COVID-19: HOTEL RE-OPENING PLANNING - MAY 2020 - Hospitality Net
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COVID-19:
HOTEL RE-OPENING PLANNING
MAY 2020
m&t | Hotel ManagementObjective Hotels need to protect their owner’s investment and cash flows and, at the same time, safeguard the team from the virus and ensure they are prepared, supported and trained effectively to work in a new environment as hospitality experts. All management teams need to establish an action plan to ensure the safe opening of the hotel and make sufficient resources available to ensure that the plan, once developed, can be implemented effectively and quickly. The Re-Opening Hotel Plan is a workstream tool that should be used in conjunction with local and national health authority guidance and other relevant stakeholders. It has been designed as a fluid working document that can and must be updated as circumstances change and tailored to the individual needs of the Hotel as the macro environment changes and develops. The implementation of this action plan and the effectiveness of the implementation should be frequently reviewed and revised if required. Hotel management techniques have to change. There’s going to be a new normal, a ‘revised’ hotel etiquette where hotel teams will adopt a new method and measure of operational practice and efficiency to protect their own heath and the health of their team colleagues and guests alike. Communication between the above-unit team, hotel executive team and hotel associates is now more critical than ever as we all navigate this new-look operation. Key considerations: • Phased Approach – The most difficult time for the team and for owner’s profit is during the ramp up and the return to “The New Normal”. • Government Restrictions – the Government will impose what we can and cannot do at different stages, these need to be considered in every area of operations. The plan attempts to pre-empt much of what is expected to be introduced by government but can be updated as required in each relevant section to ensure all regulations are fully reflected and handled operationally as they are announced. • If there are brand standards under a franchise, these are important to consider and can be overlaid as well where appropriate and required. Again, much of what is expected from the global brands is likely to have been reflected in this M&T Plan. - all areas should continually be reviewed. • Multi Skilling the team and having less defined roles will be needed to respond to the short-term business levels and you will see this reflected in the Plan. m&t | Hotel Management 2
• Setting your costs correctly against likely revenue targets is going to be a major challenge as the lockdown is relaxed. There is very little transparency in this situation, anyone who tells you they know what will happen is unlikely to be right. • The Plan outlines how to establish the base payroll for opening the hotel safely, only add more resource when business levels allow. • Ensure you have a short-term focus on direct channels for business and innovate when considering the next challenge. The Plan should be read as a checklist of considerations. It identifies what we believe to be the key areas for the re-opening of a hotel. It isn’t supposed to be entirely comprehensive as the situation will develop by definition. It is up to the user to adapt and add to the plan as required but the organisation of areas for consideration together with the guidance notes, thoughts and actions associated within each section should allow you to more easily organise your plan and make it fully relevant to your hotel. Stay safe, The M&T Team m&t | Hotel Management 3
General Principals
Previous Plan moving forward / Cost
Area Safeguarding
approach efficiency impact
Team • Re-introduction document to • Communication and regular
inform the team on the new training and updates will keep
way to interact and deliver the team motivated and
their service. engaged. Consider use of
• Uniform including shoes only Zoom and apps such as
to be worn in the work Workplace to stay connected.
environment. Change when • Look at how team meetings
arriving and leaving consider are taking place, move
moving lockers to an area with location to allow social
more space. distancing.
• Appropriate PPE Equipment in • Questionnaires to ensure
place and available to protect team are clear on new hotel
the team. policies and are comfortable
• Signage in place around the doing what is expected.
hotel to help social distance. • Break rotations to limit team
• The change of business levels, members taking breaks at the
offering and approach will same time.
require a very different team • Request that the Team use the
structure going forward, NHS Contact App when it is
following this initial stage of available.
planning for and considering • Isolation rooms to be set up
the various implications, also for those who display
the need for a phased symptoms while at work (incl
approach to recovery and guests) where they can await
therefore the flexibility we will further assessment by 111.
need. The next task is • Breaks to be taken in a
reviewing the contractual function room to allow
basis of each team member to distancing or on a rota basis if
create a staffing plan, get not available.
agreement on the actions to
take and when.
