Appendix

– References, Forms, Templates and Checklists

Appendix 1 Section 1.1 Case Study: The Blue Guesthouse and the Yellow Guesthouse .................. 3

Appendix 2 Section 1.1 Brainstorming Outcome Summary ...................................................................... 5

Appendix 3 Section 1.2 Template to Solve Work-Related Problems ...................................................... 6

Appendix 4 Section 1.3 Sample Guest Comment Form............................................................................ 7

Appendix 5 Section 1.4 Checklist: How Positive is My Workplace? ........................................................ 8

Appendix 6 Section 2.1 Checklist: Personal Hygiene for All Employees ................................................ 9

Appendix 7 Section 2.2.1 Checklist: Dos and Don’ts of Workplace Safety and Security for

Managers ........................................................................................................................................................ 10

Appendix 8 Section 2.2.2 Checklist: Dos and Don’ts of Safety and Security for Employees ............ 11

Appendix 9 Section 2.2.3 Checklist: First Aid Kit ..................................................................................... 12

Appendix 10 Section 2.2.4 Checklist: Fire Safety .................................................................................... 13

Appendix 11 Section 2.3.1 What to Do in Case of Accident or Emergency ......................................... 14

Appendix 12 Section 2.3.2 Checklist: In Case of a Fire .......................................................................... 15

Appendix 13 Section 2.4 Checklist: How to Prevent Pest Infestation ................................................... 16

Appendix 14 Section 3.2 Ways to Maintain and Improve the Interior and Exterior ............................. 17

Appendix 15 Section 3.3 Maintenance Request Form ............................................................................ 18

Appendix 16 Section 4.1 Sample Retail Opportunities in the Guesthouse .......................................... 19

Appendix 17 Section 4.2 Simple Marketing Activities .............................................................................. 20

Appendix 18 Section 4.4.1 Sales Channel Analysis ................................................................................ 21

Appendix 19 Section 4.4.2 Account Production ....................................................................................... 22

Appendix 20 Section 4.5 Sample of Contracted Agent List .................................................................... 23

Appendix 21 Section 5.1 Pricing Chart ...................................................................................................... 24

Appendix 22 Section 5.2 Case Study: It’s Budget Time .......................................................................... 25

Appendix 23 Section 5.2 Sample Budget Worksheet .............................................................................. 27

Appendix 24 Section 6.2 Sample Presentation – Staff Awareness Raising ........................................ 29

Appendix 25 Section 6.2 Sample Presentation – Waste Management ................................................ 29

Appendix 26 Section 6.2 Exercise Sample Ecofriendly Checklist – Kitchen ........................................ 30

Appendix 27 Section 6.2 Exercise Sample Ecofriendly Checklist – Rooms ........................................ 31

Appendix 28 Section 6.3 Environmental Awareness Card for Guests .................................................. 32

Appendix 1 Section 1.1 Case Study: The Blue Guesthouse and the Yellow

Guesthouse

The Story of the Blue Guesthouse

Two years ago, Ms. Kim became the manager of the Blue Guesthouse, a beautiful old

house with 10 guestrooms near the center of town. Ms. Kim was very happy. She had

always enjoyed walking by the Blue Guesthouse, and she was looking forward to working

there. But during her first week, Ms. Kim was sad to hear so many complaints from

customers. Here are some of the comments she heard from them:

“Why was there no hot coffee this morning? Doesn‟t breakfast include coffee?

“Why are there spiderwebs on the ceiling in my room? I‟m afraid of spiders!”

“Why couldn‟t someone help me find my sunglasses?”

Why? Why? Why? Ms. Kim asked her staff: Why was there no hot coffee this morning? They did not know. Who was supposed to make the coffee? Anyone could make the coffee. But what if no one made it? Then there was no coffee.

She asked her staff: Why are there spiderwebs on the ceilings in the guestrooms? The

Housekeepers shrugged. They said: There are always spiderwebs. In this climate, we

have spiders. Ms. Kim said: Even in our guestrooms? They said: Even in our guestrooms.

