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6th Sem Facility Planning Notes PDF
6th Sem Facility Planning Notes PDF
1. Attractive appearance
2. Efficient plan
3. Location
4. Suitable material
5. Workmanship
6. Sound financing
7. Competent Management
Developing an efficient design is a complex sequential process requiring intense interaction of many
professionals to successfully planned, designed and operate all facilities. The result of participation will surface
following decisions: -
1. Guiding programme
2. Confirming programme
Guiding Programme:
Guiding programme will be written prior to undertaking design process. The programme inputs will be
gathered all appropriate sources.
Confirming Programme:
This programme will be written after the facility design process is well under way which contains both
basic criteria and describe design philosophy, constrain and capability to develop. This programme is
used to provide with all available information to the designer. A working copy of the programme is to
be continuously updated during design process.
1. Attractive appearance
2. Efficient plan
3. Location
4. Suitable material
5. Workmanship
6. Sound financing
7. Competent Management
1. Attractive appearance:
All over appearance of a Hotel is one of the very important considerations for a Hotel. It should be
attractive and should reflect the architecture of that area and should also have character of the services
being provided in that Hotel.
2. Efficient Plan:
The plan of the Hotel should be such that it should be functional and also appeal to the eye. All the
services should be so designed that it meets various principles of layout and design.
3. Location:
The design of the Hotel will be guided by the geographical location of the Hotel e.g. if a Hotel is
situated near the airport or railway station, the reception of the Hotel will be designed in such a way
that it could handle large number of guests at one time because there is a possibility of guest checking
in large groups and around the clock. Similarly, Hotel situated at hill stations, beaches and the Hotels
located in heart of the cities and metros will be designed differently.
4. Suitable Material:
The Hotel should be designed in such a way that it should be able to use the material locally available,
which will be cost effective and efficient.
5. Workmanship:
While designing a Hotel one should consider the fact that what kind of workmanship is available and
designer should take advantage of local expertise. This will not only make the hotel efficient but also
will be economical.
6. Sound Financing:
One of the very important factors is finance in designing the Hotel. The availability of ready funds and
management of finance is a crucial factor and it should be considered very carefully in Hotel Design.
7. Competent Management:
The design of a Hotel will depend upon the quality of management available to operate the
establishment. If we have the quality management and manpower only then Hotel should be designed
for sophisticated equipment and high tech gadgets.
These are some of the consideration, which affect the design of hotel.
Systematic Layout Planning is an organized way to conduct layout planning, it consists of a framework
of phases, a pattern of procedures, and a set of conventions for identifying, rating, and visualizing the elements
and areas involved in a planning a layout.
We explained the frame work of four phases in Chapter 1. In this chapter, the systematic layout planning
pattern of procedures is described. The conventions will be introduced at the appropriate places in later
chapters.
The strictly “layout planning” phases of any facilities rearrangement involve creating a general overall
layout and subsequently a detailed layout plan for each portion of the general overall layout. In both Phase II
and Phase III. In both Phase II and Phase III, the pattern to be followed is essentially the same.
These three are always the heart of any layout planning project, regardless of products, processes, or size of
project. It is therefore logical and to be expected that the pattern of layout planning procedures is based directly
on these fundamentals.
In the previous chapter, we indicated the importance of Product (P) and Quantity (Q) to any layout. An
analysis of them individually and in their “mix” is a necessary preliminary to any real layout planning. Process
routing and equipment, supporting services, and timing information are also basic input data. And in addition,
identifying the various activities (or areas) included in the layout is a preliminary planning step.
Box 1 of the pattern - and in process - dominated industries often the most significant aspect of layout
planning - is flow of materials. By planning the layout around the sequence and intensity of material moves, we
attain a progressive flow through the areas involved.
In addition to the operating or producing areas, many supporting - service areas must be integrated and
planned. As a result, developing or charting the activity relationships - that is, the relationships among the
service or support activities or functions is frequently or equal or greater importance then relationships based on
flow of materials alone.
These two investigations are then combined into Flow and / or Activity Relationship Diagram. Here
the various activities, departments, or areas are geographically related each other without regard to the actual
space each requires.
Next, the space requirements: These are developed from analysis of the process machinery and equipment
necessary and from the service facilities involved. Area requirements must, however, be balanced against the
space available. Then the area allowed for each activity is “hung” on the activity relationship diagram to form a
space relationship diagram.
The space relationship diagram is essentially a layout. But, in all likelihood, it is not an effective layout
until it is adjusted and manipulated to integrate with its space any modifying considerations. These include such
basic considerations as the handling method, operating practices, storage scheduling, and the like. As each
potentially good consideration or idea concerning these features is thought up, it must be tested against practical
limitations like cost, safety, and employee preference.
As the integrating and adjusting of the various modifying considerations and their limitations are
worked out, one idea after another is probed and examined. The ideas that have practical value are retained and
those that do not seem worthy, we end up with two, three, four, or five alternative layout proposals. Each of
them will work; each has value. The problem lies in deciding which of these plans should be selected. These
alternative plans may be termed Plan X, Plan Y and Plan Z.
At this point, a cost analysis of some kind should be made for purposes of comparison and justification.
in addition, some evaluation of intangible factors should also be made. This is called an evaluation of
alternative layouts or an Evaluation of costs and Intangibles. As a result of this evaluation, one of the
alternatives is chosen - although frequently a modification or combination of two or more layouts may actually
result from the evaluation process itself.
The alternative layout that is chosen becomes the Selected Layout, the General Overall Layout. With
the selection of this general overall layout, phase II is completed.
We have seen how the pattern of Systematic Layout Planning is constructed. Now lets us relate it to
the basic input data, P,Q,R,S AND T. P,Q,R,S AND T underline most of the calculations needed for layout
planning. The preparations of the data for the various boxes in the SLP pattern starts with these five basic
elements. The product designs and sales forecasts must be woven together and integrated with a P-Q analysis-
sometimes called volume-variety or study of product mix. The logical splits and combines of various products
or product groups or layout groupings are derived from the P-Q analysis. Specifically, this analysis of product
mix, along with analyses of Routing(R), Services(S) and Times (T), leads us to an identification or delineation
of the individual activities (areas, machine groups, work places) involved, and thus often to the 4 actual type of
layout.
P,Q and R are then woven together to develop the flow of materials P,Q and S are woven together to
develop a service activity relationship. From the flow of materials or the activity relationship chart, or a
combination of the two, the relationships are then diagrammed. It is Routing(R), together with Time(T), which
essentially determines the machinery and equipment required. Similarly, the services (S) called for are
translated into the various service facilities required. The process machinery and equipment and the service
facilities are then translated into space requirements. These space requirements are then worked into the SLP
pattern as described above.
Many managers ask “Why plan layouts at all?” In some cases it would seem to be about as easy to
move the furnishings into an area and then have the fun of arranging them and rearranging them until you are
satisfied. For the housewife who likes the freshness of rearranging her house occasionally, this makes sense.
But for industry, merely rearranging will, in practically every case, result in lost time, idle equipment, and
disruption of personnel. In addition, it may well lead to serious blunders in the use of a company‟s available
land, in costly rearrangements, in actually tearing down buildings, walls or major structures which are still
usable but which subsequently turn out to be roadblocks to efficiency and low-cost operation.
A little time spent in planning the arrangement before it is installed can prevent such losses.
Moreover, it allows the integration of subsequent moves and rearrangements into a logical program. Planning
makes facilities arrangements an orderly, logical sequence. Layout planning pays off: Obviously, it is much
easier to move templates or replicas of facilities and equipment around on a piece of paper than it is to move the
actual buildings, machinery, or equipment around. As professor School used to say, “You can make as many
mistakes as you want in layout planning, and they will all pay for themselves if they avoid mistakes in the
physical installation”.
Actually, from an installation standpoint, it is about as inexpensive to put in a god layout as to put in a
poor one-frequently much less expensive. However, once a poor layout is installed, the cost of rearranging,
disrupting production, and fighting your way through a new financial appropriation prohibit remaking it into a
good layout.
There are two basic elements on which every layout problem rests:
Directly or indirectly, these two elements underline all other features or conditions in layout work. Therefore,
facts, estimates, or information about these two elements are essential.
P PRODUCT (MATERIAL)
Q QUANTITY (VOLUME)
R ROUTING (PROCESS)
S SUPPORTING SERVICES
T TIME (TIMING)
By Product (or material or service) we mean the goods produced by the company or area in question,
the starting materials (raw materials or purchased parts), the formed or treated parts, the finished goods, and / or
service items supplied or processed.
Quantity may be termed number of pieces, tons, cubic volume, or value of the amount produced or
sold.
In terms or unlocking layout problems these two elements represent the handle of any key we must
grasp. For it seems obvious that if we are planning the layout of a Hotel or department, the layout must
accomplish something. That “something” is certain products in certain quantities.
After obtaining the product and quantity information, we must next learn about the routing (or process).
The routing refers to how the product or material will be made.
By routing we mean the process, its equipment, its operations and their sequence. Routing may be defined by
operation and equipment lists, process sheets, flowsheets, and the like. The machinery and equipment used will
depend on the operations selected to change the form or characteristics of the material. Similarly, the movement
of work through the area to be laid out is dependent upon the sequence of the operations. Therefore, the
operations involved in the process and their sequence become the body (or stem) of our key. Backing up the
direct forming or assembly operations the producing activities or areas are a number of supporting services. In a
sence these are the things that give strength to the producing operations, for without adequate support, the
producing equipment and workers could not function adequately.
By supporting services we man the utilities, auxiliaries, and related activities or functions that must be provided
in the area to be laid out, so that it will function effectively.
Taken all together, the supporting services often occupy more floor area than the producing departments
themselves. Therefore, adequate attention must be given to them.
One other basic element of the key to unlocking layout problems is time (or timing). By time (or timing) we
mean when, how long, how often, and how soon.
Time or timing involves when products will be produced or when the layout being planned will operate (one
shift only, during festival season). Operating times for the producing operations determine how many of a given
piece of machinery are required, which in turn determines the space required, man power staffing, and operation
balancing. Urgency (of delivery of action) is also a part of timing, as the frequency of lot or batch “run” and the
response of supporting services.
Perhaps the most important of all, time affects us the layout planners. Every layout project takes a certain
amount of time to accomplish, and usually there is deadline to meet.
P. PRODUCT S. SUPPORTING -
MATERIAL SERVICES
WHAT IS THE WITH WHAT
PRODUCT SUPPORT
WILL PRODUCTS
R. ROUTING - PROCESS BE BASED
HOW IT WILL BE FORMED
Q. QUANTITY -
VOLUME T. TIME - TIMING
HOW MANY OF WHEN WILL
EACH ITEM TO W H Y ?
THE PRODUCT
The above figure shows the elements as a key. But note that these letters at the business end of the
key; W H Y. These are an essential reminder to the layout man to question the basic data - to check with
reliable sources or his top management find out the basic figures on which lay out planning will depend.
Therefore a few challenging “W H Y‟s”may be necessary to be sure the starting data is sound.
The four steps that the layout planner takes may be translated into what is known as the “Four Phases of
Layout Planning”. These include the following:
Phase I - Location
This is not necessarily a new site problem. More often it is one of determining whether the new layout (or
re-layout) will be in the same place it is now, in a present storage area which can be made free for the purpose,
in a newly acquired building, or some other potentially available space.
Here the basic flow patterns and the areas allocated are brought together in such a way that the general
size, relationships, and configuration of each major area is roughly established. Phase-II is sometimes termed
block layout or area allocation of merely rough layout.
In detail planning, the actual placement of each specific physical feature of the area to be laid out is
established. And this includes utilities and services as well. The detailed layout plan is customarily a sheet or
board with replicas of the individual machines or equipment placed or drawn thereon.
Phase-IV - Installation
Plan the installation, seek the approval of the plan, make the necessary physical moves.
Once the detailed layouts are completed (Phase III), considerable detailing of installation drawings and
planning of moves must be worked out. Funds for the installation must be appropriated and the actual moves to
install the machinery, equipment, and the services as planned must be made.
These four phases come in sequence, but, for best results, they should overlap each other. Every layout
project passes through these four phases even though the layout planning analyst may not be specifically
charged with the responsibility for Phase I and / or Phase IV. That is, he must make sure that Phase I has been
agreed to or that a specific decision has been, or will be made as to where the layout he is planning is to be
located. Obviously, he cannot be very specific about his detailed layout planning if he does not have
information about number of floors, ceiling heights, column spacing, and building features. All the generally
dependent upon a location- or a reasonably acceptable assumption as to the location -having been established.
In many cases, the Phase I work actually involves a plant location study or a new site analysis. In such
cases, the person actually responsible for making the layout plan may or may not be involved directly in Phase I.
Likewise, in Phase IV some other group may do the physical installation. However, in any case the layout
planning engineer should be aware of this four phase sequence and should be prepared to integrate his work
with Phase I and V.
FLOW OF MATERIALS
The third letter of our Key to unlocking layout planning problems is R (Routing). Routing means how
an item is made - its process. The process is established essentially by selecting the operations and sequences
that will best produce P and Q wanted in the optimum operating T - although many other consideration be
involved in the determination.
The routing yields the basic data for analyzing the flow of materials. But before utilizing the routing
handed him, the planner should recall the meaning little word why, the business end of our key. The routing
should be examined and proved reasonably right; it should be restudied when the planner feels it can be
improved.
The standard word - simplification check originally developed by Allan H.Mogensen - and discussed in
all industrial engineering text is handbooks - is especially applicable. Mogensen‟s check challenges each step in
the process routing with these words.
Once satisfied with the process routing, the planner can begin flow-of - materials analysis. This is the
Box 1 of the SLP pattern.
The analysis of materials flow involves of determining the most effective sequences of moving
materials through the necessary steps of the process involved and the intensity or magnitude of these moves. An
effective flow means that materials move progressively through the process,. always advancing toward
completing and without excessive detours or back-tracking (counterflow).
Flow-of-Materials analysis is the heart of layout planning wherever movement of the materials is a
major portion of the process. This is especially true when materials are large, heavy, or many in quantity or
when transport of handling costs are high compared with costs of operation, storage, or inspection. In extreme
cases of this kind, the desired flow is developed and then diagrammed directly. The space requirements are
hung on the flow diagram. Little investigation of supporting services and made, and no activity relationship
chart is constructed. The services and other than flow relationships are simply picked up as part of the
Modifying Considerations.
Analyzing materials flow, therefore, is one of the primary steps every layout planner should understand
and know how to do.
There are several different methods of analyzing flow of materials. Part of the problem of course is
knowing which method to use for a given project. The P-Q chart can be used as a guide, for the method of flow
analysis varies with the volume and variety of the items being produced.
Each of these flow-analysis techniques are discussed further in this chapter. The chief point here is that
different methods of flow analysis should be used for different product volume and variety conditions and that
the curve can show which type of analysis should be made.
If the planner can picture the materials flow- if he can see it - he can plan its layout. That is why the
visual aspects of analysis are continually emphasized in this book. In fact, this necessity to “see the picture” is
perhaps the underlying reason that SLP has developed into its present form.
To help the planner see, a system of sign language is used - equivalent to those used by the
mathematician, the chemical engineer, or the procedure analyst. The sign language of process charting is well
known to trained industrial engineers. It was originally developed by Frank and Lillian Gilbreth. Subsequently,
two different committees sponsored by the American Society of Mechanical Engineers modified it to the form
given.
Essentially, just five things can happen to any material as it moved through its process.
I Guest Rooms: The total square footage of the guest room block is typically 65-75 percent of the total
floor area of the entire hotel.
- The net guest room area (includes living space, bathroom, and closet) for typical room:
Square feet
Budget 200-275 (1&2 star including Motel)
Standard 275-325 (3&4 star)
First Class 325-375 (5 star)
Luxury 375-450 (5 Deluxe)
- To determine the total square footage of the guest room block (including corridors, elevators,
stairways, linen closet, vending areas and storage) generally add 50 per cent to the net guest room are
(assumes & single-loaded corridor).
- For strium hotels, add 60 percent of the net guest room area (assumes a single loaded corridor).
- The total square footage for some extremely efficient hotels may be as low as 35 percent of the net
guest room area (assumes a double-loaded corridor)
- Very inexpensive hotels very too dramatically for a general rule; consider them on a case by case
basis.
- The minimum finished width of a room is generally 12 feet.
- The minimum finished width of corridors on guest room floors is usually 6 feet, which may be
reduced to 5 feet if the guest room doors are recessed.
II Public Facilities: The amount of space allocated to the various public facilities shown below will
fluctuate dramatically. However, except for budget hotels or those with no restaurant or meeting
facilities, it typically approximates 10 to 20 per cent of the total floor area of the entire hotel.
Retail Shops: A gift/sundry shop is generally included with 1.0 to 1.5 square foot per guest room; the
size of other retail outlets can range from 100 to 1,200 sq. ft. or more depending on whether they are
“desk” operations for car rentals or airline tickets, or regular shops. The scope of what is
recommended in dependent on market requirements.
- Dining rooms and lounges: typically 4 to 6 percent of the total floor area of the hotel, the size of
outlets will be dependent on the market and assumed utilization.
- Function space: can range from none to extensive depending on market requirements; when meeting
space is included, it typically ranges between 1.0 and 2.0 meeting seats per guest room.
Square feet required
Ballroom 10-12 per person (seat)
Meeting rooms 10-12 per person (seat)
Boardrooms/hospitality suites 12-16 per person (seat)
Pre-function area 25-40 per percent of Ballroom area
Public washrooms:
Men 4 per meeting seat
Women 6 per meeting seat
Coatroom 4-5 per meeting seat
- Recreational facilities: can range from none to extensive depending on market requirements.
III Support Facilities and Services: the amount of space allocated to various support facilities and services
will vary considerably based on the public facilities included, the concept of operation (full-service versus
no frills), and the facilities provided for employees. The space required typically ranges between 10 and
15 percent of the total floor area of the hotel.
IV Hotel Administration: the amount of space allocated to administrative offices typically ranges between
1 and 2 percent of the total floor area of the hotel. It includes the executive offices as well as the sales,
accounting, personnel and any other administrative support offices. A total of 10 square feet per guest
room is generally allocated to this category.
lounge, 300-seat banquet area, two meeting/breakout rooms, each to seat 100 and be divisible by two.
Housekeeping:
Laundry 1750 6 sq. ft. per room
Linen storage 750 3 sq. ft. per room
Guest laundry 250 1 sq. ft. per room
Uniform issuing 250 1 sq. ft. per room
-------
3000
-------
Hotel Administration:
166825
Approximate cost distribution in percentage (in comparison to the total cost of the hotel)
1. Civil work 35
2. Plumbing 5
3. Electrical work 10
4. Air condition & Ventillation 12
5. Elevators 3
6. Hotel equipments 12
7. Interior 18
8. Operational supplies 3
9. Consultancy charges 2
10. Total 100
Hotel design is an interactive process bringing together the skills and expertise of owners, managers,
Architects, builders and a host of others to conceive and construct a building that meets a variety of Travel and
business objectives. The people involved in designing and constructing the hotels are:-
a) Owner
b) Consultant
c) Architect and others
A proper communication and coordination between all the above is a must though the onus to
accomplish the project is on Architect but the owner must spell out clearly the need of creating a particular
design to suit his philosophy of service and must explain why the need is:
a) A site exists in a particular location and the study is conducted to explore the feasibility for
development as a hotel.
b) It is considered that a particular town or area offers opportunity and it is studied in order to confirm this
or otherwise.
Whatever the starting point happens to be, the methodology remains the same which is to
study the market feasibility. The feasibility should include the P.P.P.P. i.e.
- Physical facilities
- Place
- Price
- Promotion
Analysis of the economic vitality of the city or region. Describe the suitability of the project site for a
hotel.
Assess the present demand and future growth of several market segments. Identity the existing
properties and their probable growth.
