Housekeepingnciii Core 1 Supervise Room Cleaning Maintenance Requirement

COMPETENCY-BASED LEARNING MATERIALS
Sector: TOURISM
Qualification
HOUSEKEEPING NC III
Title:
Unit of SUPERVISE ROOM CLEANING AND
Competency: MAINTENANCE REQUIREMENTS
SUPERIVISING ROOM CLEANING
Module Title:
AND MAINTENANCE REQUIREMENTS
Complete Training Center Name and
Logo here
Address Here
HOW TO USE THIS COMPETENCY-BASED LEARNING MATERIAL
MODULE TITLE: SUPERVISE ROOM CLEANING AND MAINTENANCE

REQUIREMENTS.
This is a Competency-Based Learning Material for the Module: SUPERVISING

ROOM CLEANING AND MAINTENANCE REQUIREMENTS.
This learning material contains activities for you to complete. It covers the
Knowledge, Skills and Attitudes required to complete the competency.
You are required to go through a series of learning activities in order to complete

each of the learning outcomes of this module. In each learning outcome, Learning
Elements and Reference Materials are available for your further reading to assist you
in the required activities. You are expected to accomplish all the required activities
and to answer the self-check after each learning element. Please note that you need
to have 100% correct answers to each self-check to pass the activity. You are
required to obtain answer sheets, which are available from your trainer or at the end
of each learning element, to reflect answers for each self-check. If you have
questions, please do not hesitate to ask your facilitator for assistance.
Recognition of Prior Learning (RPL)
You may have acquired some or most of the knowledge and skills covered in this
learning material because you have:
• Actual experience on the job.

• Already completed training in this area.
BENEFITS OF RPL
• Gives credit for knowledge and experience.

• Reduces duplication of learning.
• Reduces costs of obtaining formal credentials.
• Gives immediate feedback and determines which competencies need
verification and testing.
• Identifies training gaps.
• Training (is individualized and results in a recognized certificate).
• Assists in professional development.
• Allows for better use of time and resources.
• Potentially saves on training costs.
So, if you can demonstrate to your trainer that you are competent in a particular skill,
you do not have to do the same training again. Or, if you feel you have the skills, talk
to your trainer about having them formally recognized. You may also show your
Certificates of Competence from previous training. And if your acquired skills are still
updated / relevant to the module, they may become part of the evidence you can
present for RPL.
A Record of Achievement is also provided for your trainer to fill-in upon completion of
this module.
This module was prepared to help you achieve the required competencies in
Monitoring Housekeeping Requirement Procedures and Resources, Monitoring
Cleanliness and Safety in the Workplace, Assessing and Evaluating Assigned Tasks
It will serve as a source of information for you to acquire the required knowledge,
skills, attitude, and inherent behaviour for the UNIT OF COMPETENCY NO. 1:
SUPERVISE ROOM CLEANING, AND MAINTENANCE REQUIREMENTS for the
HOUSEKEEPING NC III qualification, and with minimum supervision or help from
your trainer. This material will aid you in acquiring the competency at your own pace,
independently. To achieve the full benefit of this module:
• Talk to your trainer and agree on how you will both organize your training on
this unit. Read through the Competency Based Learning Material carefully. It
is divided into sections which cover all the skills and knowledge you need to
successfully complete this module.
• Most probably, your trainer will also be your supervisor. He / She will be there
to support and show you the correct way to do things. Ask for help if you need
one.
• Your trainer will tell you about the important things you need to consider when
doing the activities. It is important you listen and take notes.
• You will have plenty of opportunities to ask questions and undergo rigid
practice. This will help you in achieving competency in your new skill. Ample
practice will improve your speed, memory and confidence.
• Talk with more experienced colleagues and ask for guidance.
• Answer self-checks at the end of each section to test your own progress.
• When you finished each element and feel that you are ready, demonstrate the
activities outlined in the learning material to your trainer.
• As your work through the activities, your trainer will be taking note of your
performance. He / She will be providing feedback on your progress. Your
readiness for assessment will be reflected in his/her report, if and when you
have successfully completed each element.
INTRODUCTION TO THE MODULE
UNIT OF COMPETENCY : SUPERVISE ROOM CLEANING AND

MAINTENANCE REQUIREMENTS
MODULE TITLE : SUPERVISING ROOM CLEANING AND

MAINTENANCE REQUIREMENTS
MODULE DESCRIPTOR : This module covers the knowledge, skills and

attitudes required to conduct the monitoring,
supervision and assessment of assigned
housekeeping tasks.
Introduction:
this module contains information and learning activities in Supervising Room
Cleaning and Maintenance Requirements.
Upon completion of this module and you feel confident that you have had sufficient
practice, you may request your Trainer to arrange an appointment with a registered
Assessor for your assessment. The results of the assessment will be recorded in
your Competency Achievement Record.
SUMMARY OF LEARNING OUTCOMES:
At the end of this Competency-Based Learning Material, the learners are expected to
meet the following learning outcomes:
LO 1. Monitor Housekeeping Requirement Procedures and Resources
LO 2. Monitor Cleanliness and Safety in the Workplace
LO 3. Assess and Evaluate Assigned Tasks
ASSESSMENT CRITERIA
Critical Aspects of Assessment
Evidence of the following is critical:
LO 1. Monitor Housekeeping Requirement Procedures and Resources:
1.1 Use of Personal Protective Equipment (PPE) is monitored in compliance with
Occupational Safety and Health Standards.
1.2 External regulations are complied with according to industry standards.
1.3 Tools, equipment and supplies are controlled according to housekeeping
procedures.
1.4 Accidents, injuries, and unsafe work conditions are responded in accordance
with establishment procedures.
1.5 Incidents reports are stored and maintained.
LO 2. Monitor Cleanliness and Safety in the Workplace:
2.1 Continuous monitoring of the cleanliness and safety of the workplace is done.
2.2 Housekeeping issues are raised with designated personnel in accordance with
workplace procedures.
2.3 Maintenance and storage of tools, equipment and supplies are monitored in
accordance with workplace standards.
2.4 Records are stored and maintained.
2.5 Emergency Management Plan is reviewed periodically.
LO 3. Assess and Evaluate Assigned Tasks:

3.1 Risk assessment activities are scheduled and applied based on industry
standards.
3.2 Safe workplace is ensured to protect the workers’ safety.
3.3 Effectiveness of the systems are reviewed and assessed according to
workplace standards.
3.4 Necessary improvements are implemented.
3.5 Compliance with legislations and internal requirements are maintained.
Context of Assessment and Resources Implications:

Context of Assessment must ensure that:
• Assessment should include practical demonstration either in the workplace or
through a simulation activity, supported by a range of methods to assess
underpinning knowledge.
• Assessment must relate to the individual’s work area or area of responsibility.
• Demonstration of skills on more than one occasion.
• Demonstration of functions and supervisory aspects of the housekeeping and
accommodation operations.
• Learners developed knowledge and skills in departmental procedures as well
as an understanding of safety and security responsibilities.
Resource Implications must ensure that:

• Training and assessment must include access and use of simulated or fully
equipped housekeeping operational area, with simulated scenarios and
practical service equipment; and access to workplace standards, procedures,
policies, guidelines, tools and equipment in housekeeping and
accommodations operations.
Critical Aspects of the Qualification:

Evidence of the following is essential:
• Demonstrate knowledge of the functional areas of the housekeeping and
accommodation department.
• Describe the operational and supervisory aspects of running housekeeping
and accommodation operations.
• Investigate the purchase and range of furnishings available.
• Examine the range of accommodation provided and the regular processes of
cleaning and maintenance necessary to ensure the facilities and
accommodation meets the guest’s requirements and expectations.
• Identify common cleaning supplies and equipment used in the housekeeping
department.
• Describe the key features of the linen and laundry departments.
• Describe the main responsibilities of the housekeeping department for the
hotel’s leisure facilities.
• Explain the importance of security and safety within the housekeeping and
accommodation department.
• Explore measures to improve the environmental responsibilities of the hotel.
Assessment Methods:
The following methods may be used to assess competency for this module:
• Observation of practical candidate performance.
• Simulated practical exercises.
• Role plays.
• Oral and written questions.
Program/ Course : HOUSEKEEPING NC III
Unit of Competency : Supervise Room Cleaning and Maintenance
Requirements
Module : Supervising Room Cleaning and Maintenance
Requirements
Learning Outcome No. 1: Monitor Housekeeping Requirement Procedures

and Resources
Assessment Criteria:
1.1 Use of Personal Protective Equipment (PPE) is monitored in compliance with
Occupational Safety and Health Standards.
1.2 External regulations are complied with according to industry standards.
1.3 Tools, equipment and supplies are controlled according to housekeeping
procedures.
1.4 Accidents, injuries, and unsafe work conditions are responded in accordance
with establishment procedures.
1.5 Incidents reports are stored and maintained.
References:
• Casado, Matt A. Housekeeping Management 2nd Edition 2012. John Wiley &
Sons, Inc.
• Singh, Malini. Hotel Housekeeping 2012. Tata McGraw Hill Education Private,
Ltd.
• Andrews, Sudhir. Textbook of Hotel Housekeeping Management and
Operations 1st Edition 2008. Tata McGraw-Hill Publishing Company, Limited.
• Boston Business School. Facilities and Accommodation Operations 2007.
Confederation of Tourism, Hotel, and Catering Management.
• Jones, Thomas J.A. Professional Management of Housekeeping Operations
4th Edition 2005. John Wiley & Sons, Inc.
• Websites:
o https://www.hospitalitynet.org/opinion/4064225.html
o https://www.hotelmanagement.net/sponsored/keeping-it-clean-tips-for-
improving-housekeeping-operations
o https://www.tutorialspoint.com/hotel_housekeeping/hotel_housekeepin
g_principles.htm
o https://www.ccohs.ca/oshanswers/occup_workplace/hotel_housekeepi
ng.html
o http://v2020eresource.org/content/files/housekeeping_management.ht
m
INFORMATION SHEET NO.: 1 / UC NO.: 1
MONITOR HOUSEKEEPING REQUIREMENT PROCEDURES AND RESOURCES
Introduction
An efficiently managed housekeeping departments ensure the
cleanliness, maintenance, and aesthetic appeal of lodging
properties.
The housekeeping department not only prepares clean guest

rooms on a timely basis for arriving guests, it also cleans and
maintains everything in the hotel.
Housekeeping is the guest’s first impression and last impression when they visit a
property.
Housekeeping Objectives:
• To ensure that all areas are clean at all times.
• to minimie the build-up of dirt.
• To make guests feel comfortable.
• To clean at the most convenient times in the most efficient way.
• To minimize any disruption to guest’s whilst cleaning.
• To reduce any opportunities of infestation.
• To use good quality, and safe cleaning chemicals.
• To promote a healthy and safe environment.
• To prolong the lif eof furniture, fixtures,a nd fittings.
• To imporve the appearance of the operation.
Challenges for the Housekeeping

Department:
• Responsibility for the largest volume of
area within the hotel.
• The largest department in the hotel.
• In most cases, has the largest
departmental staff count in the hotel.
• Hard to attract skilled employees.
• Hard to retain employees.
• Hard to motivate employees.
Moments of Truth
A moments of truth is simply any interaction during which a guest may form an
impression of your brand or product. This impression may be either positive or
negative.
The importance of high standards of cleanliness to the guest cannot be

underestimated. Positive first impressions (or “moments of truths”) is expected; and
that guests form impressions in seconds and these impressions last.
The Housekeeping management aims to deliver high standards in generally
challenging conditions, working with limited resources in a pressurised environment.
Quality Controls in Houseekping

Pertains to:
• Good leadership and on-going
supervision:
o Cleaning schedules.
o Cleaning standards – How to
clean?
• Good checking systems:
o Keeps up to date with industry trends.
o The right tools to do the job right!
o Skilled, and motivated employees.
• Good quality cleaning products:
o On-going guest research – speak to guest (formal and informal) and
listen what they have to say.
o Conducting regular audits and inspections.
o Rules and regulations for employees and guests.
• Good and effective communication with other departments:
o Following productivty standards expected.
o Regular employee training.
The Housekeeping Department

The Executive Housekeeper is one of the
main managers within the hotel organization
in any large hotel operations.
The Executive Housekeeper (or

Housekeeping Manager) is normally a high
level position within the hotel holding much
responsibility and with all statutory and
company regulations relating to the health & safety, hygiene, conduct of employees,
fire emergency procedures, security of premises and of property.
Executive Housekeeper’s Seven (7) Managerial Functions:

• Planning.
• Organization.
• Coordinating.
• Staffing.
• Directing.
• Controlling.
• Evaluating.
The Housekeeping Team

Personal Atributes of Housekeeping Staff
Pertains to:
• Pleasant personality:
o Calm demeanor.
o Personal fitness.
o Honesty.
• Physical fitness:
o Adaptability.
o Salesmanship.
o Tact and diplomacy.
• Personal hygiene:
o Courtesy.
o Good memory.
o Right attitude.
• Cooperation:
o Possess loyalty.
o Shows punctuality.
o Eye for detail.
Staffing within the organization would vary depending on:

• Size of operation and area to be cleaned.
• Quantity of rooms.
• Standards of hotel.
• Amount if facilities in the hotel.
• Avaialbility of skilled labor.
• Housekeeping labor budget.
Outsourcing Room Cleaning

Trend: Many hotels now outsource their room cleaning to an external cleaning
company as shown in the following diagram. However, as the table below illustrates,
there are positive and negative attributes.
Hotel Contractor
• Signs contract with suitable • Meets with hotel Executive
cleaning contractor. Housekeeper to determine
• Provides cleaning specifications cleaning needs.
to company to follow. • Recruits staff to work at hotel.
• Provides suitable job descriptions. • Trains staff to hotel standards.
• Books agency cleaners on a • Provides staff as and when
weekly basis depending on required.
occupancy. • Provides all cleaning equipment
• Monitors cleaning quality. and chemicals.
• Communicates regularly with • Supervises cleaners that are
agency manager. carrying-out job successfully.
Opportunities for Hotel Challenges for Hotel
• Reduced expenditure overall • Potential loss of control.
(recruitment, training, turnover). • Different work teams within hotel.
• More accurate labour forecasting, • Casual staff may not be familiar with
deployment and utilization. loyal guests.
• Specialization.
• Able to focus on other activities.
Management of the Housekeeping Department

If the housekeeping operation is to be efficient considerable thought must be given to
the way in which it is organised. One cannot expect a group of people, however well
motivated they may be, to give of their best if there is no order or method in the
organisation.
Organizing is sometimes considered an

occasional function, something which is
done infrequently, for example when a
department is being planned or newly
opened or when someone new takes
over; but in fact organizing is a continuing
function and the organiational set-up
should be reviewed frequently.
The Executive Housekeeper is the man or woman responsible for the efficient and
economic running of the department within the aims and objectives as set out by top
management. As manager of the department the housekeeper has the responsibility
of planning and forecasting for the department, organising, leading, directing,
controlling and coordinating the accommodation area under her jurisdiction and while
doing this must comply with the various legal requirements appertaining to the
accommodation department, e.g.
• Fire Precautions Act.
• Health and Safety at Work.
• Food Hygiene Regulations.
• Hotel Proprietors Act.
• Sex Discrimination Act.
• Race Discrimination Act.
• Employment Protection Consolidation
Act.
The Executive Housekeeper therefore

employs all aspects of managerial activity and,
while these may be considered separately,
they are very closely interrelated and all are
assisted by good communications.
The scope of the Executive Housekeeper's work varies greatly from place to place
and from housekeeper to housekeeper. In the main it is for the organization of the
cleaning of the establishment's premises, or such parts as the employing authority
dictates (e.g. kitchens, restaurants and dining rooms are not normally the concern of
the hotel housekeeper or the hospital domestic services manager, but they maybe of
the domestic bursar in hostels), as well as for the management of the staff engaged
in the cleaning and servicing of the specified areas. The choice and care of the
furnishings also normally come within her scope
Effective management by the

housekeeper should lead to:
• Cleanliness of the premises,
• A comfortable and safe environment
for the guest,
• Consideration for the welfare and
motivation of the staff,
• Economic running of the department,
• A contribution to the profitability, reputation and smooth running of the
establishment.
It is essential for the Executive Housekeeper to be aware of the aims and objectives
of the establishment as a whole and for her to be informed of and consulted on any
policy changes which may affect her department. Costs have risen steeply over the
last few years and management has to decide what services it can afford to offer and
the best way of providing them. Hotels cannot afford to have empty rooms and some
cannot afford to offer the services offered in the past, e.g. early morning teas,
“turning down”, or shoe cleaning, nor can university halls of residence afford to have
rooms empty during vacations.
A problem which can arise, not so much perhaps in hotels but

in other sectors of the industry, is that top management is often
indifferent to the real advantages of good housekeeping. While
wanting a clean, safe and comfortable environment, top
management may be totally unaware of how this may be
achieved or of how much it will cost.
Objectives and responsibilities are often poorly defined and it is only when
housekeeping is an integral part of the whole organization and the Executive
Housekeeper is armed with the necessary information regarding objectives and
responsibilities that she is able to set about managing her department efficiently.
Planning and Forecasting