Ms. Kim asked: And the sunglasses? All the employees shrugged. They said: We saw a

pair of sunglasses in the breakfast room, but we don‟t know what happened to them.

Ms. Kim said: But our guests are complaining. Doesn‟t that bother you?

The Receptionists and Housekeepers smiled and said: They are customers. Customers

complain. It is what they do.

Now, two years after she became the manager of the Blue Guesthouse, Ms. Kim is not so

happy about her job. It is hard for her to hear the same old complaints. Why? Why? Why?

But now she just shrugs and says: They are customers. Customers complain. It is what

they do.

Section 1.1 Case Study: The Blue Guesthouse and the Yellow Guesthouse (Cont’d)

The Story of the Yellow Guesthouse

Mr. Lee is the manager of the Yellow Guesthouse. It is a 10-room guesthouse in a quiet

neighborhood a few blocks from the center of town. The Yellow Guesthouse is small, and

the rooms are small, but it has a lovely flower garden. Every day, Mr. Lee puts fresh

flowers in all the rooms. As he walks through the guesthouse, he smiles. He enjoys

listening to the comments from his guests.

“I don‟t want to leave. I‟ve enjoyed staying here so much.”

“The staff is incredible! The housekeeper even took my shoes to be repaired.”

“Our room is small, but it‟s so clean and comfortable, I don‟t mind.”

“I‟m going to recommend the Yellow Guesthouse on the Internet.” After he distributes fresh flowers throughout the guesthouse, Mr. Lee walks to the kitchen.

It‟s time for breakfast, and many guests are dining, but the kitchen is clean and neat. Mr.

Lee looks at the checklist posted on the back of the kitchen door. He looks around and

notices that every task on the list has been done.

The senior Housekeeper is the cook, and he watches with pride as she quickly and

efficiently prepares the food. They exchange a quick smile. Before the breakfast service

started, she arranged everything she needed. Now she can concentrate on cooking, and

she doesn‟t have to look for anything. It‟s all there.

Then he walks into the dining area. Before he starts to chat with the guests, he takes a

quick look around. Everything is in order. There is plenty of coffee. There is plenty of hot

water for tea. The condiments are clean and on every table. The napkin holders are clean

and full and on every table. The floor has been swept. The tablecloths are clean.

Everything has been done.

Mr. Lee has managed the Yellow Guesthouse for ten years. He still loves his job. He treats

his employees very well, and they are very loyal to him. He knows he can count on each

one of them to do exactly what they need to do.

In fact, Mr. Lee knows that they will do even more than that. They will take a guest‟s shoes

to be repaired. They will help a guest mail a package. They will find soymilk at the market if

a guest requests it.

The guests are happy. And because the guests are happy, the employees are happy. And

because the employees are happy, Mr. Lee is happy. When Mr. Lee‟s friends ask him the

secret to his success and happiness, Mr. Lee smiles and nods. He says: Yes, we are

successful. Yes, we are happy. What is our secret? It‟s simple. The secret, my friends, is in

our systems.

Appendix 2 Section 1.1 Brainstorming Outcome Summary

Functional area

System A – in place B – need improvement C – to create

Responsible person

Milestone

Front Office

Reservations

Sales and Distribution

Accounting and Finance

Housekeeping

Food Production

Food and Beverage Services

Appendix 3 Section 1.2 Template to Solve Work-Related Problems

Problem:

Background:

Ideas from brainstorming:

Generated solutions

Pros Cons Cost, time, materials

Option 1

Option 2

Option 3

Selected solution:

Action Plan and timeline:

Appendix 4 Section 1.3 Sample Guest Comment Form

Guest Comment Form

XXX Guesthouse

We value your opinion!

Please take a moment to share your comments and help us improve the XXX Guesthouse.

Name: Room Number: Arrival Date: ---------------------------------------------------------------------------------------------------------------------------- Front Desk and Guest Services

1. What works well:

2. What needs improvement: Housekeeping

1. What works well:

2. What needs improvement:

Breakfast Service

1. What works well:

2. What needs improvement: Are there any staff members you would like to praise? Name: Reason: -------------------------------------------------------------------------------------------------------------------------- ----

Thank you for your comments. Please leave this form in your room or at the Front Desk when you depart.