Propose a balance of guest room and revenue generating public facilities (Restaurant and lounges,
function area, recreating facilities). Assess competitive position of the property).
Estimate income and expenses for a hotel over a five year period to show its potential cost flow after
fixed charges.
Development process
(Action by Owner/Developer)
Among the many tasks of the development team is to establish a space allocation program. The
allocation of space among the principal functions in a hotel varies from property to property. The most obvious
difference among properties is the ratio of guest room space to public space and support area space. This varies
from 90% in budget hotels and many motels to 50% - 65% in large commercial hotels.
Architectural Consideration will include the Site Design and the Design Phase.
Site Design – The Architect is responsible for site planning, analysis of site, its constraints and opportunities.
Before firming up design, the Architect must consider:-
i) Visibility and Accessibility: Consider road access and surrounding street patterns.
ii) Surface Conditions: Analyse terrain, vegetation, existing buildings and roads and environmental
constraints.
iii) Sub Surface Condition: Confirm location and underground utilities, height of the water table, bearing
capacity of the soil, existence of environmental hazards.
iv) Regulatory restriction: Height restrictions, parking requirements, Highway restrictions etc.
v) Site Character: Describe qualities of the site such as surrounding uses and views.
vi) Orientation: for Sunlight.
vii) Adaptability: Potential for future development
DESIGN PHASE:
Commences with the preparation of schematic design (set of alternate plans) and establish
design directions considering the space allocation programme. Provide design team with approvals.
Establish design schedule, Freeze structural drawings and specification of finishes etc.
1. Site Benefit: Potential sites needs to be considered in relation to the main tourist and service
attraction. View influences the plan from, compensatory attraction (garden view, recreational
focuses) should be provided for disadvantages rooms. The orientation of sun, shade and
prevailing winds will affect building design.
4. Circulations: The movement and guests, non-resident visitors, staff and supplies in a hotel
tend to flow distinct, circulatory patterns. Where practical, guest, supply and staff circulation
be kept separate.
5. Guest Room Plans: Guest room may be arranged in rows or one on both sides, of the corridor
forming a slab plan or stacked around the circulation core of a tower structure, which are
explained as under:-
a) Slab Plan: Can be double loaded slab or a single loaded slab. In double loaded slab
the rooms are laid out on both sides of the corridor whereas in single loaded slab, the
rooms are only on one side of the corridor. Double loaded corridors are most
efficient so far as space utilization is concerned and work out to be more cost
effective and economical.
b) Atrium designs: These are internal corridors overlooking the central space which
may be open or sub-divided by mezzanine extensions to increase utilization.
Elevators extending through the atrium are invariably transparent. The guest rooms
are arranged in a single loaded corridor.
c) Tower Structure: The rooms are spread over around a central core which enable the
guest rooms to be cantilevered, propped or suspended around the sides. The
proportion of space taken up in circulation, including corridors on each floor, is high
and tower structures are generally used for high rise buildings where the advantages
of view justify the higher costs.
CHAPTER 3 -
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CHECK LAST CHAPTER OF THIS DOCUMENT
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CHAPTER 4 - KITCHEN
There are various heavy and light equipments required for the commercial kitchens. Determining the specific
equipment required for the proposed kitchen is one aspect of design on which considerable time can be spent.
During this part of the planning process the food service facility consultant has to estimate accurately the
capacity of each of the various types of kitchen equipment to be used. If these capacity estimates are too low,
the result will be delays and bottleneck in the food production process. Estimates that are too high will result in
expensive and inefficient piece of equipment. The consultant should be careful to take into account any
projected increase in business volume, that would require increased equipment capacity, and plan accordingly.
At this juncture, he has to make decision about the manufacturer, the model number, attachments, special
accessories.
A systematic method of determining equipment capacity required is to analyse each food item appearing on
the menu. Whether a la carte (or) daily change menu as in the case of buffets a sample of the typical menus may
be sufficient. First, we have to estimate the number of portions to be prepared for a particular period. This
estimate is made for every menu item requiring equipment. Next the standard portion size of the each food item
has to be fixed. For e.g. (soup-240 ml., coffee-180 ml., etc.) multiplying the estimated number of portions by
the portion size will give the total volume if food to be prepared.
Once the volume of food to be prepared is arrived, the capacity of the equipment should be determined with
future changes anticipated. Trends can be studied, and then any anticipated changes in foods, sales volumes or
meals offered can be projected to see if drastic changes in equipment are necessary. For e.g.: perhaps no freezer
space will be required currently, but if the need for freezer space is highly probable is 5 or 10 years, space can
be left to add it then conveniently and economically.
The method of preparations and production for each item is then evaluated. Possible alternatives may
include a) items individually prepared to order. b) Items prepared in small batches in anticipation of orders, c)
item prepared in large batches, d) item that are partially batch prepared and finished when orders are received.
The batch size is next determined for those items that are to be prepared batches. The selection of the
batch size is one way that the food service facility consultant can control the capacity of the equipment. Smaller
and more frequently prepared batches are desirable because they require less equipment capacity and the foods
are fresher when served. Some items that can be held swell after cooking can be made in larger batches.
For those items to be prepared and cooked to order, the maximum no. Of portion to be made at one time is
evaluated on the basis of the no. of customers, their menu preference, their arrival pattern.
After determining portions, equipments catalogs may be consulted to match the capacity needed for
production with the available sizes of standard equipment. The designer is also careful when sizing some
equipment that may have a usable capacity that is somewhat less than the standard capacity.
Equipment Check list
The equipment required for the kitchen varies from one type of operation to another depending on the menu
offerings, the nature of food materials, method of preparation, service, personal desire of the owners, manager,
or chefs. The following list of equipment is grouped by typical functional areas.
Refrigerated, storage
Cold Rooms:
- Shelves
- Dairy
- S.S.Trolleys
- Vegetables
FreezeRoom:
- Fish
- Meat
Cold Kitchen
- Meat Saw
- Gravity feed slicer
- Meat Block
- Reach in Refrigerator
- Reach in Freezer
- Scales
- Work Table with service and drain board
- SS Utility Trolley
- Mincer – Chopper
- Sausage Stuffer
- Buffalo Chopper
Pantry
- Griddle
- Microwave oven
- SS worktable – sink drain board
- Toaster
- Salamander
- Reach in Refrigerator
- Bread Cabinet
- Juice extractor
- Coffee/Tea Pantry man
- Ice Cream cabinet
Snacks bar
- S.S.Counter
- Coffee maker
- Food warmer
- Freezer
- Fudge warmer
- Griddle
- Grill
- Gas range
- Work table
- Working table with sink and drain board
- Slush Machine
- Juice dispenser
- Pastry cabinet
- S/W grill
- Soda fountain
- SS utility trolley
- Bain Marie counter
- Chaat Counter
- Dosa Plate
Wet Grinding
- Convention wet grinder
- Tilting model wet grinder
- Worktable.
A complete discussion of selecting and sizing of all the different types of kitchen equipments is beyond the
scope of this study material. A brief discussion of frequently specified major items of equipments would serve
to illustrate this part of the planning process.
Deep fat fryers are available in a variety of types, capacities and degree of automatic operation desired. The
productive capacity of a fryer is related to the litres of fat in the fryers, the heat input, and the cooking time
required for various foods. Typical designs of fryers are based on a fat-to-food ratio 6:1. This indicates that
each kg. of food to be fried requires 6 lits. of oil (or) fat in the deep fat fryer. Conventional fryers are tailor
made to the requirement of the client to various capacity, 1/2 lit, 1 lit. 3, 5, 7 and so on.
Pressure fryers make another category of deep fryers they are sealed to permit steam pressure to build up
between the lid and the fat surface. The steam is generated from the foods fried or by water injectors. The
pressure fryer reduces the loss of moisture from foods. Heat transfer in a pressure fryer is greater than a
conventional fryer and consequently the cooking time is shorter. The food is brown outside, moist and juicy on
the inside.
The brat pan is one of the most versatile pieces of cooking equipment. Its design is such that it can be used
to boil, simmer, grill, sauté, fry and curries. For some items like Indian gravies, sambar, foogath can be done in
the tilting frying pan with some savings in time that would normally be spent transferring foods and cleaning
other utensils. Brat pan may be free standing; walls mounted, counter mounted and are available in gas and
electricity model. There are models which are ignited by electricity and working on gas. The brat pan is tilted
by a worm and gear assembly operated by hand wheel. They are tailor made to difference capacities of 50 litrs.
to 300 litrs.
C. GRIDDLE:
Griddle are flat top piece of equipment heated from beneath, as compared to grills which have heating
sources both above and beneath. Griddles are used for high production food service and fast food operations.
Grills are more of a specialty piece of equipment. Both gas fired and electric models are suitable for most
purposes. Griddle are available in variety of sizes from small i.e. 10” x 20” to as large as 72” x 24”. Griddles
are free standing, counter-mounted, mobile or built in as the situation demands. The height of the splashguard,
location and the width of the grease trough should be considered when specifying griddles. Combination
griddle-grill is also available. This provides greater flexibility for the preparation of different menu items.
D.FOOD CUTTERS:
Food cutters are versatile piece of equipment that can handle meats, vegetable and fruits. The food cutters
can cut, dice, shred, and almost liquefy foods, depending upon the amount of time the food is left in the cutter.
The foods to be size reduced are placed in a bowl, which rotates and exposes them to high speed rotating blades.
Steam jacketed kettles are constructed of two stainless steel bowls sealed one within the other, with almost 2”
of space between them for the introduction of steam. The amount of steam surface between the bowls is
referred to as jacketing, and models from half-jacketed to full jacketed are available. The operation of steam-
jacketed kettles utilizes steam, which is condensed back to water in the jacket to provide the heat for the inner
kettle. A condensate line is provided to remove the water that accumulates. The amount of heat input is
dependant upon the pressure and amount of steam allowed to enter the jacketed area. There is a pressure gauge
to indicate the pressure. In case of excess pressure is let into the jacket, there is a pressure /air release valve to
reduce the pressure. These kettles are used to cook rice, dhal, boil milk, and cook vegetables. They are
available in 50, 100, 200 and 300 lit. cap.
Gas cooking ranges have open top burners with high-pressure burners, T-22, T-35. They are tailor made for
the client‟s is requirement. They are manufactured in different combinations such as 2 in 1, 3 in 1, 4 in 1 and 6
in 1. The length and breath of the range depends on the quantity food to be prepared. In case of a la carte
preparation, a combination of high and low pressure burners is used, the area being 14”x 14”. The height of the
cooking ranges 33” - 34”. But for ideal bulk cooking the length various between 20” to 24” per range, and. the
height is reduced to 18” to 20”. Heavy gauge stainless steel and heavy-duty supports are used for these cooking
ranges since it involves bulk preparation.
A Chinese gas cooking range is aptly designed for authentic Chinese delicacies, with a cast iron dome, to
prevent the direct heat on to the chef while cooking with a wok. A 12” to 14” height splash back with a
swiveling faucet with controls in front panel for immediate water, and a drain channel at the rear to enable to
chef to empty the wastewater is also provided in this equipment. They are ideal with flat open top gas range in
the middle for stockpot and dome cover gas ranges on either side for a la carte preparations.
G. DOSA PLATE:
The dosa plate are similar to the griddle which have hot plates specially designed to prepare dosas. The plate
is thick machine polished, mild steel with even heat distribution for optimum use.
The M.S.plate rests on stainless steel frame, and it has S.S.top, front and a specially placed oil spillage
trough. The splash back on all three sides of the dosa plate to avoid splash of oil or batter. For uniform heat
distribution a “V” shaped burner is placed. This unit is available in electric/gas. It is custom-built size to
prepare a minimum 2-3 dosas to 8-10 dosas at a time.
H. IDLI STEAMER:
Idly steamers are S.S. cabinets with tight fitting doors with gaskets. Steam is injected into the cabinet to pre
heat to the required temperature. Idly plates are made of S.S./Alum. with different combinations. The steam is
injected from the sides, top and bottom. These cabinets are tailor made to accommodate 2-4-6 idly plates at a
time. It is advisable to have 2 plate compartments because steam is lost during the process of loading the idly
plates.
STANDARD:
After determining the type and capacity of the equipments required for a particular kitchen, the next phase
involves selecting the specific characteristics that are desired. Factors such as
Materials
Constructions techniques
STAINLESS STEEL:
Stainless steel is an alloy containing minimum amount of chromium and nickel and maximum amount of
other alloying elements such as manganese, silicon and carbon. Its use in kitchen equipments is based on the
following characteristics: -
TYPES:
Kitchen equipments manufacturers and fabricators select from the stainless steel referred to have Type 304
and 302 (food grade). These stainless steel sheets produced in India, according to the standards of Steel
Authority of India that controls the amount of alloying materials.
The corrosion resistance of stainless steel is attributed to the addition of Chromium to the alloy. Nickel
lowers the thermal conductivity of the alloy and increases its co-efficient of expansion, allowing it to be formed
into various shapes more easily. The amount of carbon is restricted so that the alloy can be welded without
forming chromium carbide, which lowers corrosion resistance.
Stainless steel is produced in sheets, plates, bars, wires, pipes and tubing.
===============================================
ELEMENT TYPE 302 % TYPE 304 %
===============================================
CHROMIUM 17-19 18-20
NICKEL 8-10 8-12
MANGANESE 2 max. 2 max.
SILICON 1 1
CARBON 0.15 0.08
===============================================
FINISH:
A number of degrees of finishing are available for Stainless steel. There are 8 designated types of
finish for stainless steel. They are achieved by standard guiding, polishing and buffing. The finish used for
surfaces that are in direct contact with food or exposed is standard polish No.4. Non-food contact surfaces and
non-exposed supporting frames and sheets can have a duller finish, which is less expensive than polished finish.
THICKNESS:
The Swiss Wire Gauge (SWG) usually designates metal thicknesses. Although other gauges are
manufacture, typical gauge numbers of metals used for kitchen equipments ranges from 6 to 24 (6 is the thickest
and 24 is the thinnest). The actual dimensions for these typical gauges are given below:
======================================================
GALVANISED STEEL:
Coating the steel with a layer of Zinc produces galvanized steel. The preferred method of producing
galvanized steel is by electroplating, which gives the best bond between the steel and zinc. The quality of
galvanized steel is dependent upon the thickness of the zinc coating.
Galvanized steel can be satisfactorily used for kitchen equipments, where there is no food contact or where
abrasion is not evident. Sinks, tables, counters, shelves, racks are manufactured with galvanized steel
framework.
CONSTRUCTION STANDARDS:
Equipment manufacturers to produce the finished product utilize several fastening methods. The fastening of
materials in the food zone has to be capable of meeting sanitary requirements while in non-food zones.
There are 3 fastening methods
Welding
Soldering
Mechanical fasteners.
WELDING:
Welding is the preferred methods of joining sheets of metal that cannot be formed into the desired shapes.
Heliarc welding is used on stainless steel if there is sufficient thickness of metal. The heliarc welding utilises an
inert gas as the flux, resulting very smooth or strong weld. The weld can be ground and polished to the extent
that the joint is equivalent to No.4 finish.
Heliarc welding is preferred for all kitchen equipments with food contact zones. Electric arc welding is as
smooth or even as the heliarc welds. They may be used in non-food contact equipments. Acetylene welding
may be necessary for thin metal sheets, since the other two will burn through the metal easily.
SOLDERING:
Soldering is different from welding in that the metal to be joined are bonded rather than fused together.
Soldered joints do not have the strength of welded joints, and should be used appropriately in those applications
that are not subjected to stress. Tin and lead are the basic solders used, the presence of these metals prevents
MECHANICAL FASTENERS:
The use of bolts, screws, rivets and studs are undesirable in the food zones of kitchen equipments for sanitary
reasons. They may be used only in non-food zones if other joining techniques are not practical. Low profile
fasteners are preferred in order to facilitate cleaning of the area where the fasteners protrude.
EDGE TREATMENT:
Exposed edges on kitchen equipments are formed to provide safe and sanitary conditions. Nosings are either
open with sufficient room for cleaning are completely closed. If open edges are to be used at least 3/4” space
between the edge and the body is required. On equipments where spillage is anticipated such as soiled dish
landing table, the edges are turned up a sufficient height to contain the material.
Unless the equipment is to be placed on a raised platform, seated to the floor, or wall hung, legs and feet may
be specified for support. Tubler or square legs are usually used to raise the equipment so that the lowest
horizontal part is 6” above the floor. The legs and feet should be rigid enough to support the weight of the
equipment with minimum cross bracings.
Mobile equipments are becoming popular in kitchen equipment, because it provides greater flexibility to
accommodate different work place arrangements for handling changes in menu items. Casters and rollers are
selected to assure that one worker can easily move the equipment. It also helps in cleaning the equipment better
than the fixed ones. A wheel tread that is smooth and wide enough to prevent damage to the floor material is
desirable.
Doors that are used to enclose opening and provide access to interior areas are usually of two types,
Single panel
Double panel
Double panel doors may include insulators heat transmission is to be minimized. They are used on
refrigerators, freezers and oven. Hinges are kept minimum because it is difficult to maintain them.
Bain Marie 14
Drain board 12-14
Sink 12-14
Work table 16-18
Counter 12-14
Steam kettle 12-14
Shelves 20
Sides and bottoms 18-20
Legs 10-12
Cross bracings 16
Doors - outer pan 18
Doors - inner pan 20
PERFORMANCE SPECIFICATIONS.
It describes the work to be done by the results desired. For e.g. food facility planners know that many
manufacturers are capable of producing fryers / grinders / bain-marie with different characteristics. The may
choose to write a performance specification that will establish the type, size, capacity and output per hour that
will meet their requirement.
DESCRIPTIVE SPECIFICATION
The most detailed type of specifications is the descriptive specification. It describes the component of the
equipment and how these components are to be assembled. The specific identification the physical properties of
the materials, size of each component, spacing.
For e.g.:
Legs and cross rails shall be continuously welded and ground smooth.
Bottom of legs at floor level shall be fitted with stainless steel bullet type foot, with 1/2” adjustment.
Gussets that are used to attach the legs to the equipment are designed to be 1” minimum dia at the top,
welded to the frame or sink bottom.
Gas equipments - all burners, copper pigtails, valve control etc.
Ends of fixtures, splash back, shelves etc. shall be finished flush to the walls and adjoining fixtures.
Framework to be either box type framing or open channel type.
Drawers to be 18 gauge stainless steel channel type housing and drawer cradle; both housing and cradle
being reinforced and welded at corners. Housing and cradle secured to the underside of the table top.
Fabricate sink compartment with 1/4” coved vertical and horizontal corners.
Framework of galvanized iron shall be welded construction, having welds smooth, and where galvanizing
has been burned off, touched up with high-grade aluminum bronze.
Edges for equipments either marine edge or crimped edge.
Under shelves made of 18/20 SWG stainless steel sheets, double beaded on all sides and reinforced with
under frame with cross supports of 35x35x5 mm M.S. angles.
REFERENCE SPECIFICATIONS;
Reference specification employees‟ standards of recognised agency and authorities to specify quality. Many
companies state in their literature and catalogue that there product or equipment conforms to specific recognised
standards.
For e.g.:
Gas burners - United Works, Mumbai, I.S.I Mark.
Heaters - Escorts/Racold
Thermostat - EGO
Compressors - Kirloskar
PROPRIETORY SPECIFICATIONS:
Proprietary specifications call for material, equipment or products by trade name, model number and
manufacturers. This type of specification is the easiest to write because the commercially available products
and equipments set the standard of quality acceptable to the specification writer.
For e.g. :
Kitchen equipments - LL equipments, Continental etc.
Vertical chopper - Hobart,
1. Ascertain the overall size of the equipment; overall size means, the length, breadth, and the height of
equipment from the ground level in mm. (1 foot = 300 mm).
