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When things go wrong in the workplace, it can
result in emotions becoming quickly aroused.
These emotional situations can be avoided.
We believe in the principle of having a strong
work ethic but also in enjoying the work that you
do. Marriott employs a large number of people
who work in a variety of jobs and in different
locations.
In order to ensure that the business continues to
operate effectively and successfully it is vitally
important that everyone works within commonly
accepted standards i.e. Company and hotel
guidelines and, just as importantly, understands
what may happen if there is a breach of these
standards i.e. our disciplinary policy and
procedure.
8.1 Associate Assistance Help-Line
Sometimes we all need help, advice or just
someone to talk to. Marriott use FOCUS EAP, a
totally independent and confidential telephone
information finding, counselling and support
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service. You, your partner and any dependents
you have living with you can call FOCUS EAP 24
hours a day, 7 days a week. This service is totally
free for you and your family to use.
They can assist with all areas of everyday life,
including relationships, exams, drinking, drugs and
finances.
This free-phone help-line number can be found in
the Useful Contact Details section of this
Handbook and in the Marriott Benefits Guide.
8.2 Workplace/Environment Rules and
Guidelines
These rules and guidelines exist for the safety and
well-being of all associates, guests and the
Company as a whole. These rules may be
updated and changed from time to time, and will
be displayed on your main associate noticeboard.
Should you breach any of these rules and
guidelines, you may be subject to disciplinary
action that may result in your dismissal.
Here are some of the main rules and guidelines:
1. Breach of the Licensing or Excise Laws or
any Action which puts our Licences in
Jeopardy
Our lifeblood depends on our licences and
permission to sell alcohol. Without them we go
out of business. No breach of the laws will be
tolerated. For instance, smoking in restricted
areas, serving under-age guests, giving short
measures, passing off or diluting products, will
be treated as gross misconduct.
Creating the Right Work Environment
2. Rudeness to Guests
Such behaviour will not be tolerated. If any
situation arises which you cannot handle, it is
your responsibility to inform a member of
management immediately. Your attitude to
customers must always be friendly and polite.
3. Theft or Attempted Theft of Money or
Property from the Company, Customers or
Colleagues
Such behaviour is prohibited and is
construed as gross misconduct. As well as
dismissing you, this will result in prosecution.
4. Use, Possession or Being Under the
Influence of Alcohol or Non-Prescribed Drugs
Such behaviour is a safety hazard and, as it
puts the licence in jeopardy, it will not be
tolerated. You must not be under the
influence of, or in possession of, any
prohibited substances whilst at work or on
the Company property. In addition,
prosecution for the use of illicit drugs outside
work could lead to the Company deciding
you are an unsuitable employee and this will
lead to your dismissal.
5. Fighting, Harassment or Wilful Acts
Resulting in Injury to Others
If a disagreement arises with a guest, you
should excuse yourself and notify your Head
of Department immediately. Under no
circumstances will arguing or fighting with
guests be allowed. Likewise, any form of
harassment (including sexual or racial),
arguing or fighting between associates is
prohibited.
section 8
6. Intentional Misuse of, Damage to, or
Destruction of Company Property or
Environment
We recognise that occasionally something
will get broken or a piece of equipment may
become jammed. However, breakage costs
can become a high expense if care is not
taken. You must work with the utmost care at
all times. Negligence will lead to disciplinary
action – wilful acts will result in immediate
dismissal.
7. Falsification of Records
Falsification of any records, including
employment records and financial records, will
not be tolerated and, if committed for personal
gain, will be treated as gross misconduct as
well as resulting in prosecution.
8. Conflicting Interests and Disclosure of
Confidential Information
If we are to remain competitive we must all
respect the confidentiality of information. A
disclosure of any such information to any
unauthorised person is a dismissable offence.
For this reason, and in order to remove any
suspicion, you are required to obtain your
Head of Department’s permission before you
take up any other concurrent employment.
9. Insubordination
This cannot be permitted if we are to
continue to manage and operate our
business successfully. You must follow your
Head of Department’s instructions, stopping
short only if you are being asked to break the
law. If you disagree with an instruction, you
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must follow it anyway and then, if you wish,
take the matter through the Grievance
Procedure at a later date.
10. Wearing your uniform any time other than
on duty and inside the premises
We must all be concerned about the image
we present to our guests. If you wear a
Company uniform, you may not wear it
outside work. If you must travel to work whilst
wearing it, it should be covered by other
clothing (such as a coat). Whenever possible
you should change into your uniform on the
premises. Please see the Grooming and
Dress Standards RSOP on MGS or your HR
department for further information.
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11. Off Duty Limits
You are always welcome to visit your own or
any other hotel in the group as a guest.
However, to avoid confusion of interests
when visiting your own workplace, you must
first let your Head of Department know when
you plan to visit or, if your visit is unplanned,
advise him/her of your presence on arrival.
Whilst on the premises, but off-duty, you
must always adhere to your local associate
off-duty policies.
Whilst on the premises as a guest you must
remain in the guest areas. You must also
comply with the conduct required by our
guests. The rules of conduct for on-duty
employees will also apply to off-duty
employees while they are on the premises and
any breach will be treated as a disciplinary
matter. This applies particularly during the use of
the ‘Staying for Pleasure’ benefit.
12. Out of Bounds
You must confine yourself to your own work
area or common areas. Other work areas are
strictly ‘off limits’ unless specific permission has
been given. You are not permitted to enter a
Head of Department’s office, stockrooms or
cellar unless accompanied by another
authorised person or unless your specific duties
require you to be in these areas alone.
You must not enter any guest room for any
reason other than a specific business one
e.g. to service the room or deliver Room
Service.
Creating the Right Work Environment
13. Personal Appearance
Just as the cleanliness and attractiveness of
your hotel is of the utmost importance, so is
each associate’s personal appearance. You are
expected to be clean and neat to project this
image to your colleagues and customers at all
times. This requires clean nails, teeth, hair,
shoes, body and clothes.
It is particularly important that you use an
effective deodorant and refrain from using
excessively strong perfumes or aftershaves.
Please refer to the Company’s Grooming and
Dress Standards RSOP available on MGS or
from your HR department for further
information on personal appearance.
14. Press and Other Enquiries
Any enquiry, telephone or otherwise, from a
member of the press or any official (e.g. Police,
Fire Inspector, Hygiene Inspector, Customs
and Excise Officers) should be reported to your
Head of Department. Do not make statements
or offer opinions without first obtaining your
Head of Department’s permission.
15. Personal Communication/Friends and
Relatives
No personal telephone calls are permitted to
on-duty employees – although a message will
be taken for you. The only exception is an
emergency call.
The use of personal mobile telephones is also
prohibited, unless in an emergency and with
the authority of your Head of Department or
Duty Manager. Mobile phones and chargers
section 8
should be kept in lockers during your working
shift.
Likewise, the use of the photocopier, internet
and e-mail systems at work should be limited
to work-related usage only, and there must
not be any inappropriate use of Company
software, networks, letterheads or any other
Marriott documents/equipment/
communication tools.
The Internet abounds with various types of
interactive modes of Electronic
Communications Systems including social
networking sites, weblogs (commonly known
as “blogs”), podcasts, wikis, chat rooms,
discussion boards, bulletin boards, video and
audio sharing sites, and similar technologies
(collectively “Emerging Communications
Systems”).
Marriott expects all associates to conform
their conduct and communications on
Emerging Communications Systems to
existing standards contained in the
Company’s published policies and work
rules. The ability of Internet-based mass
communications to magnify the potential
adverse consequences of inappropriate
individual statements and behaviour
increases the sensitivity of such activity and
exposes the Company to much greater harm
than more conventional means of
communication. Associates are prohibited
from making any Electronic Communications
which may be harmful to the Company on
blogs, podcasts, wikis, and other social
networks.
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Personal visits by friends and relatives, except
in an emergency, are not permitted whilst
you are working. If they visit as customers
they must be treated with the same respect
and courtesies as other customers.
Wherever possible you should avoid serving
your own friends or relatives. However, if this
cannot be avoided because you are on duty
alone, you should inform your Head of
Department – this way any suspicion can be
averted.
You are not permitted, under any
circumstance, to visit the hotel room of a
guest, friend or colleague who is staying in
the hotel unless you obtain written
authorisation to do so by your Head of
Department.
16. Drinking Alcohol on Duty
The consumption of alcohol whilst at work is
strictly prohibited without the prior approval