Thank you for staying with us, and we hope to see you at the Champa Guesthouse

again.

Safe travels!

Appendix 5 Section 1.4 Checklist: How Positive is My Workplace?

Checklist: How Positive Is My Workplace?

Self-Evaluation Follow-Up Action

Do all my employees clearly understand what is expected of them?

Do I compliment my employees every day?

Do I turn mistakes into opportunities for learning?

Do I treat all my employees with respect?

Do I treat all my employees fairly?

Do I know, understand, and respect

national labor standards, including:

o Employee working hour limitations?

o Minimum wage requirements? o Avoiding split shifts?

Is my guesthouse or hotel a clean, safe, and pleasant place to work?

Do I arrange fun, informal events so my employees can socialize?

o Do we have breakfast or lunch together?

o Do we celebrate employee birthdays or holidays together?

Appendix 6 Section 2.1 Checklist: Personal Hygiene for All Employees

Checklist: Personal Hygiene for All Employees

Bathe or shower daily.

Use deodorant.

Brush your teeth daily.

Wash hands after using the toilet.

Tie long hair back when near food.

Do not smoke while on duty.

Tell your manager if you are sick.

Wash your hair daily.

Keep fingernails clean and trimmed.

Wear clean, neat clothes and shoes.

Wash hands before and after eating.

Protect open cuts with a Band-Aid.

Cover your mouth if you cough or sneeze.

Throw dirty tissues away immediately.

Appendix 7 Section 2.2.1 Checklist: Dos and Don’ts of Workplace Safety and Security

for Managers

Dos and Don’ts of Workplace Safety and Security for Managers

Do Follow-Up Actions

Illuminate walkways and public areas.

Install handrails on all stairways.

Put locks on windows and doors.

Repair broken steps and stairs quickly.

Make electric outlets grounded (earthed).

Keep fire extinguishers maintained.

Keep a well-stocked First Aid Kit.

Practice fire and accident procedures.

Don’t

Leave obstructions in public areas.

Install any hooks at eye level.

Allow pets in kitchen or dining area.

Allow unsafe knife usage.

Block fire exits.

Leave valuable items unattended.

Use broken equipment.

Overwork your employees.

Appendix 8 Section 2.2.2 Checklist: Dos and Don’ts of Safety and Security for

Employees

Dos and Don’ts of Safety and Security for Employees

Do Follow-Up Actions

Wear sturdy, supportive shoes.

Wear a mask and gloves when

working with toxic chemicals.

Block off wet floors when cleaning.

Report broken equipment.

Tell your manager if you are sick.

Don’t

Move or lift heavy items alone.

Stretch too far while on a ladder.

Leave guestroom doors unlocked.

Touch electric sockets with wet

hands.

Try to fix something if it is not safe.

Carry things higher than eye level.

Appendix 9 Section 2.2.3 Checklist: First Aid Kit

Checklist: First Aid Kit

An assortment of bandages

Cotton wool packs

Safety pins

Rolled elastic bandages

Sterile pads

Clinical thermometer

Antiseptic cream

Painkiller (aspirin)

Mosquito lotion (Calamine)

Tweezers

Scissors

Log book to record injuries

Appendix 10 Section 2.2.4 Checklist: Fire Safety

Checklist: Fire Safety

Items Follow-Up Actions

Install smoke alarms in each guestroom.

Post evacuation procedures on the back of

each guestroom door.

Practice evacuation procedures with your

staff on a regular basis.

Choose a safe place to evacuate to.

Keep fire extinguishers on each floor.

Ensure an easy exit from each guestroom

(2 ways recommended).

Have a safe means for all occupants to

reach the ground floor.

Ensure that all windows and doors can be

opened in case of fire.

Know and comply with all local and

national fire codes.