2. Framework to be used.
3. Briefly describe the top and 3 sides of the equipment with gauge of metal. Then the interior of the
equipment, (shelves, racks etc.) with gauge, distance between the racks and shelves.
4. Then express in brief about the 4th side i.e. the door, (swing door or sliding door) metal gauge used, type of
insulation to be used.
5. Specify the electrical attachment required for the equipment - compressor on top (or) bottom, location of
the panel - left / right/side. Specify the make of the electrical attachment to be used.
6. If sinks have to be made/in built with the table the overall size of the sink, the side on which it is required:
LHS/RHS/Middle.
7. Bain marie containers, whether dry heat/moist heat, which side the bain marie containers are required and
the size of the containers L/B/D.
8. Chute : whether chute is required, size of the chute, location of the chute, length of the chute, and finish.
9. Gas burners: type of burners, T-35, T-22, Chinese, specify the type of burners and the make to be used.
10. Wet Grinder: specify the make, capacity, if possible the model number.
DOSA PLATE:
The unit shall be of open frame construction with 12” Stainless steel panels on all sides with loovers.
The framework of the dosa plate is 12 SWG S.S. Rods.
One under shelf shall be provided - 20 swg. 200 mm from GL.
The unit shall be open frame structure provided with cross bracings.
Top S.S.sheet shall be 16 SWG.
S.S.panels upto 12” from the top shall be 18 SWG.
The vessel rests shall be of cast iron size 450 x 450 mm.
S.S. spillage or drip tray to be provided.
2 Nos. high-pressure burners - T.22 United (Mumbai) make along with pilots.
Provision of gas inlets shall be on both sides.
Exhaust loovers on all 3 sides of the panel.
Needle control valve to be provided.
Marine edges to be provided.
O.S. 1500 x 700 x 600 mm.
No.4 finish.
IDLI STEAMER:
All stainless steel 18 gauge unit shall be steam injected on all sides.
The capacity of the unit 108 idlies per batch.
The unit shall have 2-chamber model with each unit having chamber to prepare 54 idlies per batch.
Stainless steel idly trays shall be provided to make 9 idlies each tray.
Door shall be insulated and provided with rubber gaskets.
Hinged mechanism for doors closing.
Water outlet for the unit to be provided.
The unit shall be open frame structure with under shelf (20 SWG)
Under shelf 6” above ground level.
Stainless panel of 12” width shall be provided on all sides with loovers.
A splash back 150 mm shall be provided.
The chapatti plate shall be a one-piece machine polished 5/8” thick plate.
The puffer shall be a cast iron with vents.
V” burner to be used. 2 for chapatti plate and 1 for puffer
A complete discussion of selecting and sizing of all the different types of kitchen equipments is beyond the
scope of this study material. A brief discussion of frequently specified major items of equipment would serve to
illustrate this part of the planning process.
After developing the work places, determining the specific equipment to use, and finialising the space
requirements, the food facility consultant is ready to accomplish the layout phase of the planning process.
Some of the equipment layouts for certain functions may already have been completed during the design of the
work places. Now the designer will formalize them, first as rough scetches and ultimately in the form of blue
prints.
The layout process may be described as two separate stages that occur at the same time. One stage deals
with arrangements of individual pieces of equipment, work tables, and sinks with a unit which comprise a
functional area or a functional department i.e. one particular area may be developed for the function of Indian
and Tandoor preparations, (or) salad and sandwish preparation, as a single unit.
The second stage of layout process involves arranging the functional areas into a total facility. For e.g. the
receiving, storing, prepreparation, production, pot washing areas, and non production areas such a rest rooms,
offices are brought together to form the basic floor plan for the facility.
There may be some doubt as to whether these 2 stages of layout are done at the same time. Even though the
designer may be working on one stage or another at any given time, layout design must be considered in term of
both stages. In essence, the layout of the total facility must be considered when laying out the component areas
and vice versa.
Concepts of Layout:
1. Materials or products
2. Machines and equipments
3. Workers
4. Movement.
1.Materials or products
The products should be designed for ease of production.
Raw materials used should require minimum no. of processing steps.
The layout should protect the material from detrimental factors such as moisture, dust, vibration and
temperature changes.
To provide flexible layout to handle change with product
Material storage area should facilitate taking inventory.
Provide facilities for storing waste and scrap materials.
3. Workers:
Layout should safeguard the workers by eliminating hazards.
Adequate light should be provided.
4.Movement:
Layout should provide for easy movement of material and workers.
Provide for smooth flow into and out of work place
Layout should prevent back tracking
Delays in movement of material should be minimised.
Layout configuration
The arrangement of equipment and work places for functional areas is usually is the form of a straight line or
in combination and modifications of straight line configurations. The basic patterns that may be used include;
Single straight line arrangement: This is the simplest of designs, but it is limited in the number of
pieces of equipment or work places that can be arranged. The straight line arrangement may be placed
along a wall or take the form of an island.
„L‟ Shaped arrangement: This is a modification of the straight line arrangement to accommodate more
equipments and work places, it is sometimes used where linear space is limited. The „L‟ shaped
configuration is suitable for seperating two major groups of equipment. One group of equipment
would be placed on one leg of the „L‟, the other group forming the second leg.
„U‟ shaped arrangement: „U‟ shaped configuration is ideal for small areas where only one or two
employees are working. One disadvantage of this configuration is that straight line flow through the
area is not possible.
Paralell, back to back arrangement: This configuration is an arrangement of two parallel lines where
the backs of the equipment and/or work places on each line are adjacent to each other. This
arrangement centralizes the utility lines required for the equipment. Some time a short wall is
constructed between the two rows of equipment, in which case provision for cleaning and maintenance
should be provided.
Parallel face to face arrangement: This arrangement utilises two straight lines of equipment and work
places where the front face each other and are separated by an aisle space. This is very common
configuration that can be used in many areas of facility. This configuration requires two separate
utility lines for equipment as compared to the single utility line used in the parallel back to back
arrangement.
The final arrangement for most facilities is usually composed of a combination of configuration of
equipment and work places. Only the smallest of operations would use a single configuration of the
layout facilities.
After arriving at the total area requirement for the main kitchen, the following is the estimated
percentage of production/space for functional areas:-
Receiving 5
Food storage 20
Pre-preparation 20
Cooking 12
Baking 10
Potwash - KSD 5
Traffic aisles 16
If you understand the basic principles of kitchen layout will help take much of the mystery out of the design
process. The most basic layout principle is the work triangle. The work triangle is the line drawn from each of
the three primary work stations in the kitchen - the food storage, cooktop, and sink. By drawing these lines, you
can see the distance you‟ll walk to move to and from each area.
The sum of the ideal triangle is supposed to be between 15 and 22 feet, putting each of the three appliances
within two or three steps of one another.
The three primary kitchen work stations which create the work triangle are:
1. Food storage - Your refrigerator and pantry are the major items here. Cabinetry like lazy susan or swing-out
pantry units add function and convenience. Options like wine racks, spice racks, and roll-out trays help to
organize your groceries.
2. The preparation/cooking station - Your range, oven, microwave, and smaller appliances are found in this
area. Counter space is important in this section. Conserve space by moving appliances off the counter with
appliance garage cabinets and space-saving ideas like towel rods and pot lid racks.
3. The clean-up station - Everyone‟s least favorite activity is one of the kitchen‟s most important - clean-up.
This area is home to the sink, waste disposal, and dishwasher. Cabinetry for this station is designed to organize
with the trash bin cabinet and roll-out tray baskets for storage convenience.
Your kitchen is probably more than just a place to cook and eat. You may choose to include a breakfast bar,
desk, bookshelves, computer station, a TV or whatever in your kitchen.
Triangle reloaded
The work triangle, however is experiencing a remodel of its own. The work triangle was designed for an age
when there was only one cook, and only three appliances (fridge, stove, sink).
No leg of the triangle is supposed to be less than 4 feet or more than 9 feet.
There should be no human (well, or non human, of course) traffic flow cutting through the triangle.
Place the microwave near the refrigerator for convenience
Walk space should be 42″ wide to account for traffic flow and clearance of large appliance doors or
large relatives
Counter space on either side of the range or cooktop should be a minimum of 15 inches
An 18-inch counter should be adjacent to the fridge on the same side as the handle
The food prep area (minimum counter space 36 inches) is ideally located between the fridge and the
sink; If the food prep area is between the sink and the range or cooktop, it will involve more travel.
A lower surface is best for food prep (measure 7 to 8 inches below your elbow height)
In two-cook kitchens, the fridge and range/cooktop are usually shared.
Two triangles can share a leg, but shouldn‟t overlap
An island with a second sink creates at least one more triangle, and adapts to many uses: wet bar
location, flower cutting and arranging, homework station etc.
This is a smart and simple solution for narrow rooms, ideally with one wall over
10 feet long, without windows or doors. However, this layout causes the longest
journey distances since you often have to walk from one end of the room to the
other. Therefore, it‟s a good idea to place the sink in the middle of the line, with
adequate space separating it from the range.
This shape offers the most efficient use of space, making it the choice of many
professional chefs. The two rows allow room for lots of preparation space, and moving
between activity areas can be as easy as turning around. However, this shape is not ideal
if the corridor is open at both ends, since it can cause traffic congestion.
Make sure there is enough room for opposite drawers to be open at the same time (at
least 48″). Another important consideration is to keep the cleaning and cooking areas on
the same side in order to minimize the risk of accidents while moving hot pans between
the sink and range.
This is a very popular kitchen layout - ideal for a family kitchen, or for entertaining guests,
since it can easily accommodate table and chairs in the same room. Using two adjacent
walls, the kitchen also benefits from the lack of through-traffic. The sink, range and fridge
should be separated by a preparation area.
The use of three full walls in a room offers the perfect working kitchen. The fridge,
range and sink can be spaced out for maximum efficiency and convenience. This is
great news for those who take your cooking seriously, as it provides the best workflows
with the shortest distances around the kitchen. This shape also allows for large amounts
of countertop and storage space.
A very popular kitchen type, the island layout is perfect if you plan to entertain but
requires more floor space. An independent island unit can face a dining or living area,
allowing the cook to socialise while preparing. A sink here provides the optimal
arrangement in terms of the kitchen‟s working triangle. Otherwise, a cooktop with a
canopy over the island can form a stunning focal point to the kitchen.
Built very much like the U-Shaped with the addition of an elongated partial wall, the
G-Shaped kitchen offers a great deal of space.Ideal for larger families needing extra
storage space Plenty of counter and cabinet space Multiple cooks can function well in
this layout Can convert one cabinet leg into a breakfast bar or entertaining area
In some operations, a large storage area for soiled utensils may be required because they are not washed as
soon as they are received. This occurs when the same personnel who wash dish, also wash the pots and pans.
Pot washing machine are considered for large food facility if they can be economically justified.
A pot wash area is suppresed by 6” than the regular floor level of the kitchen, to avoid the water flowing into
the main kitchen area. Heavy jet washers with water at a temperature of 88 degrees is used to wash pots
because they easily remove the dirt and fat and make cleaning easy. Since the pot wash area becomes very
messy with waste food and fat, anti-skid tiles are recommended for the floor and white glazed tiles on the three
side walls upto 8‟ feet height. A minimum area of 10‟ x 10‟ is required.
In India wet grinding area is considered to be one of the supporting services to the main kitchen. There will
be a minimum of two wet grinders in any small hotels, so that there is a stand by in case of breakdown. Wet
grinders are tailor made and are of different capacities. The ideal functional area required for a wet grinding is
10‟ x 4‟. The area has to have anti-skid tiles for the floor and glaze tiles on the wall to maintain hygienic
conditions.
The chef‟s cabin has to be ideally located, so that, he has a clear view of the entire kitchen. In some
organizations and some hotels the Chef cabin is being utilized to store the imported stock of ingredients like,
spices, wine etc. Ideally 10‟ x 10‟ is required for the chefs cabins.
Chef‟s Larder:
This is a substore which is located within the kitchen, in the control of the chef. The quantities of material
drawn for the day from the main food store is stored in the chefs larder, since there is no space to store this in
the individual kitchen, the drawn material is stored in a place with the kitchen, which is called as chefs larder.
Chefs larder is convenient for the cooks, because they can draw material at any given time of the day even after
the main food store is closed for the day in the evening. Large quantities of food material should not be stored
in a chef larder because it blocks the capital of the hotel.
(a) Intensive cooking such as baking and roasting during non-peak demand hours.
(b) Use minimum number of electric appliances at a time. Stager their operation.
(c) Try to use electrical appliances between 6 AM to 10 AM or after mid night if possible.
35. Equipment should be turned on at specific time to a specific temperature and turned off at times when not
needed. A 10-15 minutes preheat period is requires only 7 to 15 minutes for pre-heating.
36. Clean heating elements at least weakly. This may even be done daily if you do high volume frying.
37. Cooking foods in least volume possible for most economic use of energy.
38 If keeping electric burner on for shorter period is inevitable, when they are not in actual use keep the
temperature low until you are ready to cook. This will even prolong the life of burner besides conserving
energy.
39. Avoid to turn on gas burners until you are ready to cook.
40. If possible, fill cooking vessels according to capacity. Large cooking vessel if used for cooking lesser
quantity of food will consume more energy.
41. Use flat bottom pots and pans for maximum heat transfer.
42. Group kettles and pots on close top ranges.
43. Turn down heat as soon as food begins to boil and maintain liquids at simmer.
44. Clear boil overs and spill overs promptly to avoid build up of carbon deposits which will effect the
efficiency of equipment adversely.
45. Always try to use roasting and baking oven to full capacity for maximum utilization of heat. If possible wait
till oven is loaded upto its optimum capacity prior to switching on.
46. Regular & prompt cleaning of rotary toaster saves energy.
47. Avoid frequent opening of refrigerator doors. Door opening if planned, saves energy.
48. Do not allow frosting on refrigerator coils to save energy.
49. Close & preferably lock ice cuber bins after removing ice for use.
50. Using hot water for cooking consumes less energy as compared to cold water.
51. Switching off heater when cooking is over, not only saves energy it is safer as well.
52. Do not use dishwasher until you have sufficient load
B. BANQUETS
01. While air conditioning is on, try to avoid using candles on the table. They add a tremendous heat load.
02. When renting a space for function try to fit the space to the size of function. Do not rent a 300 person ball
room to 50 people even if the room can be divided. Remembers you are spending almost same on air
conditioner of the space.
03. When setting up for a function, make certain that heating, cooling and lighting are off until ½ hour to 1 hour
before function starts. Turn off systems as soon as the function is over. In fact, air conditioning can be turned off
even ½ hours before function finishes. Air conditioning effect will stay for ½ hour.
04. If you have a choice, try to avoid function that requires the addition of many spotlight or other heat
producing equipment.
05. Assign an individual responsible for turning lights on and off.
06. Keep the light off whenever any function area is vacant or unoccupied.
07. While Air-conditioning is on ensure that all doors and windows are properly closed.
08. During winter season try to use outside air for cooling.
09. Review lighting levels and prepare new standard lamping plans for meetings rooms to reduce unnecessary
wastage of energy.
C. RESTAURANTS
01. Reschedule cleaning of are during day light hours.
02. Avoid using electrical light while setting the table whenever possible.
ENGINEERING DEPARTMENT
An analysis of Hotels show that approximately 60% of then energy consumed in a property is in the equipment
and machinery rooms, boiler rooms, air conditioning rooms, water treatment and pump areas and sewage plants.
Engineering Department is responsible for running and maintenance this equipment. They are also concerned
with entire building and complex.
Keeping the above in view, it is imperative that the Engineering Department operates these equipments at peak
efficiency. Engineering Department can help conserve energy in the following Ways:
01. By acting as an advisor to various departments to help them achieve their respective Energy Management
goals.
02. By ensuring efficient and economic operation of all equipments.
03. They must maintain history card of each machine so that in-efficient and uneconomical machines can be
identified and eliminated to save the wasteful uses of energy. This will also help in deciding the preventive
maintenance schedule of each machine.
4 Some guidelines to achieve energy management goals at little or no cost are listed below:-
HVAC SYSTEMS – PLANT ROOM
01. Turn off HVAC machinery in all unoccupied spaces.
02. Eliminate or reduce duct air leakage.
03. While operating chillers ensure following:-
- As far as possible keep leaving chilled water temperature on the higher side.
04. Lower hot water temperature for heating when outside temperature rises.
05. When chiller is not operating, make certain that chilled and condenser water pumps are shut down.
06. Use proper water treatment to prevent fouling or sealing of condensers, cooling towers and piping.
07. Repair all hot, chilled and condenser water lines, valves and pumps. A considerable quantity of water is lost
through leaky pump glands which can be saved easily.
08. Repair or replace damaged hot or chilled water line insulation.
09. Check cooling water tower bleed off periodically.
10. Check efficiency of chiller against manufacturer‟s specifications by checking water temperature and
pressure drop in and out of chillers and condensers and motor amperage on compressor.
11. Condenser tubes should be kept clean.
12. Stop all refrigerant leaks.
13. Check daily purge operation on chiller for signs of air leaks
14. Remove algae growth from cooling towers.
15. Check all belt drives. Replace worn out or frayed belts.
16. Clean AHU coils and fans periodically, check chilled water sample to know the internal condition of coil.
Do periodic cleaning of coil.
17. AHU filter must be cleaned periodically.
18. Check all thermostat for correct functioning.
BOILERS
01. Check Boilers Room for negative air pressure which can reduce combustion efficiency.
02. Avoid multiple boiler operation. One boiler operating at 80% is more efficient than two at 40%.
03. Operate boilers at as low steam pressure as possible.
04. Avoid excessive boiler blow down.
05. Clean burner nozzle periodically.
06. Pre-heat the fuel to correct temperature before injection.
07. Maintain a good water treatment programme.
08. Repair and replace if necessary boiler and flue insulation that is damaged.
09. Repair and replace all worn or damaged steam and condensate piping insulation.
10. Insulate all condensate and steam pipe line flanges.
11. Check and repair all steam traps.
12. Eliminate all steam leaks.
13. Check fuel lines for leaks.
14. Check combustion control in order to maintain maximum efficiency.
15. Check all safety valves for any leaks.
5 HEATING
01. Check and back wash water filtration plant for higher efficiency and reduction in water system scaling.
02. Check water analysis periodically.
03. Repair at once all leaks, dripping faucets and shower heads.
04. Check toiler flush valves for any water leaks.
o
05. Lower hot water temperature to 120 F.
06. Check and adjust swimming pool make up water (not to exceed 10%).
07. Shut down pool filtration plant when pool is not in use.
08. Reduce lawn and shrubbery watering to absolute minimum.
09. Check water regulating valves on water coolers, refrigerant units and ice machines.
10. Consider sprint loaded, self closing water valves in Kitchens.
The Kempinski Hotel Mall of the Emirates has been designed while keeping in mind the needs of our
handicapped guests. Following features are available:
Public Areas:
Ramps giving access to most public spaces such as the lobby, the restaurants and public restrooms
Seated check-in and check-out available in the reception area or the guest room.
Escape chairs available in all fire exists of the guest room floors
Guest Rooms:
1) General
2) Sink
Clearance below the sink is 69 cm in height between the floor finish and the apron to allow access to
wheel chairs users
3) Shower
4) Bath tub
Introduction
PERT and CPM are two well known network techniques or models especially useful for planning, scheduling
and executing large time-bound projects which involve careful co-ordination of a variety of complex and
inter-related activities and resources. PERT is the abbreviated form for Program Evaluation and Review
Techniques and CPM for Critical Path Method. Both the techniques were developed in U.S.A. during the late
1950s. PERT was developed by US Navy Engineers to plan and control the huge Polaris Submarine Program.
CPM was developed by E.I. Dupont Nemours & Co., U.S.A. and the Univac Division of Remington Rand
Corporation in 1956 in connection with the periodic overhauling and maintenance of chemical plants. It
resulted in reducing the shut-down period from 130 hours to 90 hours and saving hours and saving the company
$1 million.
