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.