Etiquette There are • Pre-stay communication, • We need to reassure our
conventions briefing on arrival, appropriate guests that the team have
going back signage in the right Tone of thought of their entire guest
years that Voice at strategic points journey and the points that
suddenly around the hotel. may give them concern. This
became • Team Training on how to be will be communicated in the
unacceptable courteous and give service in first instance to reassure the
e.g. holding the changed environment. guest regarding making a
doors, valet • To safely operate the hotel booking and then to reassure
parking, taking whilst maintaining hotel them during the stay.
bags form a hospitality and abiding by • Lifts: Avoid using lifts where
guest. social distancing. we can or lift up and stairs
• Document for hotel team and down.
guests on best practice – This • Toilets: Asking guests to use
can be distributed to the their room toilets when they
guests pre arrival. can.
• Holding doors open:
Communicating that this
won’t be happening whilst
social distancing restrictions
are in place.
m&t | Hotel Management 4Pre-Stay
Previous Plan moving forward / Cost
Area Safeguarding
approach efficiency impact
Reservations On site team • Smaller team will allow for • Use brand/ central res. Teams
focusing on better distancing measures for bedroom enquiries.
specific areas: and desk space 2m apart. • Reduce the number in the
reservations, team and continue to cross
conference, train so all areas can be
weddings, covered effectively.
group • Move location of the office to
reservations. behind reception which will
allow for additional support,
integration and
communication at peak times.
• Look at local attractions and
when they plan to open and
keep in regular
communication with them.
• Remove ‘room categories’ and
just pay a standard charge for
a bedroom.
Web booking Brand Website, • Updated with brand message • Include 360 and virtual tours
& OTAs, highlighting the procedures on all platforms to assist with
distribution Independent we are taking to ensure we are website bookings.
website, Social seen as ‘Safe Haven’ reducing • Have a helpful Q&A page on
Media the risk of Covid-19 e.g. to your website to cover: Safety
Platforms include hand sanitisers, team and what you are doing to
training, social distancing keep your hotel safe, and how
measures throughout the to get to your hotel safely.
hotel. • Include links to updated
cancellation & hygiene
policies.
• Share good and positive news
stories.
C&E / Sales Managing all • Smaller team will allow for • Cluster teams where possible
incoming better distancing measures. to improve efficiency.
enquiries. • Minimising team travel. • Use virtual calls and emailing
out digital pdfs where possible
• Contacting past bookings to
pick up lost business.
• Look at when local corporates
will be returning to work and
discuss with them their needs
and priorities.
• Focusing on alternative
markets for short term volume
• Have a Meetings and Events
‘Frequently asked questions’
document with how we plan
to work with social distancing.
• Have risk assessments to hand
to include new H&S briefs as
customers may request them.
m&t | Hotel Management 5Previous Plan moving forward / Cost
Area Safeguarding
approach efficiency impact
Proactive In the business • Working remotely will allow • KIT calls (keeping in touch) to
sales on a full-time for less travel. Bringing the all top 20 clients from 2019
basis working team back for one week in and 2020.
traditional sales four will allow us to test the • Calls to all PRO and TENT
methods. market in a cost-efficient business holding for
manner. remainder of 2020.
• Sharing virtual tours where
applicable.
• Diary cleanse of all C&E.
• Update online availability –
venue directory etc.
• Refresh your bank of
conversion tools.
• Share news stories of previous
events and testimonials to
drive customer confidence.
Upselling Reception • Removing upsells that increase • ‘Post Pandemic Pick-Me-Up’
opportunity risk of spread. • Focus on this at booking stage,
looking at what guests would
want e.g. late check-out/ early
check-in.
Communicat Pre-stay • Show measures that have • Highlight before, during and
e with guests booking email been put in place for safety of after stay to share important
guests and hotel team. information e.g.
cashless/contactless
payments.
• Building on reputation
promoting a positive, safe and
clean environment.
m&t | Hotel Management 6Arrival
Area
Previous
approach
Safeguarding
Plan moving forward /
efficiency
Cost
impact
Kurb appeal External • Promote safeguarding • External Banners to promote
& advertising banners “Open and Super Clean”
Car parking Valet parking • Ensure we are maintaining a • No valet parking available
safe distance between team initially. Look at alternatives,
Car Park Pay and guests. walk the guests to the car park
Machine • Limiting cash payments. while distancing.
• Reduce car park spaces if
Parking Eye required to ensure social
distancing is maintained, use
every other space.
• Ensure sanitiser located by car
park pay machines and card
payments only.
• Parking eye web link to be
send out to self-register.
• Car Park presence for peak
periods for initial welcome,
directions and etiquette
before guest enters the
Reception.
Grounds & Third party • Training and/or Risk • Managed in house, reduce all
maintenance Assessments for in-house external cost where possible.
team to carry out duties. • Review contracts and level of
duties currently carried out by
maintenance and ground
teams.