of Management. Not only can drinking at
work and the smell of alcohol on your breath
convey a poor image to our guests, it can also
impair your abilities and judgement, thus
jeopardising safety, and will therefore be
treated as gross misconduct.
17. Raffles and Collections on the Premises
Whilst on the premises, associates are not
permitted to solicit, distribute literature,
collect subscription list dues, hold raffles, etc.
for any cause without permission of the most
senior Manager on-property.
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18. Gambling
Gambling of any sort by associates on the
premises is strictly forbidden.
19. Absence and Time Keeping
Your position enables the smooth and
efficient running of our business. Regular
attendance and punctuality are part of your
responsibilities. You are expected to be at
work on time whenever you are scheduled to
work and may not be paid for periods of
lateness/leaving early. If you do not
telephone to let your Head of Department
know that you are going to be late, you may
find that someone else has been found to
cover your shift in which case you will be sent
home without pay.
If you are going to be absent from work, you
must follow the company sickness/absence
procedure.
If you do not maintain a satisfactory
attendance record you will be rendered liable
to disciplinary action.
20. Right of Search
To reduce the scope for staff and third parties
to be endangered or prejudiced by instances
of drug abuse, theft or security breach, the
Company reserves the right of search. To that
end, this applies not just to associates, but
also to all contractors working on our
premises. The Company believes that the
principles set our below represent the
necessary balance between individual rights
and protections on the one hand, and the
Company’s reasonable needs on the other.
Creating the Right Work Environment
section 8
The Company reserves the right to search the Company as gross misconduct. If a
your person (including clothing), your personal person refuses to be searched when
effects, lockers, bags, work station, car, any requested then the Company may draw its
parcel or container brought on to the own conclusions depending upon the
Company’s premises etc. or Company surrounding circumstances.
accommodation, as the situation requires and
if it has reasonable cause for suspicion that this
is necessary.
The Company may request an individual to
undergo a search at any time. In order to be
effective both as a deterrent and also as a
method of detection, searches may be
unannounced.
Searches will be carried out only by appropriate
personnel. Where a person is asked to be
searched, that search will be carried out by a
person of the same sex (except in relation to
searches not of the person or his/her clothing).
The search will so far as practicable take place
in private, though the person being searched, or
whose belongings/work station are being
searched, may have a witness present if he/she
wishes and there is a willing person then
available to act in that capacity. The
unavailability of a particular witness will not give
grounds for deferring the search. In appropriate
cases the person doing the searching may also
have a witness of the same sex present. The
Company reserves the right to invite the Police
onto the premises to carry out a search where
wrongdoing is suspected.
Staff and contractors will not be searched
against their will but any refusal to be
searched or to permit their bags, workstation
etc to be searched, may in itself by treated by
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21. Information Protection and Privacy
Every Marriott associate is responsible for
protecting the Company’s information assets.
In addition to our associates, one of the
Company’s most valuable assets is
information. This information includes :
• Company confidential and proprietary
information such as revenue
management techniques, sales and
marketing plans and financial forecasts
• Personally identifiable information about
our guests and associates, such as their
preferences, details about their stay
history, credit card information
and contact information such as
email address
Use care when dealing with this information
to protect it against loss, mis-use or
unauthorised disclosure. Please refer to
your local Security Policy for further detail.
22. Threatening Behaviour
Open or veiled, verbal or physical threats to any
guests, colleagues or vendors will not be
tolerated and will result in disciplinary action
being taken against you.
23. Sale or Attempted Sale of Illegal
Substances During Company Time and/or on
Company Premises
Such sales or attempted sales will not be
tolerated and will be regarded as a gross
misconduct offence.
24. Smoking
It is the policy of Marriott UK that all of our
workplaces are smoke-free and all associates
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have a right to work in a smoke-free
environment, as per the UK Smoke Free
standard, found on MGS or in your HR
department.
Smoking is prohibited throughout the entire
workplace with no exceptions and includes
Company vehicles.
25. Chewing
The chewing of gum is not allowed at any
time, or in any place, during your time on
Company property, and disciplinary action
will be taken against you should this be
breached.
26. Membership of Guest Reward Programs
Although we wish to offer all associates as
many benefits as possible to maximise their
enjoyment of working for the Company,
Marriott associates may not partake in the
Marriott Rewards Program, as this may cause
a conflict of interest between their role as an
associate and as a customer.
8.3 Disciplinary Policy
For the avoidance of any doubt, this disciplinary
policy is non-contractual and is a statement of the
practice and the policy and procedures that the
Company will usually follow during any disciplinary
process. However, the Company reserves the right
to deviate from the terms and procedures set out in
this policy.
All policies and information relating to the
Company’s disciplinary policy and procedures will
be issued to you during your orientation.
Creating the Right Work Environment
Whilst this handbook outlines the key elements of
the Disciplinary Policy, you must also ensure you
are aware of, and adhere to, the Company
Disciplinary RSOP, available on MGS and from
your HR department.
8.3.1 Policy Guidelines
The main purpose of the disciplinary
procedure is to ensure that associates
perform effectively. Coaching and counselling
are important steps towards a well run
department and hotel. When coaching and
counselling efforts have been exhausted, the
disciplinary procedure may be applied.
The manager of the associate should conduct
disciplinary meetings (only when trained in
handling disciplinary meetings).
A representative of the HR department will
also usually be present.
Full, verbatim notes must be kept of all
investigatory and disciplinary meetings and
copies must be given to HR immediately.
Witnesses or representatives for an associate
should not be from the HR or Security
departments, unless prior approval by the
property’s General Manager has been sought.
If an associate brings an approved Trade
Union representative to any disciplinary
hearing, as is their right, the DHR must ask for
identification of proof that the individual
concerned is actually an approved
representative. If such proof cannot be given,
the disciplining Manager should seek further
advice from a senior member of HR before
section 8
progressing with the disciplinary hearing.
In the event that an associate is suspended
from the workplace in relation to an alleged
offence of gross misconduct, or given notice
of a disciplinary hearing, and subsequently is
absent on grounds of sickness, upon request
by the Company the associate must submit
to a medical examination by the Company-
appointed doctor to determine if they are fit
enough to return to work, or fit enough to
attend a disciplinary hearing. No Company
sick pay will be paid for periods of sickness
absence in these circumstances.
In the event that an associate fails to agree to a
medical examination by the Company-
appointed doctor within four weeks of being
requested by the Company, this could amount
to a breach of contract and the Company may
take further disciplinary action.
8.3.2 Discipline During an Associate’s
Probationary Period
All new associates are subject to a 3 month
probation period, during which time their
performance and suitability for their role are
carefully appraised by their Head of
Department at 30, 60 and 90 days. If a new
associate does not perform to the required
standard during the probationary period, their
employment may, in certain circumstances,
be terminated in line with the performance
management process and without following
the full disciplinary procedure. However, all
associates will still always have the
opportunity to improve their
performance/conduct during this period and
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will never just have their employment
automatically terminated.
8.3.3 Discipline after an Associate’s
Probationary Period
Where an associate has successfully
completed their probationary period, the full
disciplinary procedure will always be
followed, save in exceptional circumstances.
8.3.4 Investigation Procedure
When an associate is suspected of a breach
of general discipline or does not meet the
required performance standards, they must
be interviewed and given an opportunity to
discuss the issues in all cases.
The investigation that is completed must be
comprehensive. All information collected,
including the collation of witness statements
and any other relevant documentation, will
be from sources that could help establish
‘innocence’ as well as ‘guilt’. All information
must provide a clear picture of events before
consideration is given as to whether a formal
disciplinary meeting is necessary.
An investigatory interview is not a disciplinary
meeting as the aim is to discover the full facts
of the situation only.
Investigation interviews must take place
during an associate's normal work-pattern, so
far as is reasonably practicable. Associates do
not have the right to be accompanied at an
investigation meeting. An investigation
interview can take place at short, or without,
notice but, if circumstances permit, an
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associate may be given a written invitation to
the investigation meeting. The letter should