First, the Executive Housekeeper will plan and
forecast for her department. She will look ahead and
try to predict future happenings, e.g. staffing for high
and low occupancy, annual cleaning, redecoration,
etc. She will plan in order that these eventualities
are met and that her objectives are reached within
the time available. It is possible, of course, that
however carefully she plans and forecasts,
circumstances arise over which she has no control.
A good planner thinks on the lines of
economy, making the best possible use of
time, labour and materials and this will be
made easier for the housekeeper if she has
been consulted at the designing and
equipping stage of any new or altered
building. It should be borne in mind that labour
costs account for 90 to 95% of the total
cleaning costs and that cleaning and
maintenance costs over a period of about
twenty years may equal the initial cost of the
building, but it should also be remembered
that the planning of areas should be as,
flexible as possible to enable multi-purpose
use.
Designs should be simple, standardized and planned for easy cleaning, as well as
allowances made for change e.g.:
• Hotel bedrooms cleared for exhibitions;
• Small luncheon parties and meeting rooms;
• Suites let as individual bedrooms or meeting rooms, etc.
In planning and forecasting for the department the housekeeper tries to make the
fullest and most efficient use of equipment, space and human effort. She plans:
• What work has to be done;
• When and how often it has to be done;
• How it is to be done;
• To what standard it is to be done;
• How long it will take;
• Who will do it.
The Executive Housekeeper thus concerns herself

with staffing requirements and studies the advantages
and disadvantages of the whole range of cleaning
equipment, agents and methods, and endeavours to
bring into use those which make cleaning easier for
her staff, save time and are more efficient in producing
the final result; in this way she will not only improve
working conditions but reduce expenditure and,
ultimately, labour costs.
Work Study
In setting out to find and implement the most effective use of equipment, space and
human effort, the housekeeper is making use of method study - this is part of work
study, a tool of management. Work study also includes work measurement, which is
required to determine the work involved in a job; measurement is made of the time
taken to carry out a job under normal circumstances by an average worker and this
may help in determining the number of staff required, in determining who is over-or
under-employed and in standardizing labour costs.
Work study has been applied to various aspects of housekeeping, e.g. bed-making,
the planning of the linen room and its work, general cleaning procedures, etc. In a
particular investigation it was shown that the distance covered by the maid during
bed making could be reduced considerably if she stripped the bed more
systematically and did not tuck in the sheets and the blankets until the end of the bed
making operation.
From other investigations, it seems that block

cleaning, rather than a room being completed
in one visit, has resulted in better working
conditions (less fatigue) and better work flow
for the staff as well as a saving of time. There
is, however, the question of security to be
considered. Individual areas should also be
planned with a view to the work that will be
carried out in these areas and to their relation
to the rest of the establishment, e.g. maids'
service rooms, lifts, linen rooms, etc.
Work study should be considered wherever wastage of time, labour or materials is

suspected, e.g. when:
• Delays occur;
• Equipment lies idle;
• Work schedules appear unsatisfactory;
• Overtime appears excessive;
• Quality of work is poor;
• There is a high level of fatigue;
• Turnover of labour is high;
• Workers are not fully occupied;
• Rate of absenteeism or accident is high;
• Unnecessary movement is suspected;
• Guests complain of delays, etc.
Sometimes investigations are carried out by trained personnel instead of the

Executive Housekeeper, but before any investigation is started a full explanation of
the need for work study and the way in which it is to be carried out should be given
to the staff.
The main steps of work study are as follows:

1. The job procedure is selected and the problem defined.
2. The present method is recorded by the use of outline and flow process charts
flow and string diagrams.
3. The findings are examined.
4. The improved method is developed.
5. The improved method is installed.
6. Periodic checks are made to ensure the “improved” method is working
satisfactorily.
In any job the best results are obtained after
practice. Once the new time and labour saving
methods have been accepted the gain will no
doubt become, apparent, but the change from
the “customary” methods often takes time and
great tact. The staff should be made fully
aware of the new working methods and the
reasons for the change. Only with the full co-
operation of the staff throughout the
investigation it is possible to get a complete
picture of the old working methods and to
install the improved methods satisfactorily.
Standards of Housekeeping
Cleaning Standards
Methods used and the time taken on any job will
inevitably affect cleaning standards and the
Executive Housekeeper has to plan a standard of
cleanliness. It is not always necessary to have the
same standard throughout an establishment and
this is most clearly illustrated in hospitals where
there are areas of high, medium and low risk (see
table below, intended for illustrative purposes).
A standard of cleanliness is almost impossible to

measure and while such measurements as dust or
bacterial counts can be made they are more suited
to specialized purposes, e.g. hospital operating
theatres, than for general use.
Other measurements have been based on the number of square metres cleaned per
worker, on the annual costs per square metre or other circumstances. These
measurements based on statistics, without a full knowledge of the facts on which
they are calculated, can be very misleading. Very few areas are identical in:
• Degree and type of soiling;
• Amount and type of furniture;
• Furnishings;
• Obstructions, etc.
Standards of Cleaning in Hospitals

Area Standards Requirements
High Risk Areas, e.g. Hightest possible standards of
Prestige
operating theatres special cleaning, appearance, dust,
Standards
units, etc. and infection control.
Medium Risk Areas, e.g. High standard of cleaning,
Special
wards, sluices, toilets, appearance, and infection
Standards
kitchens. control.
Low Risk Areas, e.g. Normal Good standard of cleaning and
corridors, offices, residences. Standards appearance, absence of soil.
But these are only a few of the variables and so
the figures can only be an average. As a result
faulty and expensive decisions may be made.
More often than not, no measurement of
cleanliness is taken but the quality of cleanliness
is based on the acceptability or unacceptability
of the work.
The most practical definition of housekeeping standards is: method x frequency.
Therefore, an acceptable standard should be obtained when:

• Cleaning methods are correctly selected;
• Correct equipment and agents are used for each surface involved;
• Cleaning tasks are carried out at frequencies dependent on the type and
amount of soiling, which may detract from the appearance of an area and may
put the occupants at risk of infection.
These points should be included in the final documentation following method study.
Perhaps more than in any other type of establishment it is of vital importance in

hospitals (sample study) that there is full consultation when establishing methods
and frequencies. In patient care areas the views of the nursing staff will carry
considerable weight, but the responsibility for determining the ways in which the
standards should be met rests ultimately with the domestic services department.
The Executive Housekeeper should

therefore plan for a standard at the level
desired by management, making use of
her technical knowledge in defining job
procedures, job sequences and
frequencies, and work schedules for her
particular establishment. The most usual
method of ensuring that standards are
being met is by establishing a system for
checking work done.
Inspections may be total, random or planned and the housekeeper may also
introduce quality control when check-lists and 'white ragging' can be used in an
attempt to compare the work with an ideal standard. The result may be judged as a
percentage of the ideal or as fair, good or excellent. Effective systems of checking
are essential to ensure that all work is carried out and that standards are maintained.
The Executive Housekeeper may need to reassure her staff that checking the quality
of work is a means of improving performance and not an excuse for fault finding.
Staff meetings may provide the housekeeper with opportunities to discuss standards
with her supervisory staff and some means of feedback to those carrying out the
tasks, e.g. maids, cleaners, etc, should be found. The housekeeper should find time
to carry out inspections herself as part of her monitoring function but, generally it is
work delegated to the assistant housekeepers or supervisors.
Standard Time Rates

