is a complex sequential process requiring intense interaction of many

professionals to successfully planned, designed and operate all facilities. The result of participation will surface

following decisions: -

i) Manage all services

ii) Prepare a programme defining requirements for all services and operations

iii) Apply principles of design and layout to service facilities

iv) Select most appropriate equipment for all services provided by the Hotel

These design programmes will fall into two basic categories i.e.

1. Guiding programme

2. Confirming programme

Guiding Programme:

Guiding programme will be written prior to undertaking design process. The programme inputs will be

gathered all appropriate sources.

Confirming Programme:

This programme will be written after the facility design process is well under way which contains both

basic criteria and describe design philosophy, constrain and capability to develop. This programme is

used to provide with all available information to the designer. A working copy of the programme is to

be continuously updated during design process.

The following design consideration is to be kept in mind:

1. Attractive appearance

2. Efficient plan

3. Location

4. Suitable material

5. Workmanship

6. Sound financing

7. Competent Management

1. Attractive appearance:

All over appearance of a Hotel is one of the very important considerations for a Hotel. It should be

attractive and should reflect the architecture of that area and should also have character of the services

being provided in that Hotel.



2. Efficient Plan:

The plan of the Hotel should be such that it should be functional and also appeal to the eye. All the

services should be so designed that it meets various principles of layout and design.

3. Location:

The design of the Hotel will be guided by the geographical location of the Hotel e.g. if a Hotel is

situated near the airport or railway station, the reception of the Hotel will be designed in such a way

that it could handle large number of guests at one time because there is a possibility of guest checking

in large groups and around the clock. Similarly, Hotel situated at hill stations, beaches and the Hotels

located in heart of the cities and metros will be designed differently.

4. Suitable Material:

The Hotel should be designed in such a way that it should be able to use the material locally available,

which will be cost effective and efficient.

5. Workmanship:

While designing a Hotel one should consider the fact that what kind of workmanship is available and

designer should take advantage of local expertise. This will not only make the hotel efficient but also

will be economical.

6. Sound Financing:

One of the very important factors is finance in designing the Hotel. The availability of ready funds and

management of finance is a crucial factor and it should be considered very carefully in Hotel Design.

7. Competent Management:

The design of a Hotel will depend upon the quality of management available to operate the

establishment. If we have the quality management and manpower only then Hotel should be designed

for sophisticated equipment and high tech gadgets.

These are some of the consideration, which affect the design of hotel.



CHAPTER 2 FACILITIES PLANNING

THE SYSTEMATIC LAYOUT PLANNING PATTERN

Systematic Layout Planning is an organized way to conduct layout planning, it consists of a framework

of phases, a pattern of procedures, and a set of conventions for identifying, rating, and visualizing the elements

and areas involved in a planning a layout.

We explained the frame work of four phases in Chapter 1. In this chapter, the systematic layout planning

pattern of procedures is described. The conventions will be introduced at the appropriate places in later

chapters.

The strictly “layout planning” phases of any facilities rearrangement involve creating a general overall

layout and subsequently a detailed layout plan for each portion of the general overall layout. In both Phase II

and Phase III. In both Phase II and Phase III, the pattern to be followed is essentially the same.

Every layout rests on the three fundamentals:

1. Relationships - the relative degree of closeness desired or required among things.

Space - the amount, kind, and shape or configuration of the things being laid out.

Adjustments - the arrangement of things into a Realistic is best fir.

These three are always the heart of any layout planning project, regardless of products, processes, or size of

project. It is therefore logical and to be expected that the pattern of layout planning procedures is based directly

on these fundamentals.

The SLP Pattern

In the previous chapter, we indicated the importance of Product (P) and Quantity (Q) to any layout. An

analysis of them individually and in their “mix” is a necessary preliminary to any real layout planning. Process

routing and equipment, supporting services, and timing information are also basic input data. And in addition,

identifying the various activities (or areas) included in the layout is a preliminary planning step.

Box 1 of the pattern - and in process - dominated industries often the most significant aspect of layout

planning - is flow of materials. By planning the layout around the sequence and intensity of material moves, we

attain a progressive flow through the areas involved.

In addition to the operating or producing areas, many supporting - service areas must be integrated and

planned. As a result, developing or charting the activity relationships - that is, the relationships among the

service or support activities or functions is frequently or equal or greater importance then relationships based on

flow of materials alone.

These two investigations are then combined into Flow and / or Activity Relationship Diagram. Here

the various activities, departments, or areas are geographically related each other without regard to the actual

space each requires.

Next, the space requirements: These are developed from analysis of the process machinery and equipment

necessary and from the service facilities involved. Area requirements must, however, be balanced against the

space available. Then the area allowed for each activity is “hung” on the activity relationship diagram to form a

space relationship diagram.

The space relationship diagram is essentially a layout. But, in all likelihood, it is not an effective layout

until it is adjusted and manipulated to integrate with its space any modifying considerations. These include such

basic considerations as the handling method, operating practices, storage scheduling, and the like. As each

potentially good consideration or idea concerning these features is thought up, it must be tested against practical

limitations like cost, safety, and employee preference.



As the integrating and adjusting of the various modifying considerations and their limitations are

worked out, one idea after another is probed and examined. The ideas that have practical value are retained and

those that do not seem worthy, we end up with two, three, four, or five alternative layout proposals. Each of

them will work; each has value. The problem lies in deciding which of these plans should be selected. These

alternative plans may be termed Plan X, Plan Y and Plan Z.

At this point, a cost analysis of some kind should be made for purposes of comparison and justification.

in addition, some evaluation of intangible factors should also be made. This is called an evaluation of

alternative layouts or an Evaluation of costs and Intangibles. As a result of this evaluation, one of the

alternatives is chosen - although frequently a modification or combination of two or more layouts may actually

result from the evaluation process itself.

The alternative layout that is chosen becomes the Selected Layout, the General Overall Layout. With

the selection of this general overall layout, phase II is completed.

Tie-in P,Q,R,S and T

We have seen how the pattern of Systematic Layout Planning is constructed. Now lets us relate it to

the basic input data, P,Q,R,S AND T. P,Q,R,S AND T underline most of the calculations needed for layout

planning. The preparations of the data for the various boxes in the SLP pattern starts with these five basic

elements. The product designs and sales forecasts must be woven together and integrated with a P-Q analysis-

sometimes called volume-variety or study of product mix. The logical splits and combines of various products

or product groups or layout groupings are derived from the P-Q analysis. Specifically, this analysis of product

mix, along with analyses of Routing(R), Services(S) and Times (T), leads us to an identification or delineation

of the individual activities (areas, machine groups, work places) involved, and thus often to the 4 actual type of

layout.

P,Q and R are then woven together to develop the flow of materials P,Q and S are woven together to

develop a service activity relationship. From the flow of materials or the activity relationship chart, or a

combination of the two, the relationships are then diagrammed. It is Routing(R), together with Time(T), which

essentially determines the machinery and equipment required. Similarly, the services (S) called for are

translated into the various service facilities required. The process machinery and equipment and the service

facilities are then translated into space requirements. These space requirements are then worked into the SLP

pattern as described above.

WHY LAYOUT PLANNING?

Many managers ask “Why plan layouts at all?” In some cases it would seem to be about as easy to

move the furnishings into an area and then have the fun of arranging them and rearranging them until you are

satisfied. For the housewife who likes the freshness of rearranging her house occasionally, this makes sense.

But for industry, merely rearranging will, in practically every case, result in lost time, idle equipment, and

disruption of personnel. In addition, it may well lead to serious blunders in the use of a company‟s available

land, in costly rearrangements, in actually tearing down buildings, walls or major structures which are still

usable but which subsequently turn out to be roadblocks to efficiency and low-cost operation.

A little time spent in planning the arrangement before it is installed can prevent such losses.

Moreover, it allows the integration of subsequent moves and rearrangements into a logical program. Planning

makes facilities arrangements an orderly, logical sequence. Layout planning pays off: Obviously, it is much

easier to move templates or replicas of facilities and equipment around on a piece of paper than it is to move the

actual buildings, machinery, or equipment around. As professor School used to say, “You can make as many

mistakes as you want in layout planning, and they will all pay for themselves if they avoid mistakes in the

physical installation”.

Actually, from an installation standpoint, it is about as inexpensive to put in a god layout as to put in a

poor one-frequently much less expensive. However, once a poor layout is installed, the cost of rearranging,

disrupting production, and fighting your way through a new financial appropriation prohibit remaking it into a

good layout.



The Key to Unlocking Layout Problems

There are two basic elements on which every layout problem rests:

1. Product (or material to service) - what is to be made or produced.

2. Quantity (or volume) - how much of each item is to be made.

Directly or indirectly, these two elements underline all other features or conditions in layout work. Therefore,

facts, estimates, or information about these two elements are essential.

By Product (or material or service) we mean the goods produced by the company or area in question,

the starting materials (raw materials or purchased parts), the formed or treated parts, the finished goods, and / or

service items supplied or processed.

Products may be termed, varieties, models, styles, part numbers,

formulations, product groups, or material classes. By Quantity (or volume) we mean the amount of goods or

services produced, supplied, or used.

Quantity may be termed number of pieces, tons, cubic volume, or value of the amount produced or

sold.

In terms or unlocking layout problems these two elements represent the handle of any key we must

grasp. For it seems obvious that if we are planning the layout of a Hotel or department, the layout must

accomplish something. That “something” is certain products in certain quantities.

After obtaining the product and quantity information, we must next learn about the routing (or process).

The routing refers to how the product or material will be made.

By routing we mean the process, its equipment, its operations and their sequence. Routing may be defined by

operation and equipment lists, process sheets, flowsheets, and the like. The machinery and equipment used will

depend on the operations selected to change the form or characteristics of the material. Similarly, the movement

of work through the area to be laid out is dependent upon the sequence of the operations. Therefore, the

operations involved in the process and their sequence become the body (or stem) of our key. Backing up the

direct forming or assembly operations the producing activities or areas are a number of supporting services. In a

sence these are the things that give strength to the producing operations, for without adequate support, the

producing equipment and workers could not function adequately.

By supporting services we man the utilities, auxiliaries, and related activities or functions that must be provided

in the area to be laid out, so that it will function effectively.

P PRODUCT (MATERIAL)

Q QUANTITY (VOLUME)

R ROUTING (PROCESS)

S SUPPORTING SERVICES

T TIME (TIMING)



Supporting services include maintenance, machine repair, tool room, toilets and locker rooms, cafeteria, first aid

and shop, offices (or “out area”). It is common to include storage areas as a part of the supporting services as

well.

Taken all together, the supporting services often occupy more floor area than the producing departments

themselves. Therefore, adequate attention must be given to them.

One other basic element of the key to unlocking layout problems is time (or timing). By time (or timing) we

mean when, how long, how often, and how soon.

Time or timing involves when products will be produced or when the layout being planned will operate (one

shift only, during festival season). Operating times for the producing operations determine how many of a given

piece of machinery are required, which in turn determines the space required, man power staffing, and operation

balancing. Urgency (of delivery of action) is also a part of timing, as the frequency of lot or batch “run” and the

response of supporting services.

Perhaps the most important of all, time affects us the layout planners. Every layout project takes a certain

amount of time to accomplish, and usually there is deadline to meet.

P. PRODUCT

MATERIAL

WHAT IS THE

PRODUCT

S. SUPPORTING -

SERVICES

WITH WHAT

SUPPORT

R. ROUTING - PROCESS

HOW IT WILL BE FORMED

WILL PRODUCTS

BE BASED

Q. QUANTITY -

VOLUME

HOW MANY OF

EACH ITEM TO

THE PRODUCT

T. TIME - TIMING

WHEN WILL

W H Y ?

The above figure shows the elements as a key. But note that these letters at the business end of the

key; W H Y. These are an essential reminder to the layout man to question the basic data - to check with

reliable sources or his top management find out the basic figures on which lay out planning will depend.

Therefore a few challenging “W H Y‟s”may be necessary to be sure the starting data is sound.

Phases of layout planning

The four steps that the layout planner takes may be translated into what is known as the “Four Phases of

Layout Planning”. These include the following:

Phase I - Location

Determine the location of the area to be laid out.

This is not necessarily a new site problem. More often it is one of determining whether the new layout (or

re-layout) will be in the same place it is now, in a present storage area which can be made free for the purpose,

in a newly acquired building, or some other potentially available space.



Phase-II - General Overall Layout

Establish the general arrangement of the area to be laid out.

Here the basic flow patterns and the areas allocated are brought together in such a way that the general

size, relationships, and configuration of each major area is roughly established. Phase-II is sometimes termed

block layout or area allocation of merely rough layout.

Phase-III - Detailed Layout Plans

Locate each specific piece of machinery and equipment.

In detail planning, the actual placement of each specific physical feature of the area to be laid out is

established. And this includes utilities and services as well. The detailed layout plan is customarily a sheet or

board with replicas of the individual machines or equipment placed or drawn thereon.

Phase-IV - Installation

Plan the installation, seek the approval of the plan, make the necessary physical moves.

Once the detailed layouts are completed (Phase III), considerable detailing of installation drawings and

planning of moves must be worked out. Funds for the installation must be appropriated and the actual moves to

install the machinery, equipment, and the services as planned must be made.

These four phases come in sequence, but, for best results, they should overlap each other. Every layout

project passes through these four phases even though the layout planning analyst may not be specifically

charged with the responsibility for Phase I and / or Phase IV. That is, he must make sure that Phase I has been

agreed to or that a specific decision has been, or will be made as to where the layout he is planning is to be

located. Obviously, he cannot be very specific about his detailed layout planning if he does not have

information about number of floors, ceiling heights, column spacing, and building features. All the generally

dependent upon a location- or a reasonably acceptable assumption as to the location -having been established.

In many cases, the Phase I work actually involves a plant location study or a new site analysis. In such

cases, the person actually responsible for making the layout plan may or may not be involved directly in Phase I.

Likewise, in Phase IV some other group may do the physical installation. However, in any case the layout

planning engineer should be aware of this four phase sequence and should be prepared to integrate his work

with Phase I and V.

FLOW OF MATERIALS

The third letter of our Key to unlocking layout planning problems is R (Routing). Routing means how

an item is made - its process. The process is established essentially by selecting the operations and sequences

that will best produce P and Q wanted in the optimum operating T - although many other consideration be

involved in the determination.

The routing yields the basic data for analyzing the flow of materials. But before utilizing the routing

handed him, the planner should recall the meaning little word why, the business end of our key. The routing

should be examined and proved reasonably right; it should be restudied when the planner feels it can be

improved.

The standard word - simplification check originally developed by Allan H.Mogensen - and discussed in

all industrial engineering text is handbooks - is especially applicable. Mogensen‟s check challenges each step in

the process routing with these words.

1. Eliminate - Is the operation necessary, or can it be eliminated ?

2. Combine - Can it be combined with some other operation or action ?

3. Change sequence, place, or person - Can these be changed or rearranged ?

4. Improve details - Can the method of performing the operation or action or

its equipment be improved ?



Once satisfied with the process routing, the planner can begin flow-of - materials analysis. This is the

Box 1 of the SLP pattern.

Flow of Materials - Heart of Many Layouts

The analysis of materials flow involves of determining the most effective sequences of moving

materials through the necessary steps of the process involved and the intensity or magnitude of these moves. An

effective flow means that materials move progressively through the process,. always advancing toward

completing and without excessive detours or back-tracking (counterflow).

Flow-of-Materials analysis is the heart of layout planning wherever movement of the materials is a

major portion of the process. This is especially true when materials are large, heavy, or many in quantity or

when transport of handling costs are high compared with costs of operation, storage, or inspection. In extreme

cases of this kind, the desired flow is developed and then diagrammed directly. The space requirements are

hung on the flow diagram. Little investigation of supporting services and made, and no activity relationship

chart is constructed. The services and other than flow relationships are simply picked up as part of the

Modifying Considerations.

Analyzing materials flow, therefore, is one of the primary steps every layout planner should understand

and know how to do.

Determining Method of Flow Analysis

There are several different methods of analyzing flow of materials. Part of the problem of course is

knowing which method to use for a given project. The P-Q chart can be used as a guide, for the method of flow

analysis varies with the volume and variety of the items being produced.

1. For one or a few standardized products or items, use operation process

chart or some similar flow chart.

2. For several products or items, use multi-product process chart, if assembly

and disassembly are not involved.

3. For many products of items (a) Combine them into logical groups and

analyze as 1 or 2 above; or (b) Select or sample products or items and

apply 1 or 2 above.

4. For very many diversified products or items, use the from-to-chart.

Each of these flow-analysis techniques are discussed further in this chapter. The chief point here is that

different methods of flow analysis should be used for different product volume and variety conditions and that

the curve can show which type of analysis should be made.

The operation process chart

If the planner can picture the materials flow- if he can see it - he can plan its layout. That is why the

visual aspects of analysis are continually emphasized in this book. In fact, this necessity to “see the picture” is

perhaps the underlying reason that SLP has developed into its present form.

To help the planner see, a system of sign language is used - equivalent to those used by the

mathematician, the chemical engineer, or the procedure analyst. The sign language of process charting is well

known to trained industrial engineers. It was originally developed by Frank and Lillian Gilbreth. Subsequently,

two different committees sponsored by the American Society of Mechanical Engineers modified it to the form

given.

Essentially, just five things can happen to any material as it moved through its process.

1. It can be formed, treated or be assembled or disassembled with other

items or materials.

2. It can be moved or transported.



3. It can be counted, tested, checked or inspected.

4. It can wait for some other action or for the rest of its batch.

5. It can be stored.

Space Allocation Guidelines for Hotel Facilities

I Guest Rooms: The total square footage of the guest room block is typically 65-75 percent of the total

floor area of the entire hotel.

- The net guest room area (includes living space, bathroom, and closet) for typical room:

Square feet

Budget 200-275 (1&2 star including Motel)

Standard 275-325 (3&4 star)

First Class 325-375 (5 star)

Luxury 375-450 (5 Deluxe)

- To determine the total square footage of the guest room block (including corridors, elevators,

stairways, linen closet, vending areas and storage) generally add 50 per cent to the net guest room are

(assumes & single-loaded corridor).

- For strium hotels, add 60 percent of the net guest room area (assumes a single loaded corridor).

- The total square footage for some extremely efficient hotels may be as low as 35 percent of the net

guest room area (assumes a double-loaded corridor)

- Very inexpensive hotels very too dramatically for a general rule; consider them on a case by case

basis.

- The minimum finished width of a room is generally 12 feet.

- The minimum finished width of corridors on guest room floors is usually 6 feet, which may be

reduced to 5 feet if the guest room doors are recessed.

II Public Facilities: The amount of space allocated to the various public facilities shown below will

fluctuate dramatically. However, except for budget hotels or those with no restaurant or meeting

facilities, it typically approximates 10 to 20 per cent of the total floor area of the entire hotel.

- Lobby: typically 2 to 6 percent of the hotel‟s total floor area.

Square feet Per Guest Room

Main Lobby (general circulation) 7.0 - 10.0

Seating Area 0.7 - 1.0

Front desk and related 3.0 - 4.0

Baggage storage 0.5 - 1.0

Public washrooms (lobby) 0.5 - 1.0

Retail Shops: A gift/sundry shop is generally included with 1.0 to 1.5 square foot per guest room; the

size of other retail outlets can range from 100 to 1,200 sq. ft. or more depending on whether they are

“desk” operations for car rentals or airline tickets, or regular shops. The scope of what is

recommended in dependent on market requirements.

- Dining rooms and lounges: typically 4 to 6 percent of the total floor area of the hotel, the size of

outlets will be dependent on the market and assumed utilization.

Square feet Per Seat



Coffee Shop 15-18

Specialty Restaurant 18-20

Formal Dining 20-22

Cocktail Lounges 15-18

- Function space: can range from none to extensive depending on market requirements; when meeting

space is included, it typically ranges between 1.0 and 2.0 meeting seats per guest room.

Square feet required

Ballroom 10-12 per person (seat)

Meeting rooms 10-12 per person (seat)

Boardrooms/hospitality suites 12-16 per person (seat)

Pre-function area 25-40 per percent of Ballroom area

Public washrooms:

Men 4 per meeting seat

Women 6 per meeting seat

Coatroom 4-5 per meeting seat

- Recreational facilities: can range from none to extensive depending on market requirements.

Square ft. required

Swimming pool & deck 10-20 per guest room

Lockers/Shower/Toilet Area 2 per guest room

Health Club 2 per guest room

Putting Green 1500

- Circulation: from 15 to 20 percent of the total public area (excluding the ballroom) should be added to

allow for circulation; the circulation related to the ballroom was included above in the “pre-function area”

allocation.

III Support Facilities and Services: the amount of space allocated to various support facilities and services

will vary considerably based on the public facilities included, the concept of operation (full-service versus

no frills), and the facilities provided for employees. The space required typically ranges between 10 and

15 percent of the total floor area of the hotel.

- Food Preparation Sq.Ft. Required

Coffee shop kitchen 10-25% of coffee shop

Main Dining Room Kitchen 30-45% of dining room area

Banquet Kitchen 20-30%of ballroom meeting space

Room Service 1 per guest room

Food & Beverage Storage Area 30-45% total kitchen space

- Receiving: Sq. ft. required

Office 0.3-0.5 per guest room

Platform 100-250 per bay

- Hotel Employee Facilities: Sq. ft. required

Lockers/Restrooms 6-10 per guest room

Cafeteria 4 per employee

Lounge (if any) 1 per guest room

- Housekeeping Sq. ft. per Guestroom

Laundry 7

Linen Storage (not on guest floor) 3

Guest laundry 08.1.5

Uniform Issuing 1

- Other Storage, Maintenance and Miscellaneous Sq. ft. required

Hotel general storage 3-7 per guest room

Ballroom/meeting room storage 1.0-1.5 per seat or



10-20% of ballroom area

Miscellaneous storage (garbage, Empty bottles) 1.0-1.8

Telephone Switchboard/Equipment 1.3-2.0 per guest room

Computer Room 1.0-1.5 per guest room

Mechanical, electrical and air handling

Rooms and systems 13.18 per guest room

Maintenance Shop 5 per guest room

Security 3.6 per guest room

Circulation 10% total area for support

facilities and services

IV Hotel Administration: the amount of space allocated to administrative offices typically ranges between

1 and 2 percent of the total floor area of the hotel. It includes the executive offices as well as the sales,

accounting, personnel and any other administrative support offices. A total of 10 square feet per guest

room is generally allocated to this category.

Preliminary Construction Cost Estimate

Based on Space Allocation

I Recommended Facilities: 250 guest rooms, 250-seat dining room, 50-seat coffee shop, 75-seat cocktail

lounge, 300-seat banquet area, two meeting/breakout rooms, each to seat 100 and be divisible by two.

Space allocation in Square Feet:

Guest Rooms Sq. ft. Rationale

250 rooms 81250 325 sq. ft. per room net

Corridors, elevators, stairways, 50% of net area

linen closets, vending areas and

storage 40625

---------

121875

---------

Retail – Gift/Sundry Shop 300 1.2 sq. ft. per room

Dining Rooms and Lounges

Main dining room 5000 20 sq. ft. per seat

Coffee shop 800 16 sq. ft. per seat

Cocktail lounge 1200 16 sq. ft. per seat

------

7000

------

Function Space

Ballroom (banquet area) 3000 10 sq. ft. per seat

Meeting rooms (2) 2400 12 sq. ft. per seat

Pre-function area 1000 30% ballroom

Publish washrooms 500 1 sq. ft. per seat

(total of 500 seats)

Coatroom 250 5 per seat

-------

7150

-------

Recreational Facilities Sq. ft. Rationale

Outdoor swimming pool 5000 20 sq. ft. per room

Circulation 2965 15 percent public



facilities without

ballroom(19750)

---------

Total Public Facilities 25715

---------

Support Facilities and Services:

Food Preparation –

Kitchen (serves both dining room 30% dining room &

and coffee shop) 1740 coffee shop area

Banquet Kitchen 1350 25% percent ball-

room & meeting space

Room Service 250 1 sq. ft. per room

Food & Beverage storage 1390 45% total kitchen space

-------

4730

-------

Receiving –

Office 125 0.5 sq. ft. per room

One bay

Platform 200

-----

325

-----

Hotel employee Facilities

Lockers/restrooms 1500 6 sq. ft. per room

Cafeteria 560 Assume 140 employees

4 sq. ft. per employee

------

2060

------

Housekeeping:

Laundry 1750 6 sq. ft. per room

Linen storage 750 3 sq. ft. per room

Guest laundry 250 1 sq. ft. per room

Uniform issuing 250 1 sq. ft. per room

-------

3000

-------

Other Storage, Maintenance, Miscellaneous

Hotel general storage 1000 4 sq. ft. per room

Ballroom/meeting room storage 600 20% of ballroom

Miscellaneous storage(garbage) 250 1 sq. ft. per room

Telephone switchboard & equipment 500 2 sq. ft. per room

Computer room 250 1 sq. ft. per room

Mechanical electrical & air

Handling rooms & systems 3750 15 sq. ft. per room

Maintenance shop 1250 5 sq. ft. per room

Security 100 0.4 sq. ft. per room

Circulation for support facilities 1520 10% of total support

Facilities area(15,125)

---------

6620

---------

Total support facilities & services 16735

Hotel Administration:



Executive & administrative offices 2500 10 sq. ft. per room

166825

III Summary of Space Allocation:

Sq. ft. Percentage

Distribution

Guest Rooms 121875 73.1%

Public Facilities 25715 15.4%

Support Facilities & Services 16735 10%

Hotel Administration 2500 1.5%

Total 166825 100%

IV Estimated Project Construction Costs:

= Total Square Feet X Cost of Construction/Sq.ft.

as per market rate

= Rs. X

Construction Cost Per Room* = Rs.X / No. of Rooms

Parking as per rooms of building approval authority.

Approximate cost distribution in percentage (in comparison to the total cost of the hotel)

1. Civil work 35

2. Plumbing 5

3. Electrical work 10

4. Air condition & Ventillation 12

5. Elevators 3

6. Hotel equipments 12

7. Interior 18

8. Operational supplies 3

9. Consultancy charges 2

10. Total 100

FACILITY DESIGN & ARCHITECTURAL CONSIDERATION

Hotel design is an interactive process bringing together the skills and expertise of owners, managers,

Architects, builders and a host of others to conceive and construct a building that meets a variety of Travel and

business objectives. The people involved in designing and constructing the hotels are:-

a) Owner

b) Consultant

c) Architect and others

Owner Sees as a real estate and investment

a hotel opportunity.

Consultant Expects to meet the strategic goal and

a hotel revenue earner.

Architect involves For development and design.



Others

A proper communication and coordination between all the above is a must though the onus to

accomplish the project is on Architect but the owner must spell out clearly the need of creating a particular

design to suit his philosophy of service and must explain why the need is:

Design must be such that:

i) suits the investment available.

ii) easy to maintain.

iii) must have sufficient circulation area.

iv) it provides proper flow of work.

A project may be initiated in two ways:

a) A site exists in a particular location and the study is conducted to explore the feasibility for

development as a hotel.

b) It is considered that a particular town or area offers opportunity and it is studied in order to confirm this

or otherwise.

Whatever the starting point happens to be, the methodology remains the same which is to

study the market feasibility. The feasibility should include the P.P.P.P. i.e.

- Physical facilities

- Place

- Price

- Promotion

The Feasibility Report must cover:

1. L.A.E. (Local area evaluation)

Analysis of the economic vitality of the city or region. Describe the suitability of the project site for a

hotel.

2. L.M.A. (Local Market analysis)

Assess the present demand and future growth of several market segments. Identity the existing

properties and their probable growth.

3. P.F. (Proposed Facilities)

Propose a balance of guest room and revenue generating public facilities (Restaurant and lounges,

function area, recreating facilities). Assess competitive position of the property).

4. F.A. (Financial analysis)

Estimate income and expenses for a hotel over a five year period to show its potential cost flow after

fixed charges.

Development process

The development process starts with

PRE-DESIGN PHASE which includes the following activities:-



i) Establish project objective.

ii) Assemble development team.

iii) Commission feasibility study.

iv) Establish project budget and schedule.

v) Investigate potential financing and negotiate joint ventures.