set out the reason for the meeting in order
that the associate may be prepared.
Accurate and verbatim notes must be taken
throughout the investigation meeting. The
note-taker must then endeavour to type up
the minutes within 24 hours of the meeting,
or as soon as is reasonably practicable
thereafter, if requested by the associate, and
forward both the typed copy and the original
notes to the associate and HR.
At the start of the meeting, the interviewer
must introduce those present and explain
their roles at the meeting. The interviewer
must then state the reason for the meeting
and ask the associate for their account and if
they have anything they wish to add to the
meeting. The interviewer and note-taker must
then adjourn the meeting and decide on the
next action. When the meeting is re-
convened, the interviewer will present the
actions that will be taken e.g. no further action
and a file note for reference purposes only, or
further investigation, or confirm that the
matter will be taken to a disciplinary meeting.
Should the latter be the outcome, the full
disciplinary process, as outlined in this policy,
must be followed.
8.3.5 Disciplinary Meeting Procedure and
Follow-up
Disciplinary meetings will not take place until a
full investigation process has been conducted.
A disciplinary meeting should not be chaired
by the person who completed the
Creating the Right Work Environment
section 8
investigations or investigation meeting (unless presented at the meeting, the Manager
in exceptional circumstances), and should be should consider adjourning the meeting in
chaired by a more senior Manager than the order to complete further investigations. The
person who completed the investigation associate may provide some mitigating
meeting. However, the investigating officer circumstances for their conduct/
should be available to provide any further performance, which must be considered in
information about the disciplinary light of their actions and the Manager then
investigation, should this be necessary. needs to decide what course of action to take
e.g. it may be decided that the disciplinary
A disciplinary meeting must be held at least proceedings should not be progressed and
24 hours after an investigatory meeting and support should be offered instead.
an associate must be given 24 hours’ notice
in writing of the meeting. The letter shall set Notes must be taken throughout the
out the time and date of the meeting and the disciplinary meeting and must include who
reason for the meeting, together with the was present at the meeting and the date and
potential disciplinary sanction, in order that time of the meeting. Should the associate
the associate may be prepared. Disciplinary wish to have a copy of the notes, they must
meetings must take place during an be typed up within 48 hours. The original
associate’s normal work-pattern, as far as is notes, and a copy of any typed notes, must be
reasonably practicable. placed on the associate’s file.
An associate has the right to be accompanied
at a disciplinary meeting by either a fellow
associate or trade union representative
(should the associate be a member of a trade
union), and must be reminded of this right at
the beginning of the meeting. The chosen
representative will be able to address the
meeting, put forward the associate’s case,
sum up, respond to any views expressed at
the meeting and confer with the associate,
but they may not answer questions on the
associate’s behalf.
During the meeting, the associate must be
given appropriate opportunity to state their
case and to respond to allegations. Should
new or more detailed information be
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Once all discussions have finished, the
meeting will be adjourned by the disciplining
Manager whilst they consider all evidence,
and to give them time to consider the
outcome of the meeting. An adjournment
can be for any length of time but is
recommended to be anything between 15
minutes (for uncomplicated disciplinary
proceedings) and up to 48 hours (for more
serious and/or complicated disciplinary
matters). However, it is essential that an
adjournment allows enough time to reach
and formulate a reasoned decision. They
should never be rushed. In exceptional
circumstances, longer adjournments may be
necessary, in which case the associate must
be kept notified of the likely delay.
An associate must be advised as to where
they should go, and what they should do,
during all periods of adjournment. They
should be advised how long the adjournment
is likely to be for, where they will reconvene
and where they should go whilst they are
waiting for the reconvention.
Once an adjournment is complete and the
disciplining Manager has considered their
decision, the meeting is reconvened and the
decision given to the associate. This must
state the actual level of decision, the precise
reason for it and for how long the relevant
decision will stay live on their personal file. The
associate must then also be advised as to what
is expected of them in terms of future
behaviour/conduct, what any future
repercussions may be of further misconduct/
misbehaviour and their right of appeal. The
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disciplining Manager will also advise the
associate of any support that may have been
agreed during this process and may also confirm
a review date if appropriate. This must all then
be backed up in writing, with all detail recorded,
and sent to the associate within 3 days of the
reconvention of the meeting.
8.3.6 Stages of the Procedure
There are 4 stages to the Marriott procedure,
which may be entered into at any stage,
depending on the seriousness of the matter:
• Stage 1 - Verbal warning
• Stage 2 - First written warning
• Stage 3 - Final written warning
• Stage 4 - Dismissal
Verbal Warning
Formal recorded verbal warnings are given
for minor conduct or job performance issues.
The emphasis should be on coaching to
improve performance/ conduct at this stage.
A verbal warning will remain effective for 6
months from the date of the disciplinary
decision and the associate should be made
Creating the Right Work Environment
aware that the warning constitutes the first
formal stage of the disciplinary procedure.
First Written Warning
This applies when it appears that an associate
has committed a more serious breach of
general discipline, or not met performance
standards or conduct expectations following a
verbal warning.
A first written warning will be effective for 12
months from the date of the disciplinary
decision and will be recorded on the
associate’s personal file for this length of time,
after which it will be disregarded for
disciplinary purposes.
Second and/or Final Written Warning
This will be issued when an associate has failed
to improve following the issue of a previous first
written warning, or when a disciplinary offence
has occurred of such a serious nature that it is
the only alternative to dismissal.
A final written warning will be effective for 12
months from the date of the disciplinary
decision and will be recorded on the
associate’s personal file for this length of time,
after which it will be disregarded for
disciplinary purposes.
NB: A verbal or written warning may be
retained on an associate’s file beyond its
stated validity period where it remains
relevant to other non-disciplinary matters e.g.
any future sale of the business or part of the
business, and/or pay or bonus reviews.
section 8
Dismissal
A failure to improve performance, or further
repetition of misconduct following a final
written warning, will usually result in
dismissal.
Demotion/Transfer
As part of the disciplinary policy, the
Company may decide that it is necessary to
demote or transfer an associate from their
current position. This will generally occur for
serious misconduct – for example, alongside
a final written warning or as an alternative to
dismissal – or where performance has not
improved since earlier stages of the
Disciplinary Procedure.
This demotion or transfer may either be
temporary or permanent. The Company
reserves the right to alter an associate’s terms
and conditions of employment, including
salary, to reflect a new role after demotion or
transfer.
Where demotion or transfer is exercised, the
associate should receive written confirmation
of the new role and its terms and conditions,
alongside the disciplinary outcome
confirmation letter, within 3 days of the verbal
decision.
Summary Dismissal
Summary dismissal occurs when an
associate’s conduct or behaviour constitutes
gross misconduct and/or gross negligence, or
when their conduct/behaviour makes it
unacceptable for them to remain in the
workplace/continue in employment. The
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associate is consequently dismissed without
notice and without pay in lieu of notice. Such
action will only be taken after full and careful
consideration of the facts and following full
investigation of all facts and the Company’s
disciplinary procedure.
The Company reserves the right to take
additional action e.g. involving the police,
where appropriate.
NB: No dismissal decision should be taken
until after the GM or his/her designated
deputy has been informed that the
disciplining Manager is contemplating
dismissal. However, the GM/ designated
deputy should take no part in the decision
making process at this stage. In the event that
the GM is the immediate supervisor of the
associate being disciplined and potentially
dismissed, the Area Vice President and/or
Regional Vice President, Human Resources,
or his designate, will be directly involved in
the disciplinary process.
8.3.7 Gross Misconduct
Gross Misconduct is when the most serious of
breaches of conduct/ behaviour have
occurred. The following, whilst not an
exhaustive list, are examples of offences liable
to be deemed as gross misconduct and
therefore warranting summary dismissal:
• Theft, fraud, dishonesty, deception or
falsification of documents or records
• Assault or fighting
• Being under the influence of alcohol or
recreational drugs, or drinking alcohol or
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taking recreational drugs whilst on duty, or
dealing, trafficking or being in possession of
recreational drugs inside or outside of the
property
• Unauthorised disposal of Company goods or
property
• Mis-use and/or negligence of Company
money or property
• Any act which jeopardises, or is likely to