Appendix 11 Section 2.3.1 What to Do in Case of Accident or Emergency

What to Do in Case of Accident or Emergency

1. Get everyone involved to a safe place.

2. Call for help if needed (use emergency telephone numbers at the Front Desk).

3. Assist the injured if possible (use the First Aid kit at the Front Desk).

4. Find out what caused the accident or emergency and try to limit the damage.

5. Later, discuss how you can prevent the accident or emergency from recurring.

Appendix 12 Section 2.3.2 Checklist: In Case of a Fire

Checklist: In Case of a Fire

Alert people in the area.

Turn on the fire alarm.

Call the fire department immediately.

If in doubt, evacuate the building.

Evacuate guests and staff quickly but calmly.

Remove all cash, if possible.

Take the Room Availability Chart to confirm all guests have left the building.

Gather everyone in one, safe location.

Close doors and windows if possible.

Turn off the heat source, if possible (gas or electricity).

Keep phone lines open.

Be vigilant in case of theft.

Use fire extinguishers, if it is safe.

Do not use water on a fire involving fat, oil, or electrical equipment.

Wrap blankets around someone whose clothes have caught fire.

Call for an ambulance or medical help, if necessary.

Appendix 13 Section 2.4 Checklist: How to Prevent Pest Infestation

How to Prevent Pest Infestation

Items Follow-Up Actions

Keep a high standard of cleanliness.

Seal openings in floors and walls.

Seal openings around pipes.

Dispose of waste quickly.

Clean up spills immediately.

Store all food in sealed containers.

Ensure doors and windows close tightly.

Keep all storage areas clean and dry.

Keep lids on all trash bins.

Clean and disinfect trash bins often.

Keep plants trimmed.

Keep all equipment clean.

Do not leave food scraps exposed.

Examine food deliveries for signs of pests.

Keep things clean! It is better to prevent pests than to have to get rid of them!

Appendix 14 Section 3.2 Ways to Maintain and Improve the Interior and Exterior

Ways to Maintain and Improve the Interior and Exterior

Repair broken items such as chairs, tables, and handrails

Replace burned-out light bulbs

Sweep public areas two times per day

Put flower pots near the entrance

Appendix 15 Section 3.3 Maintenance Request Form

Maintenance Request Form

Date Requested

Room Description of Request Date

Completed

Appendix 16 Section 4.1 Sample Retail Opportunities in the Guesthouse

Item Stock Price

Appendix 17 Section 4.2 Simple Marketing Activities

Reasons for guests to choose our guesthouse:

Current marketing activities we do:

Additional marketing activities

Responsible Person Tactics and Milestones

Appendix 18 Section 4.4.1 Sales Channel Analysis

Category Subcategory

Current Year

Room Sales YTD

% of Sales Current

Year

Prior Year Total Room Sales

% of Sales Prior Year

Achieved Average

Rate Walk-ins ----

Taxi driver referrals ----

Tour Operators

Travel Agents

Our Website ----

OTAs

OTAs

OTAs

OTAs

OTAs All others

Others ----

Totals:

Appendix 19 Section 4.4.2 Account Production

Account Production

Roomnights Ave Rate Revenue Roomnights Ave Rate Revenue Roomnights Ave Rate Revenue Roomnights Ave Rate Revenue Roomnights Ave Rate Revenue Roomnights Ave Rate Revenue

1 (Put the name of your sources here e.g. Bookings.com) 0 0 0 0 0 0

2 0 0 0 0 0 0

3 0 0 0 0 0 0

4 0 0 0 0 0 0

5 0 0 0 0 0 0

6 0 0 0 0 0 0

7 0 0 0 0 0 0

8 0 0 0 0 0 0

9 0 0 0 0 0 0

10 0 0 0 0 0 0

11 0 0 0 0 0 0

12 0 0 0 0 0 0

13 0 0 0 0 0 0

14 0 0 0 0 0 0

15 0 0 0 0 0 0

16 0 0 0 0 0 0

17 0 0 0 0 0 0

18 0 0 0 0 0 0

19 0 0 0 0 0 0

20 0 0 0 0 0 0

21 0 0 0 0 0 0

22 0 0 0 0 0 0

23 0 0 0 0 0 0

24 0 0 0 0 0 0

25 0 0 0 0 0 0

26 0 0 0 0 0 0

27 0 0 0 0 0 0

28 0 0 0 0 0 0

29 0 0 0 0 0 0

30 0 0 0 0 0 0

January February March April May June

Roomnights Ave Rate Revenue Roomnights Ave Rate Revenue Roomnights Ave Rate Revenue Roomnights Ave Rate Revenue Roomnights Ave Rate Revenue Roomnights Ave Rate Revenue RoomnightsAve Rate Revenue