(Action by Owner/Developer)

vi) Conduct market study and prepare financial analysis.

vii) Recommend Architect, establish design and operating criteria.

(Action by consultant)

viii) Analyse site.

ix) Prepare initial conceptual design.

x) Review programme and Budget.

(Action by Architect)

The space allocation program.

Among the many tasks of the development team is to establish a space allocation program. The

allocation of space among the principal functions in a hotel varies from property to property. The most obvious

difference among properties is the ratio of guest room space to public space and support area space. This varies

from 90% in budget hotels and many motels to 50% - 65% in large commercial hotels.

Architectural Consideration will include the Site Design and the Design Phase.

Site Design – The Architect is responsible for site planning, analysis of site, its constraints and opportunities.

Before firming up design, the Architect must consider:-

i) Visibility and Accessibility: Consider road access and surrounding street patterns.

ii) Surface Conditions: Analyse terrain, vegetation, existing buildings and roads and environmental

constraints.

iii) Sub Surface Condition: Confirm location and underground utilities, height of the water table, bearing

capacity of the soil, existence of environmental hazards.

iv) Regulatory restriction: Height restrictions, parking requirements, Highway restrictions etc.

v) Site Character: Describe qualities of the site such as surrounding uses and views.

vi) Orientation: for Sunlight.

vii) Adaptability: Potential for future development

DESIGN PHASE:

Commences with the preparation of schematic design (set of alternate plans) and establish

design directions considering the space allocation programme. Provide design team with approvals.

Establish design schedule, Freeze structural drawings and specification of finishes etc.

While working for design, it is important to consider:-

1. Site Benefit: Potential sites needs to be considered in relation to the main tourist and service

attraction. View influences the plan from, compensatory attraction (garden view, recreational

focuses) should be provided for disadvantages rooms. The orientation of sun, shade and

prevailing winds will affect building design.

2. Traffic Analysis: An analysis of traffic flows is necessary to identify:-

a) Counter flows of traffic.

b) Restrictions on new entries to the highway and

c) Condition relating to signage on highway



3. Density and Height: The density and massing of building is dictated by location, land costs

and local regulation.

4. Circulations: The movement and guests, non-resident visitors, staff and supplies in a hotel

tend to flow distinct, circulatory patterns. Where practical, guest, supply and staff circulation

be kept separate.

5. Guest Room Plans: Guest room may be arranged in rows or one on both sides, of the corridor

forming a slab plan or stacked around the circulation core of a tower structure, which are

explained as under:-

a) Slab Plan: Can be double loaded slab or a single loaded slab. In double loaded slab

the rooms are laid out on both sides of the corridor whereas in single loaded slab, the

rooms are only on one side of the corridor. Double loaded corridors are most

efficient so far as space utilization is concerned and work out to be more cost

effective and economical.

b) Atrium designs: These are internal corridors overlooking the central space which

may be open or sub-divided by mezzanine extensions to increase utilization.

Elevators extending through the atrium are invariably transparent. The guest rooms

are arranged in a single loaded corridor.

c) Tower Structure: The rooms are spread over around a central core which enable the

guest rooms to be cantilevered, propped or suspended around the sides. The

proportion of space taken up in circulation, including corridors on each floor, is high

and tower structures are generally used for high rise buildings where the advantages

of view justify the higher costs.



CHAPTER 3 -

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CHECK LAST CHAPTER OF THIS DOCUMENT

*******On Page No:- 61*******



CHAPTER 4 - KITCHEN

EQUIPMENT REQUIREMENT FOR COMMERCIAL KITCHENS

There are various heavy and light equipments required for the commercial kitchens. Determining the specific

equipment required for the proposed kitchen is one aspect of design on which considerable time can be spent.

During this part of the planning process the food service facility consultant has to estimate accurately the

capacity of each of the various types of kitchen equipment to be used. If these capacity estimates are too low,

the result will be delays and bottleneck in the food production process. Estimates that are too high will result in

expensive and inefficient piece of equipment. The consultant should be careful to take into account any

projected increase in business volume, that would require increased equipment capacity, and plan accordingly.

At this juncture, he has to make decision about the manufacturer, the model number, attachments, special

accessories.

A systematic method of determining equipment capacity required is to analyse each food item appearing on

the menu. Whether a la carte (or) daily change menu as in the case of buffets a sample of the typical menus may

be sufficient. First, we have to estimate the number of portions to be prepared for a particular period. This

estimate is made for every menu item requiring equipment. Next the standard portion size of the each food item

has to be fixed. For e.g. (soup-240 ml., coffee-180 ml., etc.) multiplying the estimated number of portions by

the portion size will give the total volume if food to be prepared.

Once the volume of food to be prepared is arrived, the capacity of the equipment should be determined with

future changes anticipated. Trends can be studied, and then any anticipated changes in foods, sales volumes or

meals offered can be projected to see if drastic changes in equipment are necessary. For e.g.: perhaps no freezer

space will be required currently, but if the need for freezer space is highly probable is 5 or 10 years, space can

be left to add it then conveniently and economically.

The method of preparations and production for each item is then evaluated. Possible alternatives may

include a) items individually prepared to order. b) Items prepared in small batches in anticipation of orders, c)

item prepared in large batches, d) item that are partially batch prepared and finished when orders are received.

The batch size is next determined for those items that are to be prepared batches. The selection of the

batch size is one way that the food service facility consultant can control the capacity of the equipment. Smaller

and more frequently prepared batches are desirable because they require less equipment capacity and the foods

are fresher when served. Some items that can be held swell after cooking can be made in larger batches.

For those items to be prepared and cooked to order, the maximum no. Of portion to be made at one time is

evaluated on the basis of the no. of customers, their menu preference, their arrival pattern.

After determining portions, equipments catalogs may be consulted to match the capacity needed for

production with the available sizes of standard equipment. The designer is also careful when sizing some

equipment that may have a usable capacity that is somewhat less than the standard capacity.

Equipment Check list

The equipment required for the kitchen varies from one type of operation to another depending on the menu

offerings, the nature of food materials, method of preparation, service, personal desire of the owners, manager,

or chefs. The following list of equipment is grouped by typical functional areas.

Refrigerated, storage



Cold Rooms:

- Shelves

- Dairy

- S.S.Trolleys

- Vegetables

FreezeRoom:

- Fish

- Meat

Cold Kitchen

- Meat Saw

- Gravity feed slicer

- Meat Block

- Reach in Refrigerator

- Reach in Freezer

- Scales

- Work Table with service and drain board

- SS Utility Trolley

- Mincer – Chopper

- Sausage Stuffer

- Buffalo Chopper

Vegetable and Salad Preparation

- French-fry cutter

- Peeler

- SS preparation table

- Salad rack

- Vegetable cutter

- Slicer/Chopper

Pantry

- Griddle

- Microwave oven

- SS worktable – sink drain board

- Toaster

- Salamander


- Bread Cabinet

- Juice extractor

- Coffee/Tea Pantry man

- Ice Cream cabinet

Cooking – All kitchens

- Bain Marie counter with overhead heaters.

- Chinese range

- Condiment cabinet

- S.S.work table

- S.S. work table with sink unit



- S.S.work table with OH shelf

- Deck oven

- Food warmer

- Brat pan

- Griddle

- Grill

- Gas cooking ranges (a la carte, Indian kitchen, Banquet, Halwaii)

- Refrigerated Table

- Reach in Freezer


- Salamander

- Steam jacket kettle

- Pot rack

- SS utility trolley

- Vertical cutter/Mixer

- Dosa Plate

- Chapatti Puffer

- Wet Grinder

Bakery and Confectionery

- S.S.Work Table

- Bread Moulder

- Bread Slicer

- Cooling rack

- Convection oven

- Deck own

- Dough divider

- Dough rounder

- Dough sheeter

- Dough kneader

- Weighing scale

- Planetary Mixer

- Proofing cabinet

- Proofing rack

- Ice cream machine

Snacks bar

- S.S.Counter

- Coffee maker

- Food warmer

- Freezer

- Fudge warmer

- Griddle

- Grill

- Gas range

- Work table

- Working table with sink and drain board

- Slush Machine

- Juice dispenser

- Pastry cabinet

- S/W grill

- Soda fountain

- SS utility trolley

- Bain Marie counter

- Chaat Counter

- Dosa Plate



Pot work

- Pot rack

- Shelves

- Sink

- Pre rinse faucet

- Water agitator

- Drying rack

Wet Grinding

- Convention wet grinder

- Tilting model wet grinder

- Worktable.

A complete discussion of selecting and sizing of all the different types of kitchen equipments is beyond the

scope of this study material. A brief discussion of frequently specified major items of equipments would serve

to illustrate this part of the planning process.

A: DEEP FAT FRYERS:

Deep fat fryers are available in a variety of types, capacities and degree of automatic operation desired. The

productive capacity of a fryer is related to the litres of fat in the fryers, the heat input, and the cooking time

required for various foods. Typical designs of fryers are based on a fat-to-food ratio 6:1. This indicates that

each kg. of food to be fried requires 6 lits. of oil (or) fat in the deep fat fryer. Conventional fryers are tailor

made to the requirement of the client to various capacity, 1/2 lit, 1 lit. 3, 5, 7 and so on.

Pressure fryers make another category of deep fryers they are sealed to permit steam pressure to build up

between the lid and the fat surface. The steam is generated from the foods fried or by water injectors. The

pressure fryer reduces the loss of moisture from foods. Heat transfer in a pressure fryer is greater than a

conventional fryer and consequently the cooking time is shorter. The food is brown outside, moist and juicy on

the inside.

B. BRATT PAN (Tilting frying pan):

The brat pan is one of the most versatile pieces of cooking equipment. Its design is such that it can be used

to boil, simmer, grill, sauté, fry and curries. For some items like Indian gravies, sambar, foogath can be done in

the tilting frying pan with some savings in time that would normally be spent transferring foods and cleaning

other utensils. Brat pan may be free standing; walls mounted, counter mounted and are available in gas and

electricity model. There are models which are ignited by electricity and working on gas. The brat pan is tilted

by a worm and gear assembly operated by hand wheel. They are tailor made to difference capacities of 50 litrs.

to 300 litrs.

C. GRIDDLE:

Griddle are flat top piece of equipment heated from beneath, as compared to grills which have heating

sources both above and beneath. Griddles are used for high production food service and fast food operations.

Grills are more of a specialty piece of equipment. Both gas fired and electric models are suitable for most

purposes. Griddle are available in variety of sizes from small i.e. 10” x 20” to as large as 72” x 24”. Griddles

are free standing, counter-mounted, mobile or built in as the situation demands. The height of the splashguard,

location and the width of the grease trough should be considered when specifying griddles. Combination

griddle-grill is also available. This provides greater flexibility for the preparation of different menu items.

D.FOOD CUTTERS:

Food cutters are versatile piece of equipment that can handle meats, vegetable and fruits. The food cutters

can cut, dice, shred, and almost liquefy foods, depending upon the amount of time the food is left in the cutter.

The foods to be size reduced are placed in a bowl, which rotates and exposes them to high speed rotating blades.



Both bench and floor models are available. Some cutter models are equipped with an attachment hub for

accepting various attachments.

E. STEAM JACKETED KETTLES:

Steam jacketed kettles are constructed of two stainless steel bowls sealed one within the other, with almost 2”

of space between them for the introduction of steam. The amount of steam surface between the bowls is

referred to as jacketing, and models from half-jacketed to full jacketed are available. The operation of steam-

jacketed kettles utilizes steam, which is condensed back to water in the jacket to provide the heat for the inner

kettle. A condensate line is provided to remove the water that accumulates. The amount of heat input is

dependant upon the pressure and amount of steam allowed to enter the jacketed area. There is a pressure gauge

to indicate the pressure. In case of excess pressure is let into the jacket, there is a pressure /air release valve to

reduce the pressure. These kettles are used to cook rice, dhal, boil milk, and cook vegetables. They are

available in 50, 100, 200 and 300 lit. cap.

F.GAS COOKING RANGE:

Gas cooking ranges have open top burners with high-pressure burners, T-22, T-35. They are tailor made for

the client‟s is requirement. They are manufactured in different combinations such as 2 in 1, 3 in 1, 4 in 1 and 6

in 1. The length and breath of the range depends on the quantity food to be prepared. In case of a la carte

preparation, a combination of high and low pressure burners is used, the area being 14”x 14”. The height of the

cooking ranges 33” - 34”. But for ideal bulk cooking the length various between 20” to 24” per range, and. the

height is reduced to 18” to 20”. Heavy gauge stainless steel and heavy-duty supports are used for these cooking

ranges since it involves bulk preparation.

A Chinese gas cooking range is aptly designed for authentic Chinese delicacies, with a cast iron dome, to

prevent the direct heat on to the chef while cooking with a wok. A 12” to 14” height splash back with a

swiveling faucet with controls in front panel for immediate water, and a drain channel at the rear to enable to

chef to empty the wastewater is also provided in this equipment. They are ideal with flat open top gas range in

the middle for stockpot and dome cover gas ranges on either side for a la carte preparations.

G. DOSA PLATE:

The dosa plate are similar to the griddle which have hot plates specially designed to prepare dosas. The plate

is thick machine polished, mild steel with even heat distribution for optimum use.

The M.S.plate rests on stainless steel frame, and it has S.S.top, front and a specially placed oil spillage

trough. The splash back on all three sides of the dosa plate to avoid splash of oil or batter. For uniform heat

distribution a “V” shaped burner is placed. This unit is available in electric/gas. It is custom-built size to

prepare a minimum 2-3 dosas to 8-10 dosas at a time.

H. IDLI STEAMER:

Idly steamers are S.S. cabinets with tight fitting doors with gaskets. Steam is injected into the cabinet to pre

heat to the required temperature. Idly plates are made of S.S./Alum. with different combinations. The steam is

injected from the sides, top and bottom. These cabinets are tailor made to accommodate 2-4-6 idly plates at a

time. It is advisable to have 2 plate compartments because steam is lost during the process of loading the idly

plates.

DEVELOPING SPECIFICATION FOR VARIOUS KITCHEN EQUIPMENTS.

STANDARD:

After determining the type and capacity of the equipments required for a particular kitchen, the next phase

involves selecting the specific characteristics that are desired. Factors such as

Materials

Constructions techniques



Special features

Maintenance consideration

are evaluated.

STAINLESS STEEL:

Stainless steel is an alloy containing minimum amount of chromium and nickel and maximum amount of

other alloying elements such as manganese, silicon and carbon. Its use in kitchen equipments is based on the

following characteristics: -

High corrosion resistance

High strength

Hardness

Durability

Abrasion resistance

Ease of maintenance

TYPES:

Kitchen equipments manufacturers and fabricators select from the stainless steel referred to have Type 304

and 302 (food grade). These stainless steel sheets produced in India, according to the standards of Steel

Authority of India that controls the amount of alloying materials.

The corrosion resistance of stainless steel is attributed to the addition of Chromium to the alloy. Nickel

lowers the thermal conductivity of the alloy and increases its co-efficient of expansion, allowing it to be formed

into various shapes more easily. The amount of carbon is restricted so that the alloy can be welded without

forming chromium carbide, which lowers corrosion resistance.

Stainless steel is produced in sheets, plates, bars, wires, pipes and tubing.

===============================================

ELEMENT TYPE 302 % TYPE 304 %

===============================================

CHROMIUM 17-19 18-20

NICKEL 8-10 8-12

MANGANESE 2 max. 2 max.

SILICON 1 1

CARBON 0.15 0.08

===============================================

FINISH:

A number of degrees of finishing are available for Stainless steel. There are 8 designated types of

finish for stainless steel. They are achieved by standard guiding, polishing and buffing. The finish used for

surfaces that are in direct contact with food or exposed is standard polish No.4. Non-food contact surfaces and

non-exposed supporting frames and sheets can have a duller finish, which is less expensive than polished finish.

THICKNESS:

The Swiss Wire Gauge (SWG) usually designates metal thicknesses. Although other gauges are

manufacture, typical gauge numbers of metals used for kitchen equipments ranges from 6 to 24 (6 is the thickest

and 24 is the thinnest). The actual dimensions for these typical gauges are given below:

======================================================



GAUGE NUMBER THICKNESS (inches)

======================================================

6 0.1943

7 0.1793

8 0.1644

9 0.1495

10 0.1345

11 0.1196

12 0.1046

13 0.0897

14 0.0747

15 0.0673

16 0.0598

17 0.0538

18 0.0478

19 0.0418

20 0.0359

21 0.0329

22 0.0299 23

0.0269

24 0.0239

======================================================

GALVANISED STEEL:

Coating the steel with a layer of Zinc produces galvanized steel. The preferred method of producing

galvanized steel is by electroplating, which gives the best bond between the steel and zinc. The quality of

galvanized steel is dependent upon the thickness of the zinc coating.

Galvanized steel can be satisfactorily used for kitchen equipments, where there is no food contact or where

abrasion is not evident. Sinks, tables, counters, shelves, racks are manufactured with galvanized steel

framework.

CONSTRUCTION STANDARDS:

Equipment manufacturers to produce the finished product utilize several fastening methods. The fastening of

materials in the food zone has to be capable of meeting sanitary requirements while in non-food zones.

There are 3 fastening methods

Welding

Soldering

Mechanical fasteners.

WELDING:

Welding is the preferred methods of joining sheets of metal that cannot be formed into the desired shapes.

Heliarc welding is used on stainless steel if there is sufficient thickness of metal. The heliarc welding utilises an

inert gas as the flux, resulting very smooth or strong weld. The weld can be ground and polished to the extent

that the joint is equivalent to No.4 finish.

Heliarc welding is preferred for all kitchen equipments with food contact zones. Electric arc welding is as

smooth or even as the heliarc welds. They may be used in non-food contact equipments. Acetylene welding

may be necessary for thin metal sheets, since the other two will burn through the metal easily.

SOLDERING:

Soldering is different from welding in that the metal to be joined are bonded rather than fused together.

Soldered joints do not have the strength of welded joints, and should be used appropriately in those applications

that are not subjected to stress. Tin and lead are the basic solders used, the presence of these metals prevents



their use on joints in food contact areas. If at all soldering has to be done in a food contact area, a silver

soldering may be done with 95% of tin, 5% silver, but it is expensive.

MECHANICAL FASTENERS:

The use of bolts, screws, rivets and studs are undesirable in the food zones of kitchen equipments for sanitary

reasons. They may be used only in non-food zones if other joining techniques are not practical. Low profile

fasteners are preferred in order to facilitate cleaning of the area where the fasteners protrude.

EDGE TREATMENT:

Exposed edges on kitchen equipments are formed to provide safe and sanitary conditions. Nosings are either

open with sufficient room for cleaning are completely closed. If open edges are to be used at least 3/4” space

between the edge and the body is required. On equipments where spillage is anticipated such as soiled dish

landing table, the edges are turned up a sufficient height to contain the material.

LEGS AND FEET:

Unless the equipment is to be placed on a raised platform, seated to the floor, or wall hung, legs and feet may

be specified for support. Tubler or square legs are usually used to raise the equipment so that the lowest

horizontal part is 6” above the floor. The legs and feet should be rigid enough to support the weight of the

equipment with minimum cross bracings.

CASTERS AND ROLLERS:

Mobile equipments are becoming popular in kitchen equipment, because it provides greater flexibility to

accommodate different work place arrangements for handling changes in menu items. Casters and rollers are

selected to assure that one worker can easily move the equipment. It also helps in cleaning the equipment better

than the fixed ones. A wheel tread that is smooth and wide enough to prevent damage to the floor material is

desirable.

DOORS AND PANELS:

Doors that are used to enclose opening and provide access to interior areas are usually of two types,

Single panel

Double panel

Double panel doors may include insulators heat transmission is to be minimized. They are used on

refrigerators, freezers and oven. Hinges are kept minimum because it is difficult to maintain them.

Gauges commonly recommended for kitchen equipment

Equipment Recommended gauge top

Bain Marie 14

Drain board 12-14

Sink 12-14

Work table 16-18

Counter 12-14

Steam kettle 12-14

Shelves 20

Sides and bottoms 18-20

Legs 10-12

Cross bracings 16

Doors - outer pan 18

Doors - inner pan 20



There are several types of specifications that may be written includes,

> Performance specifications

> Descriptive specifications

> Reference specification

> Proprietary specifications.

PERFORMANCE SPECIFICATIONS.

It describes the work to be done by the results desired. For e.g. food facility planners know that many

manufacturers are capable of producing fryers / grinders / bain-marie with different characteristics. The may

choose to write a performance specification that will establish the type, size, capacity and output per hour that

will meet their requirement.

For e.g. the length, breath and height of the equipment

The framework to be used

DESCRIPTIVE SPECIFICATION

The most detailed type of specifications is the descriptive specification. It describes the component of the

equipment and how these components are to be assembled. The specific identification the physical properties of

the materials, size of each component, spacing.

For e.g.:

Legs and cross rails shall be continuously welded and ground smooth.

Bottom of legs at floor level shall be fitted with stainless steel bullet type foot, with 1/2” adjustment.

Gussets that are used to attach the legs to the equipment are designed to be 1” minimum dia at the top,

welded to the frame or sink bottom.

Gas equipments - all burners, copper pigtails, valve control etc.

Ends of fixtures, splash back, shelves etc. shall be finished flush to the walls and adjoining fixtures.

Framework to be either box type framing or open channel type.

Drawers to be 18 gauge stainless steel channel type housing and drawer cradle; both housing and cradle

being reinforced and welded at corners. Housing and cradle secured to the underside of the table top.

Fabricate sink compartment with 1/4” coved vertical and horizontal corners.

Framework of galvanized iron shall be welded construction, having welds smooth, and where galvanizing

has been burned off, touched up with high-grade aluminum bronze.

Edges for equipments either marine edge or crimped edge.

Under shelves made of 18/20 SWG stainless steel sheets, double beaded on all sides and reinforced with

under frame with cross supports of 35x35x5 mm M.S. angles.

REFERENCE SPECIFICATIONS;

Reference specification employees‟ standards of recognised agency and authorities to specify quality. Many

companies state in their literature and catalogue that there product or equipment conforms to specific recognised

standards.

For e.g.:

Gas burners - United Works, Mumbai, I.S.I Mark.

Heaters - Escorts/Racold

Thermostat - EGO

Compressors - Kirloskar

PROPRIETORY SPECIFICATIONS:

Proprietary specifications call for material, equipment or products by trade name, model number and

manufacturers. This type of specification is the easiest to write because the commercially available products

and equipments set the standard of quality acceptable to the specification writer.

For e.g. :

Kitchen equipments - LL equipments, Continental etc.

Vertical chopper - Hobart,



Dish Washing machine - Electrolux

Steps to develop standard specifications.

1. Ascertain the overall size of the equipment; overall size means, the length, breadth, and the height of

equipment from the ground level in mm. (1 foot = 300 mm).

2. Framework to be used.

3. Briefly describe the top and 3 sides of the equipment with gauge of metal. Then the interior of the

equipment, (shelves, racks etc.) with gauge, distance between the racks and shelves.

4. Then express in brief about the 4th side i.e. the door, (swing door or sliding door) metal gauge used, type of

insulation to be used.

5. Specify the electrical attachment required for the equipment - compressor on top (or) bottom, location of

the panel - left / right/side. Specify the make of the electrical attachment to be used.

6. If sinks have to be made/in built with the table the overall size of the sink, the side on which it is required:

LHS/RHS/Middle.

7. Bain marie containers, whether dry heat/moist heat, which side the bain marie containers are required and

the size of the containers L/B/D.

8. Chute : whether chute is required, size of the chute, location of the chute, length of the chute, and finish.

9. Gas burners: type of burners, T-35, T-22, Chinese, specify the type of burners and the make to be used.

10. Wet Grinder: specify the make, capacity, if possible the model number.

Now we shall develop a standard specification for

STAINLESS STEEL WORK TABLE WITH THE UNDERSHELF. < OS - 2100 x 750 x 850 mm

< MS framework

< Table top 16 gauge S.S.304

< Under shelf with 20 gauge S.S.304, 6 inch. above ground level.

< Tubler stainless steel bullet legs.

< Edges to be marine edge.

< No.4 finish.

STAINLESS STEEL WORK TABLE WITH SINK:

< OS - 2100 x 750 x 850 mm

< MS framework

< Table top 16 gauge S.S.304

< Under shelf with 20 gauge S.S.304, 6 inch. above ground

level only on non-sink side.

< Tubler stainless steel bullet legs.

< Edges to be crimped edge.

< The unit shall be provided with one sink on LHS size

450 x 450 x 450 mm.

< Splash back shall be provided 150 mm height.

< No.4 finish.

DOSA PLATE:

The unit shall be of open frame construction with 12” Stainless steel panels on all sides with loovers.

The framework of the dosa plate is 12 SWG S.S. Rods.

One under shelf shall be provided - 20 swg. 200 mm from GL.



Uprights shall be provided with bullet feet.

The griddle plate (GI) of 16 mm thickness, machine polished

Splash back shall be welded to the frame, 6 inch. height.

S.S.trough to be provided with the removable grease-collecting tray.

“V” burners 2 Nos. to be provided with individual pilots, United (Mumbai) make.

Gas inlets on both sides of the unit.

O.S. - 1500 x 750 x 850 + 150 mm.

No.4 finish.

TWO BURNER S.S.GAS RANGE (BULK COOKING)

The unit shall be open frame structure provided with cross bracings.

Top S.S.sheet shall be 16 SWG.

S.S.panels upto 12” from the top shall be 18 SWG.

The vessel rests shall be of cast iron size 450 x 450 mm.

S.S. spillage or drip tray to be provided.

2 Nos. high-pressure burners - T.22 United (Mumbai) make along with pilots.

Provision of gas inlets shall be on both sides.

Exhaust loovers on all 3 sides of the panel.

Needle control valve to be provided.

Marine edges to be provided.

O.S. 1500 x 700 x 600 mm.

No.4 finish.

IDLI STEAMER:

All stainless steel 18 gauge unit shall be steam injected on all sides.

The capacity of the unit 108 idlies per batch.

The unit shall have 2-chamber model with each unit having chamber to prepare 54 idlies per batch.

Stainless steel idly trays shall be provided to make 9 idlies each tray.

Door shall be insulated and provided with rubber gaskets.

Hinged mechanism for doors closing.

Water outlet for the unit to be provided.

STEAM JACKETTED VESSEL:

All stainless steel 16 SWG steam-cooking unit shall be double jacketed.

The width of the mouth shall be 18” dia. with lid.

The vessel shall be mounted on 16 SWG stainless steel pipes provided with base plates of 4” x 4” 10 SWG

SS to facilitate grouting.

The unit shall be provided with tilting handles and necessary standard bearings for smooth operation.

The vessel shall be provided with drain valve and pressure release valve.

The capacity of the vessel 75 lits.

Heliarc welding to be used in all places.

Overall size 750 x 750 x 900 mm.

CHAPPATHI PLATE WITH PUFFER:

The unit shall be open frame structure with under shelf (20 SWG)

Under shelf 6” above ground level.

Stainless panel of 12” width shall be provided on all sides with loovers.

A splash back 150 mm shall be provided.

The chapatti plate shall be a one-piece machine polished 5/8” thick plate.

The puffer shall be a cast iron with vents.

V” burner to be used. 2 for chapatti plate and 1 for puffer



Individual pilots and control valves to be provided.

Spillage/drip tray to be provided in S.S.

Adjustable nylon bullet feet.

O.S. 1300 x 750 x 850 + 150 mm

Chapatti plate - 950 x 700 mm

Puffer plate - 300 x 700 mm.

ALL STAINLESS STEEL 6in1 BAIN MARIE SERVICE COUNTER:

The top of the bain marie shall be 16 SWG S.S.

3 side blinders shall be of 20 SWG

The under shelf 18 SWG shall be 6” above GL

The unit shall be provided with 1/2 G.N.pans (gastro norm pans) 200 mm deep and with 2 Nos. round

containers of 225 mm x 200 mm depth made of 16 SWG with lids.