Lighting • Look at timings, ensure we are
saving on electricity where
possible with the evenings
getting lighter.
Sanitiser • Sanitising stations throughout • Available on arrival, entrances
the guest journey. and exits for both guests and
the team.
m&t | Hotel Management 7Lobby Experience
Previous Plan moving forward / Cost
Area Safeguarding
approach efficiency impact
Reception • Crosstrain reception team to
be able to work in other areas
such as the bar in low
occupancy periods saving on a
bar person.
• Review F/T and P/T staffing
level requirements as business
needs will be different.
Check in/out Consider • Social distancing of team • Have a one-way flow
reducing the members to guests. • Use digital check-in where
number of • Introduce one-way systems available and express check-
check-in desks around the hotel particularly out for all.
open. on check in/out to ensure • Entrance and exits on
guests and staff feel safe automated sensors or doors
moving around the hotel. propped open for non-
• Implement/encourage automated doors.
contactless payments and use • Rope barrier to protect
of email/e-billing to avoid reception staff or signage on
cross contamination from the floor.
guest to employee. • Have a midpoint where keys
• Protective shields such as can be exchanged.
Perspex in place at the desk. • Request approximate check in
• Gloves available for guests. time so the key can be
prepared.
• Consider not offering a facility
to store guest luggage, where
possible allow guest to leave
in their room.
• Close down one terminal (if
applicable) to allow for social
distancing.
• TV in lobby area expressing
measures, controls and
offerings for guest information
safety.
Hotel Normal • Adhere to strict H&S • Allocate ground floor
etiquette practices in guidelines and social bedrooms to avoid use of lifts
place distancing measures. (guests and staff)
• Introduce shop in-house to • Do not hold doors open whilst
prevent guest needing to social distancing restrictions
venture out and interact with are in place.
general public. • Should the lift need to be
used, no more than 1 person
unless a family member or
sharing same room. Frequent
cleaning of lift.
• Introduce a guest shop to
include confectionary/bottled
drinks etc. To allow guests to
comfortably stay in the room
m&t | Hotel Management 8Previous Plan moving forward / Cost
Area Safeguarding
approach efficiency impact
Concierge Traditional • Distance to the desk, floor • Not needed for initial
concierge markings. reopening phase.
service • When re-introduced all
leaflets and maps are shared
electronically.
Temperature New procedure • Protect staff and guests by • Reassure and communicate
checking taking their temperature when with guests that all the team
they arrive at the hotel using a are monitored on arrival
contactless thermometer. If • Pre warn guests that they may
there is a temperature at 38 not be allowed to stay if they
degrees Celsius and above, have a high temperature.
team member to return home,
guest is potentially refused
entry depending on their
personal circumstances.
Cleaning • Introduce new cleaning • Visual cleaner in public areas.
practices to safeguard and • Increase public area cleaning
protect guests and employees in peak periods for door
from possible infection. handles, shared surfaces etc.
• Communicate the cleaning • Hygiene stations available in
regime in place for the public the lobby.
areas. • During low occupancy (Bedroom, Bathrooms & Corridors
Previous Plan moving forward / Cost
Area Safeguarding
approach efficiency impact
Room By room type • Avoid using lifts and stairs to • Cluster rooms by length of
allocation stop spread and reduce area stay/ Departure date.
of hotel to clean. • Remove room types to
simplify allocation of rooms.
Marketing Advertising • Remove stand-alone • Replace posters/signage with
events advertising to remove risk of hygiene information and best
contamination. practice.
Cleaning Daily cleaning • Increase cleaning during the • Use existing housekeeping
busy periods concentrating on team to cover the parts of the
contact areas: stairs, door corridors they are already
handles, dado rails etc. cleaning bedrooms in.
• When cleaned ‘seal’ the room • Ensure permanent cleaners
to show it has been prepared are visible constantly cleaning
for them as a ‘Safe Haven’ the hotel, will include public
• For ‘STAY’ guests the room will toilets - look at tone of voice
only be cleaned on request. and what is being advertised.
• Housekeepers to sign a • Encourage to use own
declaration that they know the bedroom bathroom rather
importance of the work they than the public toilets.
are doing, their responsibility • Switch off corridor Ice
to guests and the importance Machines and sign to explain
to carry out all safety why and the alternative
procedures. • Rooms will only be cleaned on
• Consider changing to Super request or at the end of stay.
maids to reduce the number • We will provide clean, provide
of people entering a room and towels, sheets, toiletries on
also reducing costs. request. This is to safeguard
our team and guests.
