Restaurant Operations Revi

Version 2010.05

Ship: Date: Reviewer:

Independence Of The Seas 10/8/11 - 10/15/11 Jason Kovesdi

Hotel Director : F&B Director / Manager: ROM / Maitre'd: Windjammer Manager:

Gordon Shenk Adolf Netsch Pramod Easow Vijay Singh

Please review the embedded presentation for detailed explanations of the Operational Review.

2010 Review Format Presentation

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Operations Review

ersion 2010.05

rational Review.

Review Score Weighting by Category
Category Administration - Dining Room Administration - Other Administration - MyTime Dining Administration - Windjammer Administration - Specialty Restaurants Administration Subtotal Operations - MyTime Dining Operations - DR Dinner Operations - DR Lunch Operations - Windjammer Operations - Cleanliness Operations - General Operations - DR Breakfast Operations - Other Operations - Specialty Restaurants Operations Subtotal T & D - Training Programs T & D - Professional Development T & D - Other T & D Subtotal Total Total Points Possible 45 15 12 12 9 93 33 30 15 15 12 12 11 7 7 142 26 17 10 53 288 Weight 16% 5% 4% 4% 3% 32% 11% 10% 5% 5% 4% 4% 4% 2% 2% 49% 9% 6% 3% 18% 100%

Current Review Performance
Current Review (Points) 38 13 10 9 8 78 30 24 14 11 10 11 10 7 5 122 14 10 7 31 231

Summary

This was the Independence Of The Sea's first review using the new 2010 format. The last score wasn't taken into c The total score reached 80%. Administration: 84%, Operations: 86% Training and Development: 58%.

Summing up the D/R Administration, policies and procedures are in order. Key areas such as Station Assignments followed well and the ROC and AMDR displayed sound knowledge of the procedures. Better use of both the Mana Reports needs to be followed up. An impressive organized operation resulted in an score of 86%.Overall it was pleasing to see the level of attention did take time, however the adaptation to the normal 100% British guest demographic the ID receive has been ache preferences when it comes to service and the team have adjusted well to them. They are being followed well and c was the open seating service in the D/R.The team really have adjusted well to the demand and the challenges and Two decks open for breakfast daily, one for a la carte and the other for buffet style. The traffic of guests results in c operations but to team cope well and the mood and atmosphere amongst the staff remains positive even with the h deck # 3.Moving forward and seeing the ID will remain on the same kind of run, it would be nice to see some nicer the buffet on deck #3.The current standard chafing dishes, sneeze guards, other containers are very basic and tire the same suit with good follow up taking place.MTD is a popular option and is run well with just a few adjustments cooperation, communicating and listen taking place between the Ex Chef and D/R team is at a very good level and being delivered by all.

cooperation, communicating and listen taking place between the Ex Chef and D/R team is at a very good level and being delivered by all.

Specialty Restaurants are meeting revenue targets however it was disappointing to see the venue have a lack of g Johnny Rockets especially is struggling. Promoting is taken place but lacks any new promotion attempts or trails. Id discussed with the team to try and improve this. Service meets standards as one would expect considering the volu details needs to happen.

One area that didn't meets a passing score was Training & Development. It was evident that this vital area has be some time. During the past months it appears that the focus, attention and energy was put on guests satisfaction a to meet guests expectations. One Head Waiter has recently been put in charge of training the staff but with the diff size of the ship he can't achieve this alone and even more so with the ID not requesting and not being on par of He structure needs to be in place for new-hires, employee looking for promotion, newly promoted employees as well a those who need it. This has to be monitored for performance improvment.The ROM with the support of the WJ Man and weakness of his team using a strong succession plan. Having people ready to step up to the position is the lev but currently they not at. Personal development of Head Waiters and Supervisors should be a key focus.

Speaking to different staff and holding focus group meeting gave a positive impression and a feeling of enjoyment. appreciation of the 80% guarantee salary that was installed earlier in the year. Many Waiter who were on the ID las good about there work and are happy when arriving to work. This wasn't the case last year and they expressed the atmosphere around the ship was very warm and friendly, especially from Managers and Supervisors who are very ship's environment.

Finally, I would like to thank the Hotel Director, F&B Director, HR Manager and her team;Restaurant Operations M Manager and the Executive Chef for their kind support to the review and generous hospitality during my stay onboa

Current Review Performance
Current Review (Percent) 84% 87% 83% 75% 89% 84% 91% 80% 93% 73% 83% 92% 91% 100% 71% 86% 54% 59% 70% 58% 80%

Last Review Performance
Last Review Percent Repeat Finding

The last score wasn't taken into consideration.

eas such as Station Assignments and Gratuity Distribution are ures. Better use of both the Manager's Daily Log and Head Waiter

easing to see the level of attention and focus given in this area. It phic the ID receive has been acheived.British guests have certain hey are being followed well and consistently. Practically impressive e demand and the challenges and many changes have been made. e. The traffic of guests results in consistent peak periods of the ff remains positive even with the hours of opening extended on would be nice to see some nicer equipment being purchased for containers are very basic and tired looking. Dinner service follows well with just a few adjustments needing to happen. The level of R team is at a very good level and has resulted in good support

R team is at a very good level and has resulted in good support

to see the venue have a lack of guests interest on most nights. ew promotion attempts or trails. Ideas and suggestions were would expect considering the volume but still fine tuning the small

evident that this vital area has been put on the back burner for y was put on guests satisfaction and adapting the service onboard f training the staff but with the different standards in place and the uesting and not being on par of Head Waiters one short).A proper wly promoted employees as well as consistent training session for OM with the support of the WJ Manager needs to identify strengths o step up to the position is the level that this ship needs to be at should be a key focus.

ssion and a feeling of enjoyment. Many of them expressed there any Waiter who were on the ID last year say they they now feel e last year and they expressed there desire for this to continue. The ers and Supervisors who are very visible and set a nice tone to the

er team;Restaurant Operations Manager and his team, Bar s hospitality during my stay onboard the ID.

BSC Results
Category Administration - Dining Room Administration - Other Administration - MyTime Dining Administration - Windjammer Administration - Specialty Restaurants Administration Subtotal Operations - MyTime Dining Operations - DR Dinner Operations - DR Lunch Operations - Windjammer Operations - Cleanliness Operations - General Operations - DR Breakfast Operations - Other Operations - Specialty Restaurants Operations Subtotal T & D - Training Programs T & D - Professional Development T & D - Other T & D Subtotal Total

Windjammer Manager
Possible Earned (Points) (Points) 0 0 0 12 0 12 0 0 0 15 3 2 0 0 0 20 0 0 0 0 32 0 0 0 9 0 9 0 0 0 11 2 2 0 0 0 15 0 0 0 0 24 Score (%)

Maitre'd (where applicable)
Possible Earned (Points) (Points) 45 14 12 0 9 80 33 30 15 0 9 10 11 7 7 122 26 13 10 49 251 38 12 10 0 8 68 30 24 14 0 8 9 10 7 5 107 14 8 7 29 204 Score (%) 84% 86% 83% 89% 85% 91% 80% 93% 89% 90% 91% 100% 71% 88% 54% 62% 70% 59% 81%

75% 75%

73% 67% 100%

75%

75%

ROM (where applicable)
Possible Earned (Points) (Points) 45 14 12 12 9 92 33 30 15 15 12 10 11 7 7 140 26 17 10 53 285 38 12 10 9 8 77 30 24 14 11 10 9 10 7 5 120 14 10 7 31 228 Score (%) 84% 86% 83% 75% 89% 84% 91% 80% 93% 73% 83% 90% 91% 100% 71% 86% 54% 59% 70% 58% 80%

F&B Manager / Director (not on BSC)
Possible Earned (Points) (Points) 2 1 0 1 0 4 0 0 0 0 0 4 0 0 0 4 0 0 0 0 8 1 1 0 1 0 3 0 0 0 0 0 4 0 0 0 4 0 0 0 0 7 Score (%) 50% 100% 100% 75%

100%

100%

88%

Category
Administration Dining Room

Value
3

Observations/suggestions
Each HW station (including Seniors) is progressively larger with minimum increase of 8% between each station per deck.

Administration Dining Room

2

Schedules are adjusted according to projected monthly overtime (minimum weekly basis).