Both the techniques have been applied successfully to improve efficiency of execution of large projects within
pre-determined time and cost limits. Any new venture may be regarded as a project, such as constructing a new
plant, bridge, dam, shopping centre or residential complex, design of a new aircraft, manufacture of ships, R& D
projects, introduction of a new product, installing pipeline, floating a new issue of shares, major repairs and
overhaul of plant and machinery units, organizing a large conference/convention, handling an earthquake relief
work and so on.
PERT and CPM converge on several aspects, and are almost treated as twins; there are, however, some points
of difference between them which will be discussed later. The techniques recognize the systems or inter-related
nature of activities on large work projects and translate the job proposed into a model by drawing a network of
the activities involved. They are used in planning and controlling (monitoring) the projects. Planning in this
context implies developing the overall layout of the project with estimates of time, the resources required and
the detailed time scheduling and sequence of various jobs to be performed. The control, on the hand takes place
during the work on the project. Gradually as resources get used and completion times are obtained, project
management techniques can be used to reallocate, if necessary, the rescues, according to the revised criticality
rankings of the jobs remaining to be done. In general the application of PERT and CPM is intended to answer
the following:
1. The expected project completion date
2. The scheduled start and completion time for the different activities comprising the project
3. The key activities of the project which must be completed at the scheduled time (or else would result in
delaying the entire project completion time) and require close managerial attention, the time period by
which non-key activities may be delayed without causing a delay in the completion of the whole
project.
In fact, PERT and CPM are suitable for any situation where
a. The project consists of well-defined collection of activities or tasks
b. The activities can be started and terminated independently of each other, even if the resources
employed on the various activities are not independent.
c. The activities are ordered so that they can be performed in a technological sequence. Thus precedence
relations exist which preclude the start of certain activities until others are completed. For example, the
overhead water tank in a high-rise building cannot be installed until the top floor of the infrastructure
has been constructed.
The application of PERT and CPM for project management involves the following steps:
1. Establishment of objectives: The first step in the development of a PERT network is the
establishment of objectives. There will be a major objective to be accomplished, linked by supporting
objectives. When these are identified, they must be linked together so as to enable to planner to see the
project in its true perspective.
2. Identification of all key activities and events or phases for completion of the project. In this
connection, the term activity is defined as an operation or job to be carried out which consumes time
and resources. In the AOA network diagram, activities are denoted by arrows (). An event is
defined as a beginning or completion of an activity. It is denoted by a circle (O). while identifying the
key activities, sequencing activities and estimating activity times, both technical and managerial
persons should work together.
3. Determination of sequence of activities and events in a project and arranging them in a network that
brings out their interrelationship to satisfy the technological sequencing requirements. The network
diagram so constructed is a beginning point for the project. For the sake of convenience, each event is
given a serial number. In a project, some activities have to be undertaken sequentially while others
may be carried out concurrently. All these form part of the project network. The network so formed,
shows a number of paths of activities and events from beginning to completion.
4. Determination and assignment of time for starting and completion of each activity in the network,
which will help to arrive at the total time required for completion of the project. In CPM only one time
rating per activity is used. In PERT, three estimates of time span for completion of each activity are
evaluated. They are optimistic time (shortest time denoted by t o), pessimistic time (longest time
denoted by tp) and normal time (most likely time denoted by t m). After these three time estimates have
been made, they are combined into a single workable time value known as expected time (denoted by
te). This is done algebraically by using a weighted average.
te = tp + 4tm + tp
6
where te is the expected time, to optimistic time, tp – pessimistic time and tm – normal time.
The three time estimates are used in PERT because the originators of PERT thought that the estimated
time for an activity is better described by a probability distribution than by a single estimate.
6. Implementing the network model created as a tool of control once the project commences. This
stage calls for periodic updating of the network amongst other tings to monitor the progress of the
project. This is done by comparing the actual activity completion times with their estimated times.
Necessary changes are made in schedules in case of intolerable deviations to ensure completion of the
project as close to the target time as possible.
7. Resource Allocation and Scheduling: Based on the network calculations and assessment of resources
required for each of the activities, the plan is translated into a time schedule. If it is possible to
expedite the activities by incurring additional cost, the economics of doing so are also examined before
finalising the schedule.
Each person who participates in the application of PERT to the control of the project should have some basic
familiarity with the general nature of the work and with the ultimate objective desired.
For information purpose only, there exists another manner called the Activity On Node (AON) diagram to
present the project logic. In this, the activities are represented on the node (and not the arrow) and the
precedence relationships are represented by the arrows. This technique of project networking was developed by
John W Fondahl in USA and by Bernard Roy in France, at about the same time when PERT and CPM came into
existence. All of these techniques were developed independent of each other. Fondahl called his technique of
AON diagram by the name “precedence diagram”. The AON diagram is claimed to have some merits as
compared to AOA diagram as it does not require dummy activities, and because it is considered to be simple
and easier to explain as well as to understand and facilitates revision and updating. Irrespective of these
advantages, the AOA diagrams continue to be more popular than the AON diagram and the AOA diagrams add
dynamism to the network. Both types have their relative advantages and disadvantages and have carved their
respective niches in terms of application and usage.
Assumptions of PERT/CPM
2. The precedence relations of project activities can be completely represented be a non-cyclical network
graph in which each activity connects directly into its immediate successors.
3. Activity items may be estimated either as single-point estimates or as three-point PERT estimates and
are independent of each other.
4. In CPM, the duration of an activity is linearly (and inversely) related to the cost of resources applied to
the activity. (This means less the time more the cost as it happens when crashing activity time).
5. In PERT model, activity duration is assumed to follow the beta distribution, the standard deviation of
the distribution is assumed to be 1/6th of its range, the mean is approximated by 1/6 th (to+4tm+tp) and the
variance in length of project is assumed to be equal to the sum of the variances of activities on the
critical path.
6. Cost time-trade off for deriving the cost curve slopes are subjective again and call for great deal of
expertise of the technology as well as genuine efforts to estimate.
In networks, an activity is a clearly identifiable and manageable operation or an element of work entailed in the
project and it is represented by an arrow. An event (or node), is the and/or finish of an activity or group of
activities. Others terms used are junction, milestone or stage. In general milestone is reserved for particularly
significant events that require special monitoring. An activity arrow (i, j,) extends between two nodes, the tail
node (or event), i, represents the start of an activity and the head node (event) j, represents the completion of an
activity as shown below:
Activity
(i) (j,)
Starting event completion event
Activities may also be termed jobs, tasks or operations. Activities which must be completed before a certain
other activity starts are called the predecessor activity starts are called successors activities.
Predecessor activity: Activities that must be completed immediately prior to the start of another activity called
predecessor activities.
Successor activities: Activities that cannot be started until one or more of the other activities are completed, but
immediately succeed them are called successor activities.
Concurrent activity: Activities which can be accomplished at the same time are known as concurrent activities.
Path: An unbroken chain of activity arrows connecting the initial event to the final event via other events is
called a path.
Following are some of the rules that have to be followed while constructing a network:
1. Each defined activity is represented by one and only one arrow in the network. Therefore, no single
activity can be represented more than once in the network. These arrows should be kept straight and
not curved. Sometimes bending activity arrows so that the main portion of the arrows both straight and
parallel to the main horizontal axis of the diagram will improve the appearance of the network. This is
illustrated below:
2
1 1
Angles between arrows should be as large as possible. Arrows should not cross each other. Where crossing
cannot be avoided, the method shown below should be adopted.
3
1 2
2. Before an activity can be undertaken all activities preceding it must be completed. Thus, a network
should be developed on the basis of logical or technical dependencies between various activities of the
project. The discipline of networking requires that the project be considered in a thorough and analytic
manner and the predecessor-successor relationships between the various activities clearly laid.
3. The arrows depicting various activities are indicative of the local precedence only. The length and
bearing of the arrows are of no significance, although arrows in network diagrams should be drawn to
show time flow left to right i.e. in the forward direction.
4. The arrow direction indicates the general progression in time. Each activity must start and end in a
node (or event). The tail of an activity represents the point in time at which the “activity start” occurs
and the node marking this start is called the tail event for this event. The head of an activity represents
the point in time at which the “activity completion” occurs and the node marking this termination is
called the head event for that activity.
5. When a number of activities terminate at one event, it indicates that no activity emanating from that
event may start unless all activities terminating there have been completed.
3 3
4 6 7 1 2 4
5
5
Fig.(I) Fig.(ii)
6. Events are identified by numbers. Each event identified by a number higher than that allotted to the
event immediate preceding one. I.e., events should be numbered such that for every arrow (i,j) (i, < j).
In assigning numbers to the events, care should be taken that there is no duplication of event numbers
in a network. The event numbered 1 denotes start of the project and is called initial node (or event)
while the event carrying the highest number denotes the final event in the network. A network should
have only one initial and one terminal node. (Students are advised to keep the project start event and
the project completion event in a straight line for a more aesthetic looking network diagram).
7. The activities are identified by the numbers of their starting and the ending events. They are expressed
as i,j, where i represents the starting event, or the tail node number, and j represents the ending event or
the head node number. Naturally head nodes always have a higher number than tail nodes. No two
activities may be described by the same set of ordered pairs. All activities emerging (or taking off)
from event 1 should not be preceded by any other activity or activities. In fig.I activities B, C, D and E
can be expressed as 3-6, 4-6, 5-6 and 6-7 respectively. Event 3 represents the beginning of the activity
B while event 6 represents the completion of activities B, C and D, and the beginning of the activity E.
8. An event which represents the joint completion of more than one activity is known as a merge event,
while an event which portrays the initiation of more than one activity is called the burst event. In
Fig.(I) above event 6 and event 2 in Fig (ii) is a burst event.
9. Parallel activities between two events, without intervening events, are prohibited. Thus two or more
activities cannot be identified by the same beginning and ending events. By implication, any two
events should not be connected with more than one arrow. When two or more activities in a project
have the same head and tail events, dummy activities are needed in constructing the network. The
figure on the left is the wrong way to represent the two activities while the figure on the right shows the
correct representation of the two activities using a dummy.
WRONG
2
1 2
1
3
RIGHT
A dummy used in this manner is called an identity dummy. Dummies do not consume time or
resources. As a result of using dummy activities, other activities can be identified by unique end-
events. Dummy activities are usually shown by arrows with dashed lines.
Dummy activities are also very useful in establishing proper logical relationships in the networks
which cannot, otherwise, be adequately represented. Known as logic dummies they are used when two
chains of activities have a common event, although they are in themselves wholly or partly independent
Dummy
If a dummy is the only activity emanating from a node, it can be eliminated. If a dummy activity converging to
its final node, it can be eliminated. Dummy activities which portray predecessor relations that are already
implied by other activities may be removed as redundant.
A third reason to use dummies is to improve the layout of a network when they may not be strictly necessary to
represent the logic involved. This often happens at the start or finish of a network where a number of activities
either start from a certain point, or coverage to a particular point. In this way, the need for „curved‟ activities is
avoided.
1 2 loop 5 6
1 2 6 7
In this network activity 4-5 dangles which is not permitted when drawing network diagrams.
After the network is drawn in a logical sequence, every event is assigned a number which is placed inside the
node circle. The number sequence should be such so as to reflect the flow of the network. The rule devised D R
Fulkerson is used for the purpose of numbering and involves the following steps.
1. The initial event has all outgoing arrows with no incoming arrow is numbered 1.
2. Delete all the arrows coming out of node 1. This will convert some more nodes (at least one) into
initial events. Number these events 2,3 …
3. Delete all the arrows going out from these numbered events to create more initial events. Assign the
next numbers to these events.
4. Continue until the final or terminal node, which has all arrows coming in with no arrow going out, is
numbered.
Consider the following notations for the purpose of calculating the various times of activities.
Estij = Earliest start time for activity (i,j) is the one at which the activity can start without affecting
the total project time.
LEstij = Latest start time for activity (i,j) is the latest possible time by which it must start without
affecting the total project time.
Eftij = Earliest finish time for activity (i,j) is the earliest possible time by which it must finish without
affecting the total project time.
Lftij = Latest finish time for activity (i,j) is the latest possible time by which it must get completed
without delaying the project completion.
tij = Duration of the activity.
It may be noted that Eft = Es+t and Lst = Lft- t.
Latest event time (L) for any event is the latest possible time by which all the activities terminating at that
event can be ought to be completed without the project completion time being altered. Effectively, L for any
event is the minimum of the Lst of all activities at that event.
How to find the critical path using forward pass and backward pass technique
Set the earliest time of the first event (node) to „0‟.
Add the activity time(s) commencing from this first event to this to get the earliest time (T E) of the
subsequent event/s. Now start with the earliest time of the subsequent event (which you have just
calculated) and add the activity times of those activities emanating from it. Keep doing this in the
forward direction following the arrowheads until you reach the last node. In case two or more
arrowheads converge on the same subsequent node select the greater of the choice of times as the
(TE) for that subsequent activity.
You have now completed the forward pass.
Now set the latest time of the last event equal to the earliest time you achieved in the forward pass (also
called the contractual obligation time).
Subtract the activity time(s) from this to get the latest time (TL) of the preceding event(s). Next, use
the latest time of this (these) preceding event(s) and subtract the activity times of those activities
diverging from it. Keep doing this in the backward direction following the arrow tails until you reach
the first event. In case of two or more arrow tails diverging (if seen from right to left; then
converging) from the same node select the lesser of the choice of time as the T L for that preceding
event. When working back to the first event one of the choice must give „0‟.
You have now completed the backward pass (whose objective was to calculate the Latest allowable
occurrence time of each activity).
Now trace from the first to the last event a thick line or double line or a line of another colour ink
touching all those events where the earliest time and lastest time are identical
This is the critical path whose duration is the latest time of the last event.
Normal project cost: This is calculated by adding up all the (direct) costs of each activity and possibly the
indirect costs for that much time.
Float or Slack: Slack is with reference to an event and float is with respect to an activity. In other words, slack
is used with PERT and flat with CPM, but they may be interchangeably used in general practice. Float or slack
means extra time over and above its duration, which a non-critical activity can consume without delaying the
project.
Total Float: The total float for an activity is given by the total time, which is available for performance of the
activity, minus the duration of the activity. It represents the amount of time by which it can be delayed without
delaying the project completion date. In other words it refers to the amount of free time associated with an
activity minus the earliest start time for the activity. Thus,
Total flat = Lst – Est
Where Lst = Latest Start Time and Est = Earliest Start time
Free Float: This is that part of the float which does not affect the succeeding activities. This is the float which
is obtained when all the activities are started at the earliest. This is given by the equation.
Free float = Earliest start time for following activity – the earliest completion time for this activity.
Alternatively,
Free float = Total flat – Head slack
Independent Float: If all the preceding activities are completed at their latest, in some cases, no float may be
available for the subsequent activities which may, therefore, become critical. On the other hand, in some cases,
even after completion of the activities at their latest, there may still be some float left.
The part of the float, which remains unaffected by utilization of float by the preceding activities and does not
affect the succeeding activities is called Independent float. Independent float is given by the equation:
Independent float Est for the - Lft for the - Duration of present
= following preceding activity
activity activity
In the case of independent float and interfering flat if negative figures are obtained the float is taken as zero.
Students are requested to put down the negative fitures (if any result) as the answers.
“By employing network techniques like PERT and CPM one can plan, schedule and control a given
project very effectively.” Discuss.
Planning and control are two of the most important functions of management. Planning involves the
formulation of objectives and goals that are subsequently translated into specific plans and projects. The
function of control is to institute a mechanism that can trigger a warning signal of actual performance in
deviating from the plan. The PERT and CPM models are extremely useful for the purpose of planning,
analysing, scheduling and controlling the progress because:
Each activity involved in the project is mapped on the network in a logical sequence with timings of
each activity marked.
Critical activities are identified which have no slack.
The non-critical activities are identified and free as well as total float is calculated.
Est, Eft, Lst and Lft are marked on the diagram.
Critical path is identified and in case of hindrance additional resources can be employed to keep to the
time schedule.
Crashing of the activities is made feasible to conform to the changing considerations.
PERT/CPM give us a lot of flexibility as regards resource, time and cost.
The Three Time Estimates of PERT: If the activity duration‟s in a project are uncertain then activity
scheduling calculations are done by using the expected values of the duration‟s. Sometimes, such expected
duration estimations may not give an accurate answer. Thus, rather than estimating directly the expected
completion time of an activity, three values are considered. From these times a single value is estimated for
future consideration. This is called three-time estimates in PERT. The three time estimates are as under:
1. Optimistic time (to): This is the shortest possible time to perform the activity, assuming that
everything goes perfectly well with no complications.
Further, to determine duration variance in PET, we find an interval of variate values of six standard deviations
to contain the large majority of the distribution. Hence in PERT, the standard deviation is expressed as the one-
sixth of the range assumed by the variate.
Standard deviation ()= tp – to or variance (2) = [tp – to /6 ] 2
Variance of the project length is found by adding all the variances (2) of the activities lying on the critical path.
Standard deviation () of the project length is given by
________________________ ___________
variances of activities on critical path = 2
Before calculating the above we would have to find and consequently 2 for each activity of the network.
The standard deviation may be used to calculate the normal deviate „Z‟ and the corresponding probability of
occurrence of that event by the following formula.
Z = tS – tE
where tS is the conjectured time of completing the project or event.
Advantages of PERT
a. This technique gives the management the ability to plan the best possible use of resources to achieve a
given goal within the overall time and cost limitations.
b. It helps management to handle the uncertainties involved in programmes where no standard time data
of the Taylor-Gantt variety are available.
c. It presses for the right action, at the right point, and at that right time in the organisation.
Limitations of PERT
a. The basic difficulty comes in the way of time estimates for the completion of activities because
activities are of non-repetitive type.
b. This technique does not consider resources required at various stages of the project.
c. Use of this technique for active control of a project requires frequent updating and revising the PERT
calculations and this proves quite a costly affair.
Advantages of CPM
a. It helps in ascertaining the time schedule.
b. With its aid, control by the management is made easy.
c. It makes better and detailed planning possible.
Limitations of CPM
1. CPM is activity oriented, i.e. CPM network is built on the basis of activities. Also results of various
calculations are considered in terms of activities of the project. On the other hand, PERT is event
oriented.
2. CPM is a deterministic model i.e., it does not take into account the uncertainties involved in the
estimation of time for execution of a job to an activity. It uses a single time estimate. It completely
ignores the probabilistic elements of the problem. PERT, however, is a probabilistic model. It uses
three estimates of the activity time: optimistic, pessimistic and most likely; with a view to take
into account time uncertainty. Thus the expected duration of each activity is probabilistic and
expected duration indicates that there is fifty percent probability of getting the job done within that
time.
3. CPM places dual emphasis on time and cost and evaluates the trade-off between project cost and
project time. By deploying additional resources, it allows the project manager to manipulate project
duration within certain limits so that project duration can be shortened at an optimal cost. One the
other hand, PERT is primarily concerned with time. It helps the manager to schedule and coordinate
various activities so that the project can be completed on scheduled time.
It is difficult to say with certainty which approach is commonly used. The nature of the project generally
dictates the use of an approach. CPM is commonly used for those projects which are repetitive in nature,
(e.g., construction projects) and where one has prior experience of handling similar projects. PERT is
generally used for those projects where time required to complete various activities is not known apriori.
Thus, for planning and scheduling research and development projects, PERT is widely used. For such project it
is very necessary that the project is completed in time, PERT can determine the probabilities of completing
various stages of such projects. It can identify the activities which have high potential of causing delays in
completing the project scheduled date so that the manager can take preventive measures to reduce possible
delays to maintain the project schedule.
However, the differences have almost faded and both these tools have merged together to provide a single tool
of management control.
PROBLEM: For the network shown below normal time, crash time, normal cost and crash
cost are given in the table. Contract the network by crashing it to optimum and calculate the
optimum project cost and saving.