• Duvets – use of stock from
other rooms that have not
been occupied or attic stock
and therefore have not been
used for 3 days.
Lighting • Adequate lighting for the • Ensure all lights work, light
guests and ensure H+S fire fittings are clean and tidy.
routes always illuminated. • Look at motion detectors.
Linen, Set for double • Consider washing towels
towels, occupancy onsite and reducing the
robes and number of towels placed into
slippers the rooms.
• Removing blankets, spare
pillows and soft furnishings.
• Set all rooms as single
occupancy.
• Only replace between guests
unless guest has requested.
• Our aim is still to give the
service the guests want but in
a way that makes them most
comfortable.
• Remove face cloths.
m&t | Hotel Management 10Previous Plan moving forward / Cost
Area Safeguarding
approach efficiency impact
Room • Consider including anti- • Review every item in the
Amenities: bacterial handwash, face room, remove anything that is
Hospitality masks and gloves if enough used again by the next guest.
Tray, Mini Bar stock is available. • Replace with single use items
• Removal of the mini bar, e.g. small pack of tissues in a
drinks served by room service pack not a box, disposable
with a Bottle Opener for cups etc.
sealed drinks. • All other items are available
on request.
Toiletries Miniature • Ensure we are safeguarding • Consider using mini bottles
bottles guest and housekeeping not dispensers.
teams. • Where dispensers are retained
include in the cleaning check
list and inform the guest.
• Additional individual toiletries
if requested available at
reception i.e. toothbrush,
toothpaste, body lotion and
shaving kits.
Housekeeping • Cleaning program to be • Where possible leave rooms
developed looking at the key ‘Fallow’ for 72 hours before
touchpoints in a room. cleaning between guests to
• From that decide on the reduce risk.
chemicals to be used and the • Stagger breaks for the
PPE required to protect the Housekeeping team.
team from both the chemical
and any viral contaminant.
• Check with the team they are
comfortable with what is
expected and how they are
protected. Use their expertise
to develop the right practices.
• Housekeeping team to wear
own clothes to work and
change into their clean
uniform at work, they should
then change out of their
uniform to go home. Uniform
to be washed daily, extra
uniform provided if required.
During cleaning of bedrooms
appropriate gloves and PPE to
be worn.
m&t | Hotel Management 11Food & Beverage
Previous Plan moving forward / Cost
Area Safeguarding
approach efficiency impact
Stocking Conform to • Use of screw top and capped • Revise stock range to minimise
policy Brand bottles, given to the guest wastage e.g. remove draft
Standards sealed so they are assured products, limit range of
(where that it is safe. product by category.
applicable) and • Consolidate all stock to one
to meet the area or bar.
requirements of
menus.
Deliveries Receipt and • Supplier etiquette – contact • Frequency of delivery and
storage by Store your suppliers to establish availability of stock may be an
man or Kitchen what they are going to do for issue, plan, also warn guests
team. deliveries, e.g. signing for, that we may not always be
temperature checks etc. able to get everything we
• Use of PPE by the team when need.
receiving, storing and stocking • Consider shelf life of products
up bars. to minimise wastage.
• Leave the stock when it can be • There may be minimum
for 72 hours before use by the delivery sizes, negotiate with
team and guests. suppliers to remove delivery
charges and plan what is
needed
• Purchasing controls will need
to continue to protect
cashflow.
Bar Service A mixture of • Use of a signed ‘For Service • Where feasible create a bar or
counter and Only’ table to distance when shop near to reception for
table service on delivering drinks to the table, dispensing drinks that can be
an ad-hoc basis. ask guests to put empty serviced by the Reception
glasses onto this table. Team.
• Alternatively counter service • Consider use of an Ordering
with the use of Perspex App such as Wi-Q.
screens and an area of the Bar • Depending on type of hotel
that is designated as ‘For use of vending or a Pantry in
Service only where the team reception.
place a drink and retire from • Consider when to re-open
the area. second/public bars to be safe
• Packets of nibbles available and at the same time
rather than shared open economically viable. Also re-
bowls. imagining the offering to make
• Removal of some seats and it more intimate and therefore
tables to distance guests, safe for the team and guests.
route and flow through the
space.
• Delivered wearing appropriate
PPE including gloves & mask.