0 0 0 0 0 0 0 #DIV/0! 0

0 0 0 0 0 0 0 #DIV/0! 0

0 0 0 0 0 0 0 #DIV/0! 0

0 0 0 0 0 0 0 #DIV/0! 0

0 0 0 0 0 0 0 #DIV/0! 0

0 0 0 0 0 0 0 #DIV/0! 0

0 0 0 0 0 0 0 #DIV/0! 0

0 0 0 0 0 0 0 #DIV/0! 0

0 0 0 0 0 0 0 #DIV/0! 0

0 0 0 0 0 0 0 #DIV/0! 0

0 0 0 0 0 0 0 #DIV/0! 0

0 0 0 0 0 0 0 #DIV/0! 0

0 0 0 0 0 0 0 #DIV/0! 0

0 0 0 0 0 0 0 #DIV/0! 0

0 0 0 0 0 0 0 #DIV/0! 0

0 0 0 0 0 0 0 #DIV/0! 0

0 0 0 0 0 0 0 #DIV/0! 0

0 0 0 0 0 0 0 #DIV/0! 0

0 0 0 0 0 0 0 #DIV/0! 0

0 0 0 0 0 0 0 #DIV/0! 0

0 0 0 0 0 0 0 #DIV/0! 0

0 0 0 0 0 0 0 #DIV/0! 0

0 0 0 0 0 0 0 #DIV/0! 0

0 0 0 0 0 0 0 #DIV/0! 0

0 0 0 0 0 0 0 #DIV/0! 0

0 0 0 0 0 0 0 #DIV/0! 0

0 0 0 0 0 0 0 #DIV/0! 0

0 0 0 0 0 0 0 #DIV/0! 0

0 0 0 0 0 0 0 #DIV/0! 0

0 0 0 0 0 0 0 #DIV/0! 0

Total July August September October November December

Appendix 20 Section 4.5 Sample of Contracted Agent List

Contracted agents including OTA, wholesalers, tour operators and travel agents

Target market Rate Commission Total Production Last Year

Production YTD This Year

Appendix 21 Section 5.1 Pricing Chart

Low Season

Rate range Single Twin Third Person / Extra bed

Public rates:

Walk-Ins

Own website

Advanced Purchase

Long-staying guests

Package 1

Package 2

Package 3

Confidential rates:

OTAs

Travel Agents

Tour Operators

Groups

Regular customers

Special discounts

Shoulder season supplement:

High season supplement:

Peak season and special holiday supplement:

Appendix 22 Section 5.2 Case Study: It’s Budget Time

It is now December. Mr. Lee of the Yellow Guest House is getting ready to do his budget

for next year. He will estimate his revenue first, then his expenses in order to arrive at next

year‟s profit/loss estimation.

With only 10 rooms in his guesthouse, Mr. Lee thinks that he should be able fill them 80%

of the time at an average rate of US$60 per night. That means his room revenue per

month would come to roughly US$14,400 (10 rooms X 80% X 30 days X US$60 per room

per night). With most rooms occupied by two people, that means on average he will have

16 guests in the guesthouse every night. About 80% of those guests will want to have

breakfast in the guesthouse at US$5 per person which means that he can expect

US$1920 (10 rooms X 80% occupancy X 2 persons per room X 80% taking breakfast X 30

days X US$5 per person per day) from that meal period. Including breakfast, the

restaurant handles around 600 covers per month. His guests on average consume another

US$1,200 in F&B, drinks and snacks per month and spend about US$1,000 in retail and

rental items per month such as bicycle rental, insect repellants, shorts, t-shirts and

souvenirs.