Solution:
Step-II To contract the network identify the activities on critical path which have cost slope less than
the indirect cost.
1-2 100
2-3 20
2-4 200
2-5 100
5-4 40
4-5 20
Step-III: Crashing activity having minimum cost slope i.e. 2-3 and 4-5
Critical path: 15 days
Introduction
Lot of money is involved for completing various activities in a project. Hence, the project manager always
remains conscious of time as well as costs involved. CPM assumes direct relationship between time and cost
and uses time-cost trade-off concept, which is its unique feature. This concept relates to the fact that on a crash
basis, it will cost a little more but even this increase in cost may prove economical in various ways. As such the
project manager will keep in mind the time-cost consideration before taking decisions regarding the project and
its different activities.
Crashing
Crashing is employed when we want to shorten the project completion time by spending extra resources i.e.
ultimately more money. In real life, it is always possible to employ more resources. Consider, for example, the
activity of laying bricks which requires a gang of a mason assisted by a few labourers. By increasing the
number of labourers the activity duration can be shortened or crashed. But there is a limit to this. Too many
labourers per mason would not reduce the duration any more since they are liable to jam up. Concerned
specialists would have to estimate the crashing limit for each activity as also the extra money for crashing each
activity. Once these estimates are made available an analysis can be made to determine the time-cost trade-off
curve i.e. what cost it takes to crash the project to a given duration. In other words, crash time is the minimum
activity duration to which an activity can be compressed by increasing the resources and hence by increasing the
direct costs.
The process of shortening a project is called crashing and is usually achieved by adding extra resources to an
activity. Project crashing involves the following steps:
Step one: Find the normal critical path and identify the critical activities. List all possible paths starting with the
critical path and followed by sub-critical paths. Write the duration of each path.
Step two: Calculate the cost slope for the different activities by using the formula.
Step three: Rank the activities in the ascending order of the crash slope and mark a tally for the number of days
each activity can be crashed.
Step four: Crash the activities on the critical path beginning with those that are the least expensive to crash until
they are crashed to maximum possible extent. If an activity selected for crashing lies on any other listed path it
will reduce the duration of those paths as well. Find the additional direct cost resulting from cashing the activity
as well indirect cost now expended and add the two to the normal direct cost to achieve the total cost. The
following table will be of great use to systematize the crashing process.
1 Activities crashed
2 No. of days crashed
3 Revised Project duration
4 Normal Direct (Activity) costs
5 Direct costs of crashing (cumulative
6 Indirect costs involved (if any)
7 =4+5+6 Total cost
Step five: As the duration of the critical path gets reduced, other paths too get critical. Now further reduction in
project duration is only possible if the critical paths are crashed simultaneously. The problem (of crashing)
ends when one of the co-critical paths to be crashed runs out of crashing time.
Students are requested to carefully note whether they have been asked minimum project duration and associated
cost or optimum project duration and associated cost after crashing. Optimum project duration is when the
costs associated with the project are minimum. Minimum project duration is the shortest project completion
time irrespective of the cost involved.
Note: crashing may also be more conveniently carried out, when the network is plotted on a time graph, which
we call a scheduled network or a squared network.
1. C & D starts concurrently, after completion of A&B which are independently. E follows C & F follows D.
Job ends after completion of E & F.
2. A & B starts the job concurrently. C follows A & D follows B. E starts after completion of C & D. F
follows E and it is the last activity.
4
1
2
5
1
2 4 6
CHAPTER 3
STAR CLASSIFICATION OF HOTEL
Geographical location
The tariff
The facilities provided
Star classification
Out of the above four systems, star classification is most scientific and accepted all over the world. It has
certain advantages and disadvantages. In spite of disadvantages, it is most accepted official system.
Three different committees do the star classifications. The constitution of these committees is as follows:
(in some states, even three star is classified by the committee which is for one and two star).
CHECKLIST FOR
FACILITIES & 1 2 3 4 5/5D Comments
SERVICES
General
Primarily transient, full N N N N N Maximum 10% rooms for commercial
time operations, 7 days a use in hotel block or as per local law. At
week in season least one room equipped for the
physically challenged
Establishment to have all N N N N N These documents are already detailed in
necessary trading license General Terms and Conditions
Establishment to have N N N N N Public liability insurance has specified at
public liability insurance a minimum of Rs.5.00 crores
24 hrs. lifts for building N N N N N Mandatory for new hotels. Local laws
higher than ground plus may require a relaxation of this
two floors condition. Easy access for physically
challenged persons
Bedrooms, bathrooms, N N N N N
public areas and kitchens
fully serviced daily
All floor surface clean N N N N N Floors may be of any type
and in good repair
Guest Rooms
Minimum 10 lettable N N N N N
rooms. All rooms without
side windows / ventilation
Minimum size of 120 120 140 140 200 Single occupancy rooms may be 20 sq.
bedroom excluding ft. less.
bathroom in sq.ft
Air-conditioning 25% 25% 50% 100% 100% Airconditioning/heating depends on
climate conditions & architecture. Room
temperature should be between 20 & 28
Degree C. for 4, 5 and 5 Deluxe
(the % is of the total number of rooms)
A clean change of bed N N N N N Hotels may have a guest-triggered
and bath linen daily & system. For 1 & 2 on alternate days.
between check-in Definitely required between each check-
in
Minimum bed width for N N N N N
single (90cm) and double
Mattress minimum 10 cm D D N N N Coir, foam or spring. Form covered if
thick cotton.
Minimum bedding 2 N N N N N Blankets available in air-conditioned
sheets, pillow & case, rooms and as per seasonal requirement in
blanket, mattress non-A/c rooms. Mattress protector is
protector/bedcover desirable in 1 and 2 and necessary
for all others
Sufficient lighting, 1 per N N N N N
bed
A 5 AMP earthed power N N N N N
socket
A bedside table and N N N N N 1 per two twins and two per a double bed
Bathrooms
Percentage of rooms with 25% 75% ALL ALL ALL Dedicated bathrooms need not be
dedicated (private) “attached” but must have private access
bathrooms with room
Minimum Size of 30 30 36 36 45 25% of bathrooms in 1 & 2 to be
Bathroom in square feet Western style WC
Communal Bathrooms on N N NA NA NA All bathrooms, shower stalls lockable.
same floor as rooms for Toilet area to have sanitary bin with lid.
1 & 2. Access not
through Public areas,
Kitchens etc.
1 bath towel and 1 hand N N N N N If no attached / dedicated bath, to provide
towel to be provided per in room.
guest
One W.C. brush per toilet N N
seat
Guest toiletries to be N N N N N Where bathrooms is not attached,
provided. Minimum 1 toiletries provided in room.
new soap / guest
A clothes-hook in each N N N N N
bath/ shower room
A sanitary bin N N N N N In communal bathrooms, these must have
Public Areas
A lounge or seating in the N N N N N Size would depend on check in pattern.
lobby area There should be at least one telephone no
higher than 24" from floor level in
5/5- D
Reception facility or N N N N N Manned minimum 16 hours a day. Call
means to call attention service 24 hours
Accommodation, F & B N N N N N To be displayed in room.
and other tariffs available
Heating and cooling to be N N Temperatures to be between 20-28
provided in enclosed degrees celcius.
public rooms
Public rest rooms for N N N N N In 1 and 2hotels, this may be unisex.
Ladies and Gents with (4 & above should have facility for
soap and clean towels, a physically challenged persons)
washbasin with running
hot and cold water, a
mirror, a sanitary bin
with lid in Unisex &
ladies toilet
Public restrooms to have N N N N N
low height urinal (24"
Max)
Ramps with anti-slip D D D N N Fire and emergency alarms should have
floors and handrails at visual & audible signals. Wheelchair
the entrance. Minimum access with suitable table in at least one
door width should be 32" restaurant.
to allow wheelchair
access and other facilities
for the physically
challenged
Facilities for aurally / D D D D D
visually handicapped
Kitchens
Refrigerator with deep N N N N N Capacity based on size of F & B service.
freeze
Segregated storage of N N N N N Meats & fish in freezers. Vegetables
meat, fish and vegetables must be separate
Tiled walls, non-slip N N N N N
floors
Head covering for N N N N N
production staff
Daily germicidal cleaning N N N N N
of floors
Clean utensils N N N N N
Six monthly medical N N N N N
checks for production
staff
All food grade N N N N N
equipment, containers
Ventilation system N N N N N
First –aid training for all N N N N N
kitchen staff
Drinking water N N N N N Water treated with UV + filteration is
acceptable
Garbage to be segregated N N N N N To encourage recycling wet garbage area
– wet and dry to be air-conditioned for 3 – 5 D
Receiving and stores to be N N N N N
clean and distinct from
Staff Quality
Staff Uniforms for front N N N N N Uniforms to be clean and in good repair
of the house
Front office staff English N N N May be relaxed outside the 8 metros /
speaking sub metros
Percentage of staff with 10% 15% 20% 25% 30% This may be relaxed for hotels in rural,
minimum one year pilgrimage and hill areas.
certificate course from
Government recognized
catering / hotel institutes.
Guest Services
Valet (Pressing) services N N
to be available
Laundry and Dry- D N N Service can be next day. In resort
cleaning service to be destinations, hill, rural & pilgrimage
provided areas dry cleaning services may be
relaxed.
Paid transportation on N N N Guest should be able to travel from hotel
call
Shoe cleaning service N N N May be charged
Ice – from drinking water N N N Ice machines accessable to guests are
– on demand acceptable. May be placed in corridors
for 4, 5 & 5-D
CHECKLIST FOR
FACILITIES & 1 2 3 4 5/5D Comments
SERVICES
Acceptance of common N N N
credit cards
Assistance with luggage N N N N N
on request
A public telephone on N N N N N
premises. Unit charges
made known
Wake up call service on N N N N N
request
Messages for guests to be N N N N N A prominently displayed message board
recorded and delivered will suffice for 1 & 2
Name, Address and N N N N N Doctors on call in 3, 4, 5, 5
telephone numbers of deluxe
doctors with front desk
Stamps and mailing N N N
facilities
Newspapers available N N N N N This may be in the lounge for 1, 2
CHECKLIST FOR
FACILITIES & 1 2 3 4 5/5D Comments
SERVICES
Communication Facilities
A telephone for incoming
& outgoing calls in the
room
PC available for guest use N N N N 4* plus should have direct dial and STD /
with internet access ISD facilities. 1*, 2* and 3* may go
through exchange
Conference facilities D D D
Note: D = Desirable, N=
Necessary. There is no
relaxation in the
necessary criteria except,
as specified in the
comment column.
Government of India
Department of Tourism
( H & R Div ision)
G uid el ines for A pprov al & C l assific ation of A partment H otel s
H o t e ls a r e a n in t e g r a l p a r t o f a t o u r is t ' s v is it t o a p la c e a n d t h e s e r v ic e s
o f f e r e d b y t h e m c a n m a k e o r m a r a v is it c o m p le t e ly . A p a r t m e n t H o t e ls a r e
in c r e a s in g ly b e c o m in g p o p u la r w it h b u s in e s s t r a v e le r s w h o c o m e t o I n d ia f o r
s o m e a s s ig n m e n t s , f o r f a m ily h o lid a y s , e t c . W h ic h a r e s o m e t im e s s t r e t c h in g
f o r m o n t h s t o g e t h e r . W it h t h e a im o f p r o v id in g s t a n d a r d iz e d , w o r ld c la s s
s e r v ic e s t o t h e t o u r is t s , t h e G o v e r n m e n t o f I n d ia , D e p a r t m e n t o f T o u r is m
AR
h a s a v o lu n t a r y s c h e m e f o r c la s s if ic a t io n o f f u lly o p e r a t io n a l A p a r t m e n t
H o t e ls in t h e f o llo w in g c a t e g o r ie s :
5S t a r D e lu x e , 5S t a r , 4S t a r , a n d 3S t a r ,
T h e H o t e l & R e s t a u r a n t A p p r o v a l & C la s s if ic a t io n C o m m it t e e (H R A C C )
M
in s p e c t s a n d a s s e s s e s t h e h o t e ls b a s e d o n f a c ilit ie s a n d s e r v ic e s o f f e r e d .
KU
P r o j e c t a p p r o v a l s a r e a l s o g i v e n i n a l l t h e a b o v e -m e n t i o n e d c a t e g o r i e s a t t h e
p r o j e c t im p le m e n t a t io n s t a g e .
C la s s if ie d A p a r t m e n t H o t e ls / a p p r o v e d p r o j e c t s a r e e lig ib le f o r v a r io u s
c o n c e s s io n s a n d f a c ilit ie s t h a t a r e a n n o u n c e d b y t h e G o v e r n m e n t f r o m t im e
N
t o t im e b e s id e s , g e t t in g w o r ld w id e p u b lic it y t h r o u g h t h e I n d ia t o u r is m
O f f ic e s lo c a t e d in I n d ia a n d a b r o a d .
U
* * * * * A n A p a r t m e n t H o t e l is m e a n t f o r u s e o f t e m p o r a r y s t a y t h a t s h o u ld
n o t e x c e e d b e y o n d 9 0 d a y s in a n y c ir c u m s t a n c e s
AR
I n n o c ir c u m s t a n c e s a p a r t m e n t s in t h e A p a r t m e n t H o t e l w ill b e s o ld
in d iv id u a lly f o r r e s id e n t ia l o r a n y o t h e r p u r p o s e .
D e t a ils o f t h e c r it e r ia s e t a n d t h e d o c u m e n t s r e q u ir e d a r e g iv e n in t h is
d o c u m e n t .
F o r c la s s if ic a t io n / r e c la s s if ic a t io n a n d p r o j e c t a p p r o v a ls o f A p a r t m e n t
H o t e ls , t h e a p p lic a t io n s a lo n g w it h t h e r e q u is it e f e e s m a y b e s e n t t o :-
M e m b e r S e c r e t a r y (H R A C C )/ H o t e l a n d R e s t a u r a n t s D iv is io n ,
D e p a r t m e n t o f T o u r i s m , G o v e r n m e n t o f I n d i a , C -1 H u t m e n t s , D a l h o u s i e
R o a d , N e w D e lh i 1 1 0 0 1 1 .
G E N E R A L TE R M S , C O N DI TI O N S & A P P L I C A TI O N A T P R O J E C T L E V E L
& C L A S S I F I C A TI O N / R E C L A S S I F I C A TI O N F O R M A T F O R P R O J E C T
A P P R O V A L O F A P A R TM E N T H O TE L S
A pprov al at P roj ec t L ev el
AR
1 . T h e D e p a r t m e n t o f T o u r is m a p p r o v e s A p a r t m e n t h o t e ls a t p r o j e c t
s t a g e b a s e d o n d o c u m e n t a t io n , w h ic h e n a b le s t h e h o t e ls t o g e t c e r t a in
b e n e f it s f r o m t h e g o v t . a s a n n o u n c e d f r o m t im e t o t im e . T h e
d o c u m e n t s r e q u ir e d f o r p r o j e c t a p p r o v a ls a r e lis t e d b e lo w .
2 . P r o j e
o f I n
c t a p p
d ia , D
r o v a ls
e p a r t m
a r
e n
e v a lid f o r 5y e
t o f T o u r is m c e a
M
a r s . P r o j e c t a p p r
s e 3m o n t h s f r
o v a
o m
ls o f t h
t h e d a
e G
t e
o v t .
t h a t
KU
t h e h o t e l b e c o m e s o p e r a t io n a l e v e n if a ll it s r o o m s a r e n o t r e a d y . T h e
A p a r t m e n t H o t e l m u s t a p p ly f o r c la s s if ic a t io n w it h in t h e s e 3m o n t h s .
3. T h e D e p a r t m e n t o f T o u r i s m , G o v t . o f I n d i a r e s e r v e s t h e r i g h t t o
m o d if y t h e g u id e lin e s / t e r m s a n d c o n d it io n s f r o m t im e t o t im e
N
4. A p p l i c a t i o n f o r m . T h i s c o v e r s
U
i. P r o p o s e d n a m e o f t h e A p a r t m e n t H o t e l
ii. N a m e o f t h e p r o m o t e r s w it h a n o t e o n t h e ir b u s in e s s
a n t e c e d e n t s
AR
iii. C o m p le t e p o s t a l a d d r e s s o f t h e p r o m o t e r s / t e l./ f a x / e m a il
iv . S t a t u s o f t h e o w n e r s / p r o m o t e r s
1 . I f P u b lic / p r iv a t e lim it e d c o m p a n y w it h c o p ie s o f
M e m o r a n d u m a n d A r t ic le s o f A s s o c ia t io n
2 . I f P a r t n e r s h ip , a c o p y o f p a r t n e r s h ip d e e d a n d
c e r t if ic a t e o f r e g is t r a t io n
3. I f p r o p r i e t a r y c o n c e r n , n a m e a n d a d d r e s s o f
p r o p r ie t o r / c e r t if ic a t e o f r e g is t r a t io n
v . L o c a t io n o f A p a r t m e n t H o t e l s it e w it h p o s t a l a d d r e s s
v i. D e t a ils o f t h e s it e
1 . A r e a (in s q . m e t e r s )
2 . T it le – o w n e d / le a s e d w it h c o p ie s o f s a le / le a s e
d e e d
3. C o p y o f L a n d U s e P e r m it f r o m lo c a l a u t h o r it ie s
4. D is t a n c e s f r o m R a ilw a y s t a t io n , a ir p o r t , m a in
s h o p p in g c e n t e r s (in K m s )
v ii. D e t a ils o f t h e p r o j e c t
1 . C o p y o f f e a s ib ilit y r e p o r t .
2 . S t a r c a t e g o r y p la n n e d
3. N u m b e r o f a p a r t m e n t s a n d a r e a f o r e a c h t y p e o f
r o o m ( in s q .f t .)
AR
4. N u m b e r o f a t t a c h e d b a t h s a n d a r e a s ( in s q .f t .)
5. D e t a ils o f p u b lic a r e a s –L o b b y / lo u n g e , r e s t a u r a n t s ,
b a r s , s h o p p in g , b a n q u e t / c o n f e r e n c e h a lls , h e a lt h
c lu b , s w im m in g p o o l, p a r k in g f a c ilit ie s e t c .
M
6 . F a c ilit ie s f o r t h e p h y s ic a lly c h a lle n g e d p e r s o n s .
7 . E c o -f r i e n d l y p r a c t i c e s a n d a n y o t h e r a d d i t i o n a l
f a c ilit ie s .
KU
( p le a s e in d ic a t e a r e a in s q .f t f o r e a c h f a c ilit y
m e n t i o n e d a b o v e a t 5, 6 & 7 )
8 . D a t e b y w h ic h p r o j e c t is e x p e c t e d t o b e c o m p le t e d
a n d o p e r a t io n a l.
v iii. B lu e p r in t s / s k e t c h p la n s s ig n e d b y o w n e r s a n d a r c h it e c t
N
s h o w in g
1 . S it e p la n
U
2 . F r o n t a n d s id e e le v a t io n s
3. F l o o r p l a n s f o r a l l f l o o r s
AR
4. D e t a i l o f g u e s t r o o m a n d b a t h r o o m w i t h d i m e n s io n s
in s q .f t .
5. D e t a i l s o f F i r e F i g h t i n g M e a s u r e s / H y d r a n t s e t c .
6 . D e t a ils o f m e a s u r e s f o r e n e r g y c o n s e r v a t io n a n d
w a t e r h a r v e s t in g .
ix . A ir -c o n d i t i o n i n g d e t a i l s f o r g u e s t r o o m s , p u b l i c a r e a s
x . L o c a l a p p r o v a ls b y
1 . M u n ic ip a l a u t h o r it ie s
2 . C o n c e r n e d P o lic e A u t h o r it ie s
3. A n y o t h e r l o c a l a u t h o r i t y a s m a y b e r e q u i r e d .
4. A p p r o v a l / N O C f r o m A i r p o r t A u t h o r i t y o f I n d ia
f o r p r o j e c t s lo c a t e d n e a r A ir p o r t s
T h e a b o v e m e n t io n e d a p p r o v a ls / N O C s a r e t h e r e s p o n s ib ilit y
o f t h e p r o m o t e r s / c o n c e r n e d c o m p a n y a s t h e c a s e m a y b e .