The way in which a job is done (job procedure and sequence) affects the time spent
on that job, as well as cleaning standards, and cleaning time is the basis from which
staffing requirements stem.
Standard time rates have been calculated for specific

jobs under standard conditions of equipment, agents,
method and personnel etc, but these seldom exist. The
rates published cannot take into account all the factors
which influence the time required for a particular job in a
particular area in a particular establishment. Standard
time rates, however, may be used as guidelines or for
comparative purposes. Among the factors which will
influence the standard time needed for any job are:
1. The type, age, architectural features of the establishment, the function of the
area:
• The maintenance of the area;
• The standards to be obtained;
• Degree and type of soiling;
• Frequency of cleaning;
• Type of surface to be cleaned;
• Type of service to be rendered;
• The amount of traffic and interruptions;
• The habits of the occupants;
• The accessibility of work areas to service areas.
2. The availability and type of equipment, supplies, etc.
3. The dexterity, motivation and caliber of the employees.
4. The quality of supervision.
Welfare of Staff
As a manager, the housekeeper leads and directs; she gives instructions, trains and
motivates her staff to meet the required standards. Incentive bonuses may be useful
relations and good working conditions are probably longer term motivators. Due
consideration should be given to wages, holidays and distribution of hours on duty.
Maids should be compensated in some way

for extra work done, as for example when
there are no relief maids for days off,
sickness or holidays. It might be suggested
that to prevent monotony maids change
sections occasionally, but in the majority of
cases maids object because they get the
feeling work is left for them and they prefer to
keep to their own supervisor and guests.
The feeding of her staff is not really the province of the Executive Housekeeper but
in the interests of their welfare she is concerned that they have sufficient time to
cover the distance between working areas and staff canteen, time to queue for, and
to eat their meals.
Good employees are hard to come by and once found it is up to the housekeeper to
be concerned with their welfare in order that they will stay.
Living-in staff needs comfort and warmth,

single rooms if possible, as well as a
lockable cupboard, facilities for laundry
and for making a hot drink, to encourage
them to stay. For security reasons it is
necessary to have individual lockers in
which non-resident staff may keep their
overalls, outdoor clothes and handbags.
Unless an Executive Housekeeper recognizes each member of staff as an individual

and not just as another pair of hands there may be instability and discontent
amongst the staff. This may give rise to resentment showing itself in the breaking of
rules, absenteeism or stirring up trouble. In order that staff is made to feel that they
and their work are important the The Executive Housekeeper should show an
interest, and offer praise where it is justified. In this way a happier atmosphere is
created and less ill-feeling results when it is necessary to find fault. Any fault-finding
should be done in private.
In addition to knowing the names of her staff, the Executive Housekeeper should
know something of their lives apart from their work and this knowledge will enable
her to understand, sympathize and make allowances in individual performance,
when and if necessary.
In planning well the housekeeper improves staff

relationships and should at all times act as an example to
her staff and provide them with the cohesive force of
leadership and purpose. She should ensure discipline is
kept at a reasonable level, consistent with managerial
policy, and make her staff aware of the need to take their
share in the efficient and economic running of the
department. She should not make more rules for her staff
than is absolutely necessary, but those that she makes
must be enforced.
Staff has more faith in the housekeeper who shows command of the situation and
this appliesnot only to the usual work of organizing the department but also to the
way in which she deals with emergencies occurring from time to time. These
emergencies could be, for example, fire, accident, death or birth, and in all cases the
housekeeper is expected to keep a cool head and to maintain discipline and control
over staff and guests according to house policy.
Co-ordination and Control

To ensure that everything works to give a balanced, effective organization the
Executive Housekeeper needs to co-ordinate the activities of the department. She
should keep the department running smoothly, dealing with problems and queries as
they arise, giving consideration to guest and staff welfare and maintaining liaison
with other heads of departments. Effective means of communication are of vital
importance.
In controlling her department, the Executive Housekeeper constantly checks

performance and work results. This involves keeping an ever watchful eye on the
work in progress and the costs incurred and collecting information regarding the
work from her assistants.
Housekeeping is a difficult field in which to exercise

control because employees work individually and the
“end-product” is intangible.
Planning and control are complementary and where

the Executive Housekeeper finds any deviation from
the original plan she should take the necessary steps
to remedy it or she may consider it advisable to
replan.
In aiming at an efficiently run department with operating costs as low as possible the
Executive Housekeeper endeavours to save time, labour and materials. In doing so,
she controls:
• Work methods;
• Allocation of work;
• Working conditions of her staff;
• All articles in use within the department; e.g. Linen and uniforms, keys,
furniture and furnishings, equipment and supplies.
Ensures as far as is possible throughout the department:

• the prevention of accidents.
• the provision of first aid.
• security.
• prevention of damage by pests.
The Executive Housekeeper carries the direct

responsibility for achieving the aims of her
department and the only way she can have
effective control is by close and careful
supervision. While she delegates much of the
routine work and day-to-day supervision of
the department to her assistants, she should
spot check some rooms from time to time and
remain observant and perceptive and be, at
all times, someone to whom the staff can look
up and turn for advice.
Leadership is an important element of control and while control is often considered

last it is by no means the last step in management or supervision. Control has the
greatest impact when applied at every step of housekeeping organisation.
(Note In smaller establishments the Executive
Housekeeper is much more concerned with the
day-to-day routine work and at times may have no
assistants on duty with her.) In surveying and
controlling the work of her department, the
Executive Housekeeper should keep abreast of
new products, furnishings, uniforms, etc and in
doing so she should try out new materials,
equipment, supplies and the like in an endeavour to
keep costs as low as possible.
New ideas may be gained by visiting exhibitions and other establishments, by

reading trade magazines and by seeing representatives from various firms when
they call. These are all time consuming but essential if up-to-date products and
methods, etc are to be used and operating costs kept down. Control of departmental
costs is essential and for this to be effective the housekeeper is concerned in the
preparation of a budget for her department.
Record-keeping
Paper work is necessary and, although time
consuming, the Executive Housekeeper will need to
keep certain records in order to aid memory, to aid co-
operation between departments, to improve efficiency
and to make it easier should someone have to take
over her job. While some records are legally required
others may be company policy. Not all records are relevant to all types of
establishments, but amongst those kept may be:
• Records of recruitment for staff and their results;
• Records of staff, giving personal particulars, e.g. Date of commencement of
employment, next of kin, holidays, sickness, absences, date of leaving with
reasons and possibly brief notes on their work and conduct in case of
requests for references;
• Record of hours worked by staff, including overtime;
• Record of staff training;
• Stock books for linen and stores;
• Inventories of rooms and equipment, with dates of
receipt, cost and possibly a record of maintenance
of the individual items;
• Records of each room regarding redecoration, new
furnishings and annual cleaning;
• Blanket book and Lost property book;
• Record of missing articles and articles not
immediately found, e.g. Vacuum cleaners, etc;
• Accident book and Record of fire practices;
• Record of articles moved from or to rooms;
• Record of individual personal tastes of frequent guests and vip's;
• Financial records, invoice and petty cash books, costs of personnel, room
servicing, cleaning, contracts, purchasing of equipment and supplies, etc.
SELF-CHECK NO.: 1 / UC NO.: 1
Instruction: Choose the correct answer and encircle the letter of your choice.
1. This is a continuing function in housekeeping manageent, and the

organizational set-up should be reviewed frequently.
A. Operation.
B. Organizing.
C. Managing,
D. Planning.
2. This hospitality term simply means any interaction during which a guest may
form an impression of your brand or product. This impression may be either
positive or negative.
A. Moments of Truth.
B. Guest Interactions..
C. Positive Impressions.
D. Brand Awareness.
3. This is normally a high level position within the hotel holding much
responsibility and with all statutory and company regulations relating to the
health & safety, hygiene, conduct of employees, fire emergency procedures,
security of premises and of property.
A. Chambermaids.
B. Operations Manager.
C. Executive Housekeeper.
D. Duty Manager.
4. This department not only prepared clean guest rooms on a timely basis for
arriving guests, but, also cleans and maintains everything in the hotel.
A. Maintenance Department.
B. Housekeeping Department.
C. Engineering Department.
D. Guest Services Department.
5. This pertains to leadership and on-going supervision in housekeeping.