On the cost side, 50% of the occupied rooms are sold through an OTA or travel agent

resulting in a 10% commission cost. This amounts to around US$720 (8 occupied rooms

per night X 50% booked by OTA/TA X US$60 rate X 10% commission X 30 days) annually.

Each occupied room costs him US$8 to supply and maintain per day which comes to

US$1,920 per month. His cost of retail merchandise and miscellaneous rental equipment is

around US$500 per month. He has an overall monthly labor cost of US$7,000. His food

purchases per month come to around US$500 and beverage purchases around US$300.

Monthly maintenance cost is around US$300 and Utilities would cost around US1,000 for

water, gas and electricity. Other Administration costs are around US$300 a month and

sales and marketing is at around US$1000 per month.

Based on the average monthly figures above, Mr. Lee created his budget for the next year.

He estimated fluctuations for each month according to the number of days in the month

and the seasonal patterns of his destination. He made changes to expected occupancy,

guest consumption and variable costs while Administrative and Overhead costs remained

constant from month to month.

Based on his input into the spreadsheet, he could tell what his revenue per available room,

F&B revenue per cover, supply cost per occupied room, gross profit and operation profit

margins would be.

Sales $19000

Occupancy 80.0%

Room nights 248

Average Rate $60

Total room revenue $14880

Covers served 600

F&B revenue $3120

Others revenue $1000

Expenses 13240

Variable costs 3640

Room Supplies 1920

Commission 720

Food cost 500

Beverage cost 300

Other variable costs 500

Admin and Overheads 9600

Labor 7000

Selling and promotions 1000

Maintenance 300

Utilities 1000

Other admin and O.H 300

Other Expenses

Profit/(Loss) $5760

Key Metrics

Revenue / avail room $48

Supply cost per occupied room $7.75

Average check $5.2

Gross Margin 80.8%

Operating Margin 30.3%

Appendix 23 Section 5.2 Sample Budget Worksheet

Hotel XXX

Room count

Budget Act/Fcast Budget Act/Fcast Budget Act/Fcast Budget Act/Fcast Budget Act/Fcast Budget Act/Fcast

Sales 0 0 0 0 0 0 0 0 0 0 0 0

Rooms Occupancy

Average Rate

Total room revenue

Covers served

F&B

Others

Expenses 0 0 0 0 0 0 0 0 0 0 0 0

Variable costs 0 0 0 0 0 0 0 0 0 0 0 0

Room Supplies

Commission

Food cost

Beverage cost

Admin and Overheads 0 0 0 0 0 0 0 0 0 0 0 0

Labor

Selling and promotions

Maintenance

Utilities

Other admin and O.H

Other Expenses

Profit/(Loss) 0 0 0 0 0 0 0 0 0 0 0 0

Key Metrics

RevPAR #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0!

Supply cost per room #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0!

Average check #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0!

June January February March April May

Appendix 23 Section 5.2 Sample Budget Worksheet (Cont’d)

Hotel XXX

Room count

Budget Act/Fcast Budget Act/Fcast Budget Act/Fcast Budget Act/Fcast Budget Act/Fcast Budget Act/Fcast Budget Act/Fcast

Sales 0 0 0 0 0 0 0 0 0 0 0 0 0 0

Rooms Occupancy

Average Rate

Total room revenue

Covers served

F&B

Others

Expenses 0 0 0 0 0 0 0 0 0 0 0 0 0 0

Variable costs 0 0 0 0 0 0 0 0 0 0 0 0 0 0

Room Supplies

Commission

Food cost

Beverage cost

Admin and Overheads 0 0 0 0 0 0 0 0 0 0 0 0 0 0

Labor

Selling and promotions

Maintenance

Utilities

Other admin and O.H

Other Expenses

Profit/(Loss) 0 0 0 0 0 0 0 0 0 0 0 0 0 0

Key Metrics

RevPAR #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0!

Supply cost per room #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0!

Average check #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0!