T h e D e p a r t m e n t ’s a p p r o v a l i s n o s u b s t it u t e f o r a n y
s t a t u t o r y a p p r o v a l a n d t h e a p p r o v a l g iv e n is lia b le t o b e
w it h d r a w n in c a s e o f a n y v io la t io n s w it h o u t n o t ic e .
x i. P r o p o s e d c a p it a l s t r u c t u r e
1 . T o t a l p r o j e c t c o s t
a . E q u it y c o m p o n e n t w it h d e t a ils o f p a id u p
AR
c a p it a l
b . D e b t –w it h c u r r e n t a n d p r o p o s e d s o u r c e s o f
f u n d in g
x ii. L e t t e r o f a c c e p t a n c e o f r e g u la t o r y c o n d it io n s .
M
x iii. P le a s e in d ic a t e w h e t h e r t h e p r o m o t e r in t e n d s t o g iv e a
f e w r o o m s o r a ll r o o m s o n a t im e -s h a r e b a s is .
x iv . A p p lic a t io n F e e
KU
5. I n t h e e v e n t o f a n y c h a n g e s i n t h e p r o j e c t p l a n s , t h e a p p r o v a l m u s t b e
s o u g h t a f r e s h .
6 . A u t h o r is e d o f f ic e r s o f t h e D e p a r t m e n t o f T o u r is m s h o u ld b e a llo w e d
N
f r e e a c c e s s t o in s p e c t t h e p r e m is e s f r o m t im e t o t im e w it h o u t p r io r
n o t ic e .
U
7 . T h e A p a r t m e n t H o t e l m u s t im m e d ia t e ly in f o r m t h e D e p a r t m e n t o f t h e
AR
d a t e f r o m w h ic h it b e c o m e s o p e r a t io n a l a n d a p p ly f o r c la s s if ic a t io n
w it h in 3m o n t h s o f t h is d a t e .
8 . T h e f e e s p a y a b le f o r t h e p r o j e c t a p p r o v a l a n d s u b s e q u e n t e x t e n s io n ,
if r e q u ir e d a r e a s f o llo w s . T h e d e m a n d d r a f t m a y b e p a y a b le t o " P a y &
A c c o u n t s O f f ic e r , D e p a r t m e n t o f T o u r is m , N e w D e lh i " .
S t a r C a t e g o r y o f A p a r t m e n t H o t e ls A m o u n t in R s .
5- S t a r 1 5, 0 0 0
4- S t a r 1 2 ,0 0 0
3- S t a r 8 ,0 0 0
9 . T h e p r o m o t e r s m u s t f o r w a r d r e g u la r p r o g r e s s r e p o r t s f o r e a c h
q u a r t e r f a ilin g w h ic h t h e p r o j e c t a p p r o v a l w o u ld b e c o n s id e r e d
w it h d r a w n .
1 0 . A ll d o c u m e n t s m u s t b e v a lid a t t h e t im e o f a p p lic a t io n a n d a G a z e t t e d
o f f ic e r o r N o t a r y m u s t d u ly c e r t if y c o p ie s f u r n is h e d t o t h e
D e p a r t m e n t . D o c u m e n t s in lo c a l la n g u a g e s s h o u ld b e a c c o m p a n ie d b y a
t r a n s la t io n in E n g lis h / o f f ic ia l la n g u a g e a n d b e d u ly c e r t if ie d .
AR
1 1 . P r o j e c t s , w h e r e it is p r o p o s e d t o le t o u t p a r t o r w h o le o f t h e
A p a r t m e n t H o t e l o n t im e s h a r e b a s is w ill n o t b e e lig ib le f o r a p p r o v a l.
1 2 . F o r a n y c h a n g e in t h e c a t e g o r y t h e p r o m o t e r s m u s t a p p ly a f r e s h w it h
M
a f r e s h a p p lic a t io n f o r m a n d r e q u is it e f e e s f o r t h e c a t e g o r y a p p lie d
f o r .
KU
1 3. A n y c h a n g e s i n t h e p r o j e c t p l a n s o r m a n a g e m e n t s h o u l d b e i n f o r m e d
t o t h e D e p a r t m e n t o f T o u r i s m w i t h i n 30 d a y s o t h e r w i s e t h e a p p r o v a l
w ill s t a n d w it h d r a w n / t e r m in a t e d .
1 4. A p p l i c a n t s a r e r e q u e s t e d t o g o t h r o u g h c a r e f u l l y t h e c h e c k l i s t o f
N
p r o v is io n o f f a c ilit ie s a n d s e r v ic e s a s c o n t a in e d in t h e G u id e lin e s
b e f o r e a p p ly in g .
U
1 5. I n c o m p l e t e a p p l i c a t i o n s w i l l n o t b e a c c e p t e d .
AR
1 6 . T h e G o v t . o f I n d ia D e p a r t m e n t o f T o u r is m r e s e r v e s t h e r ig h t t o
m o d if y t h e g u id e lin e s / t e r m s a n d c o n d it io n s f r o m t im e t o t im e .
* * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * *
1 . C la s s if ic a t io n f o r n e w ly o p e r a t io n a l A p a r t m e n t H o t e ls m u s t b e s o u g h t
w it h in 3m o n t h s o f c o m p le t io n o f a p p r o v e d A p a r t m e n t H o t e l p r o j e c t s .
O p e r a t in g A p a r t m e n t H o t e ls m a y o p t f o r c la s s if ic a t io n a t a n y s t a g e .
H o w e v e r , t h o s e s e e k in g r e -c l a s s if ic a t io n s h o u ld a p p ly f o r
r e c la s s if ic a t io n o n e y e a r p r io r t o t h e e x p ir y o f t h e c u r r e n t p e r io d o f
c la s s if ic a t io n .
2 . I f t h e A p a r t m e n t H o t e l f a ils t o r e a p p ly 1 y e a r b e f o r e t h e e x p ir y o f
t h e c la s s if ic a t io n o r d e r , t h e a p p lic a t io n w ill b e t r e a t e d a s a f r e s h
c la s s if ic a t io n c a s e .
AR
3. O n c e a n A p a r t m e n t H o t e l a p p l i e s f o r c l a s s i f i c a t i o n / r e -c l a s s i f i c a t i o n ,
it s h o u ld b e r e a d y a t a ll t im e s f o r in s p e c t io n b y t h e H R A C C . N o
r e q u e s t s f o r d e f e r m e n t o f in s p e c t io n w ill b e e n t e r t a in e d .
M
4. C l a s s i f i c a t i o n w i l l b e v a l i d f o r 5(F iv e ) y e a r s f r o m t h e d a t e o f is s u e o f
o r d e r s o r in c a s e o f r e c la s s if ic a t io n f r o m t h e d a t e o f e x p ir y o f t h e
la s t c la s s if ic a t io n p r o v id e d t h a t t h e a p p lic a t io n h a s b e e n r e c e iv e d
KU
w it h in t h e s t ip u la t e d t im e m e n t io n e d a b o v e , a lo n g w it h a ll v a lid
d o c u m e n t s . I n c o m p le t e a p p lic a t io n s w ill n o t b e a c c e p t e d .
5. A p a r t m e n t H o t e l s w h i c h p r o p o s e t o l e t o u t p a r t o f o r a l l i t s r o o m s o n
t i m e -s h a r e b a s i s a r e n o t e l i g i b l e t o b e c l a s s i f i e d .
N
6 . A p a r t m e n t H o t e ls a p p ly in g f o r c la s s if ic a t io n m u s t p r o v id e t h e
U
f o llo w in g d o c u m e n t a t io n .
a . A p p lic a t io n F o r m d e t a ilin g
AR
i. N a m e o f t h e A p a r t m e n t H o t e l
ii. N a m e a n d a d d r e s s o f t h e p r o m o t e r s / o w n e r s w it h a n o t e
o n t h e ir b u s in e s s a n t e c e d e n t s
iii. C o m p le t e p o s t a l a d d r e s s o f t h e A p a r t m e n t H o t e l w it h t e l.
n o / f a x / e m a il
iv . S t a t u s o f t h e o w n e r s / p r o m o t e r s
1 . I f P u b lic / p r iv a t e lim it e d c o m p a n y w it h c o p ie s o f
M e m o r a n d u m a n d A r t ic le s o f A s s o c ia t io n
2 . I f P a r t n e r s h ip , a c o p y o f p a r t n e r s h ip d e e d a n d
c e r t if ic a t e o f r e g is t r a t io n
3. I f p r o p r i e t a r y c o n c e r n , n a m e a n d a d d r e s s o f
p r o p r ie t o r / c e r t if ic a t e o f r e g is t r a t io n .
v . D a t e o n w h ic h t h e A p a r t m e n t H o t e l b e c a m e o p e r a t io n a l.
v i. D e t a ils o f A p a r t m e n t H o t e l s it e w it h d is t a n c e f r o m
A ir p o r t / R a ilw a y S t a t io n / C it y C e n t r e / D o w n t o w n s h o p p in g
a r e a (in k m s )
v ii. D e t a ils o f t h e A p a r t m e n t H o t e l
1 . A r e a (in s q . m e t r e s ) w it h t it le –o w n e d / le a s e d w it h
c o p ie s o f s a le / le a s e d e e d
2 . C o p y o f L a n d U s e P e r m it f r o m lo c a l a u t h o r it ie s
3. S t a r c a t e g o r y b e in g a p p lie d f o r
AR
4. N u m b e r o f r o o m s a n d a r e a f o r e a c h t y p e o f r o o m
in s q .f t . ( s in g le / d o u b le / s u it e s )
5. N u m b e r o f a t t a c h e d b a t h s
6 . D e t a ils o f p u b lic a r e a s – L o b b y / lo u n g e ,
M
r e s t a u r a n t s , b a r s , s h o p p in g a r e a , b a n q u e t /
c o n f e r e n c e h a lls , h e a lt h c lu b , s w im m in g p o o l,
p a r k in g f a c ilit ie s , f a c ilit ie s f o r t h e p h y s ic a lly
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c h a l l e n g e d p e r s o n s , E c o -f r i e n d l y p r a c t i c e s a n d a n y
o t h e r a d d it io n a l f a c ilit ie s . T h e a r e a f o r e a c h
f a c ilit y s h o u ld b e in d ic a t e d in s q .f t
7 . N o . o f b a t h r o o m s w it h d im e n s io n s in s q .f t .
8 . D e t a ils o f F ir e F ig h t in g M e a s u r e s / H y d r a n t s e t c .
N
9 . D e t a ils o f m e a s u r e s f o r e n e r g y c o n s e r v a t io n a n d
w a t e r h a r v e s t in g a n d o t h e r E c o - f r ie n d ly
U
p r a c t ic e s , m e a s u r e s a n d in it ia t iv e s .
1 0 . A i r -c o n d i t i o n i n g d e t a i l s f o r g u e s t r o o m s , p u b l i c
AR
a r e a s
v iii. C e r t if ic a t e s / N o O b j e c t io n C e r t if ic a t e ' s (a t t e s t e d c o p ie s )
a ) C e r t if ic a t e / lic e n c e f r o m M u n ic ip a lit y / C o r p o r a t io n
t o s h o w t h a t y o u r e s t a b lis h m e n t is r e g is t e r e d a s
a n A p a r t m e n t H o t e l
b ) C e r t if ic a t e / lic e n c e f r o m c o n c e r n e d P o lic e
D e p a r t m e n t a u t h o r iz in g t h e r u n n in g o f a n
A p a r t m e n t H o t e l
c ) C le a r a n c e C e r t if ic a t e f r o m M u n ic ip a l H e a lt h
O f f ic e r / S a n it a r y I n s p e c t o r g iv in g c le a r a n c e t o
y o u r e s t a b lis h m e n t f r o m s a n it a r y / h y g ie n ic p o in t o f
v ie w
d ) N o O b j e c t io n C e r t if ic a t e w it h r e s p e c t t o f ir e
f ig h t in g a r r a n g e m e n t s f r o m t h e F ir e S e r v ic e
D e p a r t m e n t (L o c a l F ir e B r ig a d e A u t h o r it ie s )
e ) P u b lic lia b ilit y in s u r a n c e
f ) B a r L i c e n c e ( n e c e s s a r y f o r 4* , 5* & 5* -D o n l y )
g ) M o n e y C h a n g e r s L i c e n c e ( n e c e s s a r y f o r 4* , 5* & 5* -
D o n ly )
h ) S a n c t io n e d b u ild in g p la n s / o c c u p a n c y c e r t if ic a t e
i) I f c la s s if ie d e a r lie r , a c o p y o f t h e e a r lie r
AR
" C e r t if ic a t e o f C la s s if ic a t io n is s u e d b y
D e p a r t m e n t o f T o u r is m
j ) F o r H e r it a g e p r o p e r t y , c e r t if ic a t e f r o m t h e lo c a l
a u t h o r it y s t a t in g a g e o f t h e p r o p e r t y a n d s h o w in g
M
n e w a n d o ld b u ilt u p a r e a s s e p a r a t e ly .
k ) A n y o t h e r lo c a l a u t h o r it y a s m a y b e r e q u ir e d .
l) A p p r o v a l / N O C f r o m A A I f o r p r o j e c t s lo c a t e d
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n e a r A ir p o r t s
m ) P le a s e in d ic a t e w h e t h e r a f e w r o o m s o r a ll r o o m s
a r e t o b e l e t o u t o n a t i m e -s h a r e b a s i s .
n ) A p p lic a t io n f e e s
N
T h e a b o v e -m e n t i o n e d a p p r o v a ls / N o O b j e c t io n C e r t if ic a t e s a r e t h e
r e s p o n s ib ilit y o f t h e O w n e r s / p r o m o t e r s / c o n c e r n e d C o m p a n y a s t h e
U
c a s e m a y b e . T h e D e p a r t m e n t ’s a p p r o v a l is n o s u b s t it u t e f o r a n y
s t a t u t o r y a p p r o v a l a n d t h e a p p r o v a l g iv e n is lia b le t o b e w it h d r a w n
AR
w it h o u t n o t ic e in c a s e o f a n y v io la t io n s o r m is r e p r e s e n t a t io n o f f a c t s .
7 . A ll a p p lic a t io n s f o r c l a s s i f i c a t i o n o r r e -c l a s s i f i c a t i o n m u s t b e
c o m p le t e in a ll r e s p e c t v iz . a p p lic a t io n f o r m , a p p lic a t io n f e e ,
p r e s c r ib e d c le a r a n c e s , N O C s , c e r t if ic a t e s e t c . I n c o m p le t e a p p lic a t io n
is lia b le t o b e r e j e c t e d .
8 . T h e a p p lic a t io n f e e p a y a b le f o r c la s s if ic a t io n / r e c la s s if ic a t io n a r e a s
f o llo w s . T h e d e m a n d d r a f t m a y b e p a y a b le t o " P a y & A c c o u n t s O f f ic e r ,
D e p a r t m e n t o f T o u r is m , N e w D e lh i " .
S t a r C a t e g o r y o f A p a r t m e n t H o t e ls C la s s if ic a t io n / R e c la s
s if ic a t io n f e e s in R s .
3-S t a r 1 0 ,0 0 0
4-S t a r 1 5, 0 0 0
5- S t a r 2 0 ,0 0 0
5-S t a r D e lu x e 2 5, 0 0 0
9 . T h e C la s s if ic a t io n C o m m it t e e f o r A p a r t m e n t H o t e ls w ill c o n s is t a s
f o llo w s :
AR
(a ) C h a ir e d b y C h a ir m a n (H R A C C ) o r h is r e p r e s e n t a t iv e .
R e p r e s e n t a t iv e s f r o m F H R A I / H A I / I A T O / T A A I / I H M / R D / lo c a l
I n d ia t o u r is m o f f ic e / D ir e c t o r (T ) o f t h e c o n c e r n e d S t a t e G o v t . o r
h is r e p r e s e n t a t iv e (w h o s h o u ld b e a G a z e t t e d o f f ic e r ) / M e m b e r
M
S e c r e t a r y w ill c o n s t it u t e t h e o t h e r m e m b e r s o f t h e C o m m it t e e .
(b )T h e C h a ir m a n a n d a n y 3m e m b e r s w ill c o n s t it u t e a q u o r u m
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( c .) T h e m in u t e s w ill b e a p p r o v e d b y t h e C h a ir m a n ( H R A C C ) .
( d .) I n c a s e o f a n y d is s a t is f a c t io n w it h t h e d e c is io n o f H R A C C t h e
A p a r t m e n t H o t e ls m a y a p p e a l t o S e c r e t a r y (T ), G o v e r n m e n t o f
N
I n d ia f o r r e v ie w a n d r e c o n s id e r a t io n w it h i n 30 d a y s o f r e c e iv in g
t h e c o m m u n ic a t io n r e g a r d in g c la s s if ic a t io n / r e c la s s if ic a t io n . N o
U
r e q u e s t s w ill b e e n t e r t a in e d b e y o n d t h is p e r io d .
AR
1 0 . A p a r t m e n t H o t e ls w ill b e c la s s if ie d f o llo w in g a t w o s t a g e p r o c e d u r e
a . T h e p r e s e n c e o f f a c ilit ie s a n d s e r v ic e s w ill b e e v a lu a t e d a g a in s t
t h e e n c lo s e d c h e c k lis t .
i. N e w p r o j e c t s w ill b e r e q u ir e d t o a d o p t e n v ir o n m e n t
f r ie n d ly p r a c t ic e s a n d f a c ilit ie s f o r p h y s ic a lly c h a lle n g e d
p e r s o n s .
ii. E x is t in g A p a r t m e n t H o t e ls b e in g c la s s if ie d w ill n e e d t o
c o n f ir m t o a p h a s e d p la n f o r a d d i n g E c o -f r i e n d ly
p r a c t ic e s a n d f a c ilit ie s f o r p h y s ic a lly c h a lle n g e d p e r s o n s ,
b . T h e q u a lit y o f f a c ilit ie s a n d s e r v ic e s w ill b e e v a lu a t e d a g a in s t
t h e m a r k s h e e t
1 1 . T h e A p a r t m e n t H o t e l is e x p e c t e d t o m a in t a in r e q u ir e d s t a n d a r d s a t
a ll t im e s . T h e C la s s if ic a t io n C o m m it t e e m a y in s p e c t t h e A p a r t m e n t
H o t e l a t a n y t im e w it h o u t p r e v io u s n o t ic e . T h e C o m m it t e e m a y r e q u e s t
t h a t it s m e m b e r s b e a c c o m m o d a t e d o v e r n ig h t t o in s p e c t t h e le v e l o f
s e r v ic e s .
AR
1 2 . A n y d e f ic ie n c ie s / r e c t if ic a t io n p o in t e d o u t b y t h e H R A C C m u s t b e
c o m p lie d w it h w it h in t h e s t ip u la t e d t im e , w h ic h h a s b e e n a llo t t e d in
c o n s u lt a t io n w it h t h e h o t e l r e p r e s e n t a t iv e s d u r in g in s p e c t io n . F a ilu r e
M
t o d o s o w ill r e s u lt in r e j e c t io n o f t h e a p p lic a t io n .
1 3. T h e c o m m i t t e e m a y a s s i g n a s t a r c a t e g o r y l o w e r b u t n o t h i g h e r t h a n
KU
t h a t a p p lie d f o r .