jeopardise, any of the Company’s licences,
reputation, trading position or profitability
• Any breach of licensing, excise or
employment laws
• Wilful damage to Company property
• Serious breach of health and safety rules
• Gross negligence
• Inappropriate behaviour such as indecency
• Wilful refusal to obey a legitimate and
reasonable instruction
• Serious stock/cash losses
• Incitement of others to commit an act of
gross misconduct
• Serious incident or offensive behaviour,
including any form of discrimination or
harassment
• Closing premises, or parts of premises,
without authority
• Failure to follow procedures of Company
security, Company money or Company keys
• Failure to follow Company policy or
procedure
• Disclosure of confidential
information/material
• Unauthorised purchases or use of suppliers
• Abuse of any Company leave policies e.g.
holiday, sickness, parental.
• Sleeping on duty.
Creating the Right Work Environment
Acts that occur at any Company social event
or on Company premises (whether during or
outside normal working hours), including
during the usage of any associate
accommodation or associate
accommodation benefit, can still amount to
gross misconduct.
8.3.8 Suspension
In any matters of suspected gross misconduct
the manager will suspend an associate, with
full pay, for a period not normally to exceed
three working days, but which may be
extended when exceptional circumstances
occur. This period of suspension is necessary
to ensure a full and thorough investigation can
take place into the alleged incident. Any
investigation will be carried out without
prejudice to the associate’s future employment
with the Company.
The Manager who suspends an associate
must follow the full suspension procedure
and ensure they complete a suspension form
to be forwarded to Human Resources with
immediate effect.
An associate should only ever be suspended
in incidences of suspected gross misconduct,
not for any other cases of misconduct.
A confirmation of suspension letter must
always be sent to an associate following a
suspension from duty and, following
suspension, a letter must be sent to the
associate inviting them to attend a disciplinary
meeting.
section 8
8.3.9 Right of Appeal
Appeals against Verbal/Written Warnings
In the event that an associate feels aggrieved
by his/her receipt of a verbal or written
warning, they may appeal within seven
working days of the decision, by instigating a
formal grievance through the Marriott
Guarantee of Fair Treatment (GFT), outlined
in section 8.4.2. The grievance should be
addressed to the Manager of the Manager
who made the decision.
Appeals against Dismissals/ Demotions or
Transfers
Any associate who has been dismissed or
demoted or transferred for disciplinary
reasons may appeal against that decision
within seven working days of the decision, by
sending a written appeal to the Manager of
the Manager who made the decision.
The appeal letter should indicate the full
grounds upon which the appeal is made and
whether it relates to the finding of guilt or the
penalty imposed.
This procedure will also apply where an
associate raises a complaint that their
dismissal/demotion/ transfer was
discriminatory.
8.3.10 Appeal Meetings
For appeals against warnings, the associate will
be invited to a GFT meeting, as per the GFT
procedure, and all parties will then follow the
GFT policy in terms of meetings held, letters
sent out etc.
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For appeals against dismissals, demotions or
transfers, the associate’s letter will be
acknowledged by HR and the associate
invited to attend an appeal hearing on a
specific date and time, within the associate's
normal working hours where possible. The
associate will have the same right to be
accompanied at the appeal hearing as applied
to the initial disciplinary meeting.
The Company will inform the associate of its
final decision after the appeal hearing. The
decision made at the appeal will be final and
there is no further right to appeal.
8.4 Guarantee of Fair Treatment/
Grievance Procedure
For the avoidance of any doubt, this Guarantee of
Fair Treatment (GFT)/Grievance policy is non-
contractual and is a statement of the practice and
the policy and procedures that the Company will
usually follow during any such process. However,
the Company reserves the right to deviate from
the terms and procedures set out in this policy.
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Most routine complaints and procedures are best
resolved informally by way of discussion. The
Guarantee of Fair Treatment Procedure is
Marriott’s Grievance Procedure in the UK. It
exists to ensure that all associates’ grievances and
problems are promptly resolved by providing a
means for associates to express their concerns
whilst following the appropriate levels of authority
in the organisation.
Associates are encouraged to use Marriott’s
Guarantee of Fair Treatment procedure if they
believe they have been harassed or have any other
complaint or concern. All complaints will be
investigated in a prompt and timely manner and
corrective action will be taken where allegations are
verified. No associate will suffer retaliation or
intimidation or any form of punishment for using
the Guarantee of Fair Treatment or any other
complaint procedure in good faith.
The formal Guarantee of Fair Treatment
procedure applies to any appeals against
verbal/written warnings. The formal procedure
does not apply to any appeals against a dismissal
or where an associate has been suspended
without pay or demoted because of his/her
conduct or ability to do his/her job, for which
there is a separate appeal procedure as set out in
section 8.3.10.
Marriott provides that every associate, regardless
of position, be treated with respect and in a fair
and just manner at all times. In keeping with its
long recognised policy, all persons will be
considered for employment, promotion or training
on the basis of qualifications without regard to
race, colour, sex, age, religion, disability or national
Creating the Right Work Environment
origin. We recognise that, being human, mistakes
may be made in spite of our best efforts. We want
to correct such mistakes as soon as they happen.
The only way we can do this is to know of your
problems and complaints. No member of
management is too busy to hear problems or
complaints of any associate. If you have a
problem or complaint during your employment,
this is what you should do:
8.4.1 Informal Procedure
Marriott recommends that before the formal
procedure is used, you should attempt to
resolve the matter informally. In the first
instance you are encouraged to discuss the
matter with your immediate supervisor.
During this discussion, feel free to share your
honest feelings and concerns. Your
supervisor will listen in a friendly, courteous
manner, because it is his/her desire to
understand, and aid in solving, problems
which arise in your work.
Generally, you and your supervisor will be
able to resolve your problem. The Company
recognises that in some cases speaking with
your immediate supervisor about the issue
may be inappropriate due to the nature of the
issue and/or if the complaint is directed at
him/her. In such cases, you should raise the
matter with your supervisor’s line manager (or,
if you prefer, with a member of Human
Resources who will ensure that the matter is
dealt with by an appropriate member of
management).
8.4.2 Formal Procedure
The procedure set out below identifies the
section 8
managers to whom you should raise a formal
grievance. The Company recognises that in
some cases the specified manager may be
inappropriate due to the nature of the issue
and/or if the complaint is directed at
him/her. In such cases, you should raise the
matter with a member of Human Resources
who will ensure that the matter is dealt with
by an appropriate member of management.
In the case of appeals against verbal/written
warnings, the associate should ignore the
informal procedure and proceed directly to
Step 1 of the formal procedure.
Step 1 – If you do not get your problems
straightened out informally, you should set
out your concerns in writing (in as much
detail as possible) and send it to your
Manager or Department Head.
Step 2 – Your Manager or Department Head
will invite you to attend a meeting to discuss
the matter and obtain all the facts. He/she
will work to try to settle your problem in a fair
and equitable manner. Following the
meeting, your Manager or Department
Head will notify you of his/her conclusion in
writing and of your right to appeal the
decision.
Step 3 – If you are not satisfied with the
decision, you may appeal in writing to your
Director of Human Resources or the General
Manager. Your Director of Human Resources
or General Manager will invite you to attend
an appeal meeting in order to discuss the
matter further to carefully review the facts
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and circumstances. After the appeal meeting
you will be notified of the appeal decision.
If, after your receipt of the appeal decision, you
still feel that your problem has not been
resolved to your satisfaction, the entire matter
may, at the Company’s absolute discretion,
upon your written request, be referred to a
member of the Regional Team for their review.
This review will consist of a written response to
the finding under Step 3 of the Formal
Procedure only, and not on fresh grounds of
appeal. This review will be final, and there will
be no right to appeal the Regional review
decision.
8.4.3 General Points
Always feel free to share any concerns you have.
It is the policy of Marriott that all associate
suggestions and complaints shall be given full
consideration. There will be no discrimination or
recrimination against any associate because
he/she presents a complaint or problem in good
faith.
Where the grievance concerns or relates to
other members of staff, the person addressing
it may need to talk to those members of staff
but will not do so without telling the associate
first. If the associate is not prepared for it to be
dealt with in this way (for example because
he/she wishes to preserve his/her anonymity)
then the Company may not always be able to
resolve the matter.
The Company reserves the right to discuss the
matter with other members of staff
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(notwithstanding the associate’s objection) if, in