The unit shall be provided with rotator switch on/off, thermostat and pilot lamp indicator of standard make.

One partition inside the counter on the non-bain marie container side at 12” height from the bottom.

O.S. 1500 x 700 x 850 mm.

A complete discussion of selecting and sizing of all the different types of kitchen equipments is beyond the

scope of this study material. A brief discussion of frequently specified major items of equipment would serve to

illustrate this part of the planning process.



CHAPTER 5 KITCHEN LAYOUT AND DESIGN

LAYOUT OF COMMERCIAL KITCHENS

After developing the work places, determining the specific equipment to use, and finialising the space

requirements, the food facility consultant is ready to accomplish the layout phase of the planning process.

Some of the equipment layouts for certain functions may already have been completed during the design of the

work places. Now the designer will formalize them, first as rough scetches and ultimately in the form of blue

prints.

The layout process may be described as two separate stages that occur at the same time. One stage deals

with arrangements of individual pieces of equipment, work tables, and sinks with a unit which comprise a

functional area or a functional department i.e. one particular area may be developed for the function of Indian

and Tandoor preparations, (or) salad and sandwish preparation, as a single unit.

The second stage of layout process involves arranging the functional areas into a total facility. For e.g. the

receiving, storing, prepreparation, production, pot washing areas, and non production areas such a rest rooms,

offices are brought together to form the basic floor plan for the facility.

There may be some doubt as to whether these 2 stages of layout are done at the same time. Even though the

designer may be working on one stage or another at any given time, layout design must be considered in term of

both stages. In essence, the layout of the total facility must be considered when laying out the component areas

and vice versa.

Concepts of Layout:

There are 4 concepts of layout for a kitchen plan, they are

1. Materials or products

2. Machines and equipments

3. Workers

4. Movement.

1.Materials or products

The products should be designed for ease of production.

Raw materials used should require minimum no. of processing steps.

The layout should protect the material from detrimental factors such as moisture, dust, vibration and

temperature changes.

To provide flexible layout to handle change with product

Material storage area should facilitate taking inventory.

Provide facilities for storing waste and scrap materials.

2.Machines and Equipments.

The equipment provided in the layout should be united to the required processes.

Maximum use of the equipments should be planned.

Layout should provide for each operations of the equipment.

Layout should facilitate movement of mobile equipments.

Sufficient access space for equipment maintenance should be provided.

Proper ventilation and exhausting of equipment to be provided.

3. Workers:

Layout should safeguard the workers by eliminating hazards.

Adequate light should be provided.



Proper exhaust system for fresh air should be provided.

Layout should be free of distracting activities.

Design of work place should correspond to the height of the workers.

Layout should provide adequate work space.

4.Movement:

Layout should provide for easy movement of material and workers.

Provide for smooth flow into and out of work place

Layout should prevent back tracking

Delays in movement of material should be minimised.

Layout configuration

The arrangement of equipment and work places for functional areas is usually is the form of a straight line or

in combination and modifications of straight line configurations. The basic patterns that may be used include;

Single straight line arrangement: This is the simplest of designs, but it is limited in the number of

pieces of equipment or work places that can be arranged. The straight line arrangement may be placed

along a wall or take the form of an island.

„L‟ Shaped arrangement: This is a modification of the straight line arrangement to accommodate more

equipments and work places, it is sometimes used where linear space is limited. The „L‟ shaped

configuration is suitable for seperating two major groups of equipment. One group of equipment

would be placed on one leg of the „L‟, the other group forming the second leg.

„U‟ shaped arrangement: „U‟ shaped configuration is ideal for small areas where only one or two

employees are working. One disadvantage of this configuration is that straight line flow through the

area is not possible.

Paralell, back to back arrangement: This configuration is an arrangement of two parallel lines where

the backs of the equipment and/or work places on each line are adjacent to each other. This

arrangement centralizes the utility lines required for the equipment. Some time a short wall is

constructed between the two rows of equipment, in which case provision for cleaning and maintenance

should be provided.

Parallel face to face arrangement: This arrangement utilises two straight lines of equipment and work

places where the front face each other and are separated by an aisle space. This is very common

configuration that can be used in many areas of facility. This configuration requires two separate

utility lines for equipment as compared to the single utility line used in the parallel back to back

arrangement.

The final arrangement for most facilities is usually composed of a combination of configuration of

equipment and work places. Only the smallest of operations would use a single configuration of the

layout facilities.

After arriving at the total area requirement for the main kitchen, the following is the estimated

percentage of production/space for functional areas:-

Functioning area Space allotted %

Receiving 5

Food storage 20

Pre-preparation 20

Cooking 12

Baking 10

Potwash - KSD 5

Traffic aisles 16



Garbage – wet/dry 5

Employee facilities 5

Miscellaneous 2

If you understand the basic principles of kitchen layout will help take much of the mystery out of the design

process. The most basic layout principle is the work triangle. The work triangle is the line drawn from each of

the three primary work stations in the kitchen - the food storage, cooktop, and sink. By drawing these lines, you

can see the distance you‟ll walk to move to and from each area.

The sum of the ideal triangle is supposed to be between 15 and 22 feet, putting each of the three appliances

within two or three steps of one another.

The three primary kitchen work stations which create the work triangle are:

1. Food storage - Your refrigerator and pantry are the major items here. Cabinetry like lazy susan or swing-out

pantry units add function and convenience. Options like wine racks, spice racks, and roll-out trays help to

organize your groceries.

2. The preparation/cooking station - Your range, oven, microwave, and smaller appliances are found in this

area. Counter space is important in this section. Conserve space by moving appliances off the counter with

appliance garage cabinets and space-saving ideas like towel rods and pot lid racks.

3. The clean-up station - Everyone‟s least favorite activity is one of the kitchen‟s most important - clean-up.

This area is home to the sink, waste disposal, and dishwasher. Cabinetry for this station is designed to organize

with the trash bin cabinet and roll-out tray baskets for storage convenience.

Your kitchen is probably more than just a place to cook and eat. You may choose to include a breakfast bar,

desk, bookshelves, computer station, a TV or whatever in your kitchen.

Triangle reloaded

The work triangle, however is experiencing a remodel of its own. The work triangle was designed for an age

when there was only one cook, and only three appliances (fridge, stove, sink).

Here are a few top tips:

No leg of the triangle is supposed to be less than 4 feet or more than 9 feet.

There should be no human (well, or non human, of course) traffic flow cutting through the triangle.

Place the microwave near the refrigerator for convenience

Walk space should be 42″ wide to account for traffic flow and clearance of large appliance doors or

large relatives

Counter space on either side of the range or cooktop should be a minimum of 15 inches

An 18-inch counter should be adjacent to the fridge on the same side as the handle

The food prep area (minimum counter space 36 inches) is ideally located between the fridge and the

sink; If the food prep area is between the sink and the range or cooktop, it will involve more travel.

A lower surface is best for food prep (measure 7 to 8 inches below your elbow height)

In two-cook kitchens, the fridge and range/cooktop are usually shared.

Two triangles can share a leg, but shouldn‟t overlap

An island with a second sink creates at least one more triangle, and adapts to many uses: wet bar

location, flower cutting and arranging, homework station etc.

Now let‟s see the layouts:



The single line (or Pullman) kitchen

This is a smart and simple solution for narrow rooms, ideally with one wall over

10 feet long, without windows or doors. However, this layout causes the longest

journey distances since you often have to walk from one end of the room to the

other. Therefore, it‟s a good idea to place the sink in the middle of the line, with

adequate space separating it from the range.

Ideal for apartments and smaller homes

Works well with the open designs found in many contemporary homes

Small moveable table can provide eating space

Can be enhanced with the addition of an island

The galley kitchen

This shape offers the most efficient use of space, making it the choice of many

professional chefs. The two rows allow room for lots of preparation space, and moving

between activity areas can be as easy as turning around. However, this shape is not ideal

if the corridor is open at both ends, since it can cause traffic congestion.

Make sure there is enough room for opposite drawers to be open at the same time (at

least 48″). Another important consideration is to keep the cleaning and cooking areas on

the same side in order to minimize the risk of accidents while moving hot pans between

the sink and range.

Great for smaller kitchens

Appliances are close to one another

Easy for one cook to maneuver

Can easily convert to a U-Shape by closing off one end

The L-shape kitchen

This is a very popular kitchen layout - ideal for a family kitchen, or for entertaining guests,

since it can easily accommodate table and chairs in the same room. Using two adjacent

walls, the kitchen also benefits from the lack of through-traffic. The sink, range and fridge

should be separated by a preparation area.

Very flexible layout design

Major appliances can be placed in a variety of areas

Work areas are close to each other

Can easily convert to a U-Shape with a cabinet leg addition

The U-shape kitchen

The use of three full walls in a room offers the perfect working kitchen. The fridge,

range and sink can be spaced out for maximum efficiency and convenience. This is

great news for those who take your cooking seriously, as it provides the best workflows

with the shortest distances around the kitchen. This shape also allows for large amounts

of countertop and storage space.

Perfect for families who use their kitchens a great deal



Provides plenty of counter space

Efficient work triangle

Can convert one cabinet leg into a breakfast bar

The island kitchen

A very popular kitchen type, the island layout is perfect if you plan to entertain but

requires more floor space. An independent island unit can face a dining or living area,

allowing the cook to socialise while preparing. A sink here provides the optimal

arrangement in terms of the kitchen‟s working triangle. Otherwise, a cooktop with a

canopy over the island can form a stunning focal point to the kitchen.

The G-Shaped Kitchen

Built very much like the U-Shaped with the addition of an elongated partial wall, the

G-Shaped kitchen offers a great deal of space.Ideal for larger families needing extra

storage space Plenty of counter and cabinet space Multiple cooks can function well in

this layout Can convert one cabinet leg into a breakfast bar or entertaining area

PLANNING OF VARIOUS SUPPORTING SERVICES

Pot and Pan Washing:

The pot and pan washing function is also preferably done in a separate area instead of combining it with

other areas as some small operations may be inclined to do. The basic pot and pan washing function can be

handled with a 3 compartment sink and drain boards, sufficient space for storing the soil utensils have to be

provided.

In some operations, a large storage area for soiled utensils may be required because they are not washed as

soon as they are received. This occurs when the same personnel who wash dish, also wash the pots and pans.

Pot washing machine are considered for large food facility if they can be economically justified.

A pot wash area is suppresed by 6” than the regular floor level of the kitchen, to avoid the water flowing into

the main kitchen area. Heavy jet washers with water at a temperature of 88 degrees is used to wash pots

because they easily remove the dirt and fat and make cleaning easy. Since the pot wash area becomes very

messy with waste food and fat, anti-skid tiles are recommended for the floor and white glazed tiles on the three

side walls upto 8‟ feet height. A minimum area of 10‟ x 10‟ is required.

Wet Grinding Area:

In India wet grinding area is considered to be one of the supporting services to the main kitchen. There will

be a minimum of two wet grinders in any small hotels, so that there is a stand by in case of breakdown. Wet

grinders are tailor made and are of different capacities. The ideal functional area required for a wet grinding is

10‟ x 4‟. The area has to have anti-skid tiles for the floor and glaze tiles on the wall to maintain hygienic

conditions.



Chef‟s Cabin:

The chef‟s cabin has to be ideally located, so that, he has a clear view of the entire kitchen. In some

organizations and some hotels the Chef cabin is being utilized to store the imported stock of ingredients like,

spices, wine etc. Ideally 10‟ x 10‟ is required for the chefs cabins.

Chef‟s Larder:

This is a substore which is located within the kitchen, in the control of the chef. The quantities of material

drawn for the day from the main food store is stored in the chefs larder, since there is no space to store this in

the individual kitchen, the drawn material is stored in a place with the kitchen, which is called as chefs larder.

Chefs larder is convenient for the cooks, because they can draw material at any given time of the day even after

the main food store is closed for the day in the evening. Large quantities of food material should not be stored

in a chef larder because it blocks the capital of the hotel.



CHAPTER 8 ENERGY CONSERVATION

Energy conservation measures for Hotel Industry

DO‟S AND DONT‟S

FOOD & BEVERAGE DEPARTMENT

This department consumes approximately 25% of the total energy cost so the opportunities to reduce energy

consumption in this area are excellent. Some helpful guidelines are given below.

A. FOOD PREPARATION - KITCHEN

01. Determine the preheating time for ovens, grills, boilers, fryers & other cooking equipments. Generally

speaking 10 to 20 minutes should be sufficient.

02. When preheating ovens, set thermostat at the desired temperature. Ensure thermostat controls are operating

the properly.

03. Determine cooking capacity of ovens; use smaller or more energy efficient oven when possible.

04. Use additional fry units, boilers, oven etc. only for peak business hours.

05. Load & unload ovens quickly. If an oven door is kept open for a second, it losses about 1% of its heat.

06. Cover pots & panswitch lids while cooking.

07. Turn off cooking & heating units that are not needed.

08. Oven should not be opened during operation. Food will cook faster and lose less moisture if oven is kept

closed.

09. Frozen food should be thawed in refrigerators. It will thaw easily & reduce power demand on the

refrigerator.

10. When using gas range for full heat condition, the tip of the flame should just touch the bottom of the pan or

kettle. Yellow flame is the indication of inefficient, incomplete combustion and wastage of gas. Clean burners,

pilot light regularly. If flames are still yellow, have gas-air mixture adjusted.

11. A blue flame with a distinct inner cone is best. Flame should never flout but should just wipe the surface.

Adjust flame until it is entirely blue.

12. Thoroughly clean pot & pans to ensure there is no carbon build up at the bottom.

13. Placing foil under range burners & griddles will improve the operational efficiency.

14. Fryers need to be cleaned & oil filtered at least once a day.

15. Cooking rang burners should always be smaller than the kettle or pot place on it.

16. Have broken door hinges and cracks of oven doors attended to immediately.

17. Turn off Rotary Toaster when not in use. Use pop up toasters on lean timings.

18. Shut off steam Heater on dishwasher when dishwasher in not in use.

19. Use hot water only when necessary.

20 In pot washing area fill sink for washing utensils instead of running water.

21. Cleaning should be done during day hours if possible. Do not use dishwasher till full load of soiled dishes is

available.

22. Turn off lights in the walk – in refrigerators and freezers when not required. Lights not only waste energy

but add load to the box.

23. Close tightly all walk-in doors after operating them.

24. Allow hot foods to air cool before placing in refrigerators.

25. Do not store items in front of the refrigerant coils or fans in a manner that restricts air circulation.

26. Fully stored refrigerators and walk-ins use energy more efficiently than partially stored ones.

27. Be sure foods requiring refrigeration are promptly placed in storage after delivery.

28. Turn off supply and exhaust fans in kitchens stores etc. when areas are not in use.

29. Report and leakage of gas immediately.

30. Keep records of all break down of equipments to find out accident prone/uneconomical equipment.

31. Turn on equipment only as needed. Make sure they are turn off at night.

32. Carefully follow instructions in the users guide for all equipments.



33. Keep equipment and door seals clean and free of debris to prevent energy waste.

34. Reduce peak loading. Your electrical bill is determined by two factors:-

(a) demand charge (if applicable)

(b) total consumption in kWh

1 You may achieve this by:-

(a) Intensive cooking such as baking and roasting during non-peak demand hours.

(b) Use minimum number of electric appliances at a time. Stager their operation.

(c) Try to use electrical appliances between 6 AM to 10 AM or after mid night if possible.

35. Equipment should be turned on at specific time to a specific temperature and turned off at times when not

needed. A 10-15 minutes preheat period is requires only 7 to 15 minutes for pre-heating.

36. Clean heating elements at least weakly. This may even be done daily if you do high volume frying.

37. Cooking foods in least volume possible for most economic use of energy.

38 If keeping electric burner on for shorter period is inevitable, when they are not in actual use keep the

temperature low until you are ready to cook. This will even prolong the life of burner besides conserving

energy.

39. Avoid to turn on gas burners until you are ready to cook.

40. If possible, fill cooking vessels according to capacity. Large cooking vessel if used for cooking lesser

quantity of food will consume more energy.

41. Use flat bottom pots and pans for maximum heat transfer.

42. Group kettles and pots on close top ranges.

43. Turn down heat as soon as food begins to boil and maintain liquids at simmer.

44. Clear boil overs and spill overs promptly to avoid build up of carbon deposits which will effect the

efficiency of equipment adversely.

45. Always try to use roasting and baking oven to full capacity for maximum utilization of heat. If possible wait

till oven is loaded upto its optimum capacity prior to switching on.

46. Regular & prompt cleaning of rotary toaster saves energy.

47. Avoid frequent opening of refrigerator doors. Door opening if planned, saves energy.

48. Do not allow frosting on refrigerator coils to save energy.

49. Close & preferably lock ice cuber bins after removing ice for use.

50. Using hot water for cooking consumes less energy as compared to cold water.

51. Switching off heater when cooking is over, not only saves energy it is safer as well.

52. Do not use dishwasher until you have sufficient load

B. BANQUETS 01. While air conditioning is on, try to avoid using candles on the table. They add a tremendous heat load.

02. When renting a space for function try to fit the space to the size of function. Do not rent a 300 person ball

room to 50 people even if the room can be divided. Remembers you are spending almost same on air

conditioner of the space.

03. When setting up for a function, make certain that heating, cooling and lighting are off until ½ hour to 1 hour

before function starts. Turn off systems as soon as the function is over. In fact, air conditioning can be turned off

even ½ hours before function finishes. Air conditioning effect will stay for ½ hour.

04. If you have a choice, try to avoid function that requires the addition of many spotlight or other heat

producing equipment.

05. Assign an individual responsible for turning lights on and off.

06. Keep the light off whenever any function area is vacant or unoccupied.

07. While Air-conditioning is on ensure that all doors and windows are properly closed.

08. During winter season try to use outside air for cooling.

09. Review lighting levels and prepare new standard lamping plans for meetings rooms to reduce unnecessary

wastage of energy.

C. RESTAURANTS 01. Reschedule cleaning of are during day light hours.

02. Avoid using electrical light while setting the table whenever possible.



03. Turn off air-conditioning ½ hour prior to closing the restaurant.

04. Keep wall and ceiling properly cleaned for better light reflection.

05. Turn off lights when not needed.

06. Review lighting level to provide minimum acceptable lighting level in all food service area.

2 FRONT OFFICE AND LOBBY MANAGERS

01. Front office can play an important role in energy conservation. When occupancy in unfortunately not high,

front office should rent room by virtue of their location. In summer, rooms on the east or north sides of the

building will be cooler. Also, corner rooms with two outside exposures will be warmer. Rooms close to heat

source should also be avoided if possible. This would certainly help reduce air conditioning load and result in

saving of energy.

02. Front office should make sure that the rooms which are not to be rented out during lean period are not air

conditioned or ventilated unnecessarily. If any one of these is to be rented. out, air conditioning or ventilation

can be started ½ hour before the guest moves in.

03. Lower all lighting levels during late night and day light hours. Turn off all lights in offices when these are

closed.

04. If possible, instruct shopkeepers to reduce the amount of shop and display lighting. Although, in most cases,

shopkeepers do pay for their electric consumption, the lighting load still affects hotels cooling systems.

05. Lobby, managers should ensure that Lobby Main Entrance doors are not unduly kept opened. A door

opening will result in ingress of heat from outside and adversely effect air conditioning.

06. Lobby Managers, in course of their duty, do take rounds of the property. They on their rounds, should ensure

that no unnecessary lights or water tape are left ON by careless staff.

07. During day light hours reduce electric lighting load in Lobby etc. to minimum to make full use of natural

light.

08. During low occupancy period try to block complete floor. If this is not practicable, attempt should be made

to block as far as possible total wings of individual floor.

09. As soon as guest checks out, Front office should inform Housekeeping so that all lights of the vacant room is

switched off at the earliest.

10. Report broken windowpanes to stop ingress of air.

11. Inspect public toilets periodically and report leading W.C. and faucets top stop water unnecessary

illumination.

HOUSE KEEPING DEAPRTMENT The major space in a hotel is devoted to guest rooms and corridors. Number and variety of ways to conserve

energy in these areas are startling. Although the energy conserved in one room or corridor does not seem

significant, but when multiplied by 100 or so rooms, it does become significant. Some of the opportunities for

Housekeeping Department where they can significantly contribute to energy saving listed below:-

01. Turn off guest room lights when rooms are not physically occupied.

02. Use minimum lighting when making up and cleaning rooms. Use natural light whenever possible.

03. Turn off corridor lights, or reduce it to 50% when natural light is available.

04. Turn off lights in linen rooms, storage room and maids closets when not in use.

05. Check your areas for light level. Reduce number of lights if possible. Use lower wattage bulbs wherever

possible.

06. Have lamp shades cleaned at once. Bulb gives more light with clean lampshades.

07. Keep walls and ceiling walls cleaned for better light reflection.

08. Switch off music & TV Sets when rooms are not physically occupied.

09. Turn off HVAC system when rooms are not physically occupied.

10. Report water leaks immediately

11. Keep windows closed and curtain on. The ingress of hot air in summer and cold air during winter contribute

to very large waste or energy. For example 6‟ wide window opened just one inch would allow hot air

necessitating 1.76 kwh to cool. This in terms of monetary value, will cost approx. Rs. 1150/- per hour.

12. Keep room hot water temperature at lowest acceptable limit.

13. Minimize use of lights during night cleaning by switching on only those lights which are actually required to

clean a particular area.

14. Bellhops may be advised to leave only such lights on which are actually needed by the guest while leaving

the room.



3 LAUNDARY DEPARTMENT

One of the large consumers of water and heat, the hotel laundry is an outlet that can significantly reduce energy

consumption with no effect on guest comfort or satisfaction. Some of the important points to achieve desired

results are listed below:-

01. Have lights turned off when not in use.

02. Periodically clean lamps and lights fixtures.

03. Clean and wash walls, floors and ceiling

04. Operate washing machines at full load, partial loads may require same amount water as full loads.

05. Check and record your water consumption. Compare water consumption daily to find wastages, if any.

06. Do not leave water taps running.

07. Consider using cold water detergents. It will greatly reduce energy consumption.

08. Reduce hot water temperature to 120 o

F.

09. Repair or replace all hot water piping insulation.

10. All steam line values should be checked for leaks. That is, you should be able to shut off steam to any

machine not in use keeping steam supply main open.

11. If possible use final rinse water for 1st wash.

12. Reduce time between loads to prevent tumblers from cooling down.

13. Air line should be checked for leaks.

14. Periodically clean exhaust duct and blower of lint and dust.

15. Keep steam pressure at lowest possible level.

16. Shut off steam valve whenever machine is not being utilised.

17. Keep radiator coils and fins free from dirt all the times.

18. Ensure all steam traps in perfect working order.

19. Keep an eye on the preventive maintenance schedule of all laundry equipments by Engineering Department

to ensure timely compliance.

20. Ensure that Drying tumblers and washing machines are kept clean and free from scale at all times.

21. Switch off laundry exhaust fans when laundry is closed.

22. Ensure that extractors are working properly. Incomplete extraction increased load on dryer and consumes

more energy for drying.

23. Reschedule machine operation to reduce peak demand charges.

24. Inform boiler room when steam is not required so that boilers can be shut down to save fuel.

ENGINEERING DEPARTMENT An analysis of Hotels show that approximately 60% of then energy consumed in a property is in the equipment

and machinery rooms, boiler rooms, air conditioning rooms, water treatment and pump areas and sewage plants.

Engineering Department is responsible for running and maintenance this equipment. They are also concerned

with entire building and complex.

Keeping the above in view, it is imperative that the Engineering Department operates these equipments at peak

efficiency. Engineering Department can help conserve energy in the following Ways:

01. By acting as an advisor to various departments to help them achieve their respective Energy Management

goals.

02. By ensuring efficient and economic operation of all equipments.

03. They must maintain history card of each machine so that in-efficient and uneconomical machines can be

identified and eliminated to save the wasteful uses of energy. This will also help in deciding the preventive

maintenance schedule of each machine.

4 Some guidelines to achieve energy management goals at little or no cost are listed below:-

HVAC SYSTEMS – PLANT ROOM

01. Turn off HVAC machinery in all unoccupied spaces.

02. Eliminate or reduce duct air leakage.

03. While operating chillers ensure following:-

- As far as possible keep leaving chilled water temperature on the higher side.

- Reduce entering condenser water temperature

- Maintain proper refrigerant charge.

- Eliminate refrigerant and charge.



- Maintain proper flow rate of condenser water

- Operate chillers in proper sequence.

- Operate condenser and cooler pumps in proper sequence.

04. Lower hot water temperature for heating when outside temperature rises.

05. When chiller is not operating, make certain that chilled and condenser water pumps are shut down.

06. Use proper water treatment to prevent fouling or sealing of condensers, cooling towers and piping.

07. Repair all hot, chilled and condenser water lines, valves and pumps. A considerable quantity of water is lost

through leaky pump glands which can be saved easily.

08. Repair or replace damaged hot or chilled water line insulation.

09. Check cooling water tower bleed off periodically.

10. Check efficiency of chiller against manufacturer‟s specifications by checking water temperature and

pressure drop in and out of chillers and condensers and motor amperage on compressor.

11. Condenser tubes should be kept clean.

12. Stop all refrigerant leaks.

13. Check daily purge operation on chiller for signs of air leaks

14. Remove algae growth from cooling towers.

15. Check all belt drives. Replace worn out or frayed belts.

16. Clean AHU coils and fans periodically, check chilled water sample to know the internal condition of coil.

Do periodic cleaning of coil.

17. AHU filter must be cleaned periodically.

18. Check all thermostat for correct functioning.

BOILERS

01. Check Boilers Room for negative air pressure which can reduce combustion efficiency.

02. Avoid multiple boiler operation. One boiler operating at 80% is more efficient than two at 40%.

03. Operate boilers at as low steam pressure as possible.

04. Avoid excessive boiler blow down.

05. Clean burner nozzle periodically.

06. Pre-heat the fuel to correct temperature before injection.

07. Maintain a good water treatment programme.

08. Repair and replace if necessary boiler and flue insulation that is damaged.

09. Repair and replace all worn or damaged steam and condensate piping insulation.

10. Insulate all condensate and steam pipe line flanges.

11. Check and repair all steam traps.

12. Eliminate all steam leaks.

13. Check fuel lines for leaks.

14. Check combustion control in order to maintain maximum efficiency.

15. Check all safety valves for any leaks.

5 HEATING

01. Check and back wash water filtration plant for higher efficiency and reduction in water system scaling.

02. Check water analysis periodically.

03. Repair at once all leaks, dripping faucets and shower heads.

04. Check toiler flush valves for any water leaks.

05. Lower hot water temperature to 120o

F.

06. Check and adjust swimming pool make up water (not to exceed 10%).

07. Shut down pool filtration plant when pool is not in use.

08. Reduce lawn and shrubbery watering to absolute minimum.

09. Check water regulating valves on water coolers, refrigerant units and ice machines.

10. Consider sprint loaded, self closing water valves in Kitchens.

BUILDING AND GROUNDS

01. Seal all exterior windows, doors cracks and openings to reduce outdoor air leaks.

02. Reduce gap under the doors of air conditioned spaces to minimum.



03. Check grounds for leaking pipes underground.

04. Check and repair all door closers.

05. Make certain all electric connections are tight.

06. Keep all „contacts‟ clean.

07. Check Lighting levels in all Engineering spaces to see if they can be reduced.

08. Replace all incandescent fixtures with fluorescent and energy efficient lamps like PL-9 or SL-25 etc.

09. Keep all light shades clean. Use shades that allow more light to pass or reflect.

10. Do not switch on lights unless necessary.

11. Arrange schedules for turning or reducing lights in guest corridors, lobby area, function spaces, restaurants,

bars, shops, kitchens etc.

12. Make a house inspection of all departments to see that energy conservation is being observed.

CHAPTER 10 PLANNING FOR PHYSICALLY

CHALLENGED

The Kempinski Hotel Mall of the Emirates has been designed while keeping in mind the needs of our

handicapped guests. Following features are available:

Public Areas:

Ramps giving access to most public spaces such as the lobby, the restaurants and public restrooms

Seated check-in and check-out available in the reception area or the guest room.