Full YearJuly August September October November December

Appendix 24 Section 6.2 Sample Presentation – Staff Awareness Raising

Appendix 25 Section 6.2 Sample Presentation – Waste Management

Appendix 26 Section 6.2 Exercise Sample Ecofriendly Checklist – Kitchen

KITCHEN CHECKLIST:

Kitchen is kept clean at all times to reduce the amount of chemical needed

All kitchen equipments are cleaned daily for highest possible efficiency (i.e. no

yellow flame for the burner)

Cleaning products and water are used in the RIGHT QUANTITY when cleaning

Kitchen equipments, in particular gas cookers, are turned OFF or DOWN when not

in use

There are signs about Best Practices* displayed over/on every equipments (cold

room, burner, fridge, oven, etc.)

The pans and pots are covered when heating

The cold room, storage, fridge, etc. „s TEMPERATURE is correct

Water taps are turned on ONLY when needed and water never runs continuously

Water flow rate and temperature are ADJUSTED to suit different kitchen use and for

cleaning

There are signs over every tap

Dish washers operate at FULL load to reduce the number of operations

The operating instructions of kitchen equipment manufacturers are followed

WASTE:

The expiry date of every perishable products in the fridge are monitored, and a “1st

in 1st out” policy is in place

Used oil is stored in a dedicated container and collected for recycling , and the

amount is monitored

Broken crockery is collected separately from broken glass

All food waste/left-over is collected and NOT mixed with any other waste (plastic,

serviettes), and the amount is monitored

Papers, packages, hazardous wastes (aerosols, batteries, broken equipments) and

other waste are SORTED according to your waste collection management

+ Any malfunctions are REPORTED to the technical department: i.e.

the A/C is too cold (sensor doesn‟t work) or is leaking,

the fridge is leaking, is too cold or the door is not closing properly

some bulbs are broken

the water tap is dropping

The burner is consuming too much gas

At night, all lights and equipment are on OFF mode (NOT on stand-by): burner, exhaust

hoods, ovens, grills, fans, A/C, etc...

Appendix 27 Section 6.2 Exercise Sample Ecofriendly Checklist – Rooms

* other malfunction (speci fy)

* other malfunction (speci fy)

* other malfunction (speci fy)

AFT

ER

* the A/C is too cold (sensor doesn’t work) or is dropping

* the fridge is leaking, is too cold or the door is not closing properly

* the shower-head/toilets are leaking

* the water pressure is obviously too high

* some bulbs are broken

* the joints on the window are getting too old, etc

Any malfunctions are REPORTED to the technical department: i.e.

BEF

OR

ED

UR

ING

All windows and blinds/curtains in the room are closed

The garbage collected from the room are appropriately

separated/segregated (pay specia l attention to chemica l conta iners , aerosols , etc.)

I verify that the towel/bed sheet program card is in place and clearly visible

If no central switch, all the lights and equipment are on OFF mode (NOT on

stand-by)

I do only replace amenities that need to be replaced

Towels are changed according to the guest's request (on the floor / on the

hanger)

When a room is not occupied, blinds are closed

If the room is about to be occupied, temperature and fan speed settings are

correctly adjusted (25 *C)

When cleaning the room, windows are opened to use natural ventilation

instead of using the A/C, and lights are OFF if not necessary

Bed sheets are changed in accordance with the guest's request ( card on the

bed or not)

When I clean the floor, the windows or the bathroom, I only use the right

quantity of WATER and CHEMICALS

When I clean the bath tub and basin, I do NOT let water flow continuously

ECOFRIENDLY CHECKLIST: ROOMS

TASKS YES NO

I know the hotel policy for towels/bed sheets ( i .e. i f the towel i s on the hanger, I

do NOT change i t; i f the card i s on the bed, I do not change the bed sheets )

Appendix 28 Section 6.3 Environmental Awareness Card for Guests

“At hotel X, we are committed to involving our guests, owners and key

partners to participate in our endeavors to help protect our environment.

Should you have any comments or suggestions, please fill in the space

below and drop into the box provided.

Name:

Country of Residence:

Email Address:

My comments concerning conservation and/or management of:

Energy Water Waste

Together , we can secure a better future for the generations to come.

We thank you for your participation.