• Tables and chairs to be
sanitised following guest
departure.
m&t | Hotel Management 12Previous Plan moving forward / Cost
Area Safeguarding
approach efficiency impact
Service Staff required • Strict adherence to Pre- • Coaching the team how to
Booking the Restaurant and give great service in different
Bar to accommodate safe circumstances. Enjoying
seating and distancing. Also interacting in a safe way with
managing the reduced guests.
capacity of areas. • Cross training the team to
• Staggering of times will allow improve flexibility and
for cleaning between guest, efficiency.
flow from the restaurant etc. • Introduce staggering of dining
• Availability of PPE including covers to avoid mass
Masks, Gloves, Aprons and groupings.
Goggles. Asking the team if • Requirement of pre-booking
they have what they need, for will support team efficiency
their ideas and that they are and a reduced team levels.
comfortable to work. • Nights team to be included in
• F&B Etiquette – message to the training for F&B service to
customers reassuring what we ensure safety protocols are
are doing to ensure safety e.g. followed and positive guest
Cutlery and glasses have been experience.
sanitised and put in place • Staffing levels and ratios to be
using gloves whilst wearing re-assessed for the new
PPE. service styles and cleaning
• Glass covers used with requirements.
message about cleanliness. • Ramp up staffing as business
• Markings on floor to give increases, only revenue can
distancing guidance. justify extra cost. Sometimes
• Use of a signed ‘For Service that will mean service levels
Only’ table to distance when and availability may not be
delivering to the table, ask what we would want.
guests to put dirty plates, “Considered Acceptable
cutlery and glasses onto this Service/Experience
table. Deterioration”
• Point of Sale (POS) – where • Opening Times to be reviewed
possible allocate one POS to and amended based on
each team member, sanitise Booking Levels including
between use. closure if necessary.
• Menu’s to be a Photocopy to • Afternoon tea is a concept
allow single use cost that allows household groups
effectively. to experience together
• Kitchen Cleaning program to • Payment – Cashless,
be created in line with contactless when possible,
Offering, Staffing levels and where PDQ is offered it is to
Business levels. be sanitised between guests,
room charge presented to the
‘Service table’.
Takeaway Guest makes • External provides process for • Deliveroo potential.
their own them to deliver, drop to a • A mini shop available at
arrangement. table in the lobby and the reception.
guest collects or we deliver
(depending on staffing levels).
m&t | Hotel Management 13Previous Plan moving forward / Cost
Area Safeguarding
approach efficiency impact
Capacity Reduce current • Reduce capacity to enable • Use M&E space for Private
numbers social distancing, as a guide dining experiences – these are
50% of previous seating, usually special treats for
consider incorporating guests but could become part
adjacent M&E space to of a regular stay.
increase the space available. • Be creative in how you use
• Allow for social distancing. your communal spaces and
• Have one-way routes where outdoor space – create small
possible so the guests and the private areas for guests to
team are comfortable moving relax away from others.
around the F&B areas. • In clement weather have the
• Remove tables to M&E areas same approach for outdoor
to maintain the capacity. space.
• Have a presentation table
where the team can serve,
and the guest pick up from a
‘No mans land’.
• “Safety Station” availability of
gloves, mask and sanitiser in
the public areas.
Offering Breakfast, • This will be dependent on • Phased approach to bringing
Lunch, Dinner, Government advice and back F&B offerings as business
Bar Snacks, controls. levels increase.
Room service • Training of none kitchen team • One consolidated menu for all
members to be able to multi areas.
skill for food production and • Reduced hours to minimise
doing it safely. cost risk with 24hr Room
• The change of business levels, Service available
offering and approach will • Initially consider use of Ready
require a very different team Meals and concepts such as
structure going forward, ‘Pronto’ so that Chefs are not
following this initial stage of required, the team on duty
planning for and considering can produce.
the various implications, also • Understanding that quality
the need for a phased bought in products cannot
approach to recovery and achieve historical margins but
therefore the flexibility we will have shelf life and can be
need. The next task is regenerated by trained team
reviewing the contractual members rather than a Chef.
basis of each team member to • As things ramp up introduce
create a staffing plan, get dishes, chefs and multiple
agreement on the actions to outlets again.
take and when. • Communicate with guests via
our website, via brand (if
applicable) and third parties
exactly what is in place to
reassure guests and manage
their expectations.
m&t | Hotel Management 14Previous Plan moving forward / Cost
Area Safeguarding
approach efficiency impact
Breakfast Hot and • Minimise the risk of guests • Breakfast buffets may not be
continental touching the same utensils on allowed and/or popular going
buffet the buffet by the team serving forward, use of Plated service
a reduced offering, also an when our Restaurants can re-
increase in sneeze screens and open.
look at alternative options • Phased ramping back up of the
such as breakfast in a box. offering.