Administration Dining Room Administration Dining Room

2 2

All other SAG are being followed. All documents required to be posted on notice boards are done in a timely manner.

Administration Dining Room

2

Consumables and Replaceables expenses are planned according to available quarterly budget.

Administration Dining Room Administration Dining Room Administration Dining Room

2 2

1

Inventory sheets maintained in the office as well as in lockers are upto-date and accurate. All Dining Room Revenue items have specific sales targets--past results verses targets should be tracked and sent to the F&B Director/Manager on a minimum monthly basis. Traffic Flow file is up-to-date and accurate. Traffic flow graphs are regularly posted onto notice boards to encourage team involvement and feedback.

Administration Dining Room

1

Demonstrate knowledge of traffic flow tool; schedule in all venues matches observed traffic flow pattern (staggered schedules where appropriate).

Administration Dining Room

1

Waiter daytime schedules in other venues (Windjammer, Room Service, Café Promenade, etc.) are rotated fairly (maximum 2 month rotation for Room service only).

Administration Dining Room Administration Dining Room Administration Dining Room Administration Dining Room Administration Dining Room Administration Dining Room Administration Dining Room Administration Dining Room Administration Dining Room Administration Dining Room

1

Schedule is made to achieve & maximize ILO compliance. Overtime is balanced between all positions particularly between Waiter and Assistant Waiter positions. Where not balanced, management is able to show steps taken to minimize variances between Waiter and Assistant Waiter positions. All Headwaiters are able to locate current SAG on intranet. All SAG files are password protected. CAP size changes are done according to SAG standards. Signature sheet maintained for all CAP size increases which are declined; no signature sheet is required for CAP size decreases. No-show list is maintained and includes both Headwaiter, Waiter and Assistant Waiter signatures. Minimum of two randomly-chosen Waiters / AW are scheduled to witness the Station Assignment process. Witness signature sheets to be maintained for 6 months. Comment Card Ratings are accurately linked to Rating file for W/AW/HW. Shoreside-generated rating reports are posted on notice board. Ratings are sorted by both CAP size and rating; best station from each CAP size should be given starting with the highest rating from each CAP size.

1

1 1 1 1 1 1

1

1

Administration Dining Room

1

Waiter and Headwaiter station sizes are determined not by seat count, but by actual guest count taken from SilverWhere on Turnaround Day as late as operationally feasible.

Administration Dining Room Administration Dining Room Administration Dining Room Administration Dining Room Administration Dining Room Administration Dining Room Administration Dining Room

1 1 1 1 1 1

Minimum Personal CAP sizes for W and AW are set at 2 seats below the smallest station size in the dining room. Gratuity split per position is done according to standards. Discrepancy sheet is maintained and posted each voyage. DR Staff is aware of time frame for discrepancies to be reported on the last night of cruise. Gratuity split for sick list employee is handled according to SQM standards. Drop-off box by Guest Relations and Tip boxes in Messes are handled according to SQM. Dining Room Daily Log (Red Book) is updated daily with relevant information; Chef and ROM/Maitre'd monitor log entries daily and follow up where appropriate.

1

Administration Dining Room

1

Headwaiter Daily Report is updated daily with relevant information-follow up actions are documented; Chef and ROM/Maitre'd monitor Dinner Report entries daily and follow up where appropriate.

Administration Dining Room Administration Dining Room

1

All required documentation is maintained in an orderly and easilyaccessible manner. All Headwaiters are fully trained on using SilverWhere. Fair rotation of all Headwaiters scheduled for table changes on boarding day.

1

Administration Dining Room Administration Dining Room

1

Boarding Day booking standards are followed.

1

ROM/Maitre'd and AMDR demonstrate ability to look up current expense and revenue forecast and results on intranet.

Administration Dining Room

1

Negative variances in expense accounts are flagged and the root cause of the variance identified and action taken.

Administration Dining Room Administration Dining Room Administration Dining Room Administration Dining Room Administration MyTime Dining

1 1 1

Available locker space is used efficiently and complies with DNV standards. Assistant Waiters, Waiters, Headwaiters, AMDR and ROM/Maitre'd are familiar with the current month's wine apd target. All dining room areas are properly maintained (chairs, side stands, tables, ice machines, etc.). Documented AVO log is evident, tracking AVO status, AVO numbers, etc. All other Administration - Dining Room guidelines located on the 'Guidelines' tab or stored in SQM, GAS or the Rest Ops TeamRoom are followed. MTD Turns Ratio is 2.1 or greater; Turns Ratio equals total MTD guests divided by seats blocked for MyTime Section.

2

Administration MyTime Dining

2

Separate MTD rating is calculated at the same frequency as Traditional SAG and used in selection process of staff including host and set-up team according to MyTime SAG.

Administration MyTime Dining Administration MyTime Dining Administration MyTime Dining Administration MyTime Dining Administration MyTime Dining Administration MyTime Dining Administration MyTime Dining Administration Other Administration Other Administration Other Administration Other

2

Guest Comment Ratings are applied to MTD staff according to MTD Station Assignment Guidelines; guest ratings should be divided when applicable (example: 4 Waiters serve one party of 8 with 2 Fairs; each Waiter will receive -5 points = ( 2 Fairs x -10 points) / 4 Waiters. All other MyTime SAG are being followed. Waiter and Assistant Waiter stations are assigned according to a fair rotation by voyage. Gratuitable items are charged to an individual's table number according MTD SAG; host and set-up teams should receive an equal share of all MTD gratuities based on gratuity guidelines. MyTime Dining Prepaid Gratuities will be split equally based on positions for all MyTime Dining Staff regardless of station size. MyTime Dining Host, all Headwaiters and ROM/Maitre'd are fully trained on MyTime Dining SilverWhere (exception allowed for newlypromoted Headwaiters). All other Administration - MyTime Dining guidelines located on the 'Guidelines' tab or stored in SQM, GAS or the Rest Ops TeamRoom are followed. Cleanship project training, equipment, documentation and chemicals are maintained and used according to standards and clean ship Matrix. For all positions 2 stripes and above, hand-over notes from previous contract must be done according to SQM and must include details of new programs/processes implemented during last vacation. Maintenance issues including equipment and facilities are followed up in a timely manner; documentation is available for unresolved or ongoing concerns. F&B Director/Manager audits station assignment and gratuity distribution a minimum of once per month to ensure compliance with company standards. Accurate food matrix is posted and items labeled in each Mess.

2 1 1 1 1

2

1

1

1

Administration Other Administration Other Administration Other

1

1

Dynamic scheduling in place to ensure appropriate staff level during all meal periods with reference to the traffic flow. Supervisory schedule is posted or a printed copy is provided to each supervisor and it ensures maximum supervisor coverage based on the ship's official par and itinerary. Daily entries are made in the Manager's log; Chef and ROM/Maitre'd monitor log entries daily and follow up where appropriate.

1

1 Administration Other 1

Administration Other Administration Other Administration Other Administration Other

Food Committee Meeting requests are given consideration and responses are communicated back to all Division Heads by the ROM/Maitre'd with the supervsion of the F&B Manager/ Director. Equipment par level is accurate and updated bi-weekly according to inventory requirements. System in place to ensure timely collection of trays throughout ship. Equipment par level is accurate and updated bi-weekly according to inventory requirements.

1 1 1

Administration Other Administration Other Administration Other Administration Specialty Restaurants Administration Specialty Restaurants Administration Specialty Restaurants Administration Specialty Restaurants Administration Specialty Restaurants Administration Specialty Restaurants Administration Specialty Restaurants Administration Specialty Restaurants Administration Specialty Restaurants Administration Specialty Restaurants Administration Windjammer Administration Windjammer

1 1

Daily entries are made in the Manager's log; Chef and ROM/Maitre'd monitor log entries daily and follow up where appropriate. Gratuities and supplemental for all room service deliveries and amenity deliveries are split equally between only RSA's. All other Administration - Other guidelines located on the 'Guidelines' tab or stored in SQM, GAS or the Rest Ops TeamRoom are followed.