Escape chairs available in all fire exists of the guest room floors

Guest Rooms:

Handicapped-accessible rooms feature connecting doors to another handicapped-accessible room

The guest rooms are located close to the elevators and fire exits

Entry door is 94 cm wide

Floor to ceiling mirror available in the room

The safety box are installed at shoulder-height of a sitting person (100 cm)

Lower cloth rails in certain areas e.g. left cupboard, small rail

The top of the mattress is 70 cm high and 46 cm when special mattress base is installed (upon request)

The bedrooms feature a bench in front of the beds with a height of 50 cm

Along the length of the bed (210 cm) between bed and cupboard width of 155 cm maneuvering space

next to bed

Plug Socket in 30 cm height

Light switch in 73 cm hight

A/C control 75 cm height

Service in the bathroom in 90 cm height

Bathroom in the Guest room:

1) General

Door to the bathroom is 120 cm wide with a threshold of 1 cm

Door to WC and shower is 88 cm wide with a threshold of 2 cm

2) Sink

Clearance below the sink is 69 cm in height between the floor finish and the apron to allow access to

wheel chairs users



The sink is 85 cm high

Faucets are lever-operated

Mirror in 90 cm hight

3) Shower

Size of: width of 160 cm x 190 cm

Shower equipped with a marble bench (height 44 cm) depth: 35 cm

The shower spray unit features a hose of 145 cm length, that can be used both as a fixed shower head

and a hand-held unit

4) Bath tub

In-tub seats provided upon request

Grab bars are provided

The shower spray unit features a hose of 115 cm length, that can be used both as a fixed shower head

and a hand-held unit



CHAPTER 11 PROJECT MANAGEMENT

NETWORK ANALYSIS (PERT and CPM)

Introduction

PERT and CPM are two well known network techniques or models especially useful for planning, scheduling

and executing large time-bound projects which involve careful co-ordination of a variety of complex and

inter-related activities and resources. PERT is the abbreviated form for Program Evaluation and Review

Techniques and CPM for Critical Path Method. Both the techniques were developed in U.S.A. during the late

1950s. PERT was developed by US Navy Engineers to plan and control the huge Polaris Submarine Program.

CPM was developed by E.I. Dupont Nemours & Co., U.S.A. and the Univac Division of Remington Rand

Corporation in 1956 in connection with the periodic overhauling and maintenance of chemical plants. It

resulted in reducing the shut-down period from 130 hours to 90 hours and saving hours and saving the company

$1 million.

Both the techniques have been applied successfully to improve efficiency of execution of large projects within

pre-determined time and cost limits. Any new venture may be regarded as a project, such as constructing a new

plant, bridge, dam, shopping centre or residential complex, design of a new aircraft, manufacture of ships, R& D

projects, introduction of a new product, installing pipeline, floating a new issue of shares, major repairs and

overhaul of plant and machinery units, organizing a large conference/convention, handling an earthquake relief

work and so on.

PERT and CPM converge on several aspects, and are almost treated as twins; there are, however, some points

of difference between them which will be discussed later. The techniques recognize the systems or inter-related

nature of activities on large work projects and translate the job proposed into a model by drawing a network of

the activities involved. They are used in planning and controlling (monitoring) the projects. Planning in this

context implies developing the overall layout of the project with estimates of time, the resources required and

the detailed time scheduling and sequence of various jobs to be performed. The control, on the hand takes place

during the work on the project. Gradually as resources get used and completion times are obtained, project

management techniques can be used to reallocate, if necessary, the rescues, according to the revised criticality

rankings of the jobs remaining to be done. In general the application of PERT and CPM is intended to answer

the following:

1. The expected project completion date

2. The scheduled start and completion time for the different activities comprising the project

3. The key activities of the project which must be completed at the scheduled time (or else would result in

delaying the entire project completion time) and require close managerial attention, the time period by

which non-key activities may be delayed without causing a delay in the completion of the whole

project.

In fact, PERT and CPM are suitable for any situation where

a. The project consists of well-defined collection of activities or tasks

b. The activities can be started and terminated independently of each other, even if the resources

employed on the various activities are not independent.

c. The activities are ordered so that they can be performed in a technological sequence. Thus precedence

relations exist which preclude the start of certain activities until others are completed. For example, the

overhead water tank in a high-rise building cannot be installed until the top floor of the infrastructure

has been constructed.



Advantages of using networking techniques (like PERT/CPM) as management tools of project control

Compels management to plan a project before it begins.

Requires an analytical approach to planning

Separates the planning and scheduling functions.

Permits the planner to concentrate on the relationship of items of work without considering their

occurrence in time.

Allows the planner to develop a more detailed plan, since he is concerned with how the work will be

performed, not when.

Results in a more realistic schedule.

Clearly shows dependency between work tasks.

Facilities control of a project.

Simplifies maintenance of the plan and schedule.

Informs of management‟s current status regarding the project.

Focuses management‟s attention on critical items of work.

Gives management the ability to assess consequences of anticipated changes to the plan.

Makes it easy to relate other functions of project control to the basic planning and scheduling function.

Meets contractual requirements of government, private industry and customers.

The application of PERT and CPM for project management involves the following steps:

1. Establishment of objectives: The first step in the development of a PERT network is the

establishment of objectives. There will be a major objective to be accomplished, linked by supporting

objectives. When these are identified, they must be linked together so as to enable to planner to see the

project in its true perspective.

2. Identification of all key activities and events or phases for completion of the project. In this

connection, the term activity is defined as an operation or job to be carried out which consumes time

and resources. In the AOA network diagram, activities are denoted by arrows (). An event is

defined as a beginning or completion of an activity. It is denoted by a circle (O). while identifying the

key activities, sequencing activities and estimating activity times, both technical and managerial

persons should work together.

3. Determination of sequence of activities and events in a project and arranging them in a network that

brings out their interrelationship to satisfy the technological sequencing requirements. The network

diagram so constructed is a beginning point for the project. For the sake of convenience, each event is

given a serial number. In a project, some activities have to be undertaken sequentially while others

may be carried out concurrently. All these form part of the project network. The network so formed,

shows a number of paths of activities and events from beginning to completion.

4. Determination and assignment of time for starting and completion of each activity in the network,

which will help to arrive at the total time required for completion of the project. In CPM only one time

rating per activity is used. In PERT, three estimates of time span for completion of each activity are

evaluated. They are optimistic time (shortest time denoted by to), pessimistic time (longest time

denoted by tp) and normal time (most likely time denoted by tm). After these three time estimates have

been made, they are combined into a single workable time value known as expected time (denoted by

te). This is done algebraically by using a weighted average.

te = tp + 4tm + tp

6

where te is the expected time, to optimistic time, tp – pessimistic time and tm – normal time.

The three time estimates are used in PERT because the originators of PERT thought that the estimated

time for an activity is better described by a probability distribution than by a single estimate.



5. Determination of the total period of time required for completion of project. This calls for

identification of the sequence of those activities, the completion of which is critical for the timely

completion of entire project. The line connecting the critical activities from start to finish of the project

is the critical path. The completion time of activities along the critical path cannot be delayed.

Any delay in completion of activities that lie on the critical path, will delay the entire project. The critical path is the path with the longest duration (compared to all the other possible paths) running

through the network in a continuous manner from the beginning to the end. It is of the longest duration

since it allows for the fact that certain activities cannot be started unless certain other related activities

that precede them are completed. It also is the period of time required for completion of the project.

Other useful figures that may be calculated for control are event slacks, activity floats, variability

duration and the probability of completing the project or part of it by or within a particular time.

6. Implementing the network model created as a tool of control once the project commences. This

stage calls for periodic updating of the network amongst other tings to monitor the progress of the

project. This is done by comparing the actual activity completion times with their estimated times.

Necessary changes are made in schedules in case of intolerable deviations to ensure completion of the

project as close to the target time as possible.

7. Resource Allocation and Scheduling: Based on the network calculations and assessment of resources

required for each of the activities, the plan is translated into a time schedule. If it is possible to

expedite the activities by incurring additional cost, the economics of doing so are also examined before

finalising the schedule.

Each person who participates in the application of PERT to the control of the project should have some basic

familiarity with the general nature of the work and with the ultimate objective desired.

Types of network diagrams

In general there are two ways in which network diagrams may be constructed. CPM and PERT (which is what

is taught here), both use the Activity on Arrow (AOA) manner of representing networks. STUDENTS WILL

FOLLOW THIS AND ONLY THIS MANNER (AOA) OF DRAWING NETWORKS. SIMPLY

SPEAKING THESE DIAGRAMS REPRESENT THE ACTIVITY ON THE ARROW (AND THE

EVENT ON NODE) IN PRESENTING THE PROJECT LOGIC.

For information purpose only, there exists another manner called the Activity On Node (AON) diagram to

present the project logic. In this, the activities are represented on the node (and not the arrow) and the

precedence relationships are represented by the arrows. This technique of project networking was developed by

John W Fondahl in USA and by Bernard Roy in France, at about the same time when PERT and CPM came into

existence. All of these techniques were developed independent of each other. Fondahl called his technique of

AON diagram by the name “precedence diagram”. The AON diagram is claimed to have some merits as

compared to AOA diagram as it does not require dummy activities, and because it is considered to be simple

and easier to explain as well as to understand and facilitates revision and updating. Irrespective of these

advantages, the AOA diagrams continue to be more popular than the AON diagram and the AOA diagrams add

dynamism to the network. Both types have their relative advantages and disadvantages and have carved their

respective niches in terms of application and usage.

Assumptions of PERT/CPM

1. A project can be sub-divided into a set of predictable and independent activities.

2. The precedence relations of project activities can be completely represented be a non-cyclical network

graph in which each activity connects directly into its immediate successors.



3. Activity items may be estimated either as single-point estimates or as three-point PERT estimates and

are independent of each other.

4. In CPM, the duration of an activity is linearly (and inversely) related to the cost of resources applied to

the activity. (This means less the time more the cost as it happens when crashing activity time).

5. In PERT model, activity duration is assumed to follow the beta distribution, the standard deviation of

the distribution is assumed to be 1/6th

of its range, the mean is approximated by 1/6th

(to+4tm+tp) and the

variance in length of project is assumed to be equal to the sum of the variances of activities on the

critical path.

6. Cost time-trade off for deriving the cost curve slopes are subjective again and call for great deal of

expertise of the technology as well as genuine efforts to estimate.

Constructing the Network

A project network is a directed graph that consists of finite collection of elements called events (or nodes)

together with a subset of the ordered pairs (i, j,) of nodes called activities (or jobs or tasks or operations). In

other words, a network is the graphical representation of logically and sequentially connected arrows and nodes

representing activities and events of a project. (Also called arrow diagrams) diagrams show the

operations/activities to be performed to complete a job, the sequence and inter-relationship of various activities

involved.

In networks, an activity is a clearly identifiable and manageable operation or an element of work entailed in the

project and it is represented by an arrow. An event (or node), is the and/or finish of an activity or group of

activities. Others terms used are junction, milestone or stage. In general milestone is reserved for particularly

significant events that require special monitoring. An activity arrow (i, j,) extends between two nodes, the tail

node (or event), i, represents the start of an activity and the head node (event) j, represents the completion of an

activity as shown below:

Activity

(i) (j,)

Starting event completion event

Activities may also be termed jobs, tasks or operations. Activities which must be completed before a certain

other activity starts are called the predecessor activity starts are called successors activities.

Predecessor activity: Activities that must be completed immediately prior to the start of another activity called

predecessor activities.

Successor activities: Activities that cannot be started until one or more of the other activities are completed, but

immediately succeed them are called successor activities.

Concurrent activity: Activities which can be accomplished at the same time are known as concurrent activities.

Path: An unbroken chain of activity arrows connecting the initial event to the final event via other events is

called a path.



Rules of Network Construction

Following are some of the rules that have to be followed while constructing a network:

1. Each defined activity is represented by one and only one arrow in the network. Therefore, no single

activity can be represented more than once in the network. These arrows should be kept straight and

not curved. Sometimes bending activity arrows so that the main portion of the arrows both straight and

parallel to the main horizontal axis of the diagram will improve the appearance of the network. This is

illustrated below:

Angles between arrows should be as large as possible. Arrows should not cross each other. Where crossing

cannot be avoided, the method shown below should be adopted.

2. Before an activity can be undertaken all activities preceding it must be completed. Thus, a network

should be developed on the basis of logical or technical dependencies between various activities of the

project. The discipline of networking requires that the project be considered in a thorough and analytic

manner and the predecessor-successor relationships between the various activities clearly laid.

3. The arrows depicting various activities are indicative of the local precedence only. The length and

bearing of the arrows are of no significance, although arrows in network diagrams should be drawn to

show time flow left to right i.e. in the forward direction.

4. The arrow direction indicates the general progression in time. Each activity must start and end in a

node (or event). The tail of an activity represents the point in time at which the “activity start” occurs

and the node marking this start is called the tail event for this event. The head of an activity represents

the point in time at which the “activity completion” occurs and the node marking this termination is

called the head event for that activity.

5. When a number of activities terminate at one event, it indicates that no activity emanating from that

event may start unless all activities terminating there have been completed.

1

2

1 1

1

3

2

4

3 3



Fig.(I) Fig.(ii)

6. Events are identified by numbers. Each event identified by a number higher than that allotted to the

event immediate preceding one. I.e., events should be numbered such that for every arrow (i,j) (i, < j).

In assigning numbers to the events, care should be taken that there is no duplication of event numbers

in a network. The event numbered 1 denotes start of the project and is called initial node (or event)

while the event carrying the highest number denotes the final event in the network. A network should

have only one initial and one terminal node. (Students are advised to keep the project start event and

the project completion event in a straight line for a more aesthetic looking network diagram).

7. The activities are identified by the numbers of their starting and the ending events. They are expressed

as i,j, where i represents the starting event, or the tail node number, and j represents the ending event or

the head node number. Naturally head nodes always have a higher number than tail nodes. No two

activities may be described by the same set of ordered pairs. All activities emerging (or taking off)

from event 1 should not be preceded by any other activity or activities. In fig.I activities B, C, D and E

can be expressed as 3-6, 4-6, 5-6 and 6-7 respectively. Event 3 represents the beginning of the activity

B while event 6 represents the completion of activities B, C and D, and the beginning of the activity E.

8. An event which represents the joint completion of more than one activity is known as a merge event,

while an event which portrays the initiation of more than one activity is called the burst event. In

Fig.(I) above event 6 and event 2 in Fig (ii) is a burst event.

9. Parallel activities between two events, without intervening events, are prohibited. Thus two or more

activities cannot be identified by the same beginning and ending events. By implication, any two

events should not be connected with more than one arrow. When two or more activities in a project

have the same head and tail events, dummy activities are needed in constructing the network. The

figure on the left is the wrong way to represent the two activities while the figure on the right shows the

correct representation of the two activities using a dummy.

WRONG

RIGHT

A dummy used in this manner is called an identity dummy. Dummies do not consume time or

resources. As a result of using dummy activities, other activities can be identified by unique end-

events. Dummy activities are usually shown by arrows with dashed lines.

Dummy activities are also very useful in establishing proper logical relationships in the networks

which cannot, otherwise, be adequately represented. Known as logic dummies they are used when two

chains of activities have a common event, although they are in themselves wholly or partly independent

2 1 6 4

5

7 4

5

1 2 1

2

3



of each other. Thus, when two or more activities have some, but not all, of their inputs in common, the

use of a logic dummy resolves the problem of representation.

Dummy

If a dummy is the only activity emanating from a node, it can be eliminated. If a dummy activity converging to

its final node, it can be eliminated. Dummy activities which portray predecessor relations that are already

implied by other activities may be removed as redundant.

A third reason to use dummies is to improve the layout of a network when they may not be strictly necessary to

represent the logic involved. This often happens at the start or finish of a network where a number of activities

either start from a certain point, or coverage to a particular point. In this way, the need for „curved‟ activities is

avoided.

10. Looping is not permitted.

loop

Note: 2-3-5-4 forms loop which is not allowed in drawing networks.

11. Dangling is not permitted.

1 2

3

4

5 6

1 2

3

6 7



In this network activity 4-5 dangles which is not permitted when drawing network diagrams.

Numbering the events (Fulkerson‟s Rule)

After the network is drawn in a logical sequence, every event is assigned a number which is placed inside the

node circle. The number sequence should be such so as to reflect the flow of the network. The rule devised D R

Fulkerson is used for the purpose of numbering and involves the following steps.

1. The initial event has all outgoing arrows with no incoming arrow is numbered 1.

2. Delete all the arrows coming out of node 1. This will convert some more nodes (at least one) into

initial events. Number these events 2,3 …

3. Delete all the arrows going out from these numbered events to create more initial events. Assign the

next numbers to these events.

4. Continue until the final or terminal node, which has all arrows coming in with no arrow going out, is

numbered.

Critical Path and Float Times

Consider the following notations for the purpose of calculating the various times of activities.

Estij = Earliest start time for activity (i,j) is the one at which the activity can start without affecting

the total project time.

LEstij = Latest start time for activity (i,j) is the latest possible time by which it must start without

affecting the total project time.

Eftij = Earliest finish time for activity (i,j) is the earliest possible time by which it must finish without

affecting the total project time.

Lftij = Latest finish time for activity (i,j) is the latest possible time by which it must get completed

without delaying the project completion.

tij = Duration of the activity.

It may be noted that Eft = Es+t and Lst = Lft- t.

With reference to events

Earlist event time (E) for any event is the earliest possible time by which all the activities emanating

(stemming) from that event can be started for the project completion time to remain unaltered. Effectively, E

for any event is the maximum of the Eft of all activities terminating at that event.

Latest event time (L) for any event is the latest possible time by which all the activities terminating at that

event can be ought to be completed without the project completion time being altered. Effectively, L for any

event is the minimum of the Lst of all activities at that event.

4

5



Critical Path: The critical path in a network diagram is the longest continuous chain of activities (i.e.a path

along which it takes the longest duration) through the network starting from first to the last event and is shown

by thick line or double lines. All activities lying on this critical part are called critical activities, as any delay in

their execution will lead to a delay in the completion of the entire project.

How to find the critical path using forward pass and backward pass technique

Set the earliest time of the first event (node) to „0‟.

Add the activity time(s) commencing from this first event to this to get the earliest time (TE) of the

subsequent event/s. Now start with the earliest time of the subsequent event (which you have just

calculated) and add the activity times of those activities emanating from it. Keep doing this in the

forward direction following the arrowheads until you reach the last node. In case two or more

arrowheads converge on the same subsequent node select the greater of the choice of times as the

(TE) for that subsequent activity.

You have now completed the forward pass.

Now set the latest time of the last event equal to the earliest time you achieved in the forward pass (also

called the contractual obligation time).

Subtract the activity time(s) from this to get the latest time (TL) of the preceding event(s). Next, use

the latest time of this (these) preceding event(s) and subtract the activity times of those activities

diverging from it. Keep doing this in the backward direction following the arrow tails until you reach

the first event. In case of two or more arrow tails diverging (if seen from right to left; then

converging) from the same node select the lesser of the choice of time as the TL for that preceding

event. When working back to the first event one of the choice must give „0‟.

You have now completed the backward pass (whose objective was to calculate the Latest allowable

occurrence time of each activity).

Now trace from the first to the last event a thick line or double line or a line of another colour ink

touching all those events where the earliest time and lastest time are identical

This is the critical path whose duration is the latest time of the last event.

Normal project cost: This is calculated by adding up all the (direct) costs of each activity and possibly the

indirect costs for that much time.

Float or Slack: Slack is with reference to an event and float is with respect to an activity. In other words, slack

is used with PERT and flat with CPM, but they may be interchangeably used in general practice. Float or slack

means extra time over and above its duration, which a non-critical activity can consume without delaying the

project.

Total Float: The total float for an activity is given by the total time, which is available for performance of the

activity, minus the duration of the activity. It represents the amount of time by which it can be delayed without

delaying the project completion date. In other words it refers to the amount of free time associated with an

activity minus the earliest start time for the activity. Thus,

Total flat = Lst – Est

Where Lst = Latest Start Time and Est = Earliest Start time

Alternatively, Total flat = Lft – Eft or Lft – Est – duration of activity

Free Float: This is that part of the float which does not affect the succeeding activities. This is the float which

is obtained when all the activities are started at the earliest. This is given by the equation.

Free float = Earliest start time for following activity – the earliest completion time for this activity.

Alternatively,

Free float = Total flat – Head slack



Where slack or float of an event is the difference between the earliest and latest event times.

Independent Float: If all the preceding activities are completed at their latest, in some cases, no float may be

available for the subsequent activities which may, therefore, become critical. On the other hand, in some cases,

even after completion of the activities at their latest, there may still be some float left.

The part of the float, which remains unaffected by utilization of float by the preceding activities and does not

affect the succeeding activities is called Independent float. Independent float is given by the equation:

Independent float Est for the - Lft for the - Duration of present

= following preceding activity

activity activity

Alternatively, Independent float = Free float – Tail slack

Interfering float: sometimes, float of an activity if utilized wholly or in a part, may influence the starting time

of the succeeding activities. The portion of the total which affects the start of subsequent activities is known as

Interfering Flat. This is given by the equation:

Interfering Float = Lft of activity in question – Est of the following event.

Alternatively,

Interfering float = Latest event time of the head event – earliest event time of that same event

In the case of independent float and interfering flat if negative figures are obtained the float is taken as zero.

Students are requested to put down the negative fitures (if any result) as the answers.

“By employing network techniques like PERT and CPM one can plan, schedule and control a given

project very effectively.” Discuss.

Planning and control are two of the most important functions of management. Planning involves the

formulation of objectives and goals that are subsequently translated into specific plans and projects. The

function of control is to institute a mechanism that can trigger a warning signal of actual performance in

deviating from the plan. The PERT and CPM models are extremely useful for the purpose of planning,

analysing, scheduling and controlling the progress because:

Each activity involved in the project is mapped on the network in a logical sequence with timings of

each activity marked.

Critical activities are identified which have no slack.

The non-critical activities are identified and free as well as total float is calculated.

Est, Eft, Lst and Lft are marked on the diagram.

Critical path is identified and in case of hindrance additional resources can be employed to keep to the

time schedule.

Crashing of the activities is made feasible to conform to the changing considerations.

PERT/CPM give us a lot of flexibility as regards resource, time and cost.

The Three Time Estimates of PERT: If the activity duration‟s in a project are uncertain then activity

scheduling calculations are done by using the expected values of the duration‟s. Sometimes, such expected

duration estimations may not give an accurate answer. Thus, rather than estimating directly the expected

completion time of an activity, three values are considered. From these times a single value is estimated for

future consideration. This is called three-time estimates in PERT. The three time estimates are as under:

1. Optimistic time (to): This is the shortest possible time to perform the activity, assuming that

everything goes perfectly well with no complications.



2. Pessimistic time (tp): This is the maximum time that is required to perform the activity, under

extremely bad conditions. It is thus the longest time conceivable and it includes time for unusual

delays. However, such conditions do not include acts of nature like earthquakes, floods, etc.

3. Most likely time (tm): This is the most often occurring duration of the activity. It would be the best

estimate of what normally would occur. Statistically, it is the model value of duration of the activity.

The differences in these three times give a measure of the relative uncertainty involved in the activity. These

activity duration are bound to follow a probability distribution called Beta () distribution.

The three time estimates are reduced into a single expected time (te) with the weighted average formula te

= te+4 tm + tp

6

Further, to determine duration variance in PET, we find an interval of variate values of six standard deviations

to contain the large majority of the distribution. Hence in PERT, the standard deviation is expressed as the one-

sixth of the range assumed by the variate.

Standard deviation ()= tp – to or variance (2) = [tp – to /6 ]

2

Variance of the project length is found by adding all the variances (2) of the activities lying on the critical path.

Standard deviation () of the project length is given by

________________________ ___________

variances of activities on critical path = 2

Before calculating the above we would have to find and consequently 2 for each activity of the network.

The standard deviation may be used to calculate the normal deviate „Z‟ and the corresponding probability of

occurrence of that event by the following formula.

Z = tS – tE

where tS is the conjectured time of completing the project or event.

Advantages and Limitations of PERT & CPM

Advantages of PERT

a. This technique gives the management the ability to plan the best possible use of resources to achieve a

given goal within the overall time and cost limitations.

b. It helps management to handle the uncertainties involved in programmes where no standard time data

of the Taylor-Gantt variety are available.

c. It presses for the right action, at the right point, and at that right time in the organisation.

Limitations of PERT

a. The basic difficulty comes in the way of time estimates for the completion of activities because

activities are of non-repetitive type.

b. This technique does not consider resources required at various stages of the project.

c. Use of this technique for active control of a project requires frequent updating and revising the PERT

calculations and this proves quite a costly affair.

Advantages of CPM

a. It helps in ascertaining the time schedule.

b. With its aid, control by the management is made easy.

c. It makes better and detailed planning possible.



d. It provides a standard method for communicating project plans, schedules, time and cost performance.

e. It identifies the most critical elements and thus more attention can be paid to these activities.

Limitations of CPM

a. CPM fails to incorporate statistical analysis in determining the time estimates.

b. It operates on the assumption that there is a precise known time that each activity in the project will

take but this may not be true in actual life.

c. It is difficult to use CPM as a controlling device for the simple reason that one must repeat the entire

evaluation of the project each time when changes are introduced into the network. It may be

remembered that CPM was initially developed as a static planning model and not as a dynamic

controlling device.

Distinction between CPM and PERT

The main points of distinction between CPM and PERT are as below:

1. CPM is activity oriented, i.e. CPM network is built on the basis of activities. Also results of various

calculations are considered in terms of activities of the project. On the other hand, PERT is event

oriented. 2. CPM is a deterministic model i.e., it does not take into account the uncertainties involved in the

estimation of time for execution of a job to an activity. It uses a single time estimate. It completely

ignores the probabilistic elements of the problem. PERT, however, is a probabilistic model. It uses

three estimates of the activity time: optimistic, pessimistic and most likely; with a view to take

into account time uncertainty. Thus the expected duration of each activity is probabilistic and

expected duration indicates that there is fifty percent probability of getting the job done within that

time.

3. CPM places dual emphasis on time and cost and evaluates the trade-off between project cost and

project time. By deploying additional resources, it allows the project manager to manipulate project

duration within certain limits so that project duration can be shortened at an optimal cost. One the

other hand, PERT is primarily concerned with time. It helps the manager to schedule and coordinate

various activities so that the project can be completed on scheduled time.

It is difficult to say with certainty which approach is commonly used. The nature of the project generally

dictates the use of an approach. CPM is commonly used for those projects which are repetitive in nature,

(e.g., construction projects) and where one has prior experience of handling similar projects. PERT is

generally used for those projects where time required to complete various activities is not known apriori. Thus, for planning and scheduling research and development projects, PERT is widely used. For such project it

is very necessary that the project is completed in time, PERT can determine the probabilities of completing

various stages of such projects. It can identify the activities which have high potential of causing delays in

completing the project scheduled date so that the manager can take preventive measures to reduce possible

delays to maintain the project schedule.

However, the differences have almost faded and both these tools have merged together to provide a single tool

of management control.



PERT

1. The origin is military (naval).

2. It is an event-oriented approach.

3. There is allowance for uncertainty.

4. It has three time estimates.

5. It is probabilistic model with uncertainty in

activity duration.

6. It does not demarcate between critical and non-

critical activities.

7. It is especially suitable when high precision is

required in time estimates. E.g. defence projects.

8. Time is averaged.

9. The concept of „crashing‟ is not applied.

10. It lays emphasis on reduction of the execution

time of the project without too much cost

implications. It is time-based.

11. Used to schedule first time projects due to its

probabilistic nature that is suitable when activity

times are not known with certainty.

CPM

1. The origin is industrial.

2. It is an activity-oriented system.

3. No such allowance.

4. There is only one single estimate of time and the

emphasis is on cost.

5. It is a deterministic model with well-known

activity (single) time based upon past experience.

6. It marks critical activities.

7. It is suitable when reasonable precision is

required e.g. Civil construction projects, industrial

expansion schemes, etc.