A. Precautions Act.
B. Economic Planning.
C. Quality Control.
D. Strategic Planning.
ANSWER KEY NO.: 1 / UC NO.: 1
1. B. Organizing.
2. A. Moments of Truth.
3. C. Executive Housekeeper.
4. B. Housekeeping Department.
5. C. Quality Control.
Requirements
Requirements
Learning Outcome No. 2: Monitor Cleanliness and Safety in the Workplace
2.1 Continuous monitoring of the cleanliness and safety of the workplace is done.
2.2 Housekeeping issues are raised with designated personnel in accordance with
workplace procedures.
2.3 Maintenance and storage of tools, equipment and supplies are monitored in
accordance with workplace standards.
2.4 Records are stored and maintained.
2.5 Emergency Management Plan is reviewed periodically.
References:
• Casado, Matt A. Housekeeping Management 2nd Edition 2012. John Wiley &
Sons, Inc.
Ltd.
• Websites:
o https://www.tutorialspoint.com/hotel_housekeeping/hotel_housekeepin
g_principles.htm
o https://smallbusiness.chron.com/emergency-disaster-plan-hospitality-
facility-78027.html
o https://setupmyhotel.com/train-my-hotel-staff/hk.html
o https://studygroom.com/important-documents-used-by-the-executive-
housekeeper/
o https://dem.nv.gov/uploadedFiles/demnvgov/content/Resources/Nevad
a%20Resort%20Hotel%20ERP%20Guide%20Final%20%20Draft%205
.11.2018.pdf
o https://www.fema.gov/sites/default/files/2020-
05/CPG_101_V2_30NOV2010_FINAL_508.pdf
o https://www.ready.gov/business/implementation/emergency
INFORMATION SHEET NO.: 2 / UC NO.: 1
MONITOR CLEANLINESS AND SAFETY IN THE WORKPLACE
Introduction
Principles of Hotel Housekeeping
There are various principles followed by the
housekeeping staff. They are cleaning and
hygiene principles, safety and security
principles, comfort and privacy principles, and
finally, the decor. For understanding the
housekeeping principles, first let us go through
what advantages it offers to the hotel.
Advantages of Housekeeping
Here are some prominent advantages, the housekeeping department offers to its
guests:
• Clean and hygienic atmosphere.
• Comfortable and convenient stay.
• Privacy.
• Safety and security.
• Provision of amenities.
• Making guests Feel good.
Having seen the advantages, let us see the principles of housekeeping towards
providing these to the guests while working safely.
Purpose of Cleaning
Cleaning is conducted to remove harmful
bacteria present in the dust deposited on
the hotel property because of air pollution.
This may cause unhealthy effects on the
working staff as well as the guests.
Cleanliness reduces the threat of any
infections and offers comfortable stay to the
guests in the hotel.
Cleaning and Hygiene Principles

The worker must follow the given principles while cleaning:
• Carry out the cleaning procedures in sequence. Say, sweeping → Dusting →
Mopping/Suction Cleaning → Disinfecting → Air Freshening.
• Must take care while cleaning and polishing; not to damage various surfaces
and hamper their appearance.
• Should start cleaning from extreme inner end continuing towards exit.
• Should park the chambermaid’s trolley such that it leaves space for corridor
traffic.
• Must take proper precautions while handling cleaning equipment, detergents,
and guest luggage.
• Must remove hard water stains and spider webs as soon as they occur.
• Must never use guest room linen for cleaning or blocking room entry.
Safety and Security Principles
The workers must follow the safety rules mentioned below:
• Protect their body from harmful
chemicals by wearing thick gloves.
• Protect their eyes by wearing
masks or goggles if required.
• Must use caution sign to mark wet
floors.
• Clean spilled liquids immediately to
reduce chances of slipping.
• Handle cleaning chemicals carefully while transporting, disposing, or refilling
the containers.
• Mix any chemicals required in the presence of proper ventilation.
• Must not open unlabeled chemical containers.
• Use swivel head mops to avoid inappropriate body posture while cleaning.
• Wear close toe-non slip footwear while working.
• Use appropriate body postures while working to avoid cramps.
• Request for peer assistance while moving heavy loads such as furniture.
• Report to the supervisor in case of any accident due to mishandling of
flammable liquids or otherwise.
• Keep the guests safe with the help of security department.
• Keep the guests’ documents, ornaments, or other articles safe.
Comfort and Privacy Principles

The housekeeping staff must
follow the given principles
with regard to comfort and
privacy of the guest.
• Always remember
comfort and privacy of
the guests always
comes first.
• Clean the premises or rooms in the least destructive and disturbing manner.
• Enter the guest rooms by following appropriate procedure.
• Work towards the guests’ satisfaction.
Knowing and Handling Small Fire Hazards

The housekeeping staff needs to know various
types of fires and fire extinguishers. The staff
must be trained to handle small fires.
Fire is classified into the following types:
• Class A − Class A fire consists of ordinary
combustibles such as wood, paper, trash
or anything else that leaves ash behind. It
needs water under high pressure to
extinguish this fire.
• Class B − This fire occurs in inflammable liquids such as oil and grease, and
needs blankets or sand to extinguish.
• Class C − This fire occurs in electrical equipment. Use of non-conductive
agent is required for extinguishing this fire.
• Class K − Class K Fires are fires that involve cooking oils, grease or animal
fat and can be extinguished using Purple K, a typical agent found in kitchen
or galley extinguishers.
Fire Extinguishers
Soda Acid extinguisher is used to put out
Class A fire. It sprays the compound with
gaseous pressure. This is only good for small
intensity fires. For large intensity and widely
spread fire, water must be sprayed directly
on the affected area with high pressure
through the hoses.
For putting out Class B fires, Carbon Dioxide

extinguishers are used. Carbon Dioxide fog
extinguishers are well-places in case of small
Class C fires.
The housekeeping staff must place appropriate extinguishers near the fire prone
areas and must know to operate them under challenging conditions.
Importance of Decor in Housekeeping

The housekeeping staff is responsible for creating pleasant ambience in the hotel.
This needs aesthetic sense and an eye for detail. A guest is keen to visit the hotel if
he finds classy and catchy ambience with fresh air.
Housekeeping staff must intelligently use artificial waterfalls, large vases with neat
and eye-catching flower arrangements, paintings, wall pieces, murals, lighting with
appropriate luminance, candles, electric lamps or any rare antic pieces.
The housekeeping staff is required to know various materials such as wood, organic
and artificial fibers, stone, sand, glass, plastic, and pigments to maintain the
expensive hotel property.
Hotel decors can be conducted thematically depending on the local/international

prominent festivals and cultures. Décor is yet another important task that elevates
guests’ experience with the hotel.
STANDARDS/GUIDELINES: RULES FOR HOUSEKEEPERS

The housekeepers represent the hotel staff and
create an image of the hotel by working towards
keeping the hotel at high standards plus
conducting themselves well while on job. There
are certain rules the housekeepers need to
follow.
The housekeepers must:
• Enter the floor with clean and tidy uniform, in a properly groomed manner.
• Only use the service lifts.
• Speak to the other working staff only when necessary.
• Not walk by stamping the feet, run, or jump in the hotel premises.
• Eat only in meal hours, not while cleaning.
• Stand outside the guest room while speaking to the guest to respect their
privacy.
• Always keep the room doors open while cleaning.
• Greet the guests with smile according to the time of the day.
• Never answer the guest room phone.
• Never use guest room phone of floor desk phones for making private calls.
• Never use guest bathrooms.
• Familiarize themselves with the faces of guests. This is especially important
for the security purpose.
• Never use a guest room for unauthorized person.
• Not accept any gift from the guests and politely deny them. If the guest insists
to take and feels offended on denial, then mention the gift to the floor
supervisor who can permit the attendant to take the gift out of the hotel.
Cleaning Equipment and Cleaning Agents