1 4. T h e A p a r t m e n t H o t e l m u s t b e a b le t o c o n v in c e t h e c o m m it t e e t h a t
t h e y a r e t a k in g s u f f ic ie n t s t e p s t o c o n s e r v e e n e r g y a n d h a r v e s t
w a t e r , g a r b a g e s e g r e g a t io n , a n d d is p o s a l/ r e c y c lin g a s p e r P o llu t io n
N
C o n t r o l B o a r d (P C B ) n o r m s a n d f o llo w in g o t h e r E c o -f r i e n d ly m e a s u r e s .
U
1 5. F o r a n y c h a n g e i n t h e s t a r c a t e g o r y t h e p r o m o t e r s m u s t a p p l y a f r e s h
w it h a f r e s h a p p lic a t io n f o r m a n d r e q u is it e f e e s f o r t h e c a t e g o r y
AR
a p p lie d f o r .
1 6 . A n y c h a n g e s in t h e p la n s o r m a n a g e m e n t o f t h e A p a r t m e n t H o t e l
s h o u ld b e in f o r m e d t o t h e H R A C C , G o v t . o f I n d ia , D e p a r t m e n t o f
T o u r is m w it h i n 30 d a y s o t h e r w i s e t h e c l a s s i f i c a t i o n w i l l s t a n d
w it h d r a w n / t e r m in a t e d .
1 8 . I n c o m p le t e a p p lic a t io n s w ill n o t b e c o n s id e r e d . A ll c a s e s o f
c la s s if ic a t io n w o u ld b e f in a lis e d w it h in t h r e e m o n t h s o f t h e a p p lic a t io n
b e in g m a d e .
1 9 . T h e G o v t . o f I n d ia D e p a r t m e n t o f T o u r is m r e s e r v e s t h e r ig h t t o
m o d if y t h e g u id e lin e s / t e r m s a n d c o n d it io n s f r o m t im e t o t im e
* * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * *
AR
M
KU
N
U
AR
F o r m a t o f U n d e r t a k in g f o r P r o j e c t A p p r o v a l/ C la s s if ic a t io n / R e c la s s if ic a t io n o f
A p a r t m e n t H o t e ls
T o ,
T h e S e c r e t a r y (T )
G o
v t . o f I n d ia ,
D e p a r t m e n t o f T o u r is m
N e w D e lh i.
AR
U N D E R T A K I N G
I h a v e r e a d a n d u n d e r s t o o d a ll t h e t e r m s a n d c o n d it io n s m e n t io n e d a b o v e
w it h r e s p e c t t o p r o j e c t a p p r o v a l/ c la s s if ic a t io n / r e c la s s if ic a t io n in 3/ 4/ 5/ 5-
M
D A p a r t m e n t H o t e ls a n d h e r e b y a g r e e t o a b id e b y t h e m . T h e in f o r m a t io n
a n d d o c u m e n t s p r o v id e d a r e c o r r e c t a n d a u t h e n t ic t o t h e b e s t o f m y
k n o w le d g e .
KU
S ig n a t u r e a n d n a m e in b lo c k le t t e r s
N
S e a l o f t h e a p p lic a n t
P la c e :
U
D a t e :
AR
AR
Minimum floor area Studio 250 251-
including sleeping, living, 350
bathing, cooking & dining-sqft.
Minimum floor area 1bedroom 500 500- Living Dining bedroom and
including sleeping, living bathing, 650 kitchen areas are separate
M
cooking & dining sqft. with doors.
Minimum floor area 2 bedrooms 760 950 Living Dining, bedroom and
including sleeping, living, kitchen areas are separate
KU
bathing, cooking & dining – sqft. with doors.
Minimum floor area 3 bedrooms 1000 1250 Living Dining, bedroom and
including sleeping, living, kitchen areas are separate
bathing, cooking & dining sqft. with doors.
Dining area N N Separate dining table and
chairs to accommodate
N
maximum bedding
Air –conditioning N N Air –
U
conditioning/heating
depends on climatic
conditions &
AR
AR
Number of dedicated 2 3 1/2
(private)bathrooms3Bedrooms
Minimum Size of Bathroom in 36 40
square feet
Western WC toilet to have a seat N N
M
and lid toilet paper.
Floors and walls to have non – N N
porous surfaces
KU
Indoor Games N N
Activity Room
Outdoor Games D N
Like Tennis , Badminton
Water saving taps /shower N N
Kitchens/Kitchenettes
N
24hours
Heating and cooling to be N N Temperatures to be between
provided in enclosed public 20-28 degrees calculus.
rooms
Dining room serving break-fast N N
Garbage room (wet and dry) N N
Room for left luggage facilities N N
Health Fitness facilities D N Necessary for 4star and
above, desirable for 3-star
Guest Services
Utility shop N N
Acceptance of Common Credit N N
AR
Cards
A public telephone on premises, N N
Unit charges made known.
Wake –up call service on request. N N
Messages for and telephone N N
M
number of Doctor with front desk.
Assistance with luggage on N N
request
KU
Stamps and mailing facilities N N
Left luggage facilities N N
Fax and photocopy service N N
Business Center N N This should be a dedicated
area. In resort destinations,
tourist and pilgrimage
N
operated
Fire and emergency procedure N N
notices displayed in rooms behind
AR
door
Fire exit sign on guest floors with N N
emergency power public liability
insurance
Public liability insurance D D
Government of India
Ministry of Tourism
(H&R Division)
C-1 Hutments
Dalhousie Road New
Delhi-110 011 Tel:
011-23012810
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1. Secretary (Tourism), All State Govts. /Union Territory Adminstrations
2. Secretary General, Federation of Hotel & Restaurant Associations of India (FHRAI)
3. President, Hotel Association of India (HAI)
4. President, Indian Heritage Hotels Association (IHHA)
5. President, Travel Agents Association of India (TAAI)
6.
7.
8.
Principal, IHMs
All Indiatourism Offices in India M
President, Indian Association of Tour Operators (IATO)
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Subject: Amendment in the existing Guidelines for Classification / Re-
classification of Hotels
Madam / Sir,
Enclosed please find a copy of the revised „Guideline‟ for Classification / Re-
Classification of Hotels in regard to Bar License and Sewage Treatment Plant.
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2. These revised guidelines are required to be adhered by all existing classified hotels and
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3. You are requested to kindly circulate and publicise the amended guidelines.
4. These guidelines are also available on the official website of the Ministry of Tourism
www.tourism.gov.in
Yours faithfully,
(S.V.Singh)
Assistant Director General (H&R)
Member Secretary HRACC
Hotels are an important component of the tourism product. They contribute in the overall tourism
experience through the standards of facilities and services offered by them. With the aim of
providing contemporary standards of facilities and services available in the hotels, the Ministry of
Tourism has formulated a voluntary scheme for classification of operational hotels which will be
applicable to the following categories:
I. Star Category Hotels: 5 Star Deluxe, 5 Star, 4 Star, 3 Star, 2 Star & 1 Star
II. Heritage Category Hotels: Heritage Grand, Heritage Classic & Heritage Basic
2. The Hotel & Restaurant Approval & Classification Committee (HRACC) inspects and
assesses the hotels based on the facilities and services offered.
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• Hotel Projects are approved at implementation stage
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Details of the criteria for Project A p p r o v a l / Classification along with the documents
required for this purpose are given in this document.
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Applications for project approvals under the category of Heritage, 4 star and 5 star as well
as applications for Classification of operational hotels in the category of 4 star, 5 Star and 5 star
Deluxe as well as Heritage (Basic, Classic & Grand) categories along with the requisite fee (paid
vide Demand Draft) may be sent to:
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Ministry of Tourism
C-1 Hutments,
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Dalhousie Road
New Delhi 110011
Telefax: 011 - 23012810 I 23792504
4. For project approval /classification in 3, 2 and 1 Star categories, application along with
the requisite fee (paid vide Demand Draft) maybe forwarded to the Regional Director,
Indiatourism Office in whose region the hotel / project is located. The offices of the Regional
Directors are as under:
i. Regional Director, Indiatourism (Western & Central Region), 123 Maharshi Karve Road,
Mumbai - 400 020
ii. Regional Director, Indiatourism (Northern Region), 88 Janpath, New Delhi - 110 001
iii. Regional Director, Indiatourism (Southern Region), 154 Anna Salai, Chennai-600002
v. Regional Director, Indiatourism (North Eastern Region), Assam Paryatan Bhawan, 3rd
Floor, N e a r Nepali Mandir, A.K. Azad Road, Paltan Bazar, Guwahati - 781 008
5. The detailed Guidelines for Project Approval are at Annexure i and that for
Classification / Re- Classification at Annexurell
6. The Ministry of Tourism reserves the right to modify the Guidelines / Terms and
Conditions from time to time.
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ANNEXUREI
1. The Ministry of Tourism will approve hotels at project stage based on documentation.
Project approval is given to 1, 2, 3, 4, 5 Star and Heritage (Basic) categories. Hotel projects
approved under 5 Star and Heritage category after becoming operational may seek classification
under 5 Star Deluxe / Heritage Classic / Heritage Grand category if they fulfill the prescribed
norms.
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2. Project approvals will be valid for 5 years. The Project Approval would cease 3 months
before the date of expiry of project approval or from the date the hotel becomes operational, even
if all its rooms are not ready. The hotel must apply for Classification within 3 months of
commencing operations. The application for Project Approval will be submitted complete in all
respect as per details given below. Incomplete applications will not be accepted.
3.
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Application Form should have the following details:
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i. Proposed name of the Hotel:
ii. Name of the promoters with a note on the business antecedents in not more than 60
words
iii. Complete postal address of the promoter with Telephone, Fax and Email address
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d) Distance (in Kms) from (a) Railway station (b) airport (c) main shopping center
e) Details of public areas with size in sq. ft. - Lobby / lounge; restaurants; bar; shopping;
banquet/conference halls; business centre; health club; swimming pool; parking
facilities (no. of vehicles)
f) Facilities for the differently abled guests (room with attached bathroom earmarked
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forthis purpose, designated parking, ramps for free accessibility in public areas and to
at least one restaurant, designated toilet (unisex) at the lobby level etc.). All hotels at
project stage will require conforming to the requirements by 01.09.2010.
g) Eco-friendly Practices (a) Sewage Treatment Plant (b) rain water harvesting (c) waste
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management (d) pollution control method for air, water and light (e) introduction of non
CFC equipment for refrigeration and air conditioning. All hotels at project stage will
require conforming to the requirements by 01.09.2010.
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h) Energy/ water conservation (use of CFL lamps, solar energy, water saving devices /
taps)
and as far as possible in conformity with local art and architecture with use of local
materials.
4. Blue prints / Building Plans signed by the owner, the architect and approved by the
competent authority showing:
i. Site plan
iv. Detail of guest rooms and bath rooms with dimensions in sq.ft.
i. Municipal Authority
iv. Approval / NOC from Airport Authority of India for projects located near the Airport
6. Note: The above mentioned approvals / NOCs are the responsibility of the promoter /
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concerned company as the case may be. The Ministry‟s approval is no substitute for any
statutory approval and the approval given is liable to be withdrawn in case of any violation
without notice.
Application fee in the form of a Demand Draft payable to “Pay & Accounts Officer,
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10.
Department of Tourism, New Delhi” (further details are given at point No. 14)
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11. In the event of any change in the project plan, the applicant should apply afresh for
approval under the desired category
12. Authorized officers of the Ministry of Tourism should be allowed free access to inspect the
premises from time to time without prior notice
13. The hotel must immediately inform the Ministry of the date from which the hotel becomes
operational and apply for Classification within 3 months from the date of operation
14. The fee payable for the project approval and subsequent extension, if required is as under.
The Demand Draft may be payable to “Pay & Accounts Officer, Department of Tourism, New
Delhi”.
5- star 15,000
4-star 12,000
3-star 8,000
2-star 6,000
1-star 5,000
Heritage category 12,000
15. The promoter must forward quarterly progress reports failing which the project
approval is liable to be withdrawn
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16. All documents must be valid at the time of application. All copies of documents submitted
must be duly attested by a Gazetted officer / Notary. Documents in local language should be
accompanied by a translated version in English which should also be duly certified.
17. Projects, where it is proposed to let out part or whole of the hotel on Time Share basis‟, will
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not be covered under these guidelines. (Such facilities, however, will be covered under a separate
Guideline of Timeshare Resort which are available at www.tourism.gov.in)
18. Any change in the project plan or management for 5 Star Deluxe, 5 Star, 4 Star and
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Heritage categories should be informed to the Ministry of Tourism and for 3 Star, 2 Star & 1 Star
categories to the respective Regional Indiatourism Office within 30 days, failing which the approval
will stand withdrawn / terminated
19. The project approval is only applicable for new hotels coming up and not for additional
rooms coming up in existing hotels
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20. The minimum size of rooms and bathrooms for all categories have been specified in the
Guidelines. Hotels of 1, 2, 3 and 4 Star categories availing subsidy / tax benefits / other benefits
from the Central / State Government would be subject to a Lock- in period of 8 years so that these
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hotels continue to serve as budget category hotels. Hotels would be permitted to apply for up-
gradation to a higher star category after the completion of the lock in period
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21. Applicants are requested to go through the CHECKLIST‟ OF FACILITIES & SERVICES
contained in this document before applying for project approval of new hotel projects /
classification of operational hotels.
22. Application for Hotel Project approval forwarded through post will not be accepted if found
incomplete and applicant will be asked to complete the application and furnish the required
documents / information.
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ANNEXUREII
2. If a hotel fails to apply for Re-classification six months before the expiry of the classification
period, the application will be treated as a fresh case of classification
3. Once a hotel applies for Classification/ Re-classification, it should be ready at all times for
inspection by the inspection committee of the HRACC. No request for deferment of inspection
will be entertained
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4. Classification will be valid for a period of 5 (Five) years from the date of approval of
Chairman HRACC or in case of Re-classification, from the date of expiry of the last classification,
provided that the application has been received six months prior to the expiry of the current period
of classification, along with all valid documents. Incomplete applications will not be accepted
5.
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The application should indicate whether a few rooms or all rooms are to be let out on a Time
Share basis‟. Hotels which propose to let out part of or all its rooms on time-share basis will not be
eligible for classification under this scheme.
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6. Hotels applying for Classification must provide the following documentation:
Name and address of the promoter/owner with a note on their business antecedent in not more
than 60 words
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iii. Complete postal address of the hotel with Telephone, Fax and Email a d d re s s
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(a) Airport
(b) Railway Station
b) Copy of Land Use Permit from local authorities Mandatory for applying for classification
(one time)
d) Number of rooms and size for each type of room in sq. ft. (Single/Double /
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e) Size of bathrooms in sq.ft.
ii)
(i) Lobby/lounge
Restaurants with no. of covers
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iii) Bar
vi) Shopping area
vii) Banquet / conference halls
viii) Health club Business centre Swimming pool
ix) Parking facilities (no. of vehicles which can be parked)
h) Facilities for the differently abled guests: dedicated room with attached bathroom,
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designated parking, ramps, free accessibility in public areas and at least to one restaurant,
designated toilet (unisex) at the lobby level etc. All operational hotels will require conforming to
the requirements by 01.09.2010
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equipment for refrigeration and air conditioning and other Eco-friendly measures and initiatives.
All operational hotels will require conforming to the requirements by 01.09.2010.
A Sewage treatment plant will not be a mandatory condition for hotels which have obtained
completion certificate for construction before 1.4.2012.
j) Measures for energy and water conservation, water harvesting (use of CFL lamps, solar energy,
water saving devices / taps etc.)
m) The architecture of the hotel building in hilly and ecologically fragile areas should incorporate
creative architecture keeping in mind sustainability and energy efficiency and as far as possible in
conformity with local art and architecture with use of local materials
a) Certificate / license from Municipality / Corporation to show that the establishment is registered
as a Hotel
Mandatory for applying for Classification/ Re-classification. It should be current & valid.
c) No Objection Certificate from Municipal Health Officer / Sanitary Inspector giving clearance to
the establishment from sanitary / hygiene point of view.
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Mandatory for applying for Classification/Re-classification. It should be current & valid.
d) No Objection Certificate from the Fire Service Department (Local Fire Brigade Authority.
Mandatory for applying for Classification / Re-classification. It should be current & valid.
e)
f)
Public liability insurance (optional)
Bar License: M
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g) Building Plans sanctioned by the competent authority and occupancy /completion certificate
by the competent authority
Mandatory for applying for Classification (one-time) unless additional rooms are added.
h) If classified earlier, a copy of the Classification Order issued by Ministry of Tourism
i) For Heritage property, certificate from the local authority stating the age of the property and
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j) Clearance / NOC /approval required from any other (local) authority (viz. „Consent to Operate‟
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from the State Pollution Control Board / Ministry of Environment & Forests etc., Coastal
Regulation Zone) whichever is applicable.
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ii. Clearance from Ministry of Environment and Forests and CRZ clearance
if applicable- Mandatory for classification (one
time).
k) Approval / NOC from Airport Authority of India for projects located near the Airport NOC from
I) Application fee
9. All applications for Classification and Re-Classification must be complete in all respects viz.
application form, application fee, prescribed clearances / NOCs / certificates etc. Incomplete
applications will not be accepted
10. Hotels will qualify for classification as Heritage Hotels provided a minimum of 50% of the
floor area was built before 1950 and no substantial change has been made in the facade. Hotels,
which have been classified/, re-classified under Heritage categories prior to issue of these
Guidelines will continue under Heritage categories even if they were built between 1935-1950.
11. The application fees payable for classification/reclassification are as follows. The Demand
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Draft may be payable to “Pay & Accounts Officer, Department of Tourism, New Delhi”
Star Category Classification / Reclassification fees in Rs.
1-Star 6,000
2- Star
3- Star
4- Star
5- Star
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8,000
10.000
15,000
20,000
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5- Star Deluxe 25,000
Heritage 15,000
(Grand, Classic, Heritage categories)
Approval being taken separately.
12. Upon receipt of application complete in all respects, the hotel will be inspected by a
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(a) For 4, 5, 5 Star Deluxe and Heritage (Basic, Classic & Grand) categories:
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(The HRACC representatives / nominees of FHRAI, HAI, IATO and TAAI should have
requisite expertise and experience of the hospitality and tourism industry (hands on
experience)
• Chairperson, Secretary (Tourism) of the concerned State Govt, or his nominee who should
not be below the rank of a Deputy Secretary to the Government of India. In his absence the
Regional Director, Indiatourism who is also Member Secretary, Regional HRACC will chair
the committee
• Regional Director, Indiatourism Office/ local Indiatourism office
• Representative from FHRAI
• Representative from HAI
• Representative from IATO
• Representative from TAAI
• Principal Institute of Hotel Management
(The HRACC representatives / nominees of FHRAI, HAI, IATO and TAAI should have requisite
expertise and e x p e r i e n c e o f t h e h o s p i t a l i t y a n d tourism i n d u s t r y (hands on
experience)
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(c) The Chairperson and any 3 members will constitute a quorum
(d) The recommendations duly signed by the committee will be sent to HRACC Division
(Ministry of Tourism, Government of India) by next day through speed post and the
recommendation of the HRACC inspection committee will be approved by the
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Chairperson (HRACC)/ Addl. Director General (Tourism) expeditiously ( Point amended
w.e.f. Oct 2011).
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(e) Appellate Authority: In case of any dissatisfaction with the decision of HRACC, the hotel
may appeal to Secretary (Tourism), Government of India for review and reconsideration within
30 days of receiving the communication regarding Classification / Re-classification. No request
will be entertained beyond this period.
a. The presence of facilities and services will be evaluated against the enclosed
checklist available at AnnexurelV
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b. The quality of facilities and services will be evaluated by the HRACC inspection
committee as per the prescribed parameters.
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14. The hotel is expected to maintain required standards at all times. The Classification
Committee may inspect a hotel at any time without previous notice. The Committee may request
that its members be accommodated overnight to inspect the level of services.