8. No average of time is involved.

9. The concept of crashing is applied.

10. It lays emphasis on the greatest reduction in

completion time with the least increase in project

cost. It is cost-based.

11. Used to schedule projects that are repetitive in

nature due to its deterministic nature.

PROBLEM: For the network shown below normal time, crash time, normal cost and crash

cost are given in the table. Contract the network by crashing it to optimum and calculate the

optimum project cost and saving.

Indirect cost is Rs.100/- per day

Activity Normal Crashing

Time in days Cost in Rs. Time in days Cost in Rs.

1-2 3 300 2 400

2-3 6 480 4 520

2-4 7 2100 5 2500

2-5 8 400 6 600

3-4 4 320 3 360

4-5 5 500 4 520

4100

Solution:

Step-I Draw the network and identify critical path.

Project duration - 18 days

Normal cost - Rs.4100/-



Step-II To contract the network identify the activities on critical path which have cost slope less than

the indirect cost.

Cost slope = Crash cost – normal cost

Normal time – crash time

Activity Cost slope

1-2 100

2-3 20

2-4 200

2-5 100

5-4 40

4-5 20

Step-III: Crashing activity having minimum cost slope i.e. 2-3 and 4-5

Critical path: 15 days

Step IV: Path remains the same.

Crash activity having reset minimum cost slope i.e. 3.4

Critical path – 14 days



This is the optimum network.

Total direct cost for activities on this network is:

300+520+2100+400+360+520=Rs.4200/-

Indirect cost : 14 days x 100 = Rs.1400/-

Director + Indirect cost = 4200+1400=Rs.5600/-

Cost without crashing

Direct cost: Rs.4100/-

Indirect cost: 18days x100=Rs.1800/-

Total cost: Rs.4100+1800=Rs.5900/-

Saving: Rs.5900-5600=Rs.300/-

Project Time & Cost in Networking

Introduction

Lot of money is involved for completing various activities in a project. Hence, the project manager always

remains conscious of time as well as costs involved. CPM assumes direct relationship between time and cost

and uses time-cost trade-off concept, which is its unique feature. This concept relates to the fact that on a crash

basis, it will cost a little more but even this increase in cost may prove economical in various ways. As such the

project manager will keep in mind the time-cost consideration before taking decisions regarding the project and

its different activities.

Crashing

Crashing is employed when we want to shorten the project completion time by spending extra resources i.e.

ultimately more money. In real life, it is always possible to employ more resources. Consider, for example, the

activity of laying bricks which requires a gang of a mason assisted by a few labourers. By increasing the

number of labourers the activity duration can be shortened or crashed. But there is a limit to this. Too many

labourers per mason would not reduce the duration any more since they are liable to jam up. Concerned

specialists would have to estimate the crashing limit for each activity as also the extra money for crashing each

activity. Once these estimates are made available an analysis can be made to determine the time-cost trade-off

curve i.e. what cost it takes to crash the project to a given duration. In other words, crash time is the minimum

activity duration to which an activity can be compressed by increasing the resources and hence by increasing the

direct costs.

Time-cost optimisation algorithm

The process of shortening a project is called crashing and is usually achieved by adding extra resources to an

activity. Project crashing involves the following steps:

Step one: Find the normal critical path and identify the critical activities. List all possible paths starting with the

critical path and followed by sub-critical paths. Write the duration of each path.

Step two: Calculate the cost slope for the different activities by using the formula.

Cost slope = Crash cost-normal cost

Normal time-crash time



The crash slope indicates the extra cost required to expedite an activity per unit time.

Step three: Rank the activities in the ascending order of the crash slope and mark a tally for the number of days

each activity can be crashed.

Step four: Crash the activities on the critical path beginning with those that are the least expensive to crash until

they are crashed to maximum possible extent. If an activity selected for crashing lies on any other listed path it

will reduce the duration of those paths as well. Find the additional direct cost resulting from cashing the activity

as well indirect cost now expended and add the two to the normal direct cost to achieve the total cost. The

following table will be of great use to systematize the crashing process.

1 Activities crashed

2 No. of days crashed

3 Revised Project duration

4 Normal Direct (Activity) costs

5 Direct costs of crashing (cumulative

6 Indirect costs involved (if any)

7 =4+5+6 Total cost

The indirect costs (if any) are calculated as follows:

Indirect costs per unit time X time duration of revised project duration.

For safety sake, students should crash one day at a time and cancel one stick off the tally. It must be noted that

indirect costs are related to time and decrease with a reduction in project duration while the direct costs of

crashing activities are inversely proportionate to time i.e. they rise with a decrease in project duration. The net

effect of these two costs determine total cost.

Step five: As the duration of the critical path gets reduced, other paths too get critical. Now further reduction in

project duration is only possible if the critical paths are crashed simultaneously. The problem (of crashing)

ends when one of the co-critical paths to be crashed runs out of crashing time.

Students are requested to carefully note whether they have been asked minimum project duration and associated

cost or optimum project duration and associated cost after crashing. Optimum project duration is when the

costs associated with the project are minimum. Minimum project duration is the shortest project completion

time irrespective of the cost involved.

Note: crashing may also be more conveniently carried out, when the network is plotted on a time graph, which

we call a scheduled network or a squared network.

SOLVED EXERCISES (2.5)

1. C & D starts concurrently, after completion of A&B which are independently. E follows C & F follows D.

Job ends after completion of E & F.



2. A & B starts the job concurrently. C follows A & D follows B. E starts after completion of C & D. F

follows E and it is the last activity.

3. Operation Post Operation

A precedes B

B -“- C, D, E

C -“- F

D -“- F

E -“- F

3. Activity 1-2, 2-3, 2-4, 2-5, 3-4, 4-5

4. Activity Immediate predecessor Days

A - 5

B - 8

C A 2

D A 6

E B, C 4

F B,C,D 3

1 2

3

4

5



5. Activity Immediate predecessor Days

A - 4

B - 2

C - 2

D - 4

E B 3

F C 2

G D, F 3

H E, G 4

1

3

2 4 6

5



CHAPTER 3

STAR CLASSIFICATION OF HOTEL

CRITERIA FOR STAR CLASSIFICATION OF HOTEL

The hotels are classified by various systems such as:

Geographical location

The tariff

The facilities provided

Star classification

Out of the above four systems, star classification is most scientific and accepted all over the world. It has

certain advantages and disadvantages. In spite of disadvantages, it is most accepted official system.

Three different committees do the star classifications. The constitution of these committees is as follows:

FOR ONE AND TWO STAR:

1. Secretary (Tourism) of the State - Chairman

2. Regional Director (Tourism

3. Director of Tourism of State

4. Representative of Travel Agent Association of India (TAAI)

5. Representative of Federation of Hotel & Restaurant Association of India (FHRAI)

6. Principal of Institute of Hotel Management of that area.

FOR THREE AND ABOVE STAR:

1. Director General (Tourism)/Addl. Director General (Tourism), Government of India - Chairman




5. Representative of Federation of Hotel & Restaurant Association of India (FHRAI)


FOR HERITAGE HOTELS:

1. Director General (Tourism)/Addl. Director General (Tourism), Government of India - Chairman




5. Representative of Heritage Hotel Association of India(HHAI)


(in some states, even three star is classified by the committee which is for one and two star).



CHECKLIST FOR

FACILITIES &

SERVICES

1 2 3 4 5/5D Comments

General

Primarily transient, full

time operations, 7 days a

week in season

N N N N N Maximum 10% rooms for commercial

use in hotel block or as per local law. At

least one room equipped for the

physically challenged

Establishment to have all

necessary trading license

N N N N N These documents are already detailed in

General Terms and Conditions

Establishment to have

public liability insurance

N N N N N Public liability insurance has specified at

a minimum of Rs.5.00 crores

24 hrs. lifts for building

higher than ground plus

two floors

N N N N N Mandatory for new hotels. Local laws

may require a relaxation of this

condition. Easy access for physically

challenged persons

Bedrooms, bathrooms,

public areas and kitchens

fully serviced daily

N N N N N

All floor surface clean

and in good repair

N N N N N Floors may be of any type

Guest Rooms

Minimum 10 lettable

rooms. All rooms without

side windows / ventilation

N N N N N

Minimum size of

bedroom excluding

bathroom in sq.ft

120 120 140 140 200 Single occupancy rooms may be 20 sq.

ft. less.

Air-conditioning 25% 25% 50% 100% 100% Airconditioning/heating depends on

climate conditions & architecture. Room

temperature should be between 20 & 28

Degree C. for 4, 5 and 5 Deluxe

(the % is of the total number of rooms)

A clean change of bed

and bath linen daily &

between check-in

N N N N N Hotels may have a guest-triggered

system. For 1 & 2 on alternate days.

Definitely required between each check-

in

Minimum bed width for

single (90cm) and double

N N N N N

Mattress minimum 10 cm

thick

D D N N N Coir, foam or spring. Form covered if

cotton.

Minimum bedding 2

sheets, pillow & case,

blanket, mattress

protector/bedcover

N N N N N Blankets available in air-conditioned

rooms and as per seasonal requirement in

non-A/c rooms. Mattress protector is

desirable in 1 and 2 and necessary

for all others

Sufficient lighting, 1 per

bed

N N N N N

A 5 AMP earthed power

socket

N N N N N

A bedside table and N N N N N 1 per two twins and two per a double bed



drawer

TV – cable if available N N N 3, 4, 5 and 5Deluxe must have

remotes

A writing surface with

sufficient lighting

N N N

Chairs N N N N N Preferable one per bedding

Wardrobe with minimum

4 clothes hangers per

bedding

N N N N N In1 and 2 these may be without

doors

Shelves or drawer space N N N N N

A wastepaper basket N N N N N

Opaque curtains or

screening at all windows

N N N N N

Drinking water + 1 glass

tumbler per quest

N N N N N Water treated with UV + filtration is

necessary

A mirror, at least half

length (3 feet)

N N N N N

A stationery folder

containing stationery and

envelope

D D N N N

A „do not disturb‟ notice N N N

Night spread/bedcover

with rightly turndown

service

N N N

In room safe N

Mini bar/fridge N Contents must conform to local laws

Iron and Ironing board

on request

N N

Suites N N 2% of room block with a minimum of 1

Bathrooms

Percentage of rooms with

dedicated (private)

bathrooms with room

25% 75% ALL ALL ALL Dedicated bathrooms need not be

“attached” but must have private access

Minimum Size of

Bathroom in square feet

30 30 36 36 45 25% of bathrooms in 1 & 2 to be

Western style WC

Communal Bathrooms on

same floor as rooms for

1 & 2. Access not

through Public areas,

Kitchens etc.

N N NA NA NA All bathrooms, shower stalls lockable.

Toilet area to have sanitary bin with lid.

1 bath towel and 1 hand

towel to be provided per

guest

N N N N N If no attached / dedicated bath, to provide

in room.

One W.C. brush per toilet

seat

N N

Guest toiletries to be

provided. Minimum 1

new soap / guest

N N N N N Where bathrooms is not attached,

toiletries provided in room.

A clothes-hook in each

bath/ shower room

N N N N N

A sanitary bin N N N N N In communal bathrooms, these must have



a cover

Each Western WC toilet

to have a seat and lid,

toilet paper

N N N N N

Floors and walls to have

non-porous surfaces

N N N N N

Hot and cold running

water available 24 hours

D D N N N

Bath tubs / shower closet In 4 plus hotels, some rooms should

offer this option to the guest.

Water saving taps /

shower

N

Energy saving lighting N N N N N

Bottled toiletry products D D D N N

Hairdryers N N Where not provided in bathroom, must

be available on request.

Public Areas

A lounge or seating in the

lobby area

N N N N N Size would depend on check in pattern.

There should be at least one telephone no

higher than 24" from floor level in

5/5- D

Reception facility or

means to call attention

N N N N N Manned minimum 16 hours a day. Call

service 24 hours

Accommodation, F & B

and other tariffs available

N N N N N To be displayed in room.

Heating and cooling to be

provided in enclosed

public rooms

N N Temperatures to be between 20-28

degrees celcius.

Public rest rooms for

Ladies and Gents with

soap and clean towels, a

washbasin with running

hot and cold water, a

mirror, a sanitary bin

with lid in Unisex &

ladies toilet

N N N N N In 1 and 2hotels, this may be unisex.

(4 & above should have facility for

physically challenged persons)

Public restrooms to have

low height urinal (24"

Max)

N N N N N

Ramps with anti-slip

floors and handrails at

the entrance. Minimum

door width should be 32"

to allow wheelchair

access and other facilities

for the physically

challenged

D D D N N Fire and emergency alarms should have

visual & audible signals. Wheelchair

access with suitable table in at least one

restaurant.

Facilities for aurally /

visually handicapped

D D D D D

Food & Beverage

Early morning beverage N N N N N This may be room service or a self-



service making facility.

Dining Room serving

Breakfast & Dinner

N N N N N Meal times to be displayed. Service to

start by 7 am and finish no earlier than

10 pm. Minimum one hour per meal

service. Break fast may be Continental.

1 hotel without dining room must offer

service in rooms.

Multi cuisine restaurant

on premises

D D N N N

Speciality restaurant D N N

24 hours coffee shop D N N

Full service of all 3 meals

in Dining room

N N N

A cooked breakfast be

available

N N N N

Room service of full

meals

N N In 1 & 2 this is necessary if no

Dining room. 3 must offer light (pre-

plated) meals.

Room service of alcoholic

beverages

N N If permitted by local law

Crockery & Glassware

unchipped

N N N N N Plastic ware accepted in pool area

Cultery to be at least

stainless steel

N N N N N Plastic ware accepted in pool area

Silverware N

Bar N N If permitted by local laws

Kitchens

Refrigerator with deep

freeze

N N N N N Capacity based on size of F & B service.

Segregated storage of

meat, fish and vegetables

N N N N N Meats & fish in freezers. Vegetables

must be separate

Tiled walls, non-slip

floors

N N N N N

Head covering for

production staff

N N N N N

Daily germicidal cleaning

of floors

N N N N N

Clean utensils N N N N N

Six monthly medical

checks for production

staff

N N N N N

All food grade

equipment, containers

N N N N N

Ventilation system N N N N N

First –aid training for all

kitchen staff

N N N N N

Drinking water N N N N N Water treated with UV + filteration is

acceptable

Garbage to be segregated

– wet and dry

N N N N N To encourage recycling wet garbage area

to be air-conditioned for 3 – 5 D

Receiving and stores to be

clean and distinct from

N N N N N



garbage area.

Staff Quality

Staff Uniforms for front

of the house

N N N N N Uniforms to be clean and in good repair

Front office staff English

speaking

N N N May be relaxed outside the 8 metros /

sub metros

Percentage of staff with

minimum one year

certificate course from

Government recognized

catering / hotel institutes.

10% 15% 20% 25% 30% This may be relaxed for hotels in rural,

pilgrimage and hill areas.

Staff Welfare / Facilities

Staff rest rooms D D N N N

Staff locker rooms D D N N N

Toilet facilities N N N N N

Dining area D D D N N

Guest Services

Valet (Pressing) services

to be available

N N

Laundry and Dry-

cleaning service to be

provided

D N N Service can be next day. In resort

destinations, hill, rural & pilgrimage

areas dry cleaning services may be

relaxed.

Paid transportation on

call

N N N Guest should be able to travel from hotel

Shoe cleaning service N N N May be charged

Ice – from drinking water

– on demand

N N N Ice machines accessable to guests are

acceptable. May be placed in corridors

for 4, 5 & 5-D

CHECKLIST FOR

FACILITIES &

SERVICES


Acceptance of common

credit cards

N N N

Assistance with luggage

on request

N N N N N

A public telephone on

premises. Unit charges

made known

N N N N N

Wake up call service on

request

N N N N N

Messages for guests to be

recorded and delivered

N N N N N A prominently displayed message board

will suffice for 1 & 2

Name, Address and

telephone numbers of

doctors with front desk

N N N N N Doctors on call in 3, 4, 5, 5

deluxe

Stamps and mailing

facilities

N N N

Newspapers available N N N N N This may be in the lounge for 1, 2



and 3 hotels

Access to Travel desk

facilities

N N N N N This need not be on premise for 1 to 3

hotels

Left luggage facilities N N N This must be in a lockable room / 24

hour staffed area.

Provision for emergency

supplies – toiletries / First

aid kit

N N N This may be a chargeable item

Health / Fitness facilities N Indian system of treatments to be offered

Beauty saloon and

Barbers Shop

D N

Florist D D

Shop / kiosk N N N News land, toiletries, novelties, games in

resorts

Money changing facilities N N

Bookshop D N N

Safety & Security

Staff trained in fire

fighting drill

N N N N N Quarterly drill or as per law.

Security arrangements

for all hotel entrances

N N N N N

Each bedroom door fitted

with lock and key, view

port / peephole & internal

securing device

N N N N N A safety chain/ wishbone latch is

acceptable in place of view port /

peephole

Safekeeping facilities

available

N N N N N

Smoke detectors N N N N N These can be battery operated

Fire and emergency

procedure notices

displayed in rooms

behind door

N N N N N

CHECKLIST FOR

FACILITIES &

SERVICES


Fire exit signs on guest

floors with emergency

power

N N N N N

Staff trained in first aid D D N N N CPR / choking and regular first aid

First aid kit with over the

counter medicines with

front desk

N N N N N

Communication Facilities

A telephone for incoming

& outgoing calls in the

room

PC available for guest use

with internet access

N N N N 4* plus should have direct dial and STD /

ISD facilities. 1*, 2* and 3* may go

through exchange



E-mail service N N N This can be a paid service. Upto 3*, PC

can be in excutive offices. Internet

subject to local access being available

Fax and photocopy

service

N N N Subject to local internet access being

available.

In Room Internet

connection / dataport

N N N

N Subject to local internet access being

available.

Business Centre

N N This should be a dedicated area. In hill,

beach destinationst and pilgrimage

centres this may be relaxed.

Swimming Pool N This can be relaxed for hill destinations.

Parking Facilities D D N N N Should be adequate in relation to the no.

of rooms & banquet / convention hall

capacities. Exclusively earmarked

accessible parking, nearest to the

entrance for physically challenged

persons.

Conference facilities D D D

Note: D = Desirable, N=

Necessary. There is no

relaxation in the

necessary criteria except,

as specified in the

comment column.

Government of India Department of Tourism ( H & R Div ision)

G uid el ines for A pprov al & C l assific ation of A partment H otel s

H o t e l s a r e a n i n t e g r a l p a r t o f a t o u r i s t ' s v i s i t t o a p l a c e a n d t h e s e r v i c e s o f f e r e d b y t h e m c a n m a k e o r m a r a v i s i t c o m p l e t e l y . A p a r t m e n t H o t e l s a r e i n c r e a s i n g l y b e c o m i n g p o p u l a r w i t h b u s i n e s s t r a v e l e r s w h o c o m e t o I n d i a f o r s o m e a s s i g n m e n t s , f o r f a m i l y h o l i d a y s , e t c . W h i c h a r e s o m e t i m e s s t r e t c h i n g f o r m o n t h s t o g e t h e r . W i t h t h e a i m o f p r o v i d i n g s t a n d a r d i z e d , w o r l d c l a s s s e r v i c e s t o t h e t o u r i s t s , t h e G o v e r n m e n t o f I n d i a , D e p a r t m e n t o f T o u r i s m h a s a v o l u n t a r y s c h e m e f o r c l a s s i f i c a t i o n o f f u l l y o p e r a t i o n a l A p a r t m e n t H o t e l s i n t h e f o l l o w i n g c a t e g o r i e s : 5 S t a r D e l u x e , 5 S t a r , 4 S t a r , a n d 3 S t a r , T h e H o t e l & R e s t a u r a n t A p p r o v a l & C l a s s i f i c a t i o n C o m m i t t e e ( H R A C C ) i n s p e c t s a n d a s s e s s e s t h e h o t e l s b a s e d o n f a c i l i t i e s a n d s e r v i c e s o f f e r e d . P r o j e c t a p p r o v a l s a r e a l s o g i v e n i n a l l t h e a b o v e -m e n t i o n e d c a t e g o r i e s a t t h e p r o j e c t i m p l e m e n t a t i o n s t a g e . C l a s s i f i e d A p a r t m e n t H o t e l s / a p p r o v e d p r o j e c t s a r e e l i g i b l e f o r v a r i o u s c o n c e s s i o n s a n d f a c i l i t i e s t h a t a r e a n n o u n c e d b y t h e G o v e r n m e n t f r o m t i m e t o t i m e b e s i d e s , g e t t i n g w o r l d w i d e p u b l i c i t y t h r o u g h t h e I n d i a t o u r i s m O f f i c e s l o c a t e d i n I n d i a a n d a b r o a d . * * * * * A n A p a r t m e n t H o t e l i s m e a n t f o r u s e o f t e m p o r a r y s t a y t h a t s h o u l d n o t e x c e e d b e y o n d 9 0 d a y s i n a n y c i r c u m s t a n c e s I n n o c i r c u m s t a n c e s a p a r t m e n t s i n t h e A p a r t m e n t H o t e l w i l l b e s o l d i n d i v i d u a l l y f o r r e s i d e n t i a l o r a n y o t h e r p u r p o s e . D e t a i l s o f t h e c r i t e r i a s e t a n d t h e d o c u m e n t s r e q u i r e d a r e g i v e n i n t h i s d o c u m e n t . F o r c l a s s i f i c a t i o n / r e c l a s s i f i c a t i o n a n d p r o j e c t a p p r o v a l s o f A p a r t m e n t H o t e l s , t h e a p p l i c a t i o n s a l o n g w i t h t h e r e q u i s i t e f e e s m a y b e s e n t t o : -

M e m b e r S e c r e t a r y ( H R A C C ) / H o t e l a n d R e s t a u r a n t s D i v i s i o n ,

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INSTITUTE OF HOTEL MANAGEMENT CATERING AND NUTRITION, KUFRI, SHIMLA

Notes:- Facility Planning [6th Sem]

D e p a r t m e n t o f T o u r i s m , G o v e r n m e n t o f I n d i a , C -1 H u t m e n t s , D a l h o u s i e R o a d , N e w D e l h i 1 1 0 0 1 1 .

G E N E R A L TE R M S , C O N DI TI O N S & A P P L I C A TI O N A T P R O J E C T L E V E L & C L A S S I F I C A TI O N / R E C L A S S I F I C A TI O N F O R M A T F O R P R O J E C T A P P R O V A L O F A P A R TM E N T H O TE L S

A pprov al at P roj ec t L ev el

1 . T h e D e p a r t m e n t o f T o u r i s m a p p r o v e s A p a r t m e n t h o t e l s a t p r o j e c t

s t a g e b a s e d o n d o c u m e n t a t i o n , w h i c h e n a b l e s t h e h o t e l s t o g e t c e r t a i n b e n e f i t s f r o m t h e g o v t . a s a n n o u n c e d f r o m t i m e t o t i m e . T h e d o c u m e n t s r e q u i r e d f o r p r o j e c t a p p r o v a l s a r e l i s t e d b e l o w .

2 . P r o j e c t a p p r o v a l s a r e v a l i d f o r 5 y e a r s . P r o j e c t a p p r o v a l s o f t h e G o v t .

o f I n d i a , D e p a r t m e n t o f T o u r i s m c e a s e 3 m o n t h s f r o m t h e d a t e t h a t t h e h o t e l b e c o m e s o p e r a t i o n a l e v e n i f a l l i t s r o o m s a r e n o t r e a d y . T h e A p a r t m e n t H o t e l m u s t a p p l y f o r c l a s s i f i c a t i o n w i t h i n t h e s e 3 m o n t h s .

3. T h e D e p a r t m e n t o f T o u r i s m , G o v t . o f I n d i a r e s e r v e s t h e r i g h t t o

m o d i f y t h e g u i d e l i n e s / t e r m s a n d c o n d i t i o n s f r o m t i m e t o t i m e

4. A p p l i c a t i o n f o r m . T h i s c o v e r s i . P r o p o s e d n a m e o f t h e A p a r t m e n t H o t e l i i . N a m e o f t h e p r o m o t e r s w i t h a n o t e o n t h e i r b u s i n e s s

a n t e c e d e n t s i i i . C o m p l e t e p o s t a l a d d r e s s o f t h e p r o m o t e r s / t e l . / f a x / e m a i l i v . S t a t u s o f t h e o w n e r s / p r o m o t e r s

1 . I f P u b l i c / p r i v a t e l i m i t e d c o m p a n y w i t h c o p i e s o f M e m o r a n d u m a n d A r t i c l e s o f A s s o c i a t i o n

2 . I f P a r t n e r s h i p , a c o p y o f p a r t n e r s h i p d e e d a n d c e r t i f i c a t e o f r e g i s t r a t i o n

3. I f p r o p r i e t a r y c o n c e r n , n a m e a n d a d d r e s s o f p r o p r i e t o r / c e r t i f i c a t e o f r e g i s t r a t i o n

v . L o c a t i o n o f A p a r t m e n t H o t e l s i t e w i t h p o s t a l a d d r e s s v i . D e t a i l s o f t h e s i t e

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1 . A r e a ( i n s q . m e t e r s ) 2 . T i t l e – o w n e d / l e a s e d w i t h c o p i e s o f s a l e / l e a s e

d e e d 3. C o p y o f L a n d U s e P e r m i t f r o m l o c a l a u t h o r i t i e s 4. D i s t a n c e s f r o m R a i l w a y s t a t i o n , a i r p o r t , m a i n

s h o p p i n g c e n t e r s ( i n K m s ) v i i . D e t a i l s o f t h e p r o j e c t

1 . C o p y o f f e a s i b i l i t y r e p o r t . 2 . S t a r c a t e g o r y p l a n n e d 3. N u m b e r o f a p a r t m e n t s a n d a r e a f o r e a c h t y p e o f

r o o m ( i n s q . f t . ) 4. N u m b e r o f a t t a c h e d b a t h s a n d a r e a s ( i n s q . f t . ) 5. D e t a i l s o f p u b l i c a r e a s – L o b b y / l o u n g e , r e s t a u r a n t s ,

b a r s , s h o p p i n g , b a n q u e t / c o n f e r e n c e h a l l s , h e a l t h c l u b , s w i m m i n g p o o l , p a r k i n g f a c i l i t i e s e t c .

6 . F a c i l i t i e s f o r t h e p h y s i c a l l y c h a l l e n g e d p e r s o n s . 7 . E c o -f r i e n d l y p r a c t i c e s a n d a n y o t h e r a d d i t i o n a l

f a c i l i t i e s . ( p l e a s e i n d i c a t e a r e a i n s q . f t f o r e a c h f a c i l i t y m e n t i o n e d a b o v e a t 5, 6 & 7 )

8 . D a t e b y w h i c h p r o j e c t i s e x p e c t e d t o b e c o m p l e t e d a n d o p e r a t i o n a l .

v i i i . B l u e p r i n t s / s k e t c h p l a n s s i g n e d b y o w n e r s a n d a r c h i t e c t s h o w i n g

1 . S i t e p l a n 2 . F r o n t a n d s i d e e l e v a t i o n s 3. F l o o r p l a n s f o r a l l f l o o r s 4. D e t a i l o f g u e s t r o o m a n d b a t h r o o m w i t h d i m e n s i o n s

i n s q . f t . 5. D e t a i l s o f F i r e F i g h t i n g M e a s u r e s / H y d r a n t s e t c . 6 . D e t a i l s o f m e a s u r e s f o r e n e r g y c o n s e r v a t i o n a n d

w a t e r h a r v e s t i n g . i x . A i r -c o n d i t i o n i n g d e t a i l s f o r g u e s t r o o m s , p u b l i c a r e a s x . L o c a l a p p r o v a l s b y

1 . M u n i c i p a l a u t h o r i t i e s 2 . C o n c e r n e d P o l i c e A u t h o r i t i e s 3. A n y o t h e r l o c a l a u t h o r i t y a s m a y b e r e q u i r e d .