Only 5 to 10% of the cost of cleaning is spent on cleaning equipment and agents (the
rest being labour), but they play a major role in the cleaning process. The
housekeeper should endeavour to provide those which make cleaning easier for her
staff, save time and obtain a satisfactory result.
Choice of Equipment
The housekeeper has a great responsibility
when choosing equipment since a poor
choice can prove less efficient than desired
and more costly than it should be. It is
necessary to be able to justify its use in terms
of saving time and labour, hence the saving
of money, and of its efficiency in obtaining a
good result.
An expensive piece of equipment not used frequently is a waste of money and so a
dual purpose machine might be considered, e.g. scrubbing/polishing machine. An
alternative to buying would be to hire the equipment.
In general when choosing cleaning equipment, the following points may be

considered:
• Safety factors;
• Ease of operation an cleaning;
• Work performance (finished result);
• Saving of time and labour; durability;
• Appropriate design, size and weight;
• Versatility;
• Maneuverability and portability;
• Noise;
• Storage;
• Maintenance and servicing arrangements;
• Reputation of company;
• Initial and operating costs.
Care of Equipment
Having selected and bought good equipment it is up to the housekeeper to see that it
is properly looked after. This means that training and good supervisions are
necessary and she should ensure that the staff:
• Use it properly;
• Store it correctly;
• Are given time to clean it;
• Realize the importance of reporting faults promptly.
Regular servicing is necessary for all electrical equipment; flex and plug defects and
unusual working noises should be reported immediately, and unqualified persons
should not try their hands at repairs.
Storage and Replenishment of Cleaning Agents

Stores may be obtained by staff:
• Going to a main store run by a
Storekeeper; the cleaning
materials are issued to the
individual maid or cleaner at
set times when the rule of “new
for old” or “full for empty” may
be applied;
• Making out requisition lists
which are handed in for the
housekeeper to countersign
and the items are collected
later from the stores by a
porter or maids;
• Going at set times of the day for their replenishments or renewals to a
housekeeping store kept under lock and key, which is the responsibility of an
assistant housekeeper;
• Who may have their stock of supplies “topped up” by a house porter several
times a week;
• Who may collect their box of cleaning materials from the housekeeping stores
or even the linen room daily en route to their sections; when the maids finish
their work the supplies are returned to the same place to be replenished for
the next day.
From the great variety of cleaning agents

available the Executive Housekeeper will
normally supply a maid with a suitable:
• Detergent.
• Scouring liquid.
• WC cleanser.
• Mirror cleanser.
• Furniture polish.
• Air freshener
In the housekeeping stores there will be other cleaning agents, e.g. lime stain
remover, available when required and a variety of cloths. The usual cloths needed by
a maid are:
• Swab, sponge or disposable cloth.
• Floor cloth.
• Basin and glass cloths.
• Dusters.
• Polishing rags.
When buying cleaning agents, powdered items and liquid detergents, they may be
bought in bulk; this involves the issuing of small quantities in suitable containers,
when it is possible with careless handling for wastage and mess to occur.
Although there may be an economy of

money when buying in bulk, wastage of
materials can occur, and there is much
more time involved in the issuing of broken
quantities. All containers should be clearly
labelled. New types of cleaning agents
should always be well tried out in small
quantities before a bulk order is placed.
Toilet paper is ordered by the gross and often arrangements are made for deliveries
to come automatically, unless otherwise requested. When ordering: the type of
fitment must be remembered, and this may be for inter-leaved or roll-type paper. The
paper may be thin and smooth or soft tissue, and in many instances both kinds are
provided in the same toilet.
In all cases involving storage, rotation of stock should be practiced, and items which
are little used should obviously be bought in smaller quantities.
Where the items are requisitioned from a

main store, a stock list kept by the
housekeeper is not so important; but where
deliveries are made direct to the
housekeeping department, a much more
careful check of stock is necessary in order
to prevent waste and running out of stock.
The frequency with which stocktaking is done varies from establishment to

establishment. Where items are bought in bulk, unless there are large scales, actual
stock cannot be taken, so in a housekeeping store the stock of these items is an
estimated amount.
Part of a stores sheet could be as shown in the table below.
Part of a Stores Sheet

Stock
Less Book Actual
Item Unit in Receipts Total Discrepancies
Issues Stock Stock
Hand
Air
Tins
freshener
Detergents,
Litres
liquid
Dusters Each
Mirror
Bottles
cleansers
Polish
Tins
furniture
Comparison of the book and actual stock may lead to the discovery of discrepancies
which should be investigated. These may be due to poor bookkeeping, careless
issuing or pilfering.
All businesses should establish controls for the storage of chemicals. The following
guidelines should be followed:
• All chemicals should be routinely kept under lock and key.
• Manufacturer guidelines should be strictly adhered to when storing and
handling chemicals.
• A system of inventory should be established and followed.
Handling Chemicals
The following is a list of rules chemical suppliers recommend:
• Always follow the manufacturer’s specifications.
• Chemical supplies are given out under supervision.
• Maintain information and posters outlining accident procedures for the
cleaning agents used.
• Provide a supply of gloves, goggles and other safety equipment for the
refilling of containers used by staff.
• Ensure all spillage is cleaned up immediately.
• Check the use by date of cleaning products.
• Never mix cleaning agents.
Service Rooms
In hotels chambermaids have a service room where they
keep their equipment, cleaning agents and other
necessities for their work, and it should be large enough to
house the trolley if used. In other establishments articles
may be stored in a cupboard.
In any establishment some or all of the following may be provided:

• A sink with hot and cold water and a draining board;
• A floor sink, similar to a shower tray, with the taps so positioned that buckets
and other containers (e.g. Floor mopping and scrubbing equipment) can be
filled and emptied easily;
• Electric or gas water boiler, or large kettle with some means of heating it;
• Table and chair;
• Cupboard or shelves for early morning tea-trays and china;
• Cupboard for floor linen stock;
• Rail for drying tea towels and dusters;
• Storage space for cleaning equipment and cleaning agents;
• Rubbish bin or disposable paper sack;
• Space for maid's trolley if used.
A small supply of toothbrushes (including those for

electric holders), toothpaste and sanitary supplies
may be kept for sale to guests when required.
These may be kept under lock and key by the
housekeeper along with supplies for “do-it-yourself”
tea and coffee making.
In addition to the cleaning cloths and agents there

will be other items required in the department for
the use of the guests or staff, especially in hotels.
The following is a list of some of these items which
may be kept in the housekeeping stores:
• Toilet soap. • Paper tissues.
• Drawer lining paper. • Impregnated paper shoe
• Writing paper. shiners.
• Coat hangers. • Brochures.
• Disclaimer notices. • “Do Not Disturb” signs.
• Electric blankets. • Tooth glasses.
• Electric razors. • Hot water bottles.
• Electric toothbrushes for hire. • Bed pan and urine bottle.
• Book matches.
Other accessories put into guests rooms according to house custom (“give-aways” or
guests' supplies) e.g., toiletries, sachets of detergent, shower caps, mending kits,
bottled water.
Cleaning Routines
Any establishment has to
present an inviting, clean and
well-cared-for appearance at all
times, and the cleaning should
be carried out at a time when it
will cause as little inconvenience
as possible. Thus the public
rooms and offices are cleaned
by maids before breakfast when
there is less activity.
In some establishments, the public rooms are cleaned during the night by the night
porter and only the final dusting is left for the maids. Contract cleaners may be
employed in some instances, working either late at night or first thing in the morning.
During the day, in hotels, the lounge is normally looked after by the lounge waiter or
one of the uniformed staff regarding papers, ashtrays and cushions etc, and the
housekeeper inspects the area at intervals.
A chambermaid works from a service room or pantry, where she keeps her
equipment (generally marked with her name, number of the floor or section),
cleaning agents and other necessities for her work. She may share the room with
one or more other maids and when their work is finished the door should be locked.
The room should be easily cleaned, with as few things on the floor as possible.
Depending on the establishment, cleaning

routines varies. In some hotels the
chambermaids are responsible for floor service
throughout the day.
In this case it is usual for the prepared tray and

food to come direct from the kitchen, the dirty
trays are sent back there and the room maid is
not concerned with the washing-up.
Corridors and staircases are not normally cleaned before breakfast in case guests
might be disturbed, and chambermaids should realize that noise, e.g. shouting,
raucous laughter, the banging of equipment and the clatter of crockery, must be
avoided at all times.
Guests should be inconvenienced as little as possible and their belongings should