1

Waiter staffing level appropriate for guest volume; no Assistant Waiters working in restaurant . Specialty Waiters daytime duties should not be restricted to Specialty venue and Windjammer, but may include any restaurant venue to maximize monthly working hour utilization. Gratuity split per position is done according to SQM. Gratuitable items are charged to individual server numbers according to gratuity guidelines; hosts (if used) should receive a share of all gratuities based on gratuity guidelines. Restaurant Manager and ROM/Maitre'd are fully trained on SilverWhere related to Specialty Restaurants. Restaurant Manager and ROM/Maitre'd are able to locate restaurant revenue forecast and results on the intranet, convert revenue forecast to cover forecast, and are aware of current voyage cover target. Guests are seated using SilverWhere; chits are effectively used to provide guest names and special requests to waiters. Specialty Waiter stations are rotated on a daily basis. Specialty Restaurants are actively and effectively marketed on Boarding Day and throughout voyage. All other Administration - Specialty Restaurants guidelines located on the 'Guidelines' tab or stored in SQM, GAS or the Rest Ops TeamRoom are followed. All Windjammer areas are properly maintained (chairs, side stands, tables, buffets, ice machines, coffee/juice machines, etc.). Traffic Flow file is up-to-date and accurate. Traffic flow graphs are regularly posted onto notice boards to encourage team involvement and feedback.

1

1

1

1

1

1

1

1

1 1

Administration Windjammer

1

Demonstrate knowledge of traffic flow tool; schedule matches observed traffic flow pattern (staggered schedules where appropriate).

Administration Windjammer Administration Windjammer Administration Windjammer Administration Windjammer Administration Windjammer

1

Schedule reflects fair rotation of Assistant Waiter through different duties excluding host and stores positions who retain these duties unless they prefer to rotate into other duties. Schedule is made to achieve maximize ILO compliance. Schedules are adjusted according to projected monthly overtime (minimum weekly basis). Weekly evaluations for Assistant Waiters should reflect individual performance including entries in the Manager's Daily Log; points should not be deducted for disciplinary violations. Gratuity split is done according to standards; all revenue items sold in Windjammer are rung on the shared server number.

1 1 1 1

Administration Windjammer

1

Windjammer Daily Log (Red Book) is updated daily with relevant information.

Administration Windjammer

1

Inventory sheets maintained in the office as well as lockers are up-todate and accurate.

Administration Windjammer Administration Windjammer Administration Windjammer

1 1

Windjammer Manager and Supervisors are familiar with the current month's sales targets for WJ revenue items. All Windjammer revenue items have specific sales targets--current results verses targets should be tracked and sent to the F&B Director/Manager on a monthly basis. All other Administration - Windjammer guidelines located on the 'Guidelines' tab or stored in SQM, GAS or the Rest Ops TeamRoom are followed.

Operations Cleanliness

3

Dining Room: Cleaning schedule and cleaning matrix are in place and followed; all service areas and equipment are clean. AVO maintanance log is used and includes AVO tracking numbers.

Operations Cleanliness

3

Windjammer: Cleaning schedule and cleaning matrix are in place and followed; all service areas and equipment are clean. AVO maintanance log is used and includes AVO tracking numbers. Other Areas: Cleaning schedule and cleaning matrix are in place and followed; all service areas and equipment are clean. AVO maintanance log is used and includes AVO tracking numbers.

Operations Cleanliness

2

Operations Cleanliness Operations Cleanliness Operations Cleanliness Operations - DR Breakfast

2

2

3

Messes: Cleaning schedule and cleaning matrix are in place and followed; all service areas and equipment are clean. AVO maintanance log is used and includes AVO tracking numbers. Specialty Restaurants: Cleaning schedule and cleaning matrix are in place and followed; all service areas and equipment are clean. AVO maintanance log is used and includes AVO tracking numbers. All other Operations - Cleanliness guidelines located on the 'Guidelines' tab or stored in SQM, GAS or the Rest Ops TeamRoom are followed. Dining room including table top program is set up according to standards.

Operations - DR Breakfast

3

Food and beverage is offered, order taken, served and cleared in an accurate and timely manner according to standards.

Operations - DR Breakfast

1

Effective line management and seating process; warm greeting by host.

Operations - DR Breakfast Operations - DR Breakfast Operations - DR Breakfast Operations - DR Breakfast Operations - DR Breakfast Operations - DR Dinner

1 1 1 1

Waiter introduction mentions all key elements of breakfast offerings. Service is energetic and enthusiastic. Warm and sincere farewell offered. Supervisory presence observed to be actively involved in both management of employees and in service. All other Operations - DR Breakfast guidelines located on the 'Guidelines' tab or stored in SQM, GAS or the Rest Ops TeamRoom are followed. Dining room including table top program is set up according to standards.

4

Operations - DR Dinner

4

Food and beverage is offered, order taken, served and cleared in an accurate and timely manner according to standards.

Operations - DR Dinner

3

Side stands are maintained in an organized and clean manner paying special attention to prevent cross-contamination; trolleys should not be utilized as a dirty side stand.

Operations - DR Dinner

3

Guest names are to be used to greet and say farewell to guests as well as when appropriate during service.

Operations - DR Dinner

2

Supervisory presence observed to be actively involved in both management of employees and in service.

Operations - DR Dinner

2

Effective line management and seating process; warm greeting by host.

Operations - DR Dinner Operations - DR Dinner Operations - DR Dinner

2

Servers are actively promoting revenue items. Waiter introduction for new guests (usually day one) should provide an overview of the dinner experience and set guest expectations; waiter must introduce himself and his assistant and a wine list must be offered to each couple. Service is energetic and enthusiastic.

2

2

Operations - DR Dinner

2

Proper check procedures are followed; open checks used.

Operations - DR Dinner Operations - DR Dinner Operations - DR Dinner Operations - DR Dinner Operations - DR Lunch

2 1

1

Warm and sincere farewell offered; Waiter offers suggestions for evening entertainment and mentions meal times for the next day. Waiter's daily introduction includes Chef's Signature Menu recommendations and Chops steak recommendation on days 1 and 2 or whenever they have new guests. Management presence in DR galleys throughout service; waiters are monitored to ensure they comply with galley pick up process; open dialogue observed between Restaurant Operations and Culinary Operations management. All other Operations - DR Dinner guidelines located on the 'Guidelines' tab or stored in SQM, GAS or the Rest Ops TeamRoom are followed.

3

Dining room including table top program is set up according to standards.

Operations - DR Lunch Operations - DR Lunch Operations - DR Lunch Operations - DR Lunch Operations - DR Lunch Operations - DR Lunch Operations - DR Lunch Operations - DR Lunch Operations - DR Lunch Operations - DR Lunch Operations General Operations General

3

Food and beverage is offered, order taken, served and cleared in an accurate and timely manner according to standards.

2 1 1 1 1 1 1 1

Servers are actively promoting revenue items. Effective line management and seating process; warm greeting by host. Waiter introduction mentions all key elements of Brasserie 30 offerings. Service is energetic and enthusiastic. Tutti Salad buffet set up according to standards. Proper check procedures are followed; open checks used. Warm and sincere farewell offered. Supervisory presence observed to be actively involved in both management of employees and in service. All other Operations - DR Lunch guidelines located on the 'Guidelines' tab or stored in SQM, GAS or the Rest Ops TeamRoom are followed.

2

2

Operations General Operations General Operations General Operations General Operations General Operations General Operations General Operations General

2

Trolleys are sanitized in galley; separate clean and dirty areas are maintained on all side stands to prevent cross-contamination. Proper systems are in place to ensure USPH compliance in all restaurant areas; mock USPH inspections are done regularly and the results documented and maintained. Head Waiters and WJ Supervisors are rotated to attend the Simulated Inspections and wrapup meetings. All required PPE including safety belts and safety shoes are used correctly; proper Workplace Safety practices (proper lifting technique, linen trolley maneuvered by two persons, maximum 9 plates per tray, dining room trolleys are used, etc.) are observed. All Restaurant employees appear clean, crisp with well-maintained with proper uniforms and are groomed to standards. Employee hygiene such as hand washing, is observed to be done naturally and frequently. Restaurant employees answer correctly when asked typical questions a USPH inspector might ask. Findings from accidents and claim investigations are incorporated in WPS training to reduce future accidents; all recent accidents should be discussed in monthly WPS meetings. F&B Director/Manager regularly visits restaurants during peak operation to spot check and provide support. F&B Director/Manager ensures all new shoreside initiatives and updates are implemented according to company guidelines. All other Operations - General guidelines located on the 'Guidelines' tab or stored in SQM, GAS or the Rest Ops TeamRoom are followed.