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4. A p p r o v a l / N O C f r o m A i r p o r t A u t h o r i t y o f I n d i a f o r p r o j e c t s l o c a t e d n e a r A i r p o r t s

T h e a b o v e m e n t i o n e d a p p r o v a l s / N O C s a r e t h e r e s p o n s i b i l i t y o f t h e p r o m o t e r s / c o n c e r n e d c o m p a n y a s t h e c a s e m a y b e . T h e D e p a r t m e n t ’ s a p p r o v a l i s n o s u b s t i t u t e f o r a n y s t a t u t o r y a p p r o v a l a n d t h e a p p r o v a l g i v e n i s l i a b l e t o b e w i t h d r a w n i n c a s e o f a n y v i o l a t i o n s w i t h o u t n o t i c e . x i . P r o p o s e d c a p i t a l s t r u c t u r e

1 . T o t a l p r o j e c t c o s t a . E q u i t y c o m p o n e n t w i t h d e t a i l s o f p a i d u p

c a p i t a l b . D e b t – w i t h c u r r e n t a n d p r o p o s e d s o u r c e s o f

f u n d i n g x i i . L e t t e r o f a c c e p t a n c e o f r e g u l a t o r y c o n d i t i o n s . x i i i . P l e a s e i n d i c a t e w h e t h e r t h e p r o m o t e r i n t e n d s t o g i v e a

f e w r o o m s o r a l l r o o m s o n a t i m e - s h a r e b a s i s . x i v . A p p l i c a t i o n F e e

5. I n t h e e v e n t o f a n y c h a n g e s i n t h e p r o j e c t p l a n s , t h e a p p r o v a l m u s t b e

s o u g h t a f r e s h . 6 . A u t h o r i s e d o f f i c e r s o f t h e D e p a r t m e n t o f T o u r i s m s h o u l d b e a l l o w e d

f r e e a c c e s s t o i n s p e c t t h e p r e m i s e s f r o m t i m e t o t i m e w i t h o u t p r i o r n o t i c e .

7 . T h e A p a r t m e n t H o t e l m u s t i m m e d i a t e l y i n f o r m t h e D e p a r t m e n t o f t h e

d a t e f r o m w h i c h i t b e c o m e s o p e r a t i o n a l a n d a p p l y f o r c l a s s i f i c a t i o n w i t h i n 3 m o n t h s o f t h i s d a t e .

8 . T h e f e e s p a y a b l e f o r t h e p r o j e c t a p p r o v a l a n d s u b s e q u e n t e x t e n s i o n ,

i f r e q u i r e d a r e a s f o l l o w s . T h e d e m a n d d r a f t m a y b e p a y a b l e t o " P a y & A c c o u n t s O f f i c e r , D e p a r t m e n t o f T o u r i s m , N e w D e l h i " .

S t a r C a t e g o r y o f A p a r t m e n t H o t e l s A m o u n t i n R s . 5- S t a r 1 5, 0 0 0 4- S t a r 1 2 , 0 0 0 3- S t a r 8 , 0 0 0

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9 . T h e p r o m o t e r s m u s t f o r w a r d r e g u l a r p r o g r e s s r e p o r t s f o r e a c h

q u a r t e r f a i l i n g w h i c h t h e p r o j e c t a p p r o v a l w o u l d b e c o n s i d e r e d w i t h d r a w n .

1 0 . A l l d o c u m e n t s m u s t b e v a l i d a t t h e t i m e o f a p p l i c a t i o n a n d a G a z e t t e d

o f f i c e r o r N o t a r y m u s t d u l y c e r t i f y c o p i e s f u r n i s h e d t o t h e D e p a r t m e n t . D o c u m e n t s i n l o c a l l a n g u a g e s s h o u l d b e a c c o m p a n i e d b y a t r a n s l a t i o n i n E n g l i s h / o f f i c i a l l a n g u a g e a n d b e d u l y c e r t i f i e d .

1 1 . P r o j e c t s , w h e r e i t i s p r o p o s e d t o l e t o u t p a r t o r w h o l e o f t h e

A p a r t m e n t H o t e l o n t i m e s h a r e b a s i s w i l l n o t b e e l i g i b l e f o r a p p r o v a l .

1 2 . F o r a n y c h a n g e i n t h e c a t e g o r y t h e p r o m o t e r s m u s t a p p l y a f r e s h w i t h a f r e s h a p p l i c a t i o n f o r m a n d r e q u i s i t e f e e s f o r t h e c a t e g o r y a p p l i e d f o r .

1 3. A n y c h a n g e s i n t h e p r o j e c t p l a n s o r m a n a g e m e n t s h o u l d b e i n f o r m e d

t o t h e D e p a r t m e n t o f T o u r i s m w i t h i n 30 d a y s o t h e r w i s e t h e a p p r o v a l w i l l s t a n d w i t h d r a w n / t e r m i n a t e d .

1 4. A p p l i c a n t s a r e r e q u e s t e d t o g o t h r o u g h c a r e f u l l y t h e c h e c k l i s t o f

p r o v i s i o n o f f a c i l i t i e s a n d s e r v i c e s a s c o n t a i n e d i n t h e G u i d e l i n e s b e f o r e a p p l y i n g .

1 5. I n c o m p l e t e a p p l i c a t i o n s w i l l n o t b e a c c e p t e d .

1 6 . T h e G o v t . o f I n d i a D e p a r t m e n t o f T o u r i s m r e s e r v e s t h e r i g h t t o

m o d i f y t h e g u i d e l i n e s / t e r m s a n d c o n d i t i o n s f r o m t i m e t o t i m e .

* * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * *

A partment H otel - C l assific ation/ R ec l assific ation G uid el ines

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1 . C l a s s i f i c a t i o n f o r n e w l y o p e r a t i o n a l A p a r t m e n t H o t e l s m u s t b e s o u g h t w i t h i n 3 m o n t h s o f c o m p l e t i o n o f a p p r o v e d A p a r t m e n t H o t e l p r o j e c t s . O p e r a t i n g A p a r t m e n t H o t e l s m a y o p t f o r c l a s s i f i c a t i o n a t a n y s t a g e . H o w e v e r , t h o s e s e e k i n g r e -c l a s s i f i c a t i o n s h o u l d a p p l y f o r r e c l a s s i f i c a t i o n o n e y e a r p r i o r t o t h e e x p i r y o f t h e c u r r e n t p e r i o d o f c l a s s i f i c a t i o n .

2 . I f t h e A p a r t m e n t H o t e l f a i l s t o r e a p p l y 1 y e a r b e f o r e t h e e x p i r y o f

t h e c l a s s i f i c a t i o n o r d e r , t h e a p p l i c a t i o n w i l l b e t r e a t e d a s a f r e s h c l a s s i f i c a t i o n c a s e .

3. O n c e a n A p a r t m e n t H o t e l a p p l i e s f o r c l a s s i f i c a t i o n / r e -c l a s s i f i c a t i o n ,

i t s h o u l d b e r e a d y a t a l l t i m e s f o r i n s p e c t i o n b y t h e H R A C C . N o r e q u e s t s f o r d e f e r m e n t o f i n s p e c t i o n w i l l b e e n t e r t a i n e d .

4. C l a s s i f i c a t i o n w i l l b e v a l i d f o r 5 ( F i v e ) y e a r s f r o m t h e d a t e o f i s s u e o f

o r d e r s o r i n c a s e o f r e c l a s s i f i c a t i o n f r o m t h e d a t e o f e x p i r y o f t h e l a s t c l a s s i f i c a t i o n p r o v i d e d t h a t t h e a p p l i c a t i o n h a s b e e n r e c e i v e d w i t h i n t h e s t i p u l a t e d t i m e m e n t i o n e d a b o v e , a l o n g w i t h a l l v a l i d d o c u m e n t s . I n c o m p l e t e a p p l i c a t i o n s w i l l n o t b e a c c e p t e d .

5. A p a r t m e n t H o t e l s w h i c h p r o p o s e t o l e t o u t p a r t o f o r a l l i t s r o o m s o n

t i m e -s h a r e b a s i s a r e n o t e l i g i b l e t o b e c l a s s i f i e d . 6 . A p a r t m e n t H o t e l s a p p l y i n g f o r c l a s s i f i c a t i o n m u s t p r o v i d e t h e

f o l l o w i n g d o c u m e n t a t i o n . a . A p p l i c a t i o n F o r m d e t a i l i n g

i . N a m e o f t h e A p a r t m e n t H o t e l i i . N a m e a n d a d d r e s s o f t h e p r o m o t e r s / o w n e r s w i t h a n o t e

o n t h e i r b u s i n e s s a n t e c e d e n t s i i i . C o m p l e t e p o s t a l a d d r e s s o f t h e A p a r t m e n t H o t e l w i t h t e l .

n o / f a x / e m a i l i v . S t a t u s o f t h e o w n e r s / p r o m o t e r s

1 . I f P u b l i c / p r i v a t e l i m i t e d c o m p a n y w i t h c o p i e s o f M e m o r a n d u m a n d A r t i c l e s o f A s s o c i a t i o n

2 . I f P a r t n e r s h i p , a c o p y o f p a r t n e r s h i p d e e d a n d c e r t i f i c a t e o f r e g i s t r a t i o n

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3. I f p r o p r i e t a r y c o n c e r n , n a m e a n d a d d r e s s o f p r o p r i e t o r / c e r t i f i c a t e o f r e g i s t r a t i o n .

v . D a t e o n w h i c h t h e A p a r t m e n t H o t e l b e c a m e o p e r a t i o n a l . v i . D e t a i l s o f A p a r t m e n t H o t e l s i t e w i t h d i s t a n c e f r o m

A i r p o r t / R a i l w a y S t a t i o n / C i t y C e n t r e / D o w n t o w n s h o p p i n g a r e a ( i n k m s )

v i i . D e t a i l s o f t h e A p a r t m e n t H o t e l 1 . A r e a ( i n s q . m e t r e s ) w i t h t i t l e – o w n e d / l e a s e d w i t h

c o p i e s o f s a l e / l e a s e d e e d 2 . C o p y o f L a n d U s e P e r m i t f r o m l o c a l a u t h o r i t i e s 3. S t a r c a t e g o r y b e i n g a p p l i e d f o r 4. N u m b e r o f r o o m s a n d a r e a f o r e a c h t y p e o f r o o m

i n s q . f t . ( s i n g l e / d o u b l e / s u i t e s ) 5. N u m b e r o f a t t a c h e d b a t h s 6 . D e t a i l s o f p u b l i c a r e a s – L o b b y / l o u n g e ,

r e s t a u r a n t s , b a r s , s h o p p i n g a r e a , b a n q u e t / c o n f e r e n c e h a l l s , h e a l t h c l u b , s w i m m i n g p o o l , p a r k i n g f a c i l i t i e s , f a c i l i t i e s f o r t h e p h y s i c a l l y c h a l l e n g e d p e r s o n s , E c o -f r i e n d l y p r a c t i c e s a n d a n y o t h e r a d d i t i o n a l f a c i l i t i e s . T h e a r e a f o r e a c h f a c i l i t y s h o u l d b e i n d i c a t e d i n s q . f t

7 . N o . o f b a t h r o o m s w i t h d i m e n s i o n s i n s q . f t . 8 . D e t a i l s o f F i r e F i g h t i n g M e a s u r e s / H y d r a n t s e t c . 9 . D e t a i l s o f m e a s u r e s f o r e n e r g y c o n s e r v a t i o n a n d

w a t e r h a r v e s t i n g a n d o t h e r E c o - f r i e n d l y p r a c t i c e s , m e a s u r e s a n d i n i t i a t i v e s .

1 0 . A i r -c o n d i t i o n i n g d e t a i l s f o r g u e s t r o o m s , p u b l i c a r e a s

v i i i . C e r t i f i c a t e s / N o O b j e c t i o n C e r t i f i c a t e ' s ( a t t e s t e d c o p i e s )

a ) C e r t i f i c a t e / l i c e n c e f r o m M u n i c i p a l i t y / C o r p o r a t i o n t o s h o w t h a t y o u r e s t a b l i s h m e n t i s r e g i s t e r e d a s a n A p a r t m e n t H o t e l

b ) C e r t i f i c a t e / l i c e n c e f r o m c o n c e r n e d P o l i c e D e p a r t m e n t a u t h o r i z i n g t h e r u n n i n g o f a n A p a r t m e n t H o t e l

c ) C l e a r a n c e C e r t i f i c a t e f r o m M u n i c i p a l H e a l t h O f f i c e r / S a n i t a r y I n s p e c t o r g i v i n g c l e a r a n c e t o

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y o u r e s t a b l i s h m e n t f r o m s a n i t a r y / h y g i e n i c p o i n t o f v i e w

d ) N o O b j e c t i o n C e r t i f i c a t e w i t h r e s p e c t t o f i r e f i g h t i n g a r r a n g e m e n t s f r o m t h e F i r e S e r v i c e D e p a r t m e n t ( L o c a l F i r e B r i g a d e A u t h o r i t i e s )

e ) P u b l i c l i a b i l i t y i n s u r a n c e f ) B a r L i c e n c e ( n e c e s s a r y f o r 4* , 5* & 5* -D o n l y ) g ) M o n e y C h a n g e r s L i c e n c e ( n e c e s s a r y f o r 4* , 5* & 5* -

D o n l y ) h ) S a n c t i o n e d b u i l d i n g p l a n s / o c c u p a n c y c e r t i f i c a t e i ) I f c l a s s i f i e d e a r l i e r , a c o p y o f t h e e a r l i e r

" C e r t i f i c a t e o f C l a s s i f i c a t i o n i s s u e d b y D e p a r t m e n t o f T o u r i s m

j ) F o r H e r i t a g e p r o p e r t y , c e r t i f i c a t e f r o m t h e l o c a l a u t h o r i t y s t a t i n g a g e o f t h e p r o p e r t y a n d s h o w i n g n e w a n d o l d b u i l t u p a r e a s s e p a r a t e l y .

k ) A n y o t h e r l o c a l a u t h o r i t y a s m a y b e r e q u i r e d . l ) A p p r o v a l / N O C f r o m A A I f o r p r o j e c t s l o c a t e d

n e a r A i r p o r t s m ) P l e a s e i n d i c a t e w h e t h e r a f e w r o o m s o r a l l r o o m s

a r e t o b e l e t o u t o n a t i m e -s h a r e b a s i s . n ) A p p l i c a t i o n f e e s

T h e a b o v e -m e n t i o n e d a p p r o v a l s / N o O b j e c t i o n C e r t i f i c a t e s a r e t h e r e s p o n s i b i l i t y o f t h e O w n e r s / p r o m o t e r s / c o n c e r n e d C o m p a n y a s t h e c a s e m a y b e . T h e D e p a r t m e n t ’ s a p p r o v a l i s n o s u b s t i t u t e f o r a n y s t a t u t o r y a p p r o v a l a n d t h e a p p r o v a l g i v e n i s l i a b l e t o b e w i t h d r a w n w i t h o u t n o t i c e i n c a s e o f a n y v i o l a t i o n s o r m i s r e p r e s e n t a t i o n o f f a c t s .

7 . A l l a p p l i c a t i o n s f o r c l a s s i f i c a t i o n o r r e -c l a s s i f i c a t i o n m u s t b e c o m p l e t e i n a l l r e s p e c t v i z . a p p l i c a t i o n f o r m , a p p l i c a t i o n f e e , p r e s c r i b e d c l e a r a n c e s , N O C s , c e r t i f i c a t e s e t c . I n c o m p l e t e a p p l i c a t i o n i s l i a b l e t o b e r e j e c t e d .

8 . T h e a p p l i c a t i o n f e e p a y a b l e f o r c l a s s i f i c a t i o n / r e c l a s s i f i c a t i o n a r e a s

f o l l o w s . T h e d e m a n d d r a f t m a y b e p a y a b l e t o " P a y & A c c o u n t s O f f i c e r , D e p a r t m e n t o f T o u r i s m , N e w D e l h i " .

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S t a r C a t e g o r y o f A p a r t m e n t H o t e l s C l a s s i f i c a t i o n / R e c l a ss i f i c a t i o n f e e s i n R s .

3-S t a r 1 0 , 0 0 0 4-S t a r 1 5, 0 0 0 5- S t a r 2 0 , 0 0 0

5-S t a r D e l u x e 2 5, 0 0 0 9 . T h e C l a s s i f i c a t i o n C o m m i t t e e f o r A p a r t m e n t H o t e l s w i l l c o n s i s t a s

f o l l o w s : ( a ) C h a i r e d b y C h a i r m a n ( H R A C C ) o r h i s r e p r e s e n t a t i v e . R e p r e s e n t a t i v e s f r o m F H R A I / H A I / I A T O / T A A I / I H M / R D / l o c a l I n d i a t o u r i s m o f f i c e / D i r e c t o r ( T ) o f t h e c o n c e r n e d S t a t e G o v t . o r h i s r e p r e s e n t a t i v e ( w h o s h o u l d b e a G a z e t t e d o f f i c e r ) / M e m b e r S e c r e t a r y w i l l c o n s t i t u t e t h e o t h e r m e m b e r s o f t h e C o m m i t t e e .

( b ) T h e C h a i r m a n a n d a n y 3 m e m b e r s w i l l c o n s t i t u t e a q u o r u m ( c . ) T h e m i n u t e s w i l l b e a p p r o v e d b y t h e C h a i r m a n ( H R A C C ) . ( d . ) I n c a s e o f a n y d i s s a t i s f a c t i o n w i t h t h e d e c i s i o n o f H R A C C t h e A p a r t m e n t H o t e l s m a y a p p e a l t o S e c r e t a r y ( T ) , G o v e r n m e n t o f I n d i a f o r r e v i e w a n d r e c o n s i d e r a t i o n w i t h i n 30 d a y s o f r e c e i v i n g t h e c o m m u n i c a t i o n r e g a r d i n g c l a s s i f i c a t i o n / r e c l a s s i f i c a t i o n . N o r e q u e s t s w i l l b e e n t e r t a i n e d b e y o n d t h i s p e r i o d .

1 0 . A p a r t m e n t H o t e l s w i l l b e c l a s s i f i e d f o l l o w i n g a t w o s t a g e p r o c e d u r e

a . T h e p r e s e n c e o f f a c i l i t i e s a n d s e r v i c e s w i l l b e e v a l u a t e d a g a i n s t t h e e n c l o s e d c h e c k l i s t .

i . N e w p r o j e c t s w i l l b e r e q u i r e d t o a d o p t e n v i r o n m e n t f r i e n d l y p r a c t i c e s a n d f a c i l i t i e s f o r p h y s i c a l l y c h a l l e n g e d p e r s o n s .

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i i . E x i s t i n g A p a r t m e n t H o t e l s b e i n g c l a s s i f i e d w i l l n e e d t o c o n f i r m t o a p h a s e d p l a n f o r a d d i n g E c o -f r i e n d l y p r a c t i c e s a n d f a c i l i t i e s f o r p h y s i c a l l y c h a l l e n g e d p e r s o n s ,

b . T h e q u a l i t y o f f a c i l i t i e s a n d s e r v i c e s w i l l b e e v a l u a t e d a g a i n s t t h e m a r k s h e e t

1 1 . T h e A p a r t m e n t H o t e l i s e x p e c t e d t o m a i n t a i n r e q u i r e d s t a n d a r d s a t

a l l t i m e s . T h e C l a s s i f i c a t i o n C o m m i t t e e m a y i n s p e c t t h e A p a r t m e n t H o t e l a t a n y t i m e w i t h o u t p r e v i o u s n o t i c e . T h e C o m m i t t e e m a y r e q u e s t t h a t i t s m e m b e r s b e a c c o m m o d a t e d o v e r n i g h t t o i n s p e c t t h e l e v e l o f s e r v i c e s .

1 2 . A n y d e f i c i e n c i e s / r e c t i f i c a t i o n p o i n t e d o u t b y t h e H R A C C m u s t b e

c o m p l i e d w i t h w i t h i n t h e s t i p u l a t e d t i m e , w h i c h h a s b e e n a l l o t t e d i n c o n s u l t a t i o n w i t h t h e h o t e l r e p r e s e n t a t i v e s d u r i n g i n s p e c t i o n . F a i l u r e t o d o s o w i l l r e s u l t i n r e j e c t i o n o f t h e a p p l i c a t i o n .

1 3. T h e c o m m i t t e e m a y a s s i g n a s t a r c a t e g o r y l o w e r b u t n o t h i g h e r t h a n

t h a t a p p l i e d f o r . 1 4. T h e A p a r t m e n t H o t e l m u s t b e a b l e t o c o n v i n c e t h e c o m m i t t e e t h a t

t h e y a r e t a k i n g s u f f i c i e n t s t e p s t o c o n s e r v e e n e r g y a n d h a r v e s t w a t e r , g a r b a g e s e g r e g a t i o n , a n d d i s p o s a l / r e c y c l i n g a s p e r P o l l u t i o n C o n t r o l B o a r d ( P C B ) n o r m s a n d f o l l o w i n g o t h e r E c o -f r i e n d l y m e a s u r e s .

1 5. F o r a n y c h a n g e i n t h e s t a r c a t e g o r y t h e p r o m o t e r s m u s t a p p l y a f r e s h

w i t h a f r e s h a p p l i c a t i o n f o r m a n d r e q u i s i t e f e e s f o r t h e c a t e g o r y a p p l i e d f o r .

1 6 . A n y c h a n g e s i n t h e p l a n s o r m a n a g e m e n t o f t h e A p a r t m e n t H o t e l

s h o u l d b e i n f o r m e d t o t h e H R A C C , G o v t . o f I n d i a , D e p a r t m e n t o f T o u r i s m w i t h i n 30 d a y s o t h e r w i s e t h e c l a s s i f i c a t i o n w i l l s t a n d w i t h d r a w n / t e r m i n a t e d .

1 7 . A p p l i c a n t s a r e r e q u e s t e d t o g o t h r o u g h t h e c h e c k l i s t o f f a c i l i t i e s a n d

s e r v i c e s c o n t a i n e d i n t h i s d o c u m e n t b e f o r e a p p l y i n g .

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1 8 . I n c o m p l e t e a p p l i c a t i o n s w i l l n o t b e c o n s i d e r e d . A l l c a s e s o f c l a s s i f i c a t i o n w o u l d b e f i n a l i s e d w i t h i n t h r e e m o n t h s o f t h e a p p l i c a t i o n b e i n g m a d e .

1 9 . T h e G o v t . o f I n d i a D e p a r t m e n t o f T o u r i s m r e s e r v e s t h e r i g h t t o

m o d i f y t h e g u i d e l i n e s / t e r m s a n d c o n d i t i o n s f r o m t i m e t o t i m e

* * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * *

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F o r m a t o f U n d e r t a k i n g f o r P r o j e c t A p p r o v a l / C l a s s i f i c a t i o n / R e c l a s s i f i c a t i o n o f A p a r t m e n t H o t e l s

T o , T h e S e c r e t a r y ( T ) G o v t . o f I n d i a , D e p a r t m e n t o f T o u r i s m N e w D e l h i .

U N D E R T A K I N G

I h a v e r e a d a n d u n d e r s t o o d a l l t h e t e r m s a n d c o n d i t i o n s m e n t i o n e d a b o v e w i t h r e s p e c t t o p r o j e c t a p p r o v a l / c l a s s i f i c a t i o n / r e c l a s s i f i c a t i o n i n 3/ 4/ 5/ 5-D A p a r t m e n t H o t e l s a n d h e r e b y a g r e e t o a b i d e b y t h e m . T h e i n f o r m a t i o n a n d d o c u m e n t s p r o v i d e d a r e c o r r e c t a n d a u t h e n t i c t o t h e b e s t o f m y k n o w l e d g e .

S i g n a t u r e a n d n a m e i n b l o c k l e t t e r s S e a l o f t h e a p p l i c a n t

P l a c e : D a t e : ARUN K

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CHECKLIST FOR FACILITIES & SERVICES

GENERAL 3* & 4*

5*& 5*-D

COMMENTS

24 hour lifts for higher buildings then ground plus two floors

N N Mandatory for new hotels. Local laws may require a relaxation of this condition.

Parking N N One parking space per unit should be provided.

Guesrooms Minimum 10 lettable rooms . All rooms with outside window / ventilation.

N N

Minimum floor area Studio including sleeping, living, bathing, cooking & dining-sqft.

250 251-350

Minimum floor area 1bedroom including sleeping, living bathing, cooking & dining sqft.

500 500-650

Living Dining bedroom and kitchen areas are separate with doors.

Minimum floor area 2 bedrooms including sleeping, living, bathing, cooking & dining – sqft.

760 950 Living Dining, bedroom and kitchen areas are separate with doors.

Minimum floor area 3 bedrooms including sleeping, living, bathing, cooking & dining sqft.

1000 1250 Living Dining, bedroom and kitchen areas are separate with doors.

Dining area N N Separate dining table and chairs to accommodate maximum bedding

Air –conditioning N N Air –conditioning/heating depends on climatic conditions & architecture. Room temp. should be between 20&28 Degrees C.For 4*,5* and 5* Deluxe between 20 and 24 degrees C.For 3star minimum 50% of the apartments should be air –conditioned.

Iron with iron board N N A 15 amp earthen power shocked N N Television N N Internet Connection D N For 3 star and internet

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facility be made available in the Business Center.

Telephone in the room N N Ward robe with minimum 12 clothes hangers per bedding

N N

Shelves or drawer space N N Bathrooms Number of dedicated(private) bathrooms –Studio

1 1

Number of dedicated (private)bathrooms1Bedrooms

1 1 1/2 Half bath toilet and wash basin.


2 2 1/2


2 3 1/2

Minimum Size of Bathroom in square feet

36 40

Western WC toilet to have a seat and lid toilet paper.

N N

Floors and walls to have non –porous surfaces

N N

Indoor Games Activity Room Outdoor Games Like Tennis , Badminton

N

D

N

N

Water saving taps /shower N N Kitchens/Kitchenettes Kitchenettes for Studios N N Screened area-signal burner

stove top, no open flame, Microwave oven or OTG, Fridge (165 Ltr.) utensils, crockery and cutlery, Tea / Coffee maker, sink exhaust fan.

Kitchens for 1 bedroom and larger

N N Dedicated kitchen-2 burner stove, Microwave oven, Tea/coffee maker, Full size fridge, sink exhaust fan, utensils, cutlery, crockery.

Washing Machines /dryers D D Arrangements are made available for laundry/ dry cleaning services.

Public Areas A lounge or seating in the lobby area

N N

Reception facility manned N N

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24hours Heating and cooling to be provided in enclosed public rooms

N N Temperatures to be between 20-28 degrees calculus.

Dining room serving break-fast N N Garbage room (wet and dry) N N Room for left luggage facilities N N Health Fitness facilities D N Necessary for 4star and

above, desirable for 3-star Guest Services Utility shop N N Acceptance of Common Credit Cards

N N

A public telephone on premises, Unit charges made known.

N N

Wake –up call service on request. N N Messages for and telephone number of Doctor with front desk.

N N

Assistance with luggage on request

N N

Stamps and mailing facilities N N Left luggage facilities N N Fax and photocopy service N N Business Center N N This should be a dedicated

area. In resort destinations, tourist and pilgrimage centers this may be relaxed.

Safekeeping facilities available N N Smoke detectors N N These can be battery

operated Fire and emergency procedure notices displayed in rooms behind door

N N

Fire exit sign on guest floors with emergency power public liability insurance

N N

Public liability insurance D D Swimming pool N This can be related for hill

destinations. Necessary for 5&5-D-star deluxe and desirable for 3-star, 4-star.

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Dated 04-09-2013

Government of India

Ministry of Tourism

(H&R Division)

C-1 Hutments

Dalhousie Road New

Delhi-110 011 Tel:

011-23012810

No. 8-TH-l (3)/2013

To,

1. Secretary (Tourism), All State Govts. /Union Territory Adminstrations

2. Secretary General, Federation of Hotel & Restaurant Associations of India (FHRAI)

3. President, Hotel Association of India (HAI)

4. President, Indian Heritage Hotels Association (IHHA)

5. President, Travel Agents Association of India (TAAI)

6. President, Indian Association of Tour Operators (IATO)

7. Principal, IHMs

8. All Indiatourism Offices in India

Subject: Amendment in the existing Guidelines for Classification / Re- classification of Hotels

Madam / Sir,

Enclosed please find a copy of the revised „Guideline‟ for Classification / Re-

Classification of Hotels in regard to Bar License and Sewage Treatment Plant.