only be moved when necessary. Drawers should not be opened by a maid in an
occupied room, although clothes may be hung in the wardrobe. On no account
should a chambermaid try on jewellery or make use of any of the guests' personal
belongings, such as cosmetics. Newspapers, unless in the wastepaper basket;
should not be thrown away.
It has been customary for chambermaids to leave the door ajar while they are
working in a room (this gives the appearance that everything is above board), and as
the door is normally opposite the window, care should be taken to avoid articles
being blown off the dressing table by the curtain.
However some hotels now consider that for

security reasons the chambermaid should have
the door closed. Equipment and cleaning agents
should not be left untidily in the corridor for
people to trip over, nor should they ever be
placed on the bed or on upholstered furniture
and, where it is used, a trolley outside the door
indicates that the maid is in the room. In some
hotels, there may be a “chambermaid finder”
device outside each door, and the maid
operates this to denote that she is in the room.
Rooms at any one time may be occupied (let), vacated (guest has left) or vacant (not
occupied last night) and the amount of cleaning given to each room will vary.
All require a comfortable, clean and presentable appearance and the work to be
done in an occupied room will be enough to maintain this image. This work is known
as a “daily clean”.
In a vacated room all signs of the previous guest have to be removed and the room
made ready for a new arrival; this entails a special clean and obviously takes longer
than a daily clean.
Daily Routines
A daily routine is normally carried out
by a chambermaid during one visit to a
room; but in some instances she may
do one job throughout a number of
rooms before returning to the first
room to do the next job throughout,
and so on until the work is completed.
This cleaning routine (block cleaning) is more suited to establishments where it is

known that the rooms are likely to be empty for at least all the morning and this
method does present security risks.
It is usual to give a special or more thorough clean to occupied rooms when guests
have stayed for some days, as well as to vacate rooms before re-letting. This entails
giving attention to carpet edges, upholstery, furniture, paintwork etc. Like the daily
clean, this special clean may be carried out by the maid on one visit to the room, as
would be required in a vacated room, Or it may be more convenient in some cases
to add one or two jobs to the daily routine, so completing the special clean within a
few days. For example:
• Monday – daily work and polishing furniture.
• Tuesday – daily work and carpet edges and upholstery.
• Wednesday – daily work and paintwork.
In many hotels the number of occupied, vacated and vacant rooms in any one
section varies daily, while in hostels, homes and long-stay hospitals the numbers
remain relatively constant. Thus in hotels particularly, workloads vary from day to
day.
When considering the timing of room cleaning, some cleaning is necessary every
day, more thorough cleaning should take place approximately weekly, and a very
special clean is necessary periodically.
Spring Cleaning
Periodic cleaning is often referred to as
spring cleaning or annual cleaning and is
carried out at predetermined frequencies',
depending on the policy of the establishment.
It may be monthly or annually, or any
frequency in between. Obviously the less
frequent that the periodic clean is, the more
extensive it needs to be.
All rooms in time require a complete overhaul and many establishments have a
spring or annual cleaning programme which may coincide with the planned schedule
for redecoration or the wash down of walls and ceilings.
The annual clean in a seasonal establishment is carried out when it is closed and in
others at convenient times depending on occupancy. These times will vary according
to the type of establishment, e.g. resort hotels are probably busier at weekends, city
hotels during the week; and the exact dates will have to be agreed with reception,
maintenance and contract cleaning; security and the laundry (where it is on the
premises) will also have to be informed. In some cases, generally depending on the
work to be carried out, a whole floor or wing of rooms may be taken 'off' for several
days, so that the cleaning may be undertaken.
Orders of Work
In order to help maids in their work and the
Executive Housekeeper in training them, it is
possible for orders of work, incorporating work
simplification, to be planned. It is a simple
matter to plan an order of work for cleaning a
specific article, e.g. a wash basin, but difficulties
arise when it comes to rooms, as they vary so
much, in addition to the fact that they may be
occupied, vacated or vacant.
In general it should be remembered that:

• Sweeping with a broom is done before dusting, and dusting before vacuum
cleaning;
• Dusting is done from high to low; vertical surfaces, e.g. Walls, need sweeping
occasionally with a wall broom or suction cleaner;
• Bending with stiff knees should be avoided;
• Where there are alternative methods of cleaning, the least harmful ones
should be used;
• Cleaning methods should be efficient but also economical of time, labour and
cleaning materials.
A very simple order of work for any area could be:

• Open windows where possible.
• Remove litter and dirty crockery.
• Attend to main jobs, e.g. bed, fireplace.
• Sweep if required.
• Dust and if necessary dry mop.
• Vacuum clean carpet and upholstery.
• Spot clean the carpet and paintwork as
necessary.
• Survey the room.
The orders of work for the cleaning of several articles and different types of rooms
differs between operations, but it must be stressed that there will probably be
adjustments necessary in differing circumstances. Before starting the work it is
expected that chambermaids will have been instructed regarding the necessary
equipments and supplies needed for the job.
Order of work for the annual, spring or periodic cleaning of a bedroom:

• Ventilate room.
• Strip bed and deal accordingly with linen and bedding.
• Strip the room of loose furnishings and small articles,
including lamp shades, pictures, etc.
• Vacuum clean and cover bed and upholstered furniture.
• Vacuum clean carpet, then cover or take up.
• Wipe or wash furniture inside and out.
• Stack and cover furniture or remove from room.
• The room can now be redecorated or washed down.
• Sweep walls and floor.
• Wash paintwork and have windows cleaned.
• Thoroughly clean wash basin.
• Have carpet re-laid or uncovered and vacuum clean it, shampoo if necessary.
• Have curtains re-hung.
• Remove dustsheets, reline drawers, polish furniture and if necessary
reposition it.
• Return cleaned small articles and put in place.
• Make bed with clean linen and bedding.
• If there is a surround, mop and polish it.
• Finally dust, mop if necessary and vacuum clean carpet.
• Survey room and close door.
During the preliminary preparation, repairs of all kinds (whether to furniture, floors,
plumbing or electrical fittings) will be noted and either dealt with in situ or the articles
removed to be repaired elsewhere.
In a hotel, house porters or valet-porters will help the maids with some of the jobs
handymen available to help with high and heavy jobs. Annual cleaning of lounges is
carried out in a similar way.
Security
Security is not the prerogative of any one
person in an establishment; all staff should be
security minded and report anything of a
suspicious nature. Staff should realize the
necessity of not giving information regarding
internal matters to such persons as enquiry
agents, newspaper reporters, etc.
Most large establishments, e.g. hotels and hospitals, have one or more security
officers on their staff to prevent crime and to protect guests and their staff from such
dangers as theft, bomb threat, fire or assault. In smaller hotels the responsibility for
security will be the hotel manager's, and in other establishments will be that of the
manager's equivalent.
The Executive Housekeeper and her staff are about the building perhaps more than
many other staff and must be aware of the ways in which they can be security
minded. If a thief wants to get into a room, he may gain admittance by telling the
maid he has:
• A repair to carry out.
• Come to collect the television set or other articles.
• Flowers to deliver to a certain room.
• Forgotten his key.
Therefore, a chambermaid should be instructed

to keep a look out for, and report as soon as
possible, any suspicious characters and be
warned against opening doors for strangers;
when such requests are made she must say that
she cannot unlock the door, but will fetch the
Executive Housekeeper or Supervisor who
should check the name of the guest with
reception.
Chambermaids should be instructed to lock all doors on leaving a room and to

remove all keys left in doors immediately they are seen and hand them to a
housekeeper who will return them according to house custom.
Security of Keys
Since management has certain responsibilities for the safety of the
guests' belongings, the proper care of keys is a very important
aspect of security.
Individual heads of departments are responsible for all the keys in their areas and
the Executive Housekeeper probably has control of more keys than any other
departmental head. In a hotel there are grandmaster, master, sub-master and
individual room keys.
The Grandmaster Key