15. Any deficiencies / rectifications pointed out by the HRACC must be complied with within
the stipulated time, which has been allotted in consultation with the hotel representatives during
inspection. Failure to comply within the stipulated time will result in rejection of the application.
16. The Committee may assign a Star category l o w e r but not higher than that applied for.
17. The hotel must be able to convince the committee that they are taking sufficient steps to
conserve energy and harvest water, garbage segregation, and disposal / recycling as per
Pollution Control Board (PCB) norms and following other Eco-friendly measures.
18. For any change in the Star / Heritage category, the promoter must apply afresh along
with requisite fee.
19. Any changes in the Building Plans or management of the hotel should be informed to the
HRACC, Ministry of Tourism, Govt, of India within 30 days otherwise the classification will stand
withdrawn / terminated. In case of change of company name / hotel name, a copy of the fresh
„Certificate of Incorporation‟ or a copy of the „Resolution of the Board of Directors‟ regarding the
name change alongwith any other relevant documents may be submitted.
20. The minimum size of rooms and bathrooms for all categories have been specified in the
Guidelines. Hotels of 1, 2, 3 and 4 star categories availing subsidy / tax benefits / other benefits from
the Central / State Government would be subject to a lock- in period of 8 years so that these hotels
continue to serve as budget category hotels. Hotels would be permitted to apply for up- gradation to
a higher star category after the completion of the lock in period.
21. Applicants are requested to go through the CHECKLIST OF FACILITIES AND SERVICES
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contained in this document while applying for Classification / Re-classification. The checklist may be
duly filled up and signed and stamped on each page which should be submitted alongwith the
application
22. The Hotel should adhere to the tenets of the Code of Conduct for Safe & Honourable
Tourism for which the following action would have to be taken:
(i)
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A signed copy of the Pledge and Undertaking of commitment towards “Safe & Honourable
Tourism” should be attached with the application. The format of the „Pledge & Undertaking - Code of
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Conduct for Safe & Honourable Tourism‟ are attached at AnnexureV and AnnexureVI respectively
(ii) On the day a new staff member joins the Hotel, he / she would be required to take / sign the
pledge. The pledge would be incorporated in the appointment letter / joining report of the staff
(iii) Two focal points/Nodal Officers would be nominated (i.e., from HRD, security side etc.) at the
time of applying for approval by the Hotel in the case of hotels which have more than 25 personnel.
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In the case of Hotels with less than 25 personnel, one focal point would have to be nominated
(iv) The training would be provided to the staff of the classified / approved hotels by Ministry Of
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Tourism under its Capacity Building of Service Providers (CBSP) scheme in connection with “Safe &
Honourable Tourism”. The focal points of the hotel would be
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trained first within first six months of MOT approval. Subsequently, the trained focal points in turn
would impart further in - house training to the staff which would be arranged within next six months.
(v) The Pledge of Commitment towards “Safe & Honourable Tourism” would have to be
displayed prominently in the staff areas / back areas of the Hotels / Restaurants etc. and in the
office premises of all the Head of the Departments (HODs)
(vi) The signatories of the Code of Conduct would be required to maintain a record of action
taken by them in compliance of the provisions of this para, which shall be kept in their office &
shown to the Committee (s) at the time of Classification/Reclassification.
23. It will be mandatory for the hotel to participate in the skill development initiative of the
Ministry of Tourism to meet the manpower needs for the tourism and hospitality industry. For this,
the following action would have to be taken:
(i) Classified hotel would be required to train a minimum number of persons, in every calendar
year in the short duration Skill Development Courses under „Hunar Se Rozgar‟ scheme as
per following norms:
Rooms per 1s' Year 2na Year 3rd Year 4,n Year 5tn Year
Hotels
No. of No. of No. of No. of No. of
persons to persons to persons to persons to persons to
be trained be trained be trained be trained be trained
100+ 20 20 25 25 30
50 to 100 10 10 15 15 20
20 to 50 5 5 5 5 5
(ii) A minimum of ten persons will constitute a training class. Since a hotel with rooms between
20 to 50 will not be expected to have facilities / infrastructure necessary for the conduct of
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trainings, an arrangement can be worked out between 2 to 5 hotels to conduct this obligatory
training (only the theory part) in one cluster and the practical part being carried out in the
respective hotels.
(iii) Operational guidelines for the training programme will be circulated separately.
(iv)
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Each hotel would achieve the above mentioned yearly target and submit it to Ministry of
Tourism in the reclassification application so as to be considered for reclassification.
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24. Incomplete applications will not be considered. Efforts will be made to ensure that all cases
of classification are given final decision within three months from the date of application receipt
complete in all respects.
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ANNEXUREIII
To
UNDERTAKING
I have read and understood all the terms and conditions mentioned above with respect to Project
Approval / Classification-Re-classification under the Star / Heritage categories andhereby agree to
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abide by them. The information and documents provided are correct and authentic to the best of my
knowledge.
I understand that the Ministry‟s approval is no substitute for any statutory approval and the approval
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given is liable to be withdrawn in case of any violation or misrepresentation of facts or non-
compliance of directions that may be issued by the Ministry of Tourism, Govt, of India, without
notice.
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It is to certify that the hotel would not seek upgradation to a higher category for a period of eight (8)
years in the event the hotel avails of subsidy / tax benefits / other benefits from the Government.
In case of any dispute/ legal measure, the same may be eligible in the jurisdiction falling under the
NCT of Delhi.
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the applicant
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Place: ___________
Date: ____________
ANNEXURE IV
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24 hr. lifts for buildings higher Mandatory for all hotels. Local
than ground plus two floors laws may require a relaxation of
this condition. Easy access for
the differently abled guests
Minimum size of bedroom 120 120 130 140 200 Single occupancy rooms may
excluding bathroom in sq. ft be 20 sq ft less. Rooms should
not be less than the specified
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size.
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necessary for all others.
Hairdryers D D N
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N N Where not provided in
bathroom, must be available on
request
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All 3 Star, 4 Star, 5 Star and 5
Star deluxe hotels shall provide
a hair dryer facility in the room
on complementary basis. In 1
Star and 2 Star, this facility will
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complimentary basis. Ultra
violet treated water will not be
acceptable.
Guest Linen
A bedside table and drawer N N N N N 1 per two twins and two for a
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double bed.
TV - cable if available N N N 3*, 4*, 5* and 5* Deluxe, must
have remote
A writing surface with sufficient N N N
lighting
Chairs N N N N N Preferable one per bedding
Awastepaper basket N N N N N
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Energy saving lighting N N N N N
BATHROOM
Bath Mat D N N N
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water sprays or bidets or to all new hotels that will start
washlets or other modern water operating from 1.4.2016. For the
based post-toilet-paper hygiene hotels which have come into
facilities. operation or will come into
operation before 31.3.2016,
PUBLIC AREA
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Reception facility N N N N N Manned minimum 16 hours.
other tariff
Heating and cooling to be N N Temperatures to be between 20
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visible (blinking light) alarm
system
Deluxe
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a.m. to 11 p.m., one Specialty
Restaurant and 24 hr. room
service
GradeB cities:
GradeB cities:
One Multi cuisine Restaurant
cum coffee shop open from 7
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GradeA cities:
One Multi cuisine Restaurant
cum coffee shop open from 7
a.m. to 11 p.m., one Specialty
restaurant and 24 hr. room
service
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e A: Delhi,** Mumbai, Kolkata, Chennai, Bangalore,
Note The the c from Ministry of Tourism may review and revise ities
Pune, Hyderabad, Secunderabad. falling under the Grade „A‟ - Grade „B‟ time to
• **De fallin NOIC time.
e B Cities in the rest of the country excluding Grade „A‟
cities Ihi would include the hotels g in Gurgaon,
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Good quality cooking vessels / N N N N N Use of aluminum vessels
utensils prohibited except for bakery
All food grade equipment N N N N N
containers
Drinking water N N N N N Water treated with UV + filtration
Ventilation system N N N N
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Garbage to be segregated - wet N N N N N To encourage recycling
and dry
Wet garbage area to be air- D D N N N
conditioned
Receiving areas and stores to be N N N N N
clean and distinct from garbage
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area
Six monthly medical checks for N N N N N
production staff
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staff
Pest control N N N N N
STAFF
English speaking front office staff D D N N N This may be relaxed outside the
metros / submetros for 1 and 2
Star category hotels
Percentage of Supervisory staff 20% 20% 40% 40% 80% Hotels of 4 Star category and
above should have formally
qualified Heads of Departments.
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other reputed Hospitality schools
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Safe & Honourable Tourism‟ programme and subsequent in-
house training)
GUEST SERVICES
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all categories
Iron and Iron Board facility D D D N A/ Iron and iron board to be made
available on request in 1 to 3 Star
category hotels on complimentary
basis. For 4, 5, 5 Star Deluxe
categories to be available in the
room on complimentary basis.
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Paid transportation on call D D N N N Guest should be able to travel
from hotel
request
Messages for guests to be N N N N N A prominently displayed message
recorded and delivered board will suffice for 1 & 2 Star
categories
Name Address and telephone N N N N N Doctor on call in 3, 4, 5 & 5 Star
numbers of doctors with front Deluxe
desk
Stamps and mailing facilities D D N N N
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the hotel‟s website under the
head „Facilities and Amenities
provided on complimentary basis‟
and mentioned to guests while
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Provision for emergency supplies D D N N N
toiletries /first aid kit
Health - Fitness facilities D D D D N Indian system of treatments
should preferably be offered
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Florist D D D D D
Utility shop / kiosk D D D D N The presence of a utility
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Manual checks may be conducted
for staff and suppliers at
designated entry points
Staff trained in fire fighting Drill. N N N N N All hotels to conduct periodic fire
drills and maintain „Manuals‟ for
Disaster Management, First Aid
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with emergency / backup power.
COMMUNICATION FACILITIES
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or will come into operation till
31.3.2016, this guideline will be
applicable from 1.4.2022.
However, till such time as this
facility is provided on a
PC available for guest use with D D N N N This can be a paid service. Upto 3
internet access. Star, PC can be in the executive
offices, Internet subject to local
access being available
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Swimming Pool D D D D N This can be relaxed for hill
destinations. Mandatory to have
trained Life Guard. Board
containing Do‟s & Don‟ts, No
Divingsign, pool depth etc. should
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location in the pool area
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All 4 Star, 5 Star and 5 Star
Deluxe hotels shall provide a
luminous LED wall clock with
numerals of three inches or more
on display near their swimming
pools.
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swimming pools.
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Conference Facilities. D D D D N
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(b) Rain water harvesting. N N N N N have obtained completion
certificate for construction
c) Waste management. N N N N N before 1.4.2012.
N N N N
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(e) Introduction of non CFC
equipment for refrigeration
and air conditioning and other
Eco-Friendly measures and
initiatives.
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Note 1.
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All hotels should clearly indicate on their websites the facilities and amenities provided to guests “free of cost”
like complimentary breakfast (indicating broad classification like Indian breakfast, Continental breakfast or
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American breakfast), iron and iron board facility, shoe cleaning facility, shoe horn and slippers, other “free”
facilities like dental kit, shaving kit, etc. If any facility is provided only „on request‟ but is included in the room
rent, this should be mentioned on the hotel‟s website under the head „Facilities and Amenities provided on
complimentary basis‟ and also mentioned to the guest when the hotel staff introduces the room to him/her on
arrival. In case the „complimentary‟ breakfast is not a buffet, the guest must be shown a list stating in English
the name of all complimentary items.
It will be mandatory for all the hotels classified under the categories 1 to 4 Star to display their classification
status prominently outside the hotel and at the reception from 1.4.2014 as per a scheme to be evolved in
consultation with FHRAI and HAI.
Note 3:
Time-sharing accommodation will also be considered for classification as per the guidelines for
Classification/Re-classification of hotels.
Note 4 :
D Desirable N
Necessary
There is no relaxation in the „Necessary‟ criteria except as specified in the comment column
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ANNEXURE-V
I / We solemnly pledge and reiterate our commitment to conduct our business in a manner
that befits the culture and ethos of our rich and ancient civilization, and the tolerant and
accommodating nature of our multicultural society and protects all individuals, especially women
and children from all derogatory acts which are contrary to the spirit of our country. We hereby
commit to abide by the Code of Conduct for Safe and Honourable Tourism.
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Recognizing that every earth resource is finite and fragile, I / We further pledge to fully
implement sustainable tourism practices, consistent with the best environment and heritage
protection standards, such that my/our present tourism resource requirements optimize both local
community benefit and future sustainable uses.
Signature
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Name
ANNEXUREVI
To
UNDERTAKING
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It is to hereby confirm that I / We have read and understood the “Code of Conduct for Safe
and Honourable Tourism” adopted on 1st Oct. 2010 as per copy attached with application with
respect to Project Approval / Classification - Re-classification of hotels under the Star / Heritage
categories and hereby agree to abide by them.
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That I / W e have read solemnly pledge and reiterate our commitment to conduct our
business in a manner that befits the culture and ethos of our rich and ancient civilization, and the
tolerant and accommodating nature of our multicultural society and protects all individuals,
especially women and children from all derogatory acts which are contrary to the spirit of our
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country. I / We hereby commit to abide by the Code of Conduct for Safe and Honourable Tourism.
Recognizing that every earth resource is finite and fragile, I / W e further pledge to fully
implement sustainable tourism practices, consistent with the best environment and heritage
protection standards, such that my / our present tourism resource requirements optimize both
local community benefit and future sustainable uses.
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Signature
Name in „BLOCK LETTERS‟
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Seal
Place: __________
Date:___________
Definition:
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should not exceed 50% of the total built up (plinth) area including the old and new
structures. For this purpose, facilities such as swimming pools, lawns etc. will be
excluded. Heritage Hotels will be sub-classified in the following categories:
Heritage:
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This category will cover hotel in Residences/Havelies/Hunting Lodges/Castles/Forts/
Palaces built prior to 1950. The hotel should have a minimum of 5 rooms (10 beds).
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Heritage Classic:
Heritage Grand:
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No room or bathroom size is prescribed for any of the categories. However, general
ambience, comfort and imaginative readaptation would be considered while
awarding sub-classification ‘classic’ or ‘grand’.
SPECIAL FEATURES:
Heritage:
General features and ambience should conform to the overall concept of heritage
and architectural distinctiveness.
Heritage Classic:
General features and ambience should conform to the overall concept of heritage
and architectural distinctiveness. The hotel should provide at least one of the under
mentioned sporting facilities.
Heritage Grand:
General features and ambience should conform to the overall concept of heritage
and architectural distinctiveness. However, all public and private areas including
rooms should have superior appearance and decor. At least 50% of the rooms
should be air-conditioned (except in hill stations where there should be heating
arrangements). The hotel should also provide at least two of the under mentioned
sporting facilities.
SPORTING FACILITIES:
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Swimming Pool, Health Club, Lawn Tennis, squash, Riding, Golf Course, provided the
ownership vests with the concerned hotel. Apart from these facilities, credit would
also be given for supplementary sporting facilities such as Golf, Boating, Sailing,
Fishing or other adventure sports such as Ballooning, Parasailing, Wind-surfing,
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Safari excursions, Trekking etc. and indoor games.
CUSINE:
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Heritage:
Heritage Classic:
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The hotel should offer traditional cuisine but should have 4 to 5 items which have
close approximation to continental cuisine.
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Heritage Grand:
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MANAGEMENT:
The Hotel may be managed and run by the owning family and/or professionals.
Note: Classification in any of the above categories will be given keeping in view the
overall standard of the property. The hotel would be judged by the quality of service
and the years of experience that the owner/staff have had in the business.
GENERAL FEATURES:
There should be adequate parking space for cars. All public rooms and areas and the
guest rooms should be well maintained and well equipped with quality carpets/area
rugs/good quality duries, furniture, fittings etc. in good taste and in keeping with the
traditional lifestyle. If carpeting is not provided, the quality of flooring should be very
good (This is not to suggest that old and original flooring whether in stone or any
other material should be replaced unnecessarily). The guest rooms should be clean,
airy, pest free without dampness and musty odour, and of reasonably large size with
attached bathrooms with modern facilities (e.g. flush commodes, wash basins,
running hot and cold water, etc.). There should be a well appointed lobby and/or
lounge equipped with furniture of high standard with separate ladies and gents cloak
rooms with good fittings.
FACILITIES:
There should be a reception, cash and information counter attended by trained and
experienced personnel. There should be money changing facilities and left luggage
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room. There should be a well equipped, well furnished and well maintained dining
room on the premises and, wherever permissible by law, there should be an elegant,
well equipped bar/permit room. In the case of Heritage Grand and Heritage Classic
Bar is necessary and “desirable in the case of Heritage Basic.” The kitchen and
pantry should be professionally designed to ensure efficiency of operation and
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should be well equipped. Crockery, cutlery, glassware should be of high standard
and in sufficient quantity, keeping in view the lifestyle and commensurate with the
number of guests to be served. Drinking water must be bacteria free; the kitchen
must be clean, airy, well lighted and protected from pests. There must be a
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filtration/purification plant for drinking water. There must be three tier washing
system with running hot and cold water; hygienic garbage disposal arrangements;
and frost free deep freezer and refrigerator (where the arrangement is for fresh food
for each meal, standby generator will not be insisted upon).
SERVICES:
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The hotel should offer good quality cuisine and the food and beverage service
should be of good standard. There should be qualified, trained, experienced,
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efficient and courteous staff in service and clean uniforms and the staff coming in
contact with the guests should understand English, Housekeeping at these hotels
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should be of the highest possible standard and there should be a plentiful supply of
linen, blankets, towels, etc. which of the highest possible standard and should be a
plentiful be of high quality. Each guest room should be provided with a vacuum
jug/flask with bacteria free drinking water. Arrangements for heating/cooling must
be provided for the guest rooms in seasons. Places which have telephone lines must
have at least one phone in the office with call bells in each guest room.
Arrangements for medical assistance must be there in case of need. The staff/room
ratio must be in keeping with the number of guest room in each property. These
hotels must be run on a professional basis while losing none of their ambience and
services. The hotel should be environment friendly. The gardens and grounds should
be very well maintained. There should be an efficient system of disposal of garbage
and treatment of wastes and effluents. The hotel should present authentic and
specially choreographed local entertainment to the guests. They should also have,
wherever possible, arrangements for special services such as wildlife viewing, water
sports, horse/camel/elephant riding or safaris etc.
2. Name of Promoters:
(a note giving details of business antecedents may be enclosed)
4. Status of owners/Promoters:
Whether:
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a) Company
(if so, a copy of the Memorandum & Articles of Association may be furnished)
OR
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b) Partnership firm (If so, a copy of partnership Deed and Certificate of
registration under the Partnership Act may be furnished)
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OR
(a) Area
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(b) Title
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Whether outright purchase/ownership (if so, a copy of the registered sale deed
should be furnished)
OR
On Lease
(c) Whether the required land use permit for the conversion into hotel on it have
been obtained. (If so, a copy of certificate from the concerned local
authorities should be furnished).
7. Details of the Hotel Project ( a copy fo the project/feasibility report should also be
furnished).
Number Area
Single
Double
Suites
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Total:
(c) How many of the bathrooms will have long baths or the most modern
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Shower chambers (Give break-up):
(e) Blue prints of the sketch plans of the project. A complete set duly signed by
the promoter and the architects should be furnished including/showing
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8. Approval:
Whether the hotel project has been approved/cleared by/under the following
agencies/Acts wherever applicable:
(a) Municipal authorities;
(b) Urban Lands (Ceiling), Act:
(c) Any other local/State Govt. authorities concerned.
(i) Equity:
(ii) Loan:
(b) Equity Capital so far raised:
(c) (i) Sources from which loan is proposed to be raised:
(ii) Present position of the loan:
Demand Draft for Rs.12,000/- for hotel projects planned for Heritage, Hotel category
drawn in favour of “Pay & Accounts Officer, Department of Tourism, New Delhi”
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must be attached with the application:
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