1 1 1 1 1 1

Operations MyTime Dining

3

Supervisory presence observed to be actively involved in both management of employees and in service.

Operations MyTime Dining Operations MyTime Dining Operations MyTime Dining Operations MyTime Dining Operations MyTime Dining

3

Effective line management and seating process; warm greeting by host; guests should not be escorted to their table until table is fully setup. Side stands are maintained in an organized and clean manner paying special attention to prevent cross-contamination; trolleys should not be utilized as a dirty side stand. Waiter introduction should provide an overview of the dinner experience and set guest expectations; waiter must introduce himself and his assistant and a wine list must be offered to each couple. Food and beverage is offered, order taken, served and cleared in an accurate and timely manner according to standards. Each night on the first half of the cruise, MTD waiters must gather useful, service-related information to be written on the back of their chit and returned to the host for input into SilverWhere nightly. A minimum of two observations is required for each night on the first half of the cruise. Guests with reservations who arrive on time should be seated within 10 minutes of their reservation time; if wait time is longer than 10 minutes, follow up with guests to ensure satisfaction. Waiter receives chit before approaching table; waiter uses guest name and incorporates other chit information into his service to customize the guests' experience. Service is energetic and enthusiastic.

3

3

3

3

Operations MyTime Dining Operations MyTime Dining Operations MyTime Dining Operations MyTime Dining Operations MyTime Dining Operations MyTime Dining Operations MyTime Dining Operations MyTime Dining Operations MyTime Dining Operations MyTime Dining Operations MyTime Dining Operations - Other Operations - Other Operations - Other

2

2

2

2

Proper check procedures are followed; open checks used. Warm and sincere farewell offered; Waiter offers suggestions for evening entertainment and mentions meal times for the next day. Dining room including table top program is set up according to standards. Waiter's daily introduction includes Chef's Signature Menu recommendations and Chops steak recommendation on days 1 and 2. Host or MyTime Headwaiter actively encourages guests to make reservations for future nights. Stations are seated in a staggered manner, not seating the entire station at one time. No more than 2/3 of the MyTime section (by seat count) should be sat within a thirty-minute period. All other Operations - MyTime Dining guidelines located on the 'Guidelines' tab or stored in SQM, GAS or the Rest Ops TeamRoom are followed. Room Service ordering, POS charging and tray set up are done according to GAS. Room Service deliveries are done according to GAS; a spot-checking system is in place to ensure compliance. All restaurant areas are properly maintained (chairs, side stands, tables, ice machines, coffee/juice machines, etc.).

2 1

1 1 1 1

2 2 1

1 Operations - Other Operations - Other Operations - Other 1

Mess set-up and replenishment are done according to standards; Messes have suitable hours of operation .

All Royal amenities (wines, cakes and packages, etc.) are delivered as per the GOLD Anchor standards and on time. All other Operations - Other guidelines located on the 'Guidelines' tab or stored in SQM, GAS or the Rest Ops TeamRoom are followed.

Operations Specialty Restaurants

2

Food and beverage is offered, order taken, served and cleared in an accurate and timely manner according to standards.

Operations Specialty Restaurants Operations Specialty Restaurants Operations Specialty Restaurants

1

Chef and Restaurant Manager meet weekly to discuss challenges, opportunities, concerns, etc.; minutes are documented and e-mailed to the Executive Chef, ROM/Maitre'd and F&B Director/Manager.

1

Phone etiquette, taking reservations/wait list, welcoming and seatings guests done according to standards.

1

Restaurant ambiance is appropriate (lighting, music, no noticeable odor, etc.) .

Operations Specialty Restaurants

1

Specialty Waiters provide warm greeting, use guest names throughout meal where appropriate and offer sincere farewell.

Operations Specialty Restaurants Operations Specialty Restaurants

1

Dining room including table top program is set up according to standards. All other Operations - Specialty Restaurants guidelines located on the 'Guidelines' tab or stored in SQM, GAS or the Rest Ops TeamRoom are followed.

Operations Windjammer

3

Server approaches tables in a timely manner with a warm welcome; beverages/refills are offered and served in an accurate and timely manner according to standards.

Operations Windjammer

2

Entire Windjammer including buffets and dining areas are set up according to standards and maintained throughout service .

Operations Windjammer

2

Dirty items are cleared from tables when appropriate.

Operations Windjammer

2

Displays for beverage revenue items are in place; servers are actively promoting revenue items as well as complimentary items.

Operations Windjammer Operations Windjammer Operations Windjammer Operations Windjammer Operations Windjammer Operations Windjammer Operations Windjammer T & D - Other

1

1 1 1 1 1

Windjammer Manager and Senior Chef review all food stations together prior to lunch and dinner daily; Assistant Waiters review all food stations with a Chef prior to dinner daily; food substitutions during service are communicated in a timely manner. Effective line management and assistance provided to guests to find tables during peak hours; sincere and energetic welcome and farewell by host. Buffet items are replished before running out; buffet items are not married in guest view. Supervisory presence observed to be actively involved in both management of employees and in service. Tables are cleaned/reset according to standards quickly and efficiently. Transition between meal periods includes: barriers used for crowd control; open new lines before closing old lines. During casual dinner, guests are informed prior to buffets closing. All other Operations - Windjammer guidelines located on the 'Guidelines' tab or stored in SQM, GAS or the Rest Ops TeamRoom are followed. Waiter and Headwaiters score an average of at least 70% on written menu knowledge test for current itinerary menus. Prior to repositioning, ROM/Maitre'd should obtain information regarding prior ships' experiences including work schedules, traffic flow, best practices, lessons-learned document, etc. Prior to repositioning, ROM/Maitre'd should adjust operation based upon projected guest demographics including scheduling cultural trainings, adjusting equipment par, adjusting food and beverage offerings, communicate supervisory language needs to shoreside, etc. KRA's are in place for all Specialty Waiters and AMSD; KRA's consist of specific numeric targets selected to improve ratings and revenue performance; KRA targets that are not met are reviewed monthly on a 1-on-1 basis where new targets will also be set. Feedback obtained from W & AW meetings indicate management and supervisory team is in touch with the needs and expectations of the employees. Feedback obtained from Headwaiter meetings show a high level of team work and a good understanding of core company operating principles.

2

T & D - Other

2

T & D - Other

2

T & D - Other

2

T & D - Other

1

T & D - Other

1

T & D - Other

All other T & D - Other guidelines located on the 'Guidelines' tab or stored in SQM, GAS or the Rest Ops TeamRoom are followed.

T & D - Professional Development

4

KRA's are in place for all AW, W, HW, AMDR; KRA's consist of specific numeric targets selected to improve individual weaknesses; KRA targets that are not met are reviewed monthly on a 1-on-1 basis where new targets will also be set.

T & D - Professional Development

3

Succession plan for all key positions is up-to-date and accurate; PDP's are in place for all succession plan candidates; PDP's include all required trainings in succession plan format. Sign-off evaluations are reviewed prior to employee's return from vacation; upon return, categories scored less than 3 or below average ratings (based on SAG) are incorporated in initial KRA targets. With the exception of RSA, MESS and CLDR, KRA's are in place for all other crew and management (including SCAT, CAFA, etc.) for their respective areas; KRA's consist of specific numeric targets selected to improve ratings and revenue performance; KRA targets that are not met are reviewed monthly on a 1-on-1 basis where new targets will also be set. Action Plans/PDP's should be used actively and effectively for all employees with consistently low performance; documented Action Plans/PDP's should be reviewed with the employee at the end of the Plan timeframe according to SQM. KRA's are in place for all WJS/RSSU; KRA's consist of specific numeric targets selected to improve individual weaknesses; KRA targets that are not met are reviewed monthly on a 1-on-1 basis where new targets will also be set. Sign-off evaluations are scored according to employee performance including KRA results, opportunity log, disciplinary action, etc.; latest rating result and personal cap size are entered in E1 and documented for all AW, W, HW and AMDR . Sign-off evaluations for transferred employees should be requested from previous ship upon employee sign on. All other T & D - Professional Development guidelines located on the 'Guidelines' tab or stored in SQM, GAS or the Rest Ops TeamRoom are followed.