• Manage volume of guests for • Breakfast in bed, but without a
safety, guest experience and premium.
manage payroll costs by • ‘Grab bags’ – for those who
having booked tables times for want breakfast on the go.
breakfast. • Breakfast picnics to enjoy
• Consider a Grab and Go outside in summer
offering of packaged items • Pre-packaged options and
that can pre-ordered and availability in a reception
dropped to guest rooms. pantry.
• Where applicable liaise with
Brand about what is safely
deliverable and what is
economically viable.
Room 24hrs • Room service is delivered to • Removal of the Tray Charge
Service the door then the team due to lack of choice when the
member leaves. Restaurant cannot be open.
• On tray card sharing the new • Delivery Boxes.
etiquette including tray • Full room service dependent
collection, that we will not on occupancy.
disturb with a satisfaction • Deli Food – Comes
check please call if everything prepackaged.
isn’t perfect, after 20 minutes • Condiments offered and only
we will call to check if anything limited amount delivered
else is required and arrange including Salt and Pepper
tray collection from outside sachets. All on the tray when
the room. picked up to be disposed of.
• Cross train the team so all can
deliver room service safely
and to the right standard.
Cleaning End of each • When open Restaurant and • Closure to deep clean.
sitting Bars will need to be cleaned
more frequently, the
immediate area used by a
guest will need to be sanitised
before being used again
including the service table.
• Team Training to be
developed and conducted how
to clean tables and the general
area.
m&t | Hotel Management 15Leisure Club & Spa
Previous Plan moving forward / Cost
Area Safeguarding
approach efficiency impact
Member All areas fully • Follow government guidelines • Leisure facilities will reopen in
offering open, on operation of Leisure and a phased way depending on
swimming pool, Spa facilities. To be able to Government advice and
steam room, safely operate Leisure facilities commercial considerations.
sauna, and adhere to social distancing • Look at maximum swimmers
gymnasium and throughout the leisure clubs. and guests in the gym at any
beauty • Add directional markings on one time.
treatment floor and have hand sanitisers • Consider booking slots to use
rooms. available. the facilities, 45 mins work
• Send a video out to members out/ 15mins to clean.
pre-opening to advise on the • Times set aside for Members
new process/ safety only.
precautions in place. • Ghost alternate machines to
• Confined Spaces such as distance users. Or look to
Steam, Sauna and Jacuzzi separate machines into muscle
should not be opened until / workout group.
social distancing restrictions • Consider how changing
are lifted due to decreasing facilities can be used safely,
risk. have a flow system and
signage for distancing. Limit
the number at any one time.
• Changing rooms will need to
be constantly refreshed and
sanitised. Specialist training.
and equipment may be
required for staff.
• Swimming pool split into
lanes, one person per lane.
Team Consider who is required to safely • Rigorous training for the team
re-open each area of the facilities. on the new approach to
Do not compromise on safety at operating the club safely.
any time, if in doubt do not open. • Team to remain on furlough
until given ok to open. If
furlough is not available, then
the position will be reviewed.
• Personal training /Inductions
will continue once open with
social distancing.
Cleaning Cleaning of pool • The cleaning regime is to be • Closure of areas to clean
and gym areas increased and be more visible. throughout the day.
done by the • PPE and use of required
team. Change chemicals.
rooms cleaned • Members must clean all kit
by the night after use with
team. antibacterial/alcohol wipes.
m&t | Hotel Management 16Previous Plan moving forward / Cost
Area Safeguarding
approach efficiency impact
Membership Use of all Limiting the number of members • Risk that a substantial number
facilities and may be required to safeguard the of DD’s will have been
indoor exercise team, guests and members cancelled so need to
classes. depending on the capacity of the reactivate as soon as possible
club. to gauge attrition and
Complimentary associated revenue loss.
classes • For those retaining
accepted as the membership, ensure positive
norm. messaging/ thanks.
• Review suitability of classes for
social distancing. Look at
holding classes outside as well
as using any free conference
rooms that are not in use for
extra space and numbers
whilst still observing social
distancing.