light of the nature of the grievance, it
reasonably considers there to be an ongoing
health & safety and/or discrimination risk to its
associates or any other persons. It may be
necessary for the member(s) of staff
concerned to attend any grievance hearings.
The Company will inform you of the date and
time when any meetings under these
procedures are proposed to take place.
Associates must take all reasonable steps to
attend any meetings arranged under this
procedure.
If an associate fails to attend, the Company
may proceed with the hearing in his/her
absence. The associate should bring with
him/her any documents or witnesses he/she
wishes to rely on.
All associates have the right to be
accompanied by a fellow employee or
approved trade union representative to any
meeting that forms part of the Guarantee of
Fair Treatment procedure. The associate’s
chosen companion will be able to address
the hearing, put forward the associate’s case,
sum it up, respond to any views expressed at
the hearing and confer with the associate, but
cannot answer questions on his/her behalf.
The associate is required to notify the
Company in advance of the relevant meeting
if he/she wishes to be accompanied, and also
the identity of their chosen companion.
Creating the Right Work Environment
8.4.4 Modified Grievance Procedure
(applicable to former associates only)
Former Marriott employees may raise a
grievance against the Company under the
modified procedure in the following
circumstances:
• where the Company was unaware of
his/her grievance at the time the associate
left the Company’s employment or the
standard formal grievance procedure (as set
out above) had started but had not been
completed prior to the termination of the
associate’s employment.
• where the grievance relates to some action
or alleged action by Marriott (other than the
associate’s dismissal) which could form the
basis of a complaint by the associate to the
Employment Tribunal.
• where the Company and the former
associate agree to use the modified
grievance procedure (failing which the
standard formal grievance procedure shall
be followed).
The modified grievance procedure is as
follows:
• The former associate should set out his/her
grievance in writing as soon and in as much
detail as practicable after leaving and send it
to the Human Resources department. The
written grievance should confirm that the
associate wishes for the modified grievance
procedure to be followed.
• The Human Resources department will
review the grievance and confirm whether it
agrees to follow the modified grievance
procedure. If that is the case, Human
section 8
Resources will ensure that the Company
make all appropriate enquiries regarding the
associate’s grievance before making any final
decision. The associate has no right to any
meeting with Marriott in connection with
the grievance under the modified
procedure, though Marriott may request
such a meeting at its entire discretion.
• The associate will then be sent the
Company’s written decision. There is no
right of appeal against Marriott’s grievance
decision under this modified procedure.
8.5 Harassment and Professional Conduct
in the Workplace Policy
Marriott (the ‘Company’) strives to provide for all
associates a professional and congenial work
environment and will take all necessary steps to
ensure that the work environment remains
pleasant for all associates. An integral part of this
type of work environment is for all associates to
treat each other with courtesy, consideration and
professionalism.
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The Company will not tolerate harassment of
any associate by any other associate, supervisor,
vendor, guest, client, or customer. Harassment
for any unlawful discriminatory reason, such as
race, colour, national or ethnic origin, gender,
gender reassignment, marital or family status,
physical and mental disability, sexual orientation,
age, religion or religious belief, veteran status
(applicable in the US only) or any other
characteristic protected by applicable law, is
prohibited by the Company. With this policy, the
Company prohibits not only unlawful
harassment, but also other unprofessional and
discourteous actions on the part of any of its
associates.
8.5.1 Harassment
Harassment generally is unwanted and
unwelcome behaviour which an individual
may find offensive, which causes him/her to
feel threatened, humiliated, patronised or
harassed and creates an intimidating, hostile
or humiliating work environment for the
individual. Harassment may be open or
covert, direct or indirect, an isolated incident
or a series of repeated actions. It may also
include, in certain circumstances, off-duty
conduct. Examples of harassment may
include:
• Abusive or insensitive language, or pranks;
• Name calling or comments about an
individual’s physical appearance or religion
or religious beliefs;
• The display or circulation of offensive written
or visual material, or graffiti;
• Physical threats, assault, or insulting
behaviour;
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• Open hostility towards workers of a
particular group, including organised hostility
in the workplace;
• Exclusion from normal workplace
conversation or social events i.e. being
‘frozen-out’;
• Inappropriate assumptions about the
capabilities of an individual.
The above examples are not exhaustive and
each incident will be viewed on its individual
facts.
Each associate must exercise his or her own
good judgement to avoid engaging in conduct
that may be perceived by others as
harassment.
8.5.2 Sexual Harassment
Sexual harassment is harassment (as defined
previously) of a sexual nature, which includes
unwelcome sexual advances, requests for
sexual favours, or any other visual, verbal, or
physical conduct of a sexual nature when:
• Submission to the conduct is made either
implicitly or explicitly a condition of the
individual’s employment.
• Submission to or rejection of the conduct is
used as the basis for an employment
decision affecting the harassed associate.
• The harassment has the purpose or effect of
unreasonably interfering with the associate’s
work performance or creating an
environment, which is intimidating, hostile,
offensive or humiliating to the associate.
Creating the Right Work Environment
The following is a partial list of conduct that
will usually be considered sexual harassment:
1. Verbal – Repeated sexual innuendoes,
sexual epithets, derogatory gender related
slurs, sexually explicit jokes, obscene or
sexually suggestive comments about a
person’s body, offensive or unwelcome
flirtations, unwanted sexual advances or
propositions, threats, or suggestive or
insulting sounds;
2. Visual/Non-verbal – Derogatory or sexually
explicit posters, cartoons, photographs,
magazines, drawings, or other printed
items; suggestive objects, or pictures, e-
mails, screen savers, or other electronic
communications; graphic commentaries;
leering, or obscene gestures; and
3. Physical – Unwanted physical contact,
including touching, interference with an
individual’s normal work movement, or
assault.
8.5.3 Complaints Procedure
Associates are encouraged to raise
harassment complaints in accordance with
the procedure set out in the Company’s
Guarantee of Fair Treatment. Therefore,
where possible, the associate should attempt
to resolve the matter informally in the first
instance, before bringing a formal complaint.
However, it is recognised by the Company
that it will not be possible in all instances to
resolve the matter informally, and in such
instances the associate may proceed direct to
a formal complaint.
section 8
Therefore, the Company recommends that
associates who believe that they have been
subjected to objectionable conduct should
immediately tell the harasser to stop the
unwanted behaviour. If the unwanted
behaviour does not cease or the associate
finds approaching the harasser difficult,
he/she should report it immediately to a
manager. If possible, associates should bring
their concerns to the attention of their
immediate manager or supervisor. However,
if the unwelcome behaviour involves a
Manager or Supervisor to whom they directly
or indirectly report, the associate can
alternatively seek help from any other
manager, hotel Director of Human
Resources/ Human Resources Manager, or
the Regional Vice President, Human
Resources.
Do not allow an inappropriate situation to
continue by not reporting it, regardless of who
is creating that situation. No associate in this
organisation is exempt from this policy.
In response to every complaint, the Company
will conduct an immediate, thorough and
objective investigation in accordance with
Company procedures.
The Company will, to the extent reasonably
possible, protect the confidentiality of
harassment complaints. If the Company
determines that a violation of this policy has
occurred, it will take corrective and preventive
actions where necessary.
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Creating the Right Work Environment Grow
section 8
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section 9
Keeping our Work Environment Safe
A determination regarding the harassment 8.6 Business Code Of Conduct and
alleged will be made and communicated to Business Integrity
the person claiming harassment as soon as
Marriott has strong beliefs that we should operate all
reasonably practical. Associates violating the
our business in a fair and ethical way. We
policy, however, are subject to discipline up
endeavour to do this; however should you feel the
to and including summary dismissal.
Company are not fulfilling this obligation, there is a
Disciplinary proceedings may also be
procedure for communicating this. Please see
commenced against an associate who makes
associate notice boards for further information. In
a harassment complaint in bad faith.
hotels where the Business Code of Conduct and
Business Integrity are not applicable, please follow
8.5.4 Victimisation the local property codes of conduct.
The Company strictly prohibits retaliation
against any person by another associate for Please contact your Human Resources
using this complaint procedure, reporting representative for more information.
harassment, or for filing, testifying, assisting or
participating in any manner in any
investigation, proceeding or hearing. An
associate who brings such a complaint to the
attention of the Company in good faith will
not be adversely affected as a result of
reporting the harassment.