T & D - Professional Development

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T & D - Professional Development

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T & D - Professional Development

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T & D - Professional Development

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T & D - Professional Development T & D - Professional Development T & D - Professional Development

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T & D - Training Programs

4

In addition to initial training, new hire AW's must complete follow up training on the following topics prior to 90-day evaluation: GAS, USPH/OPP, beverage knowledge, bread/dressing/condiment knowledge; trainings should be documented and sign-off sheets maintained in Maitre'd/ROM office.

T & D - Training Programs

3

Aside from SQM-required trainings, all new hire AW should follow an AW "trainer" in the dining room (minimum 6 hours during first week, ship-created checklist used to confirm employee attendance and topics covered to be completed by HW Team Leader); training topics should include dining room familiarization including AW role in dining room service, dining room equipment usage, beverage knowledge. Weekly Waiter training held for menu knowledge of itinerary menus on a rotation basis with schedule posted; upon completion of training, all attendees will be tested and employees scoring less than 70% will be scheduled for repeat training; attendance sheets with test results should be maintained in the ROM/Maitre'd office. Weekly Waiter training held for wine knowledge on a rotation basis with schedule posted; upon completion of training, all attendees will be tested and employees scoring less than 70% will be scheduled for repeat training; attendance sheets with test results should be maintained in the ROM/Maitre'd office. Weekly newly-promoted Waiter training (less than 2 months) held covering detailed service procedures, menu explanation/presentation, special dietary requirements, handling guest concerns, introduction/farewell speech, open seating service procedures; training should take place in "role play" format. Detailed USPH/OPP (minimum monthly) training held for all returning crew with schedule posted; upon completion of training, all attendees will be tested and employees scoring less than 70% will be scheduled for repeat training; attendance sheets with test results should be maintained in the ROM/Maitre'd office. Weekly Assistant Waiter training held for condiment/bread/dressing knowledge on a rotation basis with schedule posted; upon completion of training, all attendees will be tested and employees scoring less than 70% will be scheduled for repeat training; attendance sheets with test results should be maintained in the ROM/Maitre'd office. Weekly Assistant Waiter training held for basic wine/beverage knowledge and practical skills on a rotation basis with schedule posted; attendance sheets should be maintained in the ROM/Maitre'd office. Weekly AW-to-W training held covering detailed service procedures, order taking, waiter role in dining room service, menu explanation/presentation, special dietary requirements, handling guest concerns, introduction/farewell speech, open seating service procedures, galley food pick-up procedures; training should take place in "role play" format. Minimum of two training sessions per week are taking place covering key aspects of the Windjammer operation; topics may include Safety, USPH/OPP and GAS; training records are accurate and sign-off sheets are maintained in the Windjammer Manager's office. All sign-off sheets include date, time, summary of topics discussed, attendee names and signatures and trainer's signature. Weekly training taking place for all Mess Attendants; documentation and signatures sheets are maintained in the ROM/Maitre'd office. Weekly training taking place for all RSA and RSPH; documentation and signatures sheets are maintained in the RSS office.

T & D - Training Programs

2

T & D - Training Programs

2

T & D - Training Programs

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T & D - Training Programs

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T & D - Training Programs

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T & D - Training Programs

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T & D - Training Programs

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T & D - Training Programs T & D - Training Programs T & D - Training Programs T & D - Training Programs

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Category
Administration Dining Room Administration Dining Room Administration Dining Room Administration Dining Room Administration Dining Room Administration Dining Room Administration Dining Room Administration Dining Room Administration Dining Room Administration Dining Room Administration Dining Room Administration Dining Room Administration Dining Room Administration Dining Room Administration Dining Room Administration Dining Room Administration Dining Room Administration Dining Room Administration Dining Room Administration Dining Room

Value Observations/suggestions
3 2 2 2 2 2 2 Each HW station (including Seniors) is progressively larger with minimum increase of 4% between each station. Schedules are adjusted according to projected monthly overtime (minimum weekly basis). All other SAG are being followed. All documents required to be posted on notice boards are done in a timely manner. Consumables and Replaceables expenses are planned according to available quarterly budget. Inventory sheets maintained in the office as well as in lockers are up-todate and accurate. All Dining Room Revenue items have specific sales targets--past results verses targets should be tracked and sent to the F&B Director/Manager on a minimum monthly basis. Traffic Flow file is up-to-date and accurate. Traffic flow graphs are regularly posted onto notice boards to encourage team involvement and feedback. Demonstrate knowledge of traffic flow tool; schedule in all venues matches observed traffic flow pattern (staggered schedules where appropriate). Waiter daytime schedules in other venues (Windjammer, Room Service, Café Promenade, etc.) are rotated fairly (maximum 2 month rotation for Room service only). Schedule is made to achieve & maximize ILO compliance. Overtime is balanced between all positions particularly between Waiter and Assistant Waiter positions. Where not balanced, management is able to show steps taken to minimize variances between Waiter and Assistant Waiter positions. All Headwaiters are able to locate current SAG on intranet. All SAG files are password protected. CAP size changes are done according to SAG standards. Signature sheet maintained for all CAP size increases which are declined; no signature sheet is required for CAP size decreases. No-show list is maintained and includes both Headwaiter, Waiter and Assistant Waiter signatures. Minimum of two randomly-chosen Waiters / AW are scheduled to witness the Station Assignment process. Witness signature sheets to be maintained for 6 months. Comment Card Ratings are accurately linked to Rating file for W/AW/HW. Shoreside-generated rating reports are posted on notice board. Ratings are sorted by both CAP size and rating; best station from each CAP size should be given starting with the highest rating from each CAP size.

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Administration Dining Room Administration Dining Room Administration Dining Room Administration Dining Room Administration Dining Room Administration Dining Room Administration Dining Room Administration Dining Room Administration Dining Room Administration Dining Room Administration Dining Room Administration Dining Room Administration Dining Room Administration Dining Room Administration Dining Room Administration Dining Room Administration Dining Room Administration Dining Room Administration MyTime Dining Administration MyTime Dining

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Waiter and Headwaiter station sizes are determined not by seat count, but by actual guest count taken from SilverWhere on Turnaround Day as late as operationally feasible. Minimum Personal CAP sizes for W and AW are set at 2 seats below the smallest station size in the dining room. Gratuity split per position is done according to standards. Discrepancy sheet is maintained and posted each voyage. DR Staff is aware of time frame for discrepancies to be reported on the last night of cruise. Gratuity split for sick list employee is handled according to SQM standards. Drop-off box by Guest Relations and Tip boxes in Messes are handled according to SQM. Dining Room Daily Log (Red Book) is updated daily with relevant information; Chef and ROM/Maitre'd monitor log entries daily and follow up where appropriate. Headwaiter Daily Report is updated daily with relevant information-follow up actions are documented; Chef and ROM/Maitre'd monitor Dinner Report entries daily and follow up where appropriate. All required documentation is maintained in an orderly and easilyaccessible manner. All Headwaiters are fully trained on using SilverWhere. Fair rotation of all Headwaiters scheduled for table changes on boarding day. Boarding Day booking standards are followed. ROM/Maitre'd and AMDR demonstrate ability to look up current expense and revenue forecast and results on intranet. Negative variances in expense accounts are flagged and the root cause of the variance identified and action taken. Available locker space is used efficiently and complies with DNV standards. Assistant Waiters, Waiters, Headwaiters, AMDR and ROM/Maitre'd are familiar with the current month's wine apd target. All dining room areas are properly maintained (chairs, side stands, tables, ice machines, etc.). Documented AVO log is evident, tracking AVO status, AVO numbers, etc. All other Administration - Dining Room guidelines located on the 'Guidelines' tab or stored in SQM, GAS or the Rest Ops TeamRoom are followed. MTD Turns Ratio is 2.1 or greater; Turns Ratio equals total MTD guests divided by seats blocked for MyTime Section. Separate MTD rating is calculated at the same frequency as Traditional SAG and used in selection process of staff including host and set-up team according to MyTime SAG. Guest Comment Ratings are applied to MTD staff according to MTD Station Assignment Guidelines; guest ratings should be divided when applicable (example: 4 Waiters serve one party of 8 with 2 Fairs; each Waiter will receive -5 points = ( 2 Fairs x -10 points) / 4 Waiters.