2. These revised guidelines are required to be adhered by all existing classified hotels and

those seeking Classification/Re-classification by the Ministry of Tourism under all

categories. The revised guidelines will come into force with immediate effect.

3. You are requested to kindly circulate and publicise the amended guidelines.

4. These guidelines are also available on the official website of the Ministry of Tourism

www.tourism.gov.in

Yours faithfully,

(S.V.Singh)

Assistant Director General (H&R)

Member Secretary HRACC

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http://www.tourism.gov.in/

GOVERNMENT OF INDIA MINISTRY OF TOURISM (HRACC Division)

Hotels are an important component of the tourism product. They contribute in the overall tourism

experience through the standards of facilities and services offered by them. With the aim of

providing contemporary standards of facilities and services available in the hotels, the Ministry of

Tourism has formulated a voluntary scheme for classification of operational hotels which will be

applicable to the following categories:

I. Star Category Hotels: 5 Star Deluxe, 5 Star, 4 Star, 3 Star, 2 Star & 1 Star

II. Heritage Category Hotels: Heritage Grand, Heritage Classic & Heritage Basic

2. The Hotel & Restaurant Approval & Classification Committee (HRACC) inspects and

assesses the hotels based on the facilities and services offered.

• Hotel Projects are approved at implementation stage

• Operational Hotels are classified under various categories

3. Details of the criteria for Project A p p r o v a l / Classification along with the documents

required for this purpose are given in this document.

Applications for project approvals under the category of Heritage, 4 star and 5 star as well

as applications for Classification of operational hotels in the category of 4 star, 5 Star and 5 star

Deluxe as well as Heritage (Basic, Classic & Grand) categories along with the requisite fee (paid

vide Demand Draft) may be sent to:

Member Secretary (HRACC)/

Hotel and Restaurants Division

Ministry of Tourism

C-1 Hutments,

Dalhousie Road

New Delhi 110011

Telefax: 011 - 23012810 I 23792504

4. For project approval /classification in 3, 2 and 1 Star categories, application along with

the requisite fee (paid vide Demand Draft) maybe forwarded to the Regional Director,

Indiatourism Office in whose region the hotel / project is located. The offices of the Regional

Directors are as under:

i. Regional Director, Indiatourism (Western & Central Region), 123 Maharshi Karve Road,

Mumbai - 400 020

ii. Regional Director, Indiatourism (Northern Region), 88 Janpath, New Delhi - 110 001

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iii. Regional Director, Indiatourism (Southern Region), 154 Anna Salai, Chennai-600002

iv. Regional Director, Indiatourism (Eastern Region), „Embassy‟, 4 Shakespeare Sarani,

Kolkata - 700 071

v. Regional Director, Indiatourism (North Eastern Region), Assam Paryatan Bhawan, 3rd

Floor, N e a r Nepali Mandir, A.K. Azad Road, Paltan Bazar, Guwahati - 781 008

5. The detailed Guidelines for Project Approval are at Annexure i and that for

Classification / Re- Classification at Annexurell

6. The Ministry of Tourism reserves the right to modify the Guidelines / Terms and

Conditions from time to time.

******

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ANNEXUREI

GENERAL TERMS, CONDITIONS & APPLICATION FORMAT FOR APPROVAL OF HOTELS

AT THE PROJECT LEVEL

APPROVAL OF HOTEL AT THE PROJECT STAGE

1. The Ministry of Tourism will approve hotels at project stage based on documentation.

Project approval is given to 1, 2, 3, 4, 5 Star and Heritage (Basic) categories. Hotel projects

approved under 5 Star and Heritage category after becoming operational may seek classification

under 5 Star Deluxe / Heritage Classic / Heritage Grand category if they fulfill the prescribed

norms.

2. Project approvals will be valid for 5 years. The Project Approval would cease 3 months

before the date of expiry of project approval or from the date the hotel becomes operational, even

if all its rooms are not ready. The hotel must apply for Classification within 3 months of

commencing operations. The application for Project Approval will be submitted complete in all

respect as per details given below. Incomplete applications will not be accepted.

3. Application Form should have the following details:

i. Proposed name of the Hotel:

ii. Name of the promoters with a note on the business antecedents in not more than 60

words

iii. Complete postal address of the promoter with Telephone, Fax and Email address

iv. Status of the owner/promoter:

a) If Public/private limited company with copies of Memorandum and Articles of

Association

b) If Partnership, a copy of Partnership Deed and Certificate of Registration

c) If proprietary concern, name and address of proprietor/ certificate of Registration

v. Location of hotel site with postal address

vi. Details of the site:

a) Area (in sq. meters)

b) Title - owned / leased with copies of sale / lease deed

c) Copy of Land Use Permit to construct Hotel from local authorities

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d) Distance (in Kms) from (a) Railway station (b) airport (c) main shopping center

vii. Details of the project:

a) Copy of Feasibility Report

b) Star category planned

c) Number of rooms (with attached bathrooms) and size for each type of room (in sq.ft)

d) Size of bathrooms (in sq.ft.)

e) Details of public areas with size in sq. ft. - Lobby / lounge; restaurants; bar; shopping;

banquet/conference halls; business centre; health club; swimming pool; parking

facilities (no. of vehicles)

f) Facilities for the differently abled guests (room with attached bathroom earmarked

forthis purpose, designated parking, ramps for free accessibility in public areas and to

at least one restaurant, designated toilet (unisex) at the lobby level etc.). All hotels at

project stage will require conforming to the requirements by 01.09.2010.

g) Eco-friendly Practices (a) Sewage Treatment Plant (b) rain water harvesting (c) waste

management (d) pollution control method for air, water and light (e) introduction of non

CFC equipment for refrigeration and air conditioning. All hotels at project stage will

require conforming to the requirements by 01.09.2010.

h) Energy/ water conservation (use of CFL lamps, solar energy, water saving devices /

taps)

i) Details of Fire Fighting Measures / Hydrants etc.

j) Date by which project is expected to be completed and become operational

k) Any other additional facilities

I) Security related features m) The architecture of the hotel building in hilly and ecologically fragile areas should

incorporate creative architecture keeping in mind sustainability and energy efficiency

and as far as possible in conformity with local art and architecture with use of local

materials.

4. Blue prints / Building Plans signed by the owner, the architect and approved by the

competent authority showing:

i. Site plan

ii. Front and side elevation

iii. Floor plans for all floors

iv. Detail of guest rooms and bath rooms with dimensions in sq.ft.

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v. Details of Fire Fighting Measures/ Hydrants etc.

vi. Air-conditioning details for guest rooms, public areas

5. Local approvals by:

i. Municipal Authority

ii. Concerned Police Authority

iii. Any other local authority as maybe applicable / required (viz. Pollution Control Board /

Ministry of Environment & Forests etc.)

iv. Approval / NOC from Airport Authority of India for projects located near the Airport

6. Note: The above mentioned approvals / NOCs are the responsibility of the promoter /

concerned company as the case may be. The Ministry‟s approval is no substitute for any

statutory approval and the approval given is liable to be withdrawn in case of any violation

without notice.

7. Proposed capital structure:

a) Total project cost

b) Equity component with details of paid up capital

c) Debt - with current and proposed sources of funding

8. Submission of „Undertaking‟for observance of regulatory conditions / terms & conditions

to be furnished by the applicant (Format enclosed at Annexurellh.

9. The application should indicate whether a few rooms or all rooms are to be let out on a Time

Share basis. Hotels which propose to let out part of or all its rooms on timeshare basis will not be

eligible for Classification under this scheme.

10. Application fee in the form of a Demand Draft payable to “Pay & Accounts Officer,

Department of Tourism, New Delhi” (further details are given at point No. 14)

11. In the event of any change in the project plan, the applicant should apply afresh for

approval under the desired category

12. Authorized officers of the Ministry of Tourism should be allowed free access to inspect the

premises from time to time without prior notice

13. The hotel must immediately inform the Ministry of the date from which the hotel becomes

operational and apply for Classification within 3 months from the date of operation

14. The fee payable for the project approval and subsequent extension, if required is as under.

The Demand Draft may be payable to “Pay & Accounts Officer, Department of Tourism, New

Delhi”.

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15. The promoter must forward quarterly progress reports failing which the project

approval is liable to be withdrawn

16. All documents must be valid at the time of application. All copies of documents submitted

must be duly attested by a Gazetted officer / Notary. Documents in local language should be

accompanied by a translated version in English which should also be duly certified.

17. Projects, where it is proposed to let out part or whole of the hotel on Time Share basis‟, will

not be covered under these guidelines. (Such facilities, however, will be covered under a separate

Guideline of Timeshare Resort which are available at www.tourism.gov.in)

18. Any change in the project plan or management for 5 Star Deluxe, 5 Star, 4 Star and

Heritage categories should be informed to the Ministry of Tourism and for 3 Star, 2 Star & 1 Star

categories to the respective Regional Indiatourism Office within 30 days, failing which the approval

will stand withdrawn / terminated

19. The project approval is only applicable for new hotels coming up and not for additional

rooms coming up in existing hotels

20. The minimum size of rooms and bathrooms for all categories have been specified in the

Guidelines. Hotels of 1, 2, 3 and 4 Star categories availing subsidy / tax benefits / other benefits

from the Central / State Government would be subject to a Lock- in period of 8 years so that these

hotels continue to serve as budget category hotels. Hotels would be permitted to apply for up-

gradation to a higher star category after the completion of the lock in period

21. Applicants are requested to go through the CHECKLIST‟ OF FACILITIES & SERVICES

contained in this document before applying for project approval of new hotel projects /

classification of operational hotels.

22. Application for Hotel Project approval forwarded through post will not be accepted if found

incomplete and applicant will be asked to complete the application and furnish the required

documents / information.

******

Star Category Amount in Rs.

5- star 15,000

4-star 12,000

3-star 8,000

2-star 6,000

1-star 5,000

Heritage category 12,000

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http://www.tourism.gov.in/

ANNEXUREII

CLASSIFICATION I RE-CLASSIFICATION OF OPERATIONAL HOTELS

1. Classification for newly operational hotels if approved by Ministry of Tourism at project

stage, must be sought within 3 months of completion of the project. Operating hotels may opt for

Classification at any stage. However, hotels seeking Re-classification should apply for

reclassification at least six months prior to the expiry of the current period of classification

2. If a hotel fails to apply for Re-classification six months before the expiry of the classification

period, the application will be treated as a fresh case of classification

3. Once a hotel applies for Classification/ Re-classification, it should be ready at all times for

inspection by the inspection committee of the HRACC. No request for deferment of inspection

will be entertained

4. Classification will be valid for a period of 5 (Five) years from the date of approval of

Chairman HRACC or in case of Re-classification, from the date of expiry of the last classification,

provided that the application has been received six months prior to the expiry of the current period

of classification, along with all valid documents. Incomplete applications will not be accepted

5. The application should indicate whether a few rooms or all rooms are to be let out on a Time

Share basis‟. Hotels which propose to let out part of or all its rooms on time-share basis will not be

eligible for classification under this scheme.

6. Hotels applying for Classification must provide the following documentation:

i. Name of the Hotel

Name and address of the promoter/owner with a note on their business antecedent in not more

than 60 words

iii. Complete postal address of the hotel with Telephone, Fax and Email a d d re s s

iv. Status of the owner / promoter;

a) If Public/private limited company with copies of Memorandum and Articles of Association

b) If Partnership, a copy of Partnership Deed and Certificate of Registration

c) If proprietary concern, name and address of proprietor/certificate of registration

Mandatory for applying for Classification/Re-classification.

v. Date on which the hotel became operational

vi. Details of hotel site with postal address and distance (in kms) from

(a) Airport (b) Railway Station

(c) City centre / downtown shopping area

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7. Details of the hotel:

a) Area of Hotel site (in sq. metres) with title - owned / leased with copies of sale/ lease

deed

Mandatory for applying for classification (one time)

b) Copy of Land Use Permit from local authorities Mandatory for applying for classification

(one time)

c) Star category being applied for

d) Number of rooms and size for each type of room in sq. ft. (Single/Double /

Suites - all rooms to have attached bathrooms

e) Size of bathrooms in sq.ft.

f) Air-conditioning details for guest rooms, public areas

g) Details of public areas: Lobby / lounge

(i) Lobby/lounge

ii) Restaurants with no. of covers

iii) Bar

vi) Shopping area

vii) Banquet / conference halls

viii) Health club Business centre Swimming pool

ix) Parking facilities (no. of vehicles which can be parked)

h) Facilities for the differently abled guests: dedicated room with attached bathroom,

designated parking, ramps, free accessibility in public areas and at least to one restaurant,

designated toilet (unisex) at the lobby level etc. All operational hotels will require conforming to

the requirements by 01.09.2010

i) Eco-friendly Practices(a)Sewage Treatment Plant (b) rain water harvesting (c)waste

management (d) pollution control method for air, water andlight(e) Introduction of non CFC

equipment for refrigeration and air conditioning and other Eco-friendly measures and initiatives.

All operational hotels will require conforming to the requirements by 01.09.2010.

A Sewage treatment plant will not be a mandatory condition for hotels which have obtained

completion certificate for construction before 1.4.2012.

j) Measures for energy and water conservation, water harvesting (use of CFL lamps, solar energy,

water saving devices / taps etc.)

k) Details of Fire Fighting Measures

I) Security features viz. CCTV, X-Ray check, verification of staff etc

m) The architecture of the hotel building in hilly and ecologically fragile areas should incorporate

creative architecture keeping in mind sustainability and energy efficiency and as far as possible in

conformity with local art and architecture with use of local materials

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n) Any other additional facilities

8. Copies of certificates I No Objection Certificates to be furnished (copies should be

current / valid and duly attested by a notary / gazetted officer):

a) Certificate / license from Municipality / Corporation to show that the establishment is registered

as a Hotel

Mandatory for applying for Classification/Re-classification. It should be current and valid.

b) No Objection Certificate from concerned Police Department to run the Hotel

Mandatory for applying for Classification/ Re-classification. It should be current & valid.

c) No Objection Certificate from Municipal Health Officer / Sanitary Inspector giving clearance to

the establishment from sanitary / hygiene point of view.

Mandatory for applying for Classification/Re-classification. It should be current & valid.

d) No Objection Certificate from the Fire Service Department (Local Fire Brigade Authority.

Mandatory for applying for Classification / Re-classification. It should be current & valid.

e) Public liability insurance (optional)

f) Bar License:

g) Building Plans sanctioned by the competent authority and occupancy /completion certificate

by the competent authority

Mandatory for applying for Classification (one-time) unless additional rooms are added.

h) If classified earlier, a copy of the Classification Order issued by Ministry of Tourism

i) For Heritage property, certificate from the local authority stating the age of the property and

showing the new and old built up areas separately

j) Clearance / NOC /approval required from any other (local) authority (viz. „Consent to Operate‟

from the State Pollution Control Board / Ministry of Environment & Forests etc., Coastal

Regulation Zone) whichever is applicable.

i. No Objection Certificate (NOC) from Pollution Control mandatory for

Classification/ Re-classification (current and valid).

ii. Clearance from Ministry of Environment and Forests and CRZ clearance

if applicable- Mandatory for classification (one

time).

k) Approval / NOC from Airport Authority of India for projects located near the Airport NOC from

Airport Authority of India. Mandatory for applying for classification (one

time)

I) Application fee

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The above-mentioned approvals / No Objection Certificates are the responsibility of the

owner / promoter / concerned Company as the case may be. The approval of the Ministry of

Tourism is no substitute for any statutory approval and the approval given is liable to be withdrawn

without notice in case of any violations or misrepresentation of facts

9. All applications for Classification and Re-Classification must be complete in all respects viz.

application form, application fee, prescribed clearances / NOCs / certificates etc. Incomplete

applications will not be accepted

10. Hotels will qualify for classification as Heritage Hotels provided a minimum of 50% of the

floor area was built before 1950 and no substantial change has been made in the facade. Hotels,

which have been classified/, re-classified under Heritage categories prior to issue of these

Guidelines will continue under Heritage categories even if they were built between 1935-1950.

11. The application fees payable for classification/reclassification are as follows. The Demand

Draft may be payable to “Pay & Accounts Officer, Department of Tourism, New Delhi”

12. Upon receipt of application complete in all respects, the hotel will be inspected by a

classification committee which will be constituted as follows:

(a) For 4, 5, 5 Star Deluxe and Heritage (Basic, Classic & Grand) categories:

• Chaired by Additional Director General (Tourism), Govt, of India/ Chairperson (HRACC) or a

representative nominated by him

• Representative from FHRAI

• Representative from HAI

• Representative from IATO

• Representative from TAAI

• Principal Institute of Hotel Management

• Regional Director, Indiatourism Office / local Indiatourism office

• Member Secretary HRACC

• In case of Heritage category, a representative of Indian Heritage Hotels Association

(IHHA)

(The HRACC representatives / nominees of FHRAI, HAI, IATO and TAAI should have

requisite expertise and experience of the hospitality and tourism industry (hands on

experience)

Star Category Classification / Reclassification fees in Rs.

1-Star 6,000

2- Star 8,000

3- Star 10.000 4- Star 15,000 5- Star 20,000 5- Star Deluxe 25,000 Heritage

(Grand, Classic, Heritage categories)

15,000

Approval being taken separately.

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(b) For 1, 2 &3 Star hotels:

• Chairperson, Secretary (Tourism) of the concerned State Govt, or his nominee who should

not be below the rank of a Deputy Secretary to the Government of India. In his absence the

Regional Director, Indiatourism who is also Member Secretary, Regional HRACC will chair

the committee

• Regional Director, Indiatourism Office/ local Indiatourism office

• Representative from FHRAI

• Representative from HAI

• Representative from IATO

• Representative from TAAI

• Principal Institute of Hotel Management

(The HRACC representatives / nominees of FHRAI, HAI, IATO and TAAI should have requisite

expertise and e x p e r i e n c e o f t h e h o s p i t a l i t y a n d tourism i n d u s t r y (hands on

experience)

(c) The Chairperson and any 3 members will constitute a quorum

(d) The recommendations duly signed by the committee will be sent to HRACC Division

(Ministry of Tourism, Government of India) by next day through speed post and the

recommendation of the HRACC inspection committee will be approved by the

Chairperson (HRACC)/ Addl. Director General (Tourism) expeditiously ( Point amended

w.e.f. Oct 2011).

(e) Appellate Authority: In case of any dissatisfaction with the decision of HRACC, the hotel

may appeal to Secretary (Tourism), Government of India for review and reconsideration within

30 days of receiving the communication regarding Classification / Re-classification. No request

will be entertained beyond this period.

13. Hotels will be classified following a two stage procedure:

a. The presence of facilities and services will be evaluated against the enclosed

checklist available at AnnexurelV

b. The quality of facilities and services will be evaluated by the HRACC inspection

committee as per the prescribed parameters.

14. The hotel is expected to maintain required standards at all times. The Classification

Committee may inspect a hotel at any time without previous notice. The Committee may request

that its members be accommodated overnight to inspect the level of services.

15. Any deficiencies / rectifications pointed out by the HRACC must be complied with within

the stipulated time, which has been allotted in consultation with the hotel representatives during

inspection. Failure to comply within the stipulated time will result in rejection of the application.

16. The Committee may assign a Star category l o w e r but not higher than that applied for.

17. The hotel must be able to convince the committee that they are taking sufficient steps to

conserve energy and harvest water, garbage segregation, and disposal / recycling as per

Pollution Control Board (PCB) norms and following other Eco-friendly measures.

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18. For any change in the Star / Heritage category, the promoter must apply afresh along

with requisite fee.

19. Any changes in the Building Plans or management of the hotel should be informed to the

HRACC, Ministry of Tourism, Govt, of India within 30 days otherwise the classification will stand

withdrawn / terminated. In case of change of company name / hotel name, a copy of the fresh

„Certificate of Incorporation‟ or a copy of the „Resolution of the Board of Directors‟ regarding the

name change alongwith any other relevant documents may be submitted.

20. The minimum size of rooms and bathrooms for all categories have been specified in the

Guidelines. Hotels of 1, 2, 3 and 4 star categories availing subsidy / tax benefits / other benefits from

the Central / State Government would be subject to a lock- in period of 8 years so that these hotels

continue to serve as budget category hotels. Hotels would be permitted to apply for upgradation to

a higher star category after the completion of the lock in period.

21. Applicants are requested to go through the CHECKLIST OF FACILITIES AND SERVICES

contained in this document while applying for Classification / Re-classification. The checklist may be

duly filled up and signed and stamped on each page which should be submitted alongwith the

application

22. The Hotel should adhere to the tenets of the Code of Conduct for Safe & Honourable

Tourism for which the following action would have to be taken:

(i) A signed copy of the Pledge and Undertaking of commitment towards “Safe & Honourable

Tourism” should be attached with the application. The format of the „Pledge & Undertaking - Code of

Conduct for Safe & Honourable Tourism‟ are attached at AnnexureV and AnnexureVI respectively

(ii) On the day a new staff member joins the Hotel, he / she would be required to take / sign the

pledge. The pledge would be incorporated in the appointment letter / joining report of the staff

(iii) Two focal points/Nodal Officers would be nominated (i.e., from HRD, security side etc.) at the

time of applying for approval by the Hotel in the case of hotels which have more than 25 personnel.

In the case of Hotels with less than 25 personnel, one focal point would have to be nominated

(iv) The training would be provided to the staff of the classified / approved hotels by Ministry Of

Tourism under its Capacity Building of Service Providers (CBSP) scheme in connection with “Safe &

Honourable Tourism”. The focal points of the hotel would be

trained first within first six months of MOT approval. Subsequently, the trained focal points in turn

would impart further in - house training to the staff which would be arranged within next six months.

(v) The Pledge of Commitment towards “Safe & Honourable Tourism” would have to be

displayed prominently in the staff areas / back areas of the Hotels / Restaurants etc. and in the

office premises of all the Head of the Departments (HODs)

(vi) The signatories of the Code of Conduct would be required to maintain a record of action

taken by them in compliance of the provisions of this para, which shall be kept in their office &

shown to the Committee (s) at the time of Classification/Reclassification.

23. It will be mandatory for the hotel to participate in the skill development initiative of the

Ministry of Tourism to meet the manpower needs for the tourism and hospitality industry. For this,

the following action would have to be taken:

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(i) Classified hotel would be required to train a minimum number of persons, in every calendar

year in the short duration Skill Development Courses under „Hunar Se Rozgar‟ scheme as

per following norms:

(ii) A minimum of ten persons will constitute a training class. Since a hotel with rooms between

20 to 50 will not be expected to have facilities / infrastructure necessary for the conduct of

trainings, an arrangement can be worked out between 2 to 5 hotels to conduct this obligatory

training (only the theory part) in one cluster and the practical part being carried out in the

respective hotels.

(iii) Operational guidelines for the training programme will be circulated separately.

(iv) Each hotel would achieve the above mentioned yearly target and submit it to Ministry of

Tourism in the reclassification application so as to be considered for reclassification.

24. Incomplete applications will not be considered. Efforts will be made to ensure that all cases

of classification are given final decision within three months from the date of application receipt

complete in all respects.

******

Rooms per

Hotels

1s' Year

No. of

persons to

be trained

2na Year

No. of

persons to

be trained

3rd Year

No. of

persons to

be trained

4,n Year

No. of

persons to

be trained

5tn Year

No. of

persons to

be trained

100+ 20 20 25 25 30

50 to 100 10 10 15 15 20

20 to 50 5 5 5 5 5

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ANNEXUREIII

FORMAT FOR „UNDERTAKING‟ (To be on official company letterhead)

To

The Secretary (Tourism) Govt, of India

Ministry of Tourism New Delhi

UNDERTAKING

I have read and understood all the terms and conditions mentioned above with respect to Project

Approval / Classification-Re-classification under the Star / Heritage categories andhereby agree to

abide by them. The information and documents provided are correct and authentic to the best of my

knowledge.

I understand that the Ministry‟s approval is no substitute for any statutory approval and the approval

given is liable to be withdrawn in case of any violation or misrepresentation of facts or non-

compliance of directions that may be issued by the Ministry of Tourism, Govt, of India, without

notice.

It is to certify that the hotel would not seek upgradation to a higher category for a period of eight (8)

years in the event the hotel avails of subsidy / tax benefits / other benefits from the Government.

In case of any dispute/ legal measure, the same may be eligible in the jurisdiction falling under the

NCT of Delhi.

Signature and name in block letters Seal of

the applicant

Place: ___________

Date: ____________ ARUN K

UMAR



ANNEXURE IV

CHECKLIST OF FACILITIES FOR CLASSIFICATION I RE-CLASSIFICATION OF HOTELS FACILITIES & SERVICES 1* 2* 3* 4* 5*/5*D Yes/

No

COMMENTS

GENERAL

Full time operation 7 days a

week in season

N N N N N

Establishment to have all

necessary trading licenses

N N N N N

Establishment to have public

liability insurance

D D D D D

24 hr. lifts for buildings higher

than ground plus two floors

N N N N N

Mandatory for all hotels. Local

laws may require a relaxation of

this condition. Easy access for

the differently abled guests

Bedrooms, Bathroom, Public

areas and kitchen fully serviced

daily

N N N N N

All floor surfaces clean and in

good shape

N N N N N Floor may be of any type

GUEST ROOM

Minimum 10 lettable rooms, all

rooms with outside

windows/Ventilation.

N N N N N

Minimum size of bedroom

excluding bathroom in sq. ft

120 120 130 140 200

Single occupancy rooms may

be 20 sq ft less. Rooms should

not be less than the specified

size.

Air-conditioning - % of Rooms 25% 25% 50% 100% 100%

Air-conditioning / heating

depends on climatic

conditions & architecture.

Room temp. Should be

between 20c % 28c.

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A clean change of bed and bath

linen daily & between check - in'

N N N N N

Definitely required between

each checkin. On alternate

days for 1 & 2 Star hotels

Minimum bed width for single 90

cm and double 180 cm

D N N N N

Mattress thickness minimum 10

cm

D D N N N Coir, foam or spring foam

Minimum bedding 2 sheets,

pillow & case, blanket, mattress

protector / bed cover

N N N N N

Blankets available in air

conditioned rooms as per

seasonal requirement in non

A/C rooms. Mattress protector

is desirable in 1* and 2* and

necessary for all others.

Suites D D D N N

2% of room block with a

minimum of 1 suite room

Hairdryers D D N N N

Where not provided in

bathroom, must be available on

request

All 3 Star, 4 Star, 5 Star and 5

Star deluxe hotels shall provide

a hair dryer facility in the room

on complementary basis. In 1

Star and 2 Star, this facility will

be made available on request

on complementary basis.

Safe keeping / in room safe D D D N N

1, 2 & 3 Star hotels to have

facilities for safe keeping in

the reception.

All 4 Star, 5 Star and 5 Star

deluxe hotels shall provide a

safe. ARUN K

UMAR



Minibar / Fridge D D N N N

Contents must conform to local

laws

All 3 Star hotels shall have the

facility of a mini fridge and all 4

Star, 5 Star and 5 Star deluxe

shall have the facility of mini

bar with effect from 1.4.2014.

Drinking water with minimum

one glass tumbler per guest

N N N N N

All category hotels to provide

two sealed bottles of branded

bottled water of minimum 500

ml. per person per day on

complimentary basis. Ultra

violet treated water will not be

acceptable.

Guest Linen

Good quality linen to be

provided

Shelves /drawer space N N N N N

Necessary for hotels of 1, 2 & 3

Star category to have a

wardrobe.

Wardrobe with minimum 4

clothes hangers per bedding

N N N N N

In one star or two star hotels

this may be without doors.

Sufficient lighting, 1 per bed N N N N N

A 5 amp earthed power socket N N N N N

A bedside table and drawer N N N N N

1 per two twins and two for a

double bed.