An associate who maliciously makes or assists

in an unfounded complaint will be subject to
disciplinary action and may be dismissed.

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9.1 Health and Safety Policy and
Procedures
9.1.1 Your Health and Safety
A copy of our Health and Safety polices and
procedures in force in each hotel are to be
found in each department. Please ask your
Head of Department to explain it to you.
Further information can be obtained from either
your Head of Department of your Cluster
Safety & Loss Prevention Manager, or by
logging on to the Loss Prevention section on
MGS.
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9.1.2 Health and Safety at Work Act 1974
Statement Of Policy
The General Manager and the Management
Team in your property, recognise the
importance of carrying out its duties under
the Health and Safety at Work Act 1974, The
Management of Health and Safety at Work
Regulations 1999, and other related
legislation. We believe that the hotel is
responsible for the guests, visitors, associates,
contractors and other persons on our
premises.
We shall endeavour to provide and maintain
safe premises, plant and equipment thereby
ensuring a safe working environment for our
associates. In addition, through training and
supervision we shall also endeavour to
ensure that our associates follow safe working
practices.
All associates have a personal responsibility
for their own health and safety and that of
other people affected by their activities, and
must co-operate with the hotel’s
requirements to comply with health and
safety legislation as noted above. Everyone
must take a positive attitude towards health
and safety to minimise possible accidents,
and we shall continually critique our
performance and annually carry out a full
review in an effort to achieve excellence in
our health and safety record.
Keeping our Work Environment Safe
section 9
9.1.3 Health and Safety Committee If you have a near miss accident or see a
Each department has a nominated potential hazard in your work area, report it to
departmental Health and Safety your Head of Department. Ask for instruction
Representative who attends a monthly before using any type of equipment with which
meeting chaired by an Executive Committee you are not familiar and experienced. Clean as
member or the Safety and Security/Loss you go, pick up everything you drop on the floor,
Prevention Manager, or nominated other. observe all signs and wear slip resistant type
This is to keep all departments updated on all shoes. You will be taught accident prevention
health and safety issues in the hotel. techniques on the job.
Information from this meeting is then relayed
to each department via the departmental 9.1.5 First Aiders
representatives. There are a number of trained First Aiders
throughout every hotel who will deal with
9.1.4 Accidents emergencies. Names of these people can be
Please do your job the way the Company has obtained from your Human Resources
instructed you to, in order that every representative. A list of all First Aiders should
precaution is taken to avoid accidents. A be displayed on each departmental notice
moment’s carelessness or thoughtlessness board.
may not only lead to needless pain and
discomfort, but days off work and a loss of First Aiders need to have a valid First Aider
earnings. If you have an accident whilst at work, Certificate.
no matter how small it might appear at the
time, report it to your Head of Department,
and a First Aider. It is in your own personal
interest and protection and a legal obligation
that every accident is entered in the Accident
Book.
Accident prevention is a vital part of the Marriott
culture. Marriott works hard throughout its
individual operations to provide the best
equipment, the best maintenance, and the best
working conditions so that its associates will feel
safe while they are at work. Each operation
institutes safety programmes and policies so
that all of the associates will be familiar with the
place in which they work.
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9.1.6 First Aid Boxes
First Aid boxes are placed at strategic
positions throughout the hotel. It is your duty
to familiarise yourself with the location of
these boxes in case you should need them in
an emergency.
9.1.7 Medical Examinations
You may be required to have a medical
examination when you join us or at any other
time when the Company feels it is necessary.
All associates are encouraged to take a keen
interest in their health and should report to
their manager any stomach troubles, cuts or
abrasions etc, so that the appropriate action
may be taken immediately.
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9.2 Security Procedures
9.2.1 Security Checks
Associates may be required to be subject to a
Data Protection security check as a condition
of employment at the hotel.
9.2.2 Hotel Security/Loss Prevention Team
(as applicable)
The Safety & Security Manager/Fire and Loss
Prevention team operates an open door
policy; therefore, do not hesitate to contact
your property representative if you have any
questions or concerns.
The Duty Manager will have responsibility for
hotel security in the absence of the Safety &
Security Manager/Fire and Loss Prevention
team. Every associate has a responsibility
regarding security issues within their
department and the hotel.
9.3 Fire Procedures
The following is a brief summary of what action is
expected from associates when they discover a
fire and when they hear the fire alarm. Full details
can be found within your department or can be
obtained from your HR representative, Property
Representative or Security/ Loss Prevention
Department. Statutory training and instructions
are also communicated to all associates on a
regular basis, at 6 monthly or 3 monthly intervals
depending upon whether you are working day or
night shifts. You are required to attend fire training.
Keeping our Work Environment Safe
If you Discover a Fire
a) Raise the Alarm - Break the nearest break
glass point and make your way to the
nearest fire exit.
b) Confine the fire by closing doors, windows,
hatchways and turning off the air
circulation system if safe to
do so.
c) Make your way to the property evacuation
point.
If you Hear the Fire Alarm
a) Familiarise yourself with the sound of the
evacuation tone/alarm bell.
b) Make your way to the evacuation point by
the nearest fire exit.
Do Not
• Panic.
• Use lifts.
• Stop to collect personal belongings.
• Overtake on a stairway.
Do
• Use the nearest exit.
• Evacuate to the property assembly area and
report to your Head of Department.
• Stay at the evacuation point until you are
told by a member of the hotel’s
management team/Fire Brigade Officer that
it is safe to return.
section 9
9.4 Bomb Procedures
Please make sure that you follow these simple
rules:
1. If you see someone acting at all suspiciously, or
in a part of the building where they obviously
should not be, call a Head of Department or
Duty Manager immediately, particularly if he or
she is carrying a parcel, suitcase or bag.
2. If you see any parcels, suitcases or bags in a
part of the building where they should not be,
call your Head of Department or Duty
Manager immediately.
3. Do not touch or remove any suspicious parcels,
suitcases or bags.
4. Read the bomb alert procedure below:
9.4.1 Bomb alerts
A bomb threat to the hotel may be initiated
by a telephone call from outside the premises
or by someone inside reporting a suspicious
item.
Once the alert response in your hotel has been
raised, the Hotel Emergency Response Team
will gather at the designated control area. Their
response is based on the exact nature of the
threat but it will be to ensure that searches are
carried out and the police are informed.
Depending upon whether any suspicious
item is discovered, the Hotel Emergency
Response Team may cordon off an area and
direct guests and associates to a safe place.
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9.5 Lockers
If you are supplied with a uniform, you will also be
issued with a locker by your Security/Human
Resources representative.
• It is your duty to keep your locker in good order
and any attempt to vandalise or wilfully damage
the locker may result in disciplinary action being
taken. You may also be liable to pay the costs of
any required repair.
• Lost locker keys will be charged for.
• You are not allowed to share lockers or to swap
them.
• Food, perishables, inflammable materials or
soiled clothing must not be stored in your locker.
• Please do not keep any valuable items in your
locker or important documents, as the hotel
accepts no liability for anything stored in them.
• Associates must use hotel locks on their lockers
and are not allowed to bring in personal locks.
• Associates must report all lost locker keys
immediately.
Security/Human Resources regularly undertake
locker audits. For further information please see a
member of the Security/Loss Prevention
Department/ Human Resources representative.
9.6 Lost Property
Any valuable items, cash, or items of clothing
found in rooms, public areas or associate areas
must be handed into the department responsible
for lost property immediately.
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Please ask your Human Resources representative
for details of the Lost Property LSOP. Failure to
comply may lead to disciplinary action being
taken, up to and including dismissal.
9.7 Hotel Keys
If you lose, give, or lend a master key to any other
person without being authorised to do so, this
may lead to disciplinary action being taken against
you.
Similar action will be taken if you are found in
possession of any hotel key without authorisation.
You must report any loss to your Head of
Department/Security immediately.
When associates collect keys for a shift, they
should be in full uniform and ready to start their
shift.
Keeping our Work Environment Safe
section 9
9.8 Pass Outs 9.11 Crisis Management Team
You may not be in possession of, or remove from All of our hotels have a Crisis Management Team
the hotel premises, any property which belongs to who are called upon to manage any notable
the hotel, its guests or another associate, unless issues affecting the potential safety and security of
you have been authorised with an ‘Authorisation our customers, associates and premises. In such
to Remove Property Form’. This needs to be a situation, all associates must adhere to all
signed by your Head of Department and/or requests and commands made by this team.
Executive Committee member and/or the Please see your local HR team for more detail.
Security/Loss Prevention Officer as applicable. If
an associate is found in possession of hotel
property without appropriate approval this may
lead to disciplinary action and possibly dismissal.
9.9 Absence During Working Hours
Permission must be obtained from your Head of
Department should you wish to leave work during
working hours. Meal times and breaks are to be
spent in our designated associate areas, back of
house, unless you have your Head of Department’s
permission.
To adhere to fire regulations, if you do leave the
building it is vital that you sign-out by either
notifying your Head of Department or by
following the established swipe out/sign out
procedures.
9.10 Associate Entrance/Exit
All associates are to use the designated associate
entrance and exit. Associates are not permitted to
use the public hotel entrances to enter or leave
the hotel, unless prior approval is given by your
Head of Department. All associates must also
follow the local sign-in/out procedures when they
enter and leave the hotel.
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section 10
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section 10
How to Contribute and be Informed