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2 2

Administration MyTime Dining

2

Administration MyTime Dining Administration MyTime Dining Administration MyTime Dining Administration MyTime Dining Administration MyTime Dining Administration MyTime Dining Administration Other Administration Other Administration Other Administration Other Administration Other Administration Other Administration Other Administration Other Administration Other Administration Other Administration Other Administration Other Administration Other Administration Other

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All other MyTime SAG are being followed. Waiter and Assistant Waiter stations are assigned according to a fair rotation by voyage. Gratuitable items are charged to an individual's table number according MTD SAG; host and set-up teams should receive an equal share of all MTD gratuities based on gratuity guidelines. MyTime Dining Prepaid Gratuities will be split equally based on positions for all MyTime Dining Staff regardless of station size. MyTime Dining Host, all Headwaiters and ROM/Maitre'd are fully trained on MyTime Dining SilverWhere (exception allowed for newly-promoted Headwaiters). All other Administration - MyTime Dining guidelines located on the 'Guidelines' tab or stored in SQM, GAS or the Rest Ops TeamRoom are followed. Cleanship project training, equipment, documentation and chemicals are maintained and used according to standards and clean ship Matrix. For all positions 2 stripes and above, hand-over notes from previous contract must be done according to SQM and must include details of new programs/processes implemented during last vacation. Maintenance issues including equipment and facilities are followed up in a timely manner; documentation is available for unresolved or ongoing concerns. F&B Director/Manager audits station assignment and gratuity distribution a minimum of once per month to ensure compliance with company standards. Accurate food matrix is posted and items labeled in each Mess. Dynamic scheduling in place to ensure appropriate staff level during all meal periods with reference to the traffic flow. Supervisory schedule is posted or a printed copy is provided to each supervisor and it ensures maximum supervisor coverage based on the ship's official par and itinerary. Daily entries are made in the Manager's log; Chef and ROM/Maitre'd monitor log entries daily and follow up where appropriate. Food Committee Meeting requests are given consideration and responses are communicated back to all Division Heads by the ROM/Maitre'd with the supervsion of the F&B Manager/ Director. Equipment par level is accurate and updated bi-weekly according to inventory requirements. System in place to ensure timely collection of trays throughout ship. Equipment par level is accurate and updated bi-weekly according to inventory requirements. Daily entries are made in the Manager's log; Chef and ROM/Maitre'd monitor log entries daily and follow up where appropriate. Gratuities and supplemental for all room service deliveries and amenity deliveries are split equally between only RSA's.

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Administration Other Administration Specialty Restaurants Administration Specialty Restaurants Administration Specialty Restaurants Administration Specialty Restaurants Administration Specialty Restaurants Administration Specialty Restaurants Administration Specialty Restaurants Administration Specialty Restaurants Administration Specialty Restaurants Administration Specialty Restaurants Administration Windjammer Administration Windjammer Administration Windjammer Administration Windjammer Administration Windjammer Administration Windjammer 1

All other Administration - Other guidelines located on the 'Guidelines' tab or stored in SQM, GAS or the Rest Ops TeamRoom are followed. Waiter staffing level appropriate for guest volume; no Assistant Waiters working in restaurant . Specialty Waiters daytime duties should not be restricted to Specialty venue and Windjammer, but may include any restaurant venue to maximize monthly working hour utilization. Gratuity split per position is done according to SQM. Gratuitable items are charged to individual server numbers according to gratuity guidelines; hosts (if used) should receive a share of all gratuities based on gratuity guidelines. Restaurant Manager and ROM/Maitre'd are fully trained on SilverWhere related to Specialty Restaurants. Restaurant Manager and ROM/Maitre'd are able to locate restaurant revenue forecast and results on the intranet, convert revenue forecast to cover forecast, and are aware of current voyage cover target. Guests are seated using SilverWhere; chits are effectively used to provide guest names and special requests to waiters. Specialty Waiter stations are rotated on a daily basis. Specialty Restaurants are actively and effectively marketed on Boarding Day and throughout voyage. All other Administration - Specialty Restaurants guidelines located on the 'Guidelines' tab or stored in SQM, GAS or the Rest Ops TeamRoom are followed. All Windjammer areas are properly maintained (chairs, side stands, tables, buffets, ice machines, coffee/juice machines, etc.). Traffic Flow file is up-to-date and accurate. Traffic flow graphs are regularly posted onto notice boards to encourage team involvement and feedback. Demonstrate knowledge of traffic flow tool; schedule matches observed traffic flow pattern (staggered schedules where appropriate). Schedule reflects fair rotation of Assistant Waiter through different duties excluding host and stores positions who retain these duties unless they prefer to rotate into other duties. Schedule is made to achieve maximize ILO compliance. Schedules are adjusted according to projected monthly overtime (minimum weekly basis).

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Administration Windjammer Administration Windjammer Administration Windjammer Administration Windjammer Administration Windjammer Administration Windjammer Administration Windjammer Operations Cleanliness Operations Cleanliness Operations Cleanliness Operations Cleanliness Operations Cleanliness Operations Cleanliness Operations - DR Breakfast Operations - DR Breakfast Operations - DR Breakfast Operations - DR Breakfast Operations - DR Breakfast Operations - DR Breakfast Operations - DR Breakfast Operations - DR Breakfast

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Weekly evaluations for Assistant Waiters should reflect individual performance including entries in the Manager's Daily Log; points should not be deducted for disciplinary violations. Gratuity split is done according to standards; all revenue items sold in Windjammer are rung on the shared server number. Windjammer Daily Log (Red Book) is updated daily with relevant information. Inventory sheets maintained in the office as well as lockers are up-todate and accurate. Windjammer Manager and Supervisors are familiar with the current month's sales targets for WJ revenue items. All Windjammer revenue items have specific sales targets--current results verses targets should be tracked and sent to the F&B Director/Manager on a monthly basis. All other Administration - Windjammer guidelines located on the 'Guidelines' tab or stored in SQM, GAS or the Rest Ops TeamRoom are followed. Dining Room: Cleaning schedule and cleaning matrix are in place and followed; all service areas and equipment are clean. AVO maintanance log is used and includes AVO tracking numbers. Windjammer: Cleaning schedule and cleaning matrix are in place and followed; all service areas and equipment are clean. AVO maintanance log is used and includes AVO tracking numbers. Other Areas: Cleaning schedule and cleaning matrix are in place and followed; all service areas and equipment are clean. AVO maintanance log is used and includes AVO tracking numbers. Messes: Cleaning schedule and cleaning matrix are in place and followed; all service areas and equipment are clean. AVO maintanance log is used and includes AVO tracking numbers. Specialty Restaurants: Cleaning schedule and cleaning matrix are in place and followed; all service areas and equipment are clean. AVO maintanance log is used and includes AVO tracking numbers. All other Operations - Cleanliness guidelines located on the 'Guidelines' tab or stored in SQM, GAS or the Rest Ops TeamRoom are followed.

3 3 1 1 1 1 1

Dining room including table top program is set up according to standards. Food and beverage is offered, order taken, served and cleared in an accurate and timely manner according to standards. Effective line management and seating process; warm greeting by host. Waiter introduction mentions all key elements of breakfast offerings. Service is energetic and enthusiastic. Warm and sincere farewell offered. Supervisory presence observed to be actively involved in both management of employees and in service. All other Operations - DR Breakfast guidelines located on the 'Guidelines' tab or stored in SQM, GAS or the Rest Ops TeamRoom are followed.

Operations - DR Dinner Operations - DR Dinner Operations - DR Dinner Operations - DR Dinner Operations - DR Dinner Operations - DR Dinner Operations - DR Dinner Operations - DR Dinner Operations - DR Dinner Operations - DR Dinner Operations - DR Dinner Operations - DR Dinner Operations - DR Dinner Operations - DR Dinner Operations - DR Lunch Operations - DR Lunch Operations - DR Lunch Operations - DR Lunch Operations - DR Lunch Operations - DR Lunch Operations - DR Lunch Operations - DR Lunch

4 4 3

Dining room including table top program is set up according to standards. Food and beverage is offered, order taken, served and cleared in an accurate and timely manner according to standards. Side stands are maintained in an organized and clean manner paying special attention to prevent cross-contamination; trolleys should not be utilized as a dirty side stand. Guest names are to be used to greet and say farewell to guests as well as when appropriate during service. Supervisory presence observed to be actively involved in both management of employees and in service. Effective line management and seating process; warm greeting by host. Servers are actively promoting revenue items. Waiter introduction for new guests (usually day one) should provide an overview of the dinner experience and set guest expectations; waiter must introduce himself and his assistant and a wine list must be offered to each couple. Service is energetic and enthusiastic. Proper check procedures are followed; open checks used. Warm and sincere farewell offered; Waiter offers suggestions for evening entertainment and mentions meal times for the next day. Waiter's daily introduction includes Chef's Signature Menu recommendations and Chops steak recommendation on days 1 and 2 or whenever they have new guests. Management presence in DR galleys throughout service; waiters are monitored to ensure they comply with galley pick up process; open dialogue observed between Restaurant Operations and Culinary Operations management. All other Operations - DR Dinner guidelines located on the 'Guidelines' tab or stored in SQM, GAS or the Rest Ops TeamRoom are followed.