• Look to put on specific classes
dedicated to the over 60s.
• Stagger Gym usage times to
encourage social distancing.
• New approach to be taken to
attracting new members –
whether ‘lockdown’ has been
a new start or a diet/exercise
fail.
• Special promotions/joining
offer for new and existing
members.
Opening • Stagger usage to avoid too • Consider reducing the hours to
Times many people at the same minimise costs.
time.
Air • Do we have ability to open • Ability to open windows will
circulation windows or is the gym be more important.
confined?
m&t | Hotel Management 17Golf
Previous Plan moving forward / Cost
Area Safeguarding
approach efficiency impact
Member Historically low • Ensure all safety measures are • Golf may be the first revenue
activity Membership shared with all employees and stream to return. Opportunity
and relatively that their health and wellbeing to review discounted new
high Annual is the number one priority, memberships as well as retain
fees. encourage them to share any loyal existing.
concerns. • The guidance and advice for
Low levels of • Ensure suitable disinfectant golfers should be posted on
residential golf and hand sanitiser is provided websites and on tee times
packages given in all communal areas. booking pages.
bedroom • Play should be managed by • Strong foundations laid with
inventory the professional staff / starter major UK Golf Agencies to
coupled with 36 and they should remind renew and grow reputation as
holes. golfers of the guidance on a primary venue of choice.
social distancing and safe play. • Reduce number of tee times
• Should the decision be made available and stagger
to open the locker rooms and throughout the day to allow
toilets, then there is a need to for easier social distancing.
ensure they are cleaned and • Restrict the number of players
sanitised at regular intervals. in the group.
• Always remove the flag poles • Consider playing a reduced
or ask golfers to leave the flag number of holes (e.g. 9 holes).
in. If the flag is left in, use a • Buggy use should be reviewed
hole liner system that means in latter stages of ‘return to
that the ball doesn’t drop and golf’. When this service is
can be retrieved without offered, it should be based on
touching the cup. one person only hire, with
• Remove the bunker rakes and strict sanitisation between
any other course furniture hires.
that would otherwise be • Golfers should be asked to
touched. leave the venue as soon as
• Cover or remove all benches / their game is completed.
seating from the course if • Whilst the members areas
possible. may remain closed for the
initial period, there will be a
need for the management of
the club to be maintained. All
members and visitors will
need to be made aware of the
alternative communication
channels that are available to
them.
F&B offering • Ensure the team wear • Purchase and pre-order food
protective gloves/correct PPE and beverage before arrival,
whilst serving. take away options.
• Look at single use cups, plates
and take away bags.
• Pre-pack options.
• Encourage team to bring their
own food and drink for their
breaks and for this to be
stored safely and separately.
m&t | Hotel Management 18Previous Plan moving forward / Cost
Area Safeguarding
approach efficiency impact
Team • Only one member of the team • Reduce Golf Pro hours.
in golf shop and protection • Stagger working hours and
screen on rec desk. break times.
• Ensure there is a robust lone • Ensure team members work
working policy. separately, not in pairs /
• Appoint a member of the groups where possible.
team to be responsible for • Limit or prohibit use of
disinfecting / sanitising all communal areas.
surfaces that are touched. • Ensure team meetings, if they
• Ensure there is a high focus on are necessary, are held
hygiene and physical outdoors or in large indoor
distancing. spaces with physical distancing
implemented.
• Allocate individual machinery
to one staff member only.
• Fully sanitise all machinery
after use, focusing on all areas
that the staff member has
come into contact with.
Driving • Make sure the ball washer has • If bays are not separated by
range soap in the machine. partitions or walls, close every
• Provide sanitising wipes for other bay to allow for social
people to use as required. distancing.
• Ask people to use their own
equipment.
Golf • Wash hands before and after • Promote coaching and playing
coaching the session. lessons that takes place
• Provide sanitising wipes for outdoors and ideally on the
you and your golfers. course although social
distancing must still be
observed.
• Offer short game coaching
sessions that allow the golfers
to use their own golf balls,
that way they are not sharing
equipment that other people
have touched.
m&t | Hotel Management 19Meeting & Events
Previous Plan moving forward / Cost
Area Safeguarding
approach efficiency impact
Offering Board meetings, • This will be dependent on • Improve Technology and AV
small and large Government advice and offering, ability to connect
meetings / controls easily to Zoom, Microsoft
Events • Maintain social distancing and Teams etc. To make the
safety by reducing the experience as hassle free as
capacity of space. possible.