As an associate, it is important that you are fully
aware of what is going on within the Company.
There are various levels of activities that may
affect you. These may be across the Company or
within your department.
There are a number of ways to make sure you are
aware of these activities:
10.1 Balanced Scorecard
This is a tool used to review the
department’s/hotel’s/ Company’s key results
against targets. It is made up of measures that
affect our key stakeholders: customers, associates,
management companies and investors.
Current measures that will be shared with you
are:
• GSS (Guest Satisfaction Survey)
How our customers have rated us in our
satisfaction questionnaires.
• Associate Satisfaction/Labour turnover
An analysis of workplace satisfaction and how
many, and why, our associates are leaving our
business.
practiced every day across all Marriott hotels in
the world and which will help Marriott deliver the
things our guests expect when they stay at one of
our hotels.
In this daily meeting, you will also have
communicated to you some key messages to help
you in your job. These messages will include
information about what happened yesterday,
guests in-house today, and recognition of you and
your colleagues, a Daily Brief summarising this
information will be made available to you in your
department.
10.3 Orientation
All new associates attend our 90-day orientation
programme, which begins on your first day at work.
You will be assigned a Buddy Trainer who will take
care of your initial training and answer any questions
you may have. Your Head of Department will explain
the departmental rules and our other procedures to
you, and make sure that you receive your uniform,
locker key and name badges etc.

• Financial
Measure of key areas of financial performance.

10.2 Daily Briefing/Stand Up Meeting

As part of your daily shift, most associates will be
asked to attend a short meeting, which will help
you to focus on Spirit to Serve/Savvy Service
Basics through our 20 core service standards.
These are tried and tested behaviours which are
UK Associate Handbook 2008 69
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10.4 Team/Department Meetings
In the hotel there are regular monthly
departmental meetings, which consider associate
interests such as Health & Safety, welfare, work
methods, celebrating successes and news in the
hotel. Both associates and Head of Departments/
Managers attend these meetings and we ask for
your support and contribution to ensure their
continued success.
10.5 Associate Opinion Survey (AOS)
Associate opinion is extremely important to us, to
ensure the success of our Company. The
Associate Opinion Survey (AOS), normally
conducted on an annual basis from August, is one
of the many tools that we use to gain feedback on
your satisfaction (or otherwise!) as an associate.
The AOS data is collected anonymously and
collated outside the hotel. Once the results are
collated, they are communicated anonymously
through the departments within the organisation
so that an action plan for improvement may be
developed. We encourage all our associates to
participate in this survey.
10.6 Personal Details
Should you change your address, telephone
number, or any other personal detail, these
amendments must be entered onto a Personnel
Action Form (PAF) or similar hotel information-
gathering form. It is essential for emergency
purposes that we always have your updated
details on file. Give this information to your
Human Resources representative and ensure
they are kept updated.
70 UK Associate Handbook 2008
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Grow
10.7 Noticeboards
The noticeboards in departments and around the
hotel are updated regularly. They provide
associates with current news in the hotel and
Company e.g. promotions, transfers, Associate of
the Month winners, Marriott vacancies, GSS
results, health and safety news, upcoming training
and much, much more.
Within your departments your noticeboards
should display a current list of First Aiders, 15-
Minute Training Calendars, rotas and other
relevant information to enhance communication.
If you have any suggestions regarding information
you would like to see on the noticeboards, please
see either your Head of Department or your
Human Resources representative. Please ensure
you read the noticeboards on a regular basis.
10.8 Associate Relations Committee
(ARC)
By encouraging associate involvement, we aim to
generate the commitment of all associates to the
success of the organisation, to improve their job
satisfaction and to contribute to the efficiency and
profitability of each property. These aims can only
be achieved through regular consultation and in
an atmosphere which encourages the free
exchange of ideas.
It is proven that in hotels where associates are
actively involved and engaged in the property,
business results and AOS results tend to be
higher. The ARC is therefore a Committee
consisting of between 6 and 12 elected associate
representatives (nominated by fellow associates
from all departments) and the GM and DHR (or
other senior managers), to discuss key issues
affecting the property as a whole e.g. business
results, health and safety, training and
development etc. It is a vital part of ensuring all
associates feel part of the team and are actively
contributing to their hotel’s continuing growth.
For further information on your property’s ARC,
please see your HR department.
10.9 Associate Forum/Town Hall
Meetings
This is a quarterly meeting held for all associates
within the hotel, and will be hosted by your
ExCom. It will update you on all areas of the
balanced scorecard, as well as being a forum of
communication, recognition and questions and
answers.
The meetings are not an opportunity to discuss
operational challenges, or to discuss terms and
conditions.
How to Contribute and be Informed
section 10
10.10 Know Your Hotel
In order to give the best possible service you
should learn, and become familiar with, all the
services and facilities of our hotel and be able to
direct guests properly to all public locations within
the hotel. As an associate, you should be able to
assist guests to the best of your ability to ensure
we exceed our guests’ expectations. Many forms
of hospitality training is given to all associates
during and after the 90 day probation period, in
order to help you give the information and
guidance needed to be able to offer our guests
and associates the best service possible.
10.11 Guest Response Programme
This is a Marriott guest complaint and tracking
procedure in which all associates are expected to
participate. Guest Response training is facilitated to
train our associates on how to use a guest
response form, and the benefits it brings to our
hotel in the long-term. The purpose is that all hotel
associates are empowered to handle a guest
complaint individually and, if necessary,
compensate them appropriately in accordance
with the compensation guidelines set by each
department Manager. These guidelines should be
displayed on each department noticeboard. A
quick and effective response to guest queries
helps each hotel maintain excellent GSS scores.
10.12 Being Part of Our Successful Team
We want you to enjoy working with Marriott. If
you have any ideas or suggestions that you feel
would improve our service to both our guests and
to your fellow associates, please either tell your
Head of Department or your Human Resources
representative.
UK Associate Handbook 2008 71
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How to Contribute and be Informed Useful Contact Details
section 10 section 11

If you have any questions or queries concerning Non-management associates are able to search Fetter Lane (Regional): Switchboard 020 7012 7000
any aspect of your employment, please do not and apply for entry level management positions via Bernard’s Inn, 86 Fetter Lane, London EC4A 1EN
hesitate to ask. www.marriott.com/careers
Fetter Lane (Regional): Fax 020 7012 7001
We wish you great success in your new position Before applying for any vacancies, associates
and we are extremely delighted that you have should establish that they are eligible to apply. AXA PPP Healthcare 0870 4133148
decided to be part of our team. Please see your HR representative for further (if already a member) Group ref: 43883
information about eligibility requirements.
10.13 Marriott Intranets/Websites Associate Assistance Helpline (Focus) 0800 3765451
Marriott have a number of fantastic websites for
Norwich Union Healthcare 0800 142142
you to peruse and learn more about the
(UK pension, life assurance and private
Company. Our internet address is: Cedar House (UK Shared Service Centre): Switchboard 01582 434000
medical provider).
www.marriott.co.uk Cedar House, Parkland Square, Capability Green, Luton,
Bedfordshire LU1 3LU
We also have a great intranet with lots of
information about the history, detail, hotels, Cedar House (UK Shared Service Centre): Fax 01582 434001
associate benefits etc. Please see your Head of
Department about how to access Marriott Global Berkeley Burke 0116 204 2988
Source. (UK pension, life assurance and private medical provider). marriott@berkeleyburke.com