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Dining room including table top program is set up according to standards. Food and beverage is offered, order taken, served and cleared in an accurate and timely manner according to standards. Servers are actively promoting revenue items. Effective line management and seating process; warm greeting by host. Waiter introduction mentions all key elements of Brasserie 30 offerings. Service is energetic and enthusiastic. Tutti Salad buffet set up according to standards. Proper check procedures are followed; open checks used.

Operations - DR Lunch Operations - DR Lunch Operations - DR Lunch Operations - General

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Warm and sincere farewell offered. Supervisory presence observed to be actively involved in both management of employees and in service. All other Operations - DR Lunch guidelines located on the 'Guidelines' tab or stored in SQM, GAS or the Rest Ops TeamRoom are followed.

2

Trolleys are sanitized in galley; separate clean and dirty areas are maintained on all side stands to prevent cross-contamination. Proper systems are in place to ensure USPH compliance in all restaurant areas; mock USPH inspections are done regularly and the results documented and maintained. Head Waiters and WJ Supervisors are rotated to attend the Simulated Inspections and wrap-up meetings. All required PPE including safety belts and safety shoes are used correctly; proper Workplace Safety practices (proper lifting technique, linen trolley maneuvered by two persons, maximum 9 plates per tray, dining room trolleys are used, etc.) are observed. All Restaurant employees appear clean, crisp with well-maintained with proper uniforms and are groomed to standards. Employee hygiene such as hand washing, is observed to be done naturally and frequently. Restaurant employees answer correctly when asked typical questions a USPH inspector might ask. Findings from accidents and claim investigations are incorporated in WPS training to reduce future accidents; all recent accidents should be discussed in monthly WPS meetings. F&B Director/Manager regularly visits restaurants during peak operation to spot check and provide support. F&B Director/Manager ensures all new shoreside initiatives and updates are implemented according to company guidelines. All other Operations - General guidelines located on the 'Guidelines' tab or stored in SQM, GAS or the Rest Ops TeamRoom are followed.

Operations - General

2

Operations - General

2

Operations - General Operations - General Operations - General Operations - General Operations - General Operations - General Operations - General Operations - MyTime Dining Operations - MyTime Dining Operations - MyTime Dining Operations - MyTime Dining Operations - MyTime Dining

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Supervisory presence observed to be actively involved in both management of employees and in service. Effective line management and seating process; warm greeting by host; guests should not be escorted to their table until table is fully set-up. Side stands are maintained in an organized and clean manner paying special attention to prevent cross-contamination; trolleys should not be utilized as a dirty side stand. Waiter introduction should provide an overview of the dinner experience and set guest expectations; waiter must introduce himself and his assistant and a wine list must be offered to each couple. Food and beverage is offered, order taken, served and cleared in an accurate and timely manner according to standards.

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Operations - MyTime Dining

3

Operations - MyTime Dining Operations - MyTime Dining Operations - MyTime Dining Operations - MyTime Dining Operations - MyTime Dining Operations - MyTime Dining Operations - MyTime Dining Operations - MyTime Dining Operations - MyTime Dining Operations - MyTime Dining Operations - MyTime Dining Operations - Other Operations - Other Operations - Other Operations - Other Operations - Other Operations - Other Operations - Other Operations Specialty Restaurants

2

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Each night on the first half of the cruise, MTD waiters must gather useful, service-related information to be written on the back of their chit and returned to the host for input into SilverWhere nightly. A minimum of two observations is required for each night on the first half of the cruise. Guests with reservations who arrive on time should be seated within 10 minutes of their reservation time; if wait time is longer than 10 minutes, follow up with guests to ensure satisfaction. Waiter receives chit before approaching table; waiter uses guest name and incorporates other chit information into his service to customize the guests' experience. Service is energetic and enthusiastic. Proper check procedures are followed; open checks used. Warm and sincere farewell offered; Waiter offers suggestions for evening entertainment and mentions meal times for the next day. Dining room including table top program is set up according to standards. Waiter's daily introduction includes Chef's Signature Menu recommendations and Chops steak recommendation on days 1 and 2. Host or MyTime Headwaiter actively encourages guests to make reservations for future nights. Stations are seated in a staggered manner, not seating the entire station at one time. No more than 2/3 of the MyTime section (by seat count) should be sat within a thirty-minute period. All other Operations - MyTime Dining guidelines located on the 'Guidelines' tab or stored in SQM, GAS or the Rest Ops TeamRoom are followed. Room Service ordering, POS charging and tray set up are done according to GAS. Room Service deliveries are done according to GAS; a spot-checking system is in place to ensure compliance. Room Service: Cleaning schedule and cleaning matrix are in place and followed; all service areas and equipment are clean. AVO maintanance log is used and includes AVO tracking numbers. All restaurant areas are properly maintained (chairs, side stands, tables, ice machines, coffee/juice machines, etc.). Mess set-up and replenishment are done according to standards; Messes have suitable hours of operation . All Royal amenities (wines, cakes and packages, etc.) are delivered as per the GOLD Anchor standards and on time. All other Operations - Other guidelines located on the 'Guidelines' tab or stored in SQM, GAS or the Rest Ops TeamRoom are followed.

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Food and beverage is offered, order taken, served and cleared in an accurate and timely manner according to standards.

Operations Specialty Restaurants Operations Specialty Restaurants Operations Specialty Restaurants Operations Specialty Restaurants Operations Specialty Restaurants Operations Specialty Restaurants Operations Windjammer Operations Windjammer Operations Windjammer Operations Windjammer Operations Windjammer Operations Windjammer Operations Windjammer Operations Windjammer Operations Windjammer Operations Windjammer Operations Windjammer T & D - Other T & D - Other

1

Chef and Restaurant Manager meet weekly to discuss challenges, opportunities, concerns, etc.; minutes are documented and e-mailed to the Executive Chef, ROM/Maitre'd and F&B Director/Manager. Phone etiquette, taking reservations/wait list, welcoming and seatings guests done according to standards. Restaurant ambiance is appropriate (lighting, music, no noticeable odor, etc.) . Specialty Waiters provide warm greeting, use guest names throughout meal where appropriate and offer sincere farewell. Dining room including table top program is set up according to standards. All other Operations - Specialty Restaurants guidelines located on the 'Guidelines' tab or stored in SQM, GAS or the Rest Ops TeamRoom are followed. Server approaches tables in a timely manner with a warm welcome; beverages/refills are offered and served in an accurate and timely manner according to standards. Entire Windjammer including buffets and dining areas are set up according to standards and maintained throughout service . Dirty items are cleared from tables when appropriate. Displays for beverage revenue items are in place; servers are actively promoting revenue items as well as complimentary items. Windjammer Manager and Senior Chef review all food stations together prior to lunch and dinner daily; Assistant Waiters review all food stations with a Chef prior to dinner daily; food substitutions during service are communicated in a timely manner. Effective line management and assistance provided to guests to find tables during peak hours; sincere and energetic welcome and farewell by host. Buffet items are replished before running out; buffet items are not married in guest view. Supervisory presence observed to be actively involved in both management of employees and in service. Tables are cleaned/reset according to standards quickly and efficiently. Transition between meal periods includes: barriers used for crowd control; open new lines before closing old lines. During casual dinner, guests are informed prior to buffets closing. All other Operations - Windjammer guidelines located on the 'Guidelines' tab or stored in SQM, GAS or the Rest Ops TeamRoom are followed. Waiter and Headwaiters score an average of at least 70% on written menu knowledge test for current itinerary menus. Prior to repositioning, ROM/Maitre'd should obtain information regarding prior ships' experiences including work schedules, traffic flow, best practices, lessons-learned document, etc.