TV - cable if available N N N

3*, 4*, 5* and 5* Deluxe, must

have remote

A writing surface with sufficient

lighting

N N N

Chairs N N N N N

Preferable one per bedding

Awastepaper basket N N N N N

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Opaque curtains or screening

at all windows

N N N N N


deluxe hotels shall install

blackout curtains by 1.4.2015

A mirror at least half length

(3”)

N N N N N

A stationary folder and

containing stationery

D D N N N

A „do not disturb‟ notice N N N N N

Night spread / bedcover D D N N N


Linen Room N N N N N well ventilated

BATHROOM

Number of rooms with attached

bathrooms

All All All All All

It will be mandatory w.e.f.

01.09.2010 for all 1 & 2 Star

category hotels to have

attached bathrooms. All

bathrooms to have sanitary bin

with lid

Minimum size of bathroom in

square feet

30 30 36 36 45

25% of bathroom in 1 & 2 Star

hotels to have western style

WC. No higher ceiling / cap on

the maximum size

1 Bath Towel and 1Hand towel

to be provided per guest

N N N- N N

Bath Mat D N N N

Guest toiletries to be provided -

minimum 1 new soap per guest

N N N N N

Quality products depending on

the star category

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Bottled toiletry products to be

provided

D D D N N

Clothes - hooks in each bath /

shower room

N N N N N

The bathrooms of all Star hotels

shall have hooks for at least 3

garments in the bath room.

A sanitary bin N N N N N These must be covered

Each western WC toilet to have

a seat with lid and toilet paper

N N N N N

All Star hotels shall provide

water sprays or bidets or

washlets or other modern water

based post-toilet-paper hygiene

facilities.

N N N N N

This condition shall be applicable

to all new hotels that will start

operating from 1.4.2016. For the

hotels which have come into

operation or will come into

operation before 31.3.2016,

these facilities will be mandatory

from 1.4.2022.

Floors and walls to have non -

porous surfaces

N N N N N

Hot and cold running water

available 24 hours

N N N N N

It will be mandatory w.e.f.

01.09.2010 for all 1 & 2 Star

category hotels to provide hot &

cold running water

Shower cabin N N N N N

Where shower cabin is not

available, a shower with shower

curtain will suffice

Bath tubs D D

In 4 Star and above hotels, some

rooms should offer this option to

guests.

Water saving taps - showers N N N N N


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PUBLIC AREA

Lounge or seating area in the

lobby

N N N N N

Lobby shall h a v e furniture and

fixtures which shall include chairs

/arm chairs, sofa, tablesand fresh floral display.

Door man on duty for 4 Star and

below 4 Star categories the

presence of a door man on duty

in the lounge or sitting area in the

lobby shall not be mandatory.

However, in such areas the

presence of staff on duty shall be

obligatory around the clock, 24*7.

Reception facility N N N N N

Manned minimum 16 hours.

Call service 24 hours. Local

directions to hotel including city

street maps to be available.

Valet (Parking) services to be

available

D D N N N

Availability of Room, F & B and

other tariff

N N N N N

Heating and cooling to be

provided in public areas

N N

Temperatures to be between 20

degrees Celsius to 28 degrees

Celsius

Air-conditioning common areas

like Lobby, Restaurants,

Varandas, bar where they are

open to nature on one or more

sides shall not be mandatory for

beach, lake, backwater, river, hill,

mountain, forest or nature Hotels

& Resorts.

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Public rest rooms for ladies and

gents with soap and clean towels,

a washbasin with running hot and

cold water, a mirror, a sanitary

bin with lid in unisex & ladies

toilet

N N N N N

ROOM AND FACILITIES FO R THE DIFFERENT LY ABLED GUEST

At least one room for the

differently abled guest

N N N N N

Minimum door width should be

one meter to allow wheel chair

access with suitable low height

furniture, low peep hole,

cupboard to have sliding doors

with low clothes hangers etc.

Room to have audible and

visible (blinking light) alarm

system

Bathroom N N N N N

Minimum door width should be

one meter. Bathroom to be

w h e e l chair accessible with

sliding door suitable fixtures

like low wash basin low height

WC, grab bars etc. No bath

tub required.

Ramps with anti-slip floors at the

entrance. Minimum door width

should be one meter to allow

wheel chair access

N N N N N

To be p r o v i d e d in all public

areas. Free accessibility in all

public areas and to at least one

restaurant in 5 Star and 5 Star

Deluxe

Public Restrooms N N N N N

Unisex. Minimumdoor width

should be one meter. To be

wheel chair accessible with

low height urinal (24”

maximum) with grab bars ARUN KUM

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FOOD & BEVERAGE

1 Star & 2 Star category

1 & 2 Star categories should

have minimum one dining room

serving all meals. Room service

not necessary

3 Star category

One Multi-cuisine Restaurant

cum coffee shop open from 7

a.m. to 11 p.m. and 24 hr. room

service

4 Star category

GradeA cities:



a.m. to 11 p.m., one Specialty

Restaurant and 24 hr. room

service

GradeB cities:


open from 7 a.m. to 11 p.m. and

24 hr. room service

5 Star category

GradeA cities:

One Multi cuisine Restaurant

cum 24 hr. coffee shop / all day

dinning, one Specialty

Restaurant and 24 hr. room

service

GradeB cities:




restaurant and 24 hr. room

service ARUN KUM

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5 Star Deluxe category

GradeA cities:


cum 24 hr. coffee shop / all day

dinning, one Specialty


service

GradeA cities:





service

Grade A: Delhi,** Mumbai, Kolkata, Chennai, Bangalore,

Pune, Hyderabad, Secunderabad.

Grade B Cities in the rest of the country excluding Grade „A‟

cities

Note The the c from

• **De fallin NOIC

Ministry of Tourism may review and revise ities

falling under the Grade „A‟ - Grade „B‟ time to

time.

Ihi would include the hotels g in Gurgaon,

Faridabad, Ghaziabad, )A, and Greater NOIDA”

Crockery & Glassware N N N N N

Plastic ware accepted in pool

area

Cutlery to be at least stainless

steel

N N N N N

All categories should use good

quality metal cutlery. Aluminum

cutlery prohibited

Bar D D D N N

Wherever bar license is

prohibited for a hotel as per

local law, the bar will not be

mandatory and wherever bar is

allowed as per local laws, then

the hotel will have to obtain bar

license first and then apply for

classification to the Ministry of

Tourism. ARUN KUM

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KITCHEN / FOOD PRODUCTION AREA

Refrigerator with deep freezer N N N N N

Capacity based on size of F & B

service

Segregated storage of Meat, fish

and vegetables

N N N N N

Meat, fish and vegetables in

separate freezers

Colour coded synthetic choppinq

boards

N N N N N

Wooden chopping boards

prohibited Tiled walls non slip floors N N N N N

Head covering for production

staff

N N N N N

Daily germicidal cleaning of

floors

N N N N N

Good quality cooking vessels /

utensils

N N N N N

Use of aluminum vessels

prohibited except for bakery

All food grade equipment

containers

N N N N N

Drinking water N N N N N

Water treated with UV + filtration

Ventilation system N N N N N

Garbage to be segregated - wet

and dry

N N N N N To encourage recycling

Wet garbage area to be air-

conditioned

D D N N N

Receiving areas and stores to be

clean and distinct from garbage

area

N N N N N

Six monthly medical checks for

production staff

N N N N N

First - aid training for all kitchen

staff

N N N N N

Pest control N N N N N

STAFF

Staff uniforms for front of the

house

N N N N N

Uniforms to be clean and in good

condition

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English speaking front office staff D D N N N

This may be relaxed outside the

metros / submetros for 1 and 2

Star category hotels

Percentage of Supervisory staff 20% 20% 40% 40% 80%

Hotels of 4 Star category and

above should have formally

qualified Heads of Departments.

The supervisory or the skilled staff

may have training or skill

certification as follows:

Degree / diploma from Central or

State IHMs / FCIs or from

NCHMCT affiliated IHM‟s or from

other reputed Hospitality schools

Percentage of Skilled staff 20% 20% 30% 30% 60%

The supervisory or the skilled staff

may have training or skill

certification as follows;

Degree / diploma from Central or

State IHM / FCIs or from

NCHMCT affiliated IHMs or from

other reputed Hospitality schools

Skill training certificate issued

under the guidelines and scheme

of the Ministry of Tourism

STAFF WELFARE FACILITIES

Staff Rest Rooms D D N N N

Separate for male and female

employees with bunk beds, well

lighted and ventilated

Staff Locker Room D D N N N

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Toilet facilities N N N N N

Full length mirror, hand dryer with

liquid soap dispenser

Separate Dining area &

Facility

D D N N N

CODE OF CONDUCT FOR SAF E & HONOURABLE TOURISM

Display of Pledge N N N N N

Pledge to be displayed

prominently in the staff / back

areas / office premises of all the

Heads of Departments (HODs)

Training for „Code of Conduct for

Safe & Honourable Tourism‟

N N N N N

At time of joining (orientation

programme and subsequent in-

house training)

Maintenance of Action Taken

Report with regards to

compliance of the provisions of

the Code

N N N N N

Signatories of the „Code of

Conduct‟ to maintain record of

action taken in compliance of the

provisions of the Code

Focal Points / Nodal Officers N N N N N

Two nodal officers to be

nominated (i.e., from HRD,

Security side etc.) for hotel with

more than 25 personnel and one

focal point for Hotel with less than

25 personnel

GUEST SERVICES

Provision of wheelchair for the

differently abled guest

N N N N N

Wheel chair to be available on a

complimentary basis in hotels of

all categories

Valet (parking) services to be

available

D D N N N

Dry- cleaning /laundry D D D D N

In house for 5 Star Deluxe

hotels. For 5 Star category and

below may be outsourced

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Tea / Coffee making facility in

the room

D D D N A/

Tea/coffee making facilities in the

room to be made available on complimentary basis in all 4 Star

5 Star & 5 Star Deluxe categories.

Iron and Iron Board facility D D D N A/

Iron and iron board to be made

available on request in 1 to 3 Star

category hotels on complimentary

basis. For 4, 5, 5 Star Deluxe

categories to be available in the

room on complimentary basis.

Paid transportation on call D D N N N

Guest should be able to travel

from hotel

Shoe c lean ing , s hoe

ho rn & s l i ppers

D D D N N

Free facility to be Provided for in

house guests.

Ice (from drinking water) on

demand

D D N N N Complimentary on request

Acceptance of common credit

cards

D D N N N

Assistance with luggage on

request

N N N N N

A public telephone on premises.

Unit charges made known

D D N N N

There should be at least one

telephone no higher than 24” from

floor level in 5 and 5 Star Deluxe

(to also cater to differently abled

guests

Wake - up call service on

request

N N N N N

Messages for guests to be

recorded and delivered

N N N N N

A prominently displayed message

board will suffice for 1 & 2 Star

categories

Name Address and telephone

numbers of doctors with front

desk

N N N N N

Doctor on call in 3, 4, 5 & 5 Star

Deluxe

Stamps and mailing facilities D D N N N

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Newspapers available D D D N N

This may be placed in the lounge

for 1, 2 & 3 Star hotels

Access to travel desk facilities N N N N N

This need not be on the premise

for 1, 2 & 3 Star categories

Left luggage facilities D D N N N

This must be in a well secured

room / 24 hour manned area


Deluxe hotels shall provide

luggage racks, portable or fixed,

for two large suitcases by

1.4.2015. This will be stated on

the hotel‟s website under the

head „Facilities and Amenities

provided on complimentary basis‟

and mentioned to guests while

checking in.

Provision for emergency supplies

toiletries /first aid kit

D D N N N

Health - Fitness facilities D D D D N

Indian system of treatments

should preferably be offered

Beauty Salon and Barber‟s Shoo D D D D D

Florist D D D D D

Utility shop / kiosk D D D D N

The presence of a utility

kiosk/shop will not be a

mandatory condition for

classification under one to four

Star categories. For 5 Star & 5

Star Deluxe categories one utility

kiosk or shop will be a must. No

separate book shop shall be

necessary.

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Money changing facilities D D D D D

Money changing facility to be

made available

SAFETY & SECURITY

Metal detectors (door frame or

hand held)

D D N N N

CCTV at strategic locations N N N N N

X-Ray Machine. D D D D N

For 5 Star Deluxe category, it

would be „Necessary‟ to have an

X-Ray Machine at the guest

entrance for screening of

baggage

Manual checks may be conducted

for staff and suppliers at

designated entry points

Under belly scanners to screen

vehicles.

D D D N N

Verification. N N N N N

All hotels should conduct a

antecedent verification of their

staff and suppliers by the Police /

private security agencies.

Staff trained in fire fighting Drill. N N N N N

All hotels to conduct periodic fire

drills and maintain „Manuals‟ for

Disaster Management, First Aid

and Fire Safety. Quarterly drills as

per Law.

Security arrangements for all

hotel entrances.

N N N N N

Each bedroom door fitted with

lock and key, viewport /

peephole& internal securing

device.

D D N N N

A safety chain / wishbone latch is

acceptable in place of viewport /

peephole.

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Smoke Detectors. N N N N' N

These can be battery Operated.

Fire and Emergency Procedure

notices displayed in room

behind door.

N N N N N

Fire and emergency alarms

should have visual & audible

signals.

N N N N N

First aid kit with over the counter

medicines with front desk.

N N N N N

Fire Exit signs on guest floors

with emergency / backup power.

N N N N N

COMMUNICATION FACILITIES

Telephone facility within arm‟s

reach of the toilet seat.

D D D N N

All hotels in the categories 4 Star,

5 Star & 5 Star Deluxe shall

provide a telephone within an

arm‟s reach of the toilet seat. This

condition shall be applicable to all

new hotels that will start operating

from

1.4.2016. For hotels which have

come into operation or will come

into operation or will come into

operation before

31.3.2016, this guideline will be

applicable from 1.4.2022.

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Provide atleast two multi-

purpose sockets.

N N N N N

All Star hotels shall provide at

least two multi-purpose sockets

capable of handling US,

European Community and

Japanese plugs at or just above

the table level. It should be

possible for guests to charge a

laptop and cell phone

simultaneously. This condition

shall be applicable to all new

hotels that will start operating

from 1.4.2016. For the hotels

which have come into operation

or will come into operation till

31.3.2016, this guideline will be

applicable from 1.4.2022.

However, till such time as this

facility is provided on a

permanent basis, it will be

mandatory for all Star hotels to

provide multi-socket adapter

plugs on request.

A telephone for incoming &

outgoing calls in the room.

D N N N N

4 star and above should have

direct dialing and STD / ISD

facilities. 1,2 and 3 Star category

hotels may go through a

telephone exchange

PC available for guest use with

internet access.

D D N N N

This can be a paid service. Upto 3

Star, PC can be in the executive

offices, Internet subject to local

access being available ARUN KUM

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E-mail service. D D N N N

Subject to local internet access

being available.

Fax, photocopy and printing

Services.

N N N N N

In room Internet Connection /

Data Port.

D D D N N

Subject to local internet access

being available. Wi - Fi wherever

possible.

Business Center. D D D N N

This should be a dedicated area.

(This provision maybe relaxed for

resort destinations, tourist and

pilgrimage centers).

Swimming Pool D D D D N

This can be relaxed for hill

destinations. Mandatory to have

trained Life Guard. Board

containing Do‟s & Don‟ts, No

Divingsign, pool depth etc. should

be displayed at a strategic

location in the pool area


Deluxe hotels shall provide a

luminous LED wall clock with

numerals of three inches or more

on display near their swimming

pools.

It will be desirable for all 5 Star

Deluxe hotels to have air-

conditioned porches and heated

swimming pools.

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Note 1.

All hotels should clearly indicate on their websites the facilities and amenities provided to guests “free of cost”

like complimentary breakfast (indicating broad classification like Indian breakfast, Continental breakfast or

American breakfast), iron and iron board facility, shoe cleaning facility, shoe horn and slippers, other “free”

facilities like dental kit, shaving kit, etc. If any facility is provided only „on request‟ but is included in the room

rent, this should be mentioned on the hotel‟s website under the head „Facilities and Amenities provided on

complimentary basis‟ and also mentioned to the guest when the hotel staff introduces the room to him/her on

arrival. In case the „complimentary‟ breakfast is not a buffet, the guest must be shown a list stating in English

the name of all complimentary items.

It will be mandatory for all the hotels classified under the categories 1 to 4 Star to display their classification

status prominently outside the hotel and at the reception from 1.4.2014 as per a scheme to be evolved in

consultation with FHRAI and HAI. Note 3:

Time-sharing accommodation will also be considered for classification as per the guidelines for

Classification/Re-classification of hotels.

Parking Facilities. D D N N N

Should be adequate in relation to

the number of rooms & banquet /

convention hall capacities.

Exclusively earmarked accessible

parking nearest to the entrance

for differently abled guests

Conference Facilities. D D D D N

No. of people to be trained under

„Hunar Se Rozgar‟.

N N N N N

As per norms laid out in para 23

of guidelines

Eco Friendly Practices:

(a) Sewage Treatment Plant.

N N N N N

A Sewage Treatment Plant will

not be a mandatory condition for

hotels which

(b) Rain water harvesting. N N N N N

have obtained completion

certificate for construction c) Waste management. N N N N N before 1.4.2012.

d) Pollution control methods for

air, water and light.

N N N N N

(e) Introduction of non CFC

equipment for refrigeration

and air conditioning and other

Eco-Friendly measures and

initiatives.

N N N N N

Display of classification status by the hotel:-

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Note 4 :

D Desirable N

Necessary

There is no relaxation in the „Necessary‟ criteria except as specified in the comment column

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ANNEXURE-V

PLEDGE FOR COMMITMENT TOWARDS SAFE & HONOURABLE TOURISM AND

SUSTAINABLE TOURISM (For internal circulation and use of the hotel)

I / We solemnly pledge and reiterate our commitment to conduct our business in a manner

that befits the culture and ethos of our rich and ancient civilization, and the tolerant and

accommodating nature of our multicultural society and protects all individuals, especially women

and children from all derogatory acts which are contrary to the spirit of our country. We hereby

commit to abide by the Code of Conduct for Safe and Honourable Tourism.

Recognizing that every earth resource is finite and fragile, I / We further pledge to fully

implement sustainable tourism practices, consistent with the best environment and heritage

protection standards, such that my/our present tourism resource requirements optimize both local

community benefit and future sustainable uses.

Signature

Name

On behalf of In the presence of

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ANNEXUREVI

Format of „UNDERTAKING‟ in respect of the “Pledge for Commitment towards Safe & Honourable Tourism”

(To be on official company letterhead)

To

The Secretary (Tourism) Govt, of India Ministry of Tourism New Delhi

U N D E R T A K I N G

It is to hereby confirm that I / We have read and understood the “Code of Conduct for Safe

and Honourable Tourism” adopted on 1st Oct. 2010 as per copy attached with application with

respect to Project Approval / Classification - Re-classification of hotels under the Star / Heritage

categories and hereby agree to abide by them.

That I / W e have read solemnly pledge and reiterate our commitment to conduct our

business in a manner that befits the culture and ethos of our rich and ancient civilization, and the

tolerant and accommodating nature of our multicultural society and protects all individuals,

especially women and children from all derogatory acts which are contrary to the spirit of our

country. I / We hereby commit to abide by the Code of Conduct for Safe and Honourable Tourism.

Recognizing that every earth resource is finite and fragile, I / W e further pledge to fully

implement sustainable tourism practices, consistent with the best environment and heritage

protection standards, such that my / our present tourism resource requirements optimize both

local community benefit and future sustainable uses.

Signature Name in „BLOCK LETTERS‟

Seal Place: __________

Date: ___________ ARUN KUM

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GUIDELINES FOR CLASSIFICTION

OF HERITAGE HOTELS Definition:

‘Heritage Hotels’ cover running hotels in palaces/castles/forts/havelies/hunting loges/ residence of any size built prior to 1950. The facade, architectural features and general construction should have the distinctive qualities and ambience in keeping

with the traditional way of life of the area. The architecture of the property to be considered for this category should not normally be interfered with. Any extension,

improvement, renovation, change in the existing structures should be in keeping with the traditional architectural styles and constructional techniques harmonising the new with the old. After expansion/renovation, the newly built up area added

should not exceed 50% of the total built up (plinth) area including the old and new

structures. For this purpose, facilities such as swimming pools, lawns etc. will be excluded. Heritage Hotels will be sub-classified in the following categories:

Heritage:

This category will cover hotel in Residences/Havelies/Hunting Lodges/Castles/Forts/

Palaces built prior to 1950. The hotel should have a minimum of 5 rooms (10 beds).

Heritage Classic:

This category will cover hotels in Residences/Havelies/Hunting Lodges/Castles/Forts/

Palaces built Prior to 1935. The hotel should have a minimum of 15 room (30 beds). Heritage Grand:

This category will cover hotels in Residence/Havelies/Hunting Lodges/Castles/Forts/

Palaces built prior to 1935. The hotel should have minimum of 15 rooms (30 beds).

Room & Bath Size:

No room or bathroom size is prescribed for any of the categories. However, general

ambience, comfort and imaginative readaptation would be considered while awarding sub-classification ‘classic’ or ‘grand’.

SPECIAL FEATURES: Heritage:

General features and ambience should conform to the overall concept of heritage and architectural distinctiveness.

Heritage Classic:

General features and ambience should conform to the overall concept of heritage

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and architectural distinctiveness. The hotel should provide at least one of the under

mentioned sporting facilities. Heritage Grand:

General features and ambience should conform to the overall concept of heritage and architectural distinctiveness. However, all public and private areas including rooms should have superior appearance and decor. At least 50% of the rooms

should be air-conditioned (except in hill stations where there should be heating arrangements). The hotel should also provide at least two of the under mentioned

sporting facilities. SPORTING FACILITIES:

Swimming Pool, Health Club, Lawn Tennis, squash, Riding, Golf Course, provided the ownership vests with the concerned hotel. Apart from these facilities, credit would also be given for supplementary sporting facilities such as Golf, Boating, Sailing,

Fishing or other adventure sports such as Ballooning, Parasailing, Wind-surfing,

Safari excursions, Trekking etc. and indoor games.

CUSINE:

Heritage:

The hotel should offer traditional cuisine of the area.

Heritage Classic:

The hotel should offer traditional cuisine but should have 4 to 5 items which have close approximation to continental cuisine.

Heritage Grand: The hotel should offer traditional and continental cuisine.

MANAGEMENT:

The Hotel may be managed and run by the owning family and/or professionals.

Note: Classification in any of the above categories will be given keeping in view the overall standard of the property. The hotel would be judged by the quality of service

and the years of experience that the owner/staff have had in the business.

GENERAL FEATURES:

There should be adequate parking space for cars. All public rooms and areas and the guest rooms should be well maintained and well equipped with quality carpets/area

rugs/good quality duries, furniture, fittings etc. in good taste and in keeping with the

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traditional lifestyle. If carpeting is not provided, the quality of flooring should be very

good (This is not to suggest that old and original flooring whether in stone or any other material should be replaced unnecessarily). The guest rooms should be clean, airy, pest free without dampness and musty odour, and of reasonably large size with

attached bathrooms with modern facilities (e.g. flush commodes, wash basins,

running hot and cold water, etc.). There should be a well appointed lobby and/or lounge equipped with furniture of high standard with separate ladies and gents cloak rooms with good fittings.

FACILITIES:

There should be a reception, cash and information counter attended by trained and experienced personnel. There should be money changing facilities and left luggage

room. There should be a well equipped, well furnished and well maintained dining

room on the premises and, wherever permissible by law, there should be an elegant, well equipped bar/permit room. In the case of Heritage Grand and Heritage Classic Bar is necessary and “desirable in the case of Heritage Basic.” The kitchen and

pantry should be professionally designed to ensure efficiency of operation and

should be well equipped. Crockery, cutlery, glassware should be of high standard and in sufficient quantity, keeping in view the lifestyle and commensurate with the

number of guests to be served. Drinking water must be bacteria free; the kitchen

must be clean, airy, well lighted and protected from pests. There must be a filtration/purification plant for drinking water. There must be three tier washing system with running hot and cold water; hygienic garbage disposal arrangements;

and frost free deep freezer and refrigerator (where the arrangement is for fresh food

for each meal, standby generator will not be insisted upon). SERVICES:

The hotel should offer good quality cuisine and the food and beverage service

should be of good standard. There should be qualified, trained, experienced,

efficient and courteous staff in service and clean uniforms and the staff coming in contact with the guests should understand English, Housekeeping at these hotels should be of the highest possible standard and there should be a plentiful supply of

linen, blankets, towels, etc. which of the highest possible standard and should be a

plentiful be of high quality. Each guest room should be provided with a vacuum jug/flask with bacteria free drinking water. Arrangements for heating/cooling must

be provided for the guest rooms in seasons. Places which have telephone lines must

have at least one phone in the office with call bells in each guest room. Arrangements for medical assistance must be there in case of need. The staff/room ratio must be in keeping with the number of guest room in each property. These

hotels must be run on a professional basis while losing none of their ambience and

services. The hotel should be environment friendly. The gardens and grounds should be very well maintained. There should be an efficient system of disposal of garbage and treatment of wastes and effluents. The hotel should present authentic and

specially choreographed local entertainment to the guests. They should also have, wherever possible, arrangements for special services such as wildlife viewing, water

sports, horse/camel/elephant riding or safaris etc.

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APPLICATION PROFORMA FOR APPROVAL OF HERITAGE HOTEL PROJECT 1. Proposed name of the Hotel:

2. Name of Promoters: (a note giving details of business antecedents may be enclosed)

3. Complete Postal address of the Promoters.

4. Status of owners/Promoters: Whether:

a) Company (if so, a copy of the Memorandum & Articles of Association may be furnished)

OR

b) Partnership firm (If so, a copy of partnership Deed and Certificate of

registration under the Partnership Act may be furnished)

OR

c) Proprietary concern (Give name and address of the proprietor)

5. Location of the property alongwith postal address:

6. Details of the property

(a) Area

(b) Title

Whether outright purchase/ownership (if so, a copy of the registered sale deed

should be furnished)

OR

On Lease

(if so, a copy of the registered lease deed should furnished)

(c) Whether the required land use permit for the conversion into hotel on it have been obtained. (If so, a copy of certificate from the concerned local authorities should be furnished).

(d) Distance from Railway Station:

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(e) Distance from Airport:

(f) Distance from main shopping Centres:

7. Details of the Hotel Project ( a copy fo the project/feasibility report should also be

furnished).

(a) No. of guest rooms and their area:

Number Area

Single Double Suites

Total:

(b) No. of attached baths and their area:

(c) How many of the bathrooms will have long baths or the most modern

Shower chambers (Give break-up):

(d) Details of public areas: Number Area of each

i) Lounge/Lobby ii) Restaurants/Dinning room:

iii) Bar (if any):

iv) Shopping (if any): v) Banquet/Conference Halls (if any): vi) Health Club (if any):

vii) Swimming Pool (If any): viii) Parking facilities:

(e) Blue prints of the sketch plans of the project. A complete set duly signed by the promoter and the architects should be furnished including/showing among other things, the following:-

i) Site Plan:

ii) Front and side elevations: iii) Floor wise distribution of public rooms/guest rooms and other facilities.

8. Approval: Whether the hotel project has been approved/cleared by/under the following

agencies/Acts wherever applicable:

(a) Municipal authorities; (b) Urban Lands (Ceiling), Act: (c) Any other local/State Govt. authorities concerned.

9. Proposed Capital Structure:

(a) Total estimated cost:

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(i) Equity:

(ii) Loan: (b) Equity Capital so far raised: (c) (i) Sources from which loan is proposed to be raised:

(ii) Present position of the loan:

10. Acceptance of Regulatory conditions: (This should be furnished in the prescribed proforma, as per sample attached):

11. Application Fee:

Demand Draft for Rs.12,000/- for hotel projects planned for Heritage, Hotel category drawn in favour of “Pay & Accounts Officer, Department of Tourism, New Delhi”

must be attached with the application:

*****

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6th Sem Facility Planning Notes

Documents

Transcript of 6th Sem Facility Planning Notes