Marriott have great job-seeking facilities for those

looking to develop their careers with Marriott, or For hotels using the Oracle/Hewitt payroll system, your tax reference number is 083/BW21,
just for those interested in what vacancies are and the tax office details are:
currently available. Non-management vacancies
can be searched and applied for via
HM Inspector of Taxes
http://internal.marriottcareers.net
The Triad
Management vacancies can be searched and Stanley Road
applied for by management associates via Bootle
myHR>Job and Career Opportunities Merseyside L75 2TT
Tel 0845 300 3939

For non-Oracle/Hewitt payroll hotels, please contact your DHR/DOF for tax reference
numbers and tax office details.

72 UK Associate Handbook 2008 UK Associate Handbook 2008 73

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Marriott Acronyms Terminology Marriott Acronyms Terminology
section 12 section 12

ADR Average Daily Rate CIA Cash In Advance DOO Director of Operations GNS Guest No Show

ADRS Area Director of Revenue CIS Customer Information System DOR Daily Operating Report Group Multiple travellers coming in for
Strategy - International the same purpose and
Cluster Manager Functional manager in charge DORS Director of Reservation Sales
generally staying the same
A&L Asset & Liability of 2 or more hotels
DOS Director of Sales dates
AOS Associate Opinion Survey CNHT Certified New Hire Trainer
DRM Director of Revenue GRAM Group Rate Availability in
Associate An annual week of COB Close of Business Management MARSHA
Appreciation Week celebration to recognise
Comp Complimentary room EBC Event Booking Center GRI Global Rate Integrity
(AAW) and thank associates for
their commitment and for Comp/NonComp Comparable vs. Non- EBS Event Booking Service GS Group Strategy
choosing Marriott as a place Comparable units
EIWO Everything in Working Order GSA General Sales Agent
to work
Conv Convention hotels
ExCom Senior Hotel Management GSI Guest Satisfaction Index
AVP Area Vice President
Core Full service hotel that is comp Team
GSO Global Sales Organisation
AYS At Your Service and is not a resort or
EVP Executive Vice President
convention property GSS Guest Satisfaction Survey
BE Business Evaluation
F&B Food & Beverage
CRS Central Reservations Service
Balanced Scorecard Marriott Measurement Tool
Fair Rate Fixed rate, fairly priced for the
CSP Company Sick Pay Guest Response Internal Customer Feedback
Baron Golf and Leisure Membership local market
Process
Database CSRs Customer Service
Fidelio Front Office/Sales & Catering
Representatives HOD Head of Department
Brand Standards Standards for operating as a System
Marriott Hotel CY Courtyard HR Human Resources
Flash Report Daily accounting data report
BTC Booked To Capacity Daily Brief Daily Meeting/document to H&S Health and Safety
Format 89 Accounting room revenue
discuss the daily business
BTS Business Travel Sales strategy report (for full-service Hyperion International accounting
DGS Director of Group Strategy & Renaissance only) system
C-7 Transfer charges from one
Marriott International DHR Director of Human Resources Format 90 Accounting all revenue report IBFC Income Before Fixed Costs
department to another
DOE Director of Engineering Format 98 Detailed profit and loss report IIP Investors in People
CAPEX Capital Expenditure
DOF Director of Finance GFT Guarantee of Fair Treatment ILO International Lodging
C&B Conference & Banqueting Operations
DOGS Director of Group Sales GM General Manager
CEP Capital Expenditure Project IM Inventory Management
DOM Director of Marketing GNR General Name Record in
MARSHA IOC’s International Operating
Champions
74 UK Associate Handbook 2008 UK Associate Handbook 2008 75
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Marriott Acronyms Terminology Marriott Acronyms Terminology
section 12 section 12

IR Information Resources MCMS Marriott Career Management OCC Occupancy PPM Planned Preventative
System Maintenance
Job Chat Discussion to Review On Demand Financial accounting reporting
Performance MCN Secure Dial Dial-up access to Marriott’s system PPR Profit per room
network
Job Specifics Departmental training Material One Yield Marriott’s revenue PS People soft. Marriott
included in the New Hire Files MGD/FRAN Managed/Franchised Hotels management system International
information/transfer system
KDATE Last bookable date in MGS Marriott Global Source OOO Out Of Order rooms
MARSHA (approx. 50 weeks PTO Paid Time Off
MHR Marriott Hotels and Resorts OPTS On-Property Training System
out)
RA Revenue Analysis
MI Marriott International Oracle Former Whitbread hotels’
LAN Local Area Network
people management system RAP Session Communication session
Micros Food and Beverage Point of
LNF Marriott’s Look No Further(sm)
Sale System OSCAR Optical Storage Collection And RDRM Regional Director of Revenue
Best Rate Guarantee
Retrieval (MARSHA’s past Management
MIDAS A MARSHA rate database
LOS Length Of Stay guest history system)
Resort Destination location hotel
MIS Management Information
LPP Leadership Performance PAF Payroll Action Form or
System RevPAC Revenue Per Available
Process Performance Appraisal Form
Customer
MLS Marriott Leadership Skills
LTO Labour Turnover PAV Pay Adjustment Voucher
RevPAR Revenue Per Available Room
MMRS Marriott Management (Marrpay On-Line: “Petty Cash
MarRFP Marriott’s Request For Pricing
Reporting System Voucher Input”) RevPAS Revenue Per Available Square
website
Foot/Meter
MVCI Marriott Vacation Club PBIT Profit before tax
Marriott Rewards Marriott’s frequency
International RHI Renaissance Hotels
programme in which points are PD Period
International
earned and redeemed for free Net Rates Rates that are net of
PDP Property Diagnostic Process
stays commission or other fees RHR Renaissance Hotels & Resorts
PDPX PDP Express
MARRPAY Marriott Payroll System NGS Next Generation System RI Residence Inn
(group property management Performance Review Annual appraisal
MARSHA Marriott Automated RIBM Residence Inn by Marriott
system)
Reservation System for Hotel P&L Profit And Loss
RN Roomnight
Accommodations NHT New Hire Training – Marriott’s
PLU Property Look Up
90 Day Induction and Training ROCE Return On Capital Employed
MARTIE Marriott Telephone Information
Programme PMS Property Management System
and Enrolments ROM Revenue Opportunity Model
NMQ Inventory restriction (black out) POS Point of Sale
MAXIMA A reservation information
– no “marquis” club members
system POS Point of Service RVP Regional Vice President
can arrive/stay

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Marriott Acronyms Terminology
section 12

RVPOS Revenue Per Occupied Square Turndown Price Turndown - Rate is

Foot/Meter offered to guest and guest
declines
RVPRS Regional Vice President of
Demand Turndown - No rate
Revenue Strategy -
offered to guest due to lack of
International
inventory or restriction placed
RVPSM Regional Vice President Sales on rate programme
& Marketing
WRKIR Weekly Revenue Key Indicator
S&M Sales & Marketing Report

SBU Strategic Business Unit

SFA Sales Force Automation

Short Takes Short Training Sessions

SII Single Image Inventory

SOPs Standard Operating

Procedures

Spirit to Sell Identifying what our customers

want, and pro-actively selling

Spirit to Serve Service Quality Culture

SSP Statutory Sick Pay

SVP Senior Vice President

THRM Total Hotel Revenue

Management

TMC Travel Management

Consortium

TREVPAR Total revenue per Available

room

78 UK Associate Handbook 2008

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Handbook 2008
UK Associate

UKIMEA Regional Office

Barnard’s Inn, 86 Fetter Lane,
London EC4A 1EN

020 7012 7000