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T & D - Other

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Prior to repositioning, ROM/Maitre'd should adjust operation based upon projected guest demographics including scheduling cultural trainings, adjusting equipment par, adjusting food and beverage offerings, communicate supervisory language needs to shoreside, etc. KRA's are in place for all Specialty Waiters and AMSD; KRA's consist of specific numeric targets selected to improve ratings and revenue performance; KRA targets that are not met are reviewed monthly on a 1on-1 basis where new targets will also be set. Feedback obtained from W & AW meetings indicate management and supervisory team is in touch with the needs and expectations of the employees. Feedback obtained from Headwaiter meetings show a high level of team work and a good understanding of core company operating principles. All other T & D - Other guidelines located on the 'Guidelines' tab or stored in SQM, GAS or the Rest Ops TeamRoom are followed. KRA's are in place for all AW, W, HW, AMDR; KRA's consist of specific numeric targets selected to improve individual weaknesses; KRA targets that are not met are reviewed monthly on a 1-on-1 basis where new targets will also be set. Succession plan for all key positions is up-to-date and accurate; PDP's are in place for all succession plan candidates; PDP's include all required trainings in succession plan format. Sign-off evaluations are reviewed prior to employee's return from vacation; upon return, categories scored less than 3 or below average ratings (based on SAG) are incorporated in initial KRA targets. With the exception of RSA, MESS and CLDR, KRA's are in place for all other crew and management (including SCAT, CAFA, etc.) for their respective areas; KRA's consist of specific numeric targets selected to improve ratings and revenue performance; KRA targets that are not met are reviewed monthly on a 1-on-1 basis where new targets will also be set. Action Plans/PDP's should be used actively and effictively for all employees with consistently low performance; documented Action Plans/PDP's should be reviewed with the employee at the end of the Plan timeframe according to SQM. KRA's are in place for all WJS/RSSU; KRA's consist of specific numeric targets selected to improve individual weaknesses; KRA targets that are not met are reviewed monthly on a 1-on-1 basis where new targets will also be set. Sign-off evaluations are scored according to employee performance including KRA results, opportunity log, disciplinary action, etc.; latest rating result and personal cap size are entered in E1 and documented for all AW, W, HW and AMDR . Sign-off evaluations for transferred employees should be requested from previous ship upon employee sign on. All other T & D - Professional Development guidelines located on the 'Guidelines' tab or stored in SQM, GAS or the Rest Ops TeamRoom are followed.

T & D - Other

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T & D - Other

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T & D - Other T & D - Other T & D - Professional Development T & D - Professional Development T & D - Professional Development

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T & D - Professional Development

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T & D - Training Programs

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In addition to initial training, new hire AW's must complete follow up training on the following topics prior to 90-day evaluation: GAS, USPH/OPP, beverage knowledge, bread/dressing/condiment knowledge; trainings should be documented and sign-off sheets maintained in Maitre'd/ROM office. Aside from SQM-required trainings, all new hire AW should follow an AW "trainer" in the dining room (minimum 6 hours during first week, shipcreated checklist used to confirm employee attendance and topics covered to be completed by HW Team Leader); training topics should include dining room familiarization including AW role in dining room service, dining room equipment usage, beverage knowledge. Weekly Waiter training held for menu knowledge of itinerary menus on a rotation basis with schedule posted; upon completion of training, all attendees will be tested and employees scoring less than 70% will be scheduled for repeat training; attendance sheets with test results should be maintained in the ROM/Maitre'd office. Weekly Waiter training held for wine knowledge on a rotation basis with schedule posted; upon completion of training, all attendees will be tested and employees scoring less than 70% will be scheduled for repeat training; attendance sheets with test results should be maintained in the ROM/Maitre'd office. Weekly newly-promoted Waiter training (less than 2 months) held covering detailed service procedures, menu explanation/presentation, special dietary requirements, handling guest concerns, introduction/farewell speech, open seating service procedures; training should take place in "role play" format. Detailed USPH/OPP (minimum monthly) training held for all returning crew with schedule posted; upon completion of training, all attendees will be tested and employees scoring less than 70% will be scheduled for repeat training; attendance sheets with test results should be maintained in the ROM/Maitre'd office. Weekly Assistant Waiter training held for condiment/bread/dressing knowledge on a rotation basis with schedule posted; upon completion of training, all attendees will be tested and employees scoring less than 70% will be scheduled for repeat training; attendance sheets with test results should be maintained in the ROM/Maitre'd office. Weekly Assistant Waiter training held for basic wine/beverage knowledge and practical skills on a rotation basis with schedule posted; attendance sheets should be maintained in the ROM/Maitre'd office. Weekly AW-to-W training held covering detailed service procedures, order taking, waiter role in dining room service, menu explanation/presentation, special dietary requirements, handling guest concerns, introduction/farewell speech, open seating service procedures, galley food pick-up procedures; training should take place in "role play" format.

T & D - Training Programs

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T & D - Training Programs

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T & D - Training Programs

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T & D - Training Programs

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T & D - Training Programs

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T & D - Training Programs

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T & D - Training Programs

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T & D - Training Programs

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T & D - Training Programs T & D - Training Programs T & D - Training Programs T & D - Training Programs T & D - Training Programs

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Minimum of two training sessions per week are taking place covering key aspects of the Windjammer operation; topics may include Safety, USPH/OPP and GAS; training records are accurate and sign-off sheets are maintained in the Windjammer Manager's office. All sign-off sheets include date, time, summary of topics discussed, attendee names and signatures and trainer's signature. Weekly training taking place for all Mess Attendants; documentation and signatures sheets are maintained in the ROM/Maitre'd office. Weekly training taking place for all RSA and RSPH; documentation and signatures sheets are maintained in the RSS office. All other T & D - Training Programs guidelines located on the 'Guidelines' tab or stored in SQM, GAS or the Rest Ops TeamRoom are followed.

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Score

Observations/suggestions

Shipboard Action Plan

Detailed operational review standards are contained in the embedded Word document.

ROR Standards

Open ROR Standards in Word

FOCUS GROUP # 1 Waiters (10/12/10)
Comments:

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During B30 lunch would help to have a Supervisor in the galley to expedite the food faster. We really appreciate the 80% guarantee gratuity system. It makes us really focused on guests service and the positive ratings we achieve is the result. Before we were used to serve British guests and get tea bags and coins in our envelopes at the end of the cruise.

We need to get the POS machines working on the first night. We have to use hard checks and this delays service. We also need more POS's to enter our Kronos hours.

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The food we serve guests used to be really hot, you couldn't touch the plates without a lito.Now the food isn't so hot and we are receiving more complaints now than before. The British guests the first thing they do is touch the plate.
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The bonus point system could be fairer. When we get a 20 stations and say we have a total of 18 guests on the main and 10 guests on the second then we only get the one bonus point per excellent. Bonus points should be given on guest count not station size. Boarding day duties and schedule could be better. We always seem to be working on boarding day. Females should not be assigned to wheelchair duty. I have worked on deck#3 for breakfast for the last 4 months, would be nice to work on deck#4 sometimes. When we assigned to the WJ for the whole 14 day cruise we have to work afternoon shift, this should be changed to make it fairer. Head Waiter team in general is good but they could support you better and take more ownership of kids food and special food allergies.

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FOCUS GROUP # 2 Assistant Waiters (10/12/10)
Comments

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The 80% confirmed gratuities really makes us feel good and ready to work The current ROM helps, understands and is very approachable WJ Leaders could support us better in the Windjammer. They like to point and give orders. WJ Out team schedule can be done better. I work afternoon shift and have just 20 mins to get changed ready for dinner in between. We were promised to get days off when we reach the rating target which we do but it doesn't happen. Only thing we are short of in the D/R is garbage bins. We need to have incentives in the WJ In the crew mess there is only one juice machine working. Long lines. Why do the AW's have to work pool buffet Sometimes we feel we don't get the dinner station in the D/R we deserve.

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Reviewer's Comments, Notes and To Do list.

Reviewer's Comments, Notes and To Do list.