• Get information on how any • Promote Outside Events
group already interacts, it may where available giving more
be fine for a work or family space.
group to mingle freely • Event planning needs to be
depending on their more detailed including who is
circumstances attending, why, what they
• “Safety Station” availability of want to be achieved etc. so
gloves, mask and sanitiser in plans can be made for the
Meeting/Event rooms. guest journey.
• Consider a video available to • Develop new offerings based
all guests to show and talk on the new ways of delivering
through what we have in place Meetings and Events, create
to protect them and what we USPs.
expect and require from them. • Monitor what is happening in
• Seal Meeting Rooms to the market to develop ideas
reassure guests that their and offerings to stay on trend.
meeting/event room has been • Car Parking charges, suspend
cleaned thoroughly and is the requirement to register for
ready for their use. Free parking via on site
• Stationery in the room on screens, ask attendees to
request only either in advance inform team members who
via the BEO or on the day. In will input for them or consider
place if pre-ordered or left suspending all together.
outside the meeting room if • Target family business who
requested on the day. will be allowed to interact
without social distancing.
Capacity & Looking at 50% • Depending on the type of • Update room capacities and
admittance of current event social distancing may reduce capacities on Venue
occupancy. make event impossible to Directory and cvent.
deliver safely. The Sales team • This includes outside areas
are to get support from the and events e.g. BBQs.
General Manager to deliver
this message to Guests.
• Consider checking the
temperature of attendees on
arrival, if over 38 degrees
Celsius then they cannot be
admitted, evidence is mixed
regarding the validity of this
measure.
m&t | Hotel Management 20Previous Plan moving forward / Cost
Area Safeguarding
approach efficiency impact
Pricing Market driven Increased costs to deliver will • Look at maintaining current
depending on need to be accounted for, while pricing model if viable, if not
product and at the same time having reduced be honest with the guest
demand levels. capacity, viability of events will about what is required and the
need to be considered. costs. There is an
understanding and acceptance
that there is a ‘New Norm’.
• Allow for potential demand for
‘room hire’ only enquiries.
Terms & Standard • Risk Assessments will need to • Commercial Office –
Conditions be conducted per event. T&Cs considering having a
will have to reflect the multiskilled team rather than
customers obligation to having specific Conference
provide accurate information, Sales team depending on
adhere to safety requirements business mix.
and safeguard our team as • Allow more flexibility moving
well as other attendees/ forward, option to move
guests. bookings to a later date with
no penalty.
• Give confidence to the guest
that we are flexible and
supportive – promote this
through all channels.
Marketing Posters, • Communication with guests to • Look at tone of voice and what
Message brochures, build on trust and regain is being advertised.
leaflets loyalty emphasising our • Digital collateral rather than
training, cleanliness and printed leaflets.
monitoring.
Christmas Printed • Only have digital content – no • Working on 50% occupancy
collateral. printed materials. will events still be viable?
Joiner party • Reduce the capacity, consider
events. only having private parties
rather than Joining events.
F&B Offering • Change from Buffet service to • Reduced stock range using
Contained meals that are pre- sealed product which is served
ordered. sealed.
• Lunch in a Bag. • Tea and Coffee Service by the
• Bento Box. team using PPE and with
• Plated Service using cloches. queues at a distance or
dispensing machines with
wipes available. Use of
disposable cups and packaged
snacks/biscuits.
• Promote drinks packages
purchased in advance to
reduce the interactions with
the team. Bars to have
Perspex screens and be card
only.
• Review team structure to have
no fixed team, use of Casual
labor as required.
m&t | Hotel Management 21Departure
Previous Plan moving forward / Cost
Area Safeguarding
approach efficiency impact
Reception • Limit the amount of contact • Contactless departure.
the guest needs with • Box/key drop off point.
Reception before and during • Key cards to be sanitised by
check out process. team upon recollection.
• Utilise E-invoices rather than
paper copies.
• Customers are to be
encouraged to speak to
Reception via the phone from
their room regarding any
queries they may have about
their stay prior to check out.
Transfers • Do not run shuttle busses
initially.
• Guest to find alternative mode
of transport.
Thank you • ‘We are all doing this for the • Review the feedback, learn,
first time’. develop improvements,
• Ask the guest for their instigate and then tell the
feedback on anything we can guest who made the
do to improve the experience suggestion and all other guest.
generally and specifically with
regards to safety.
m&t | Hotel Management 22You can also read