This key:
• Opens all doors and, in addition, double locks them
against all other keys; overrides the catch put on by the
guest for privacy in the room – a precaution necessary
in case of an emergency, e.g. Illness or injury;
• Is used when access to a room has to be prevented, e.g. In the case of death;
is used when a guest leaves his belongings in his room and goes away for a
night or two;
• Is used when a guest does not leave his key at reception and the guest needs
to be seen by the manager for some special reason;
• Is held by the Security Officer, General Manager, and Duty Manager and
sometimes by the Executive Housekeeper.
Master Key
This key will:
• Open all rooms in the house;
• Be carried by assistant housekeepers and floor service waiters while on duty,
and sometimes by maintenance staff.
Sub-Master Key
This key:
• Opens all rooms in a chambermaid's section;
• Is signed for at the start of work;
• Is attached to a belt round the maid's waist and should
never leave her person;
• Should never be lent to anyone;
• Is handed in when the chambermaid goes off duty.
Last thing at night, the duty Executive Housekeeper checks the return of all keys and
locks them away for the night. It is generally written into staff terms of contract that
the loss of any master key will lead to dismissal of the employee.
Individual Room Key

On being shown to a room a guest is given a key
with a room number and the name of the hotel
on the tag. Guests are asked to hand in their
keys when they go out and the keys are then put
on a key-board which should be out of view of
passers-by as another security precaution. A key
not on the key-board should indicate that the
guest is in the hotel; this information can be
useful in the case of an emergency.
The mastering of locks is necessary but it should be realized that when locks are
mastered a certain amount of security is lost and great care should be taken in the
allocation of keys to responsible persons, emphasizing the need for the utmost care
in their protection and use at all times. It may be possible to zone rooms so that not
all parts of the establishment are in jeopardy should a master key be lost.
Key Thefts
The locks in hotels are generally spring-operated mortice lock but to overcome the
problem of key thefts, keyless lock systems have been devised. They are expensive
but are in use in some hotels. They may be computerized but there is also a less
expensive battery-powered lock system, with an infra-red device which reads the
guests' cards. A disposable plastic card about the size of a conventional credit card
replaces the normal metal room key. One of these cards is given to each guest on
checking in.
In the computerized system the card is coded by perforations at

random from a pool of more than four billion potential codes
available from a master computer console at the front desk. The
random code is then transmitted electronically to the specific
guest's room lock and only this particular card can open that
room door.
When the guest checks out, the code on that room is changed and a new guest will
receive a new code on his new check-in card; the old card automatically becomes
useless. Similar cards may be coded as master keys for the chambermaids and
Executive Housekeepers and changed at frequent intervals at reception.
Re-keying lock systems may also help to overcome the problem of key thefts and a
new system allows the lock to be changed quickly and easily without having to take
the tumbler apart, without removing the lock from the door and without entering the
room. The lock is changed by using a special key which instantly changes the
tumbler.
Other Security Measures

The Executive Housekeeper is
responsible for the reporting of faulty
window catches etc, and at night should
ensure that all French windows and
balcony doors are securely locked and
that panic bars on fire exit doors are
adjusted to enable no entry from outside. In hotels baby sitters may be arranged by
the Executive Housekeeper and may be members of the staff or from an agency and
both should have a written permit from the Executive Housekeeper authorizing them
to be “on the floors”; those from an agency will normally collect the permit from the
hall porter as they come into the hotel.
Inventories, stock lists etc kept by the Executive Housekeeper should help in
discovering the loss of items, e.g. linen, cleaning equipment, etc, through pilfering
and as a result investigations should take place.
The Executive Housekeeper and her staff should co-operate fully
with the security officer over house security regulations. All
should realize the need to refrain from gossiping to outside
friends and from giving information regarding internal matters to
such persons as enquiry agents, newspaper reporters etc.
For security reasons the Executive Housekeeper selects her staff

carefully and prospective new members of staff should be asked
for the names and addresses of one or two persons to whom
reference can be made, and testimonials should not be relied on.
In taking up references, it is wise, if possible, to talk on the telephone rather than to

expect former employers to commit themselves on paper.
Emergency Management Plan (EMP)

An Emergency Management Plan for a Hospitality Facility
Disasters can strike at any time with little
warning and catch owners, employees and
quests of small hotels, motels and
restaurants by complete surprise. People
might have to react quickly to escape a
dangerous situation and find protection and
safety. Having a plan in place to handle a
disaster can mitigate the damage to people
and property.
Determine Risks
The owners of a small hospitality operation,
such as a motel, should assess want types
of disasters could reasonably be expected
to affect their property.
Tornadoes, earthquakes, flooding and hurricanes are common in particular regions

of the country. Chemical manufacturers usually carry the threat of a spill or an
explosion. Fire and terrorism are universal concerns. Identifying potential threats
helps to establish the foundation for an emergency response plan.
Safety
The primary purpose of a disaster preparedness plan is to
ensure the safety of guests and employees. In case of fire,
the first step is move them away from the flames, heat and
smoke. A plan should take into account those who have
disabilities that inhibit their mobility and may need
assistance evacuating an area. Well-marked evacuation
routes can help people navigate to safety on their own.
Emergency services should be contacted immediately for
assistance. A motel owner should also plan for a region-
wide disaster -- such as a flood happening -- that might
hamper the ability of emergency personnel to respond.
Business Concerns
Protecting sensitive and valuable information is a common concern during a
disaster. A small business cannot afford to be closed very long. Securing company
records and customer information can help a small business recover. Duplicate
copies of the information should be made regularly and stored off-site to help a
business get back on its feet.
Training
An emergency plan has a better chance of being successful if the proper amount of
training is done before an emergency. Teaching staff members what is to be
expected of them in the case of a disaster should help them perform better in hectic
situations. Training can be done in conjunction with emergency services to give
them advance awareness of the motel or restaurant layout and where people will
normally be located. This can help emergency workers do their jobs and increase
the likelihood that people will be kept safe.
Emergency Response Plan (ERP)

The actions taken in the initial minutes of an emergency are critical. A prompt
warning to employees to evacuate, shelter or lockdown can save lives. A call for help
to public emergency services that provides full and accurate information will help the
dispatcher send the right responders and equipment. An employee trained to
administer first aid or perform CPR can be lifesaving. Action by employees with
knowledge of building and process systems can help control a leak and minimize
damage to the facility and the environment.
The first step when developing an emergency response plan is to conduct a risk
assessment to identify potential emergency scenarios. An understanding of what can
happen will enable you to determine resource requirements and to develop plans
and procedures to prepare your business. The emergency plan should be consistent
with your performance objectives.
At the very least, every facility should develop and implement an emergency plan for
protecting employees, visitors, contractors and anyone else in the facility. This part
of the emergency plan is called “protective actions for life safety” and includes
building evacuation (“fire drills”), sheltering from severe weather such as tornadoes,
“shelter-in-place” from an exterior airborne hazard such as a chemical release and
lockdown. Lockdown is protective action when faced with an act of violence.
When an emergency occurs, the first priority is

always life safety. The second priority is the
stabilization of the incident. There are many
actions that can be taken to stabilize an incident
and minimize potential damage. First aid and
CPR by trained employees can save lives. Use
of fire extinguishers by trained employees can
extinguish a small fire. Containment of a small
chemical spill and supervision of building
utilities and systems can minimize damage to a
building and help prevent environmental damage.
Some severe weather events can be forecast hours before they arrive, providing
valuable time to protect a facility. A plan should be established and resources should
be on hand, or quickly, available to prepare a facility. The plan should also include a
process for damage assessment, salvage, protection of undamaged property and
cleanup following an incident. These actions to minimize further damage and
business disruption are examples of property conservation.
Guidance for the development of an emergency response plan can be found in this
step.
Protective Actions for Life Safety

When there is a hazard within a
building such as a fire or chemical
spill, occupants within the building
should be evacuated or relocated to
safety. Other incidents such as a
bomb threat or receipt of a suspicious
package may also require evacuation.
If a tornado warning is broadcast,
everyone should be moved to the
strongest part of the building and
away from exterior glass.
If a transportation accident on a nearby highway results in the release of a chemical

cloud, the fire department may warn to “shelter-in-place.” To protect employees from
an act of violence, “lockdown” should be broadcast and everyone should hide or
barricade themselves from the perpetrator.
Protective actions for life safety include:

• Evacuation.
• Sheltering.
• Shelter-In-Place.
• Lockdown.
Your emergency plan should include these protective actions. If you are an
employee in multi-function building, coordinate planning with the building manager.
Evacuation
Prompt evacuation of employees requires a warning system that can be heard
throughout the building. Test your fire alarm system to determine if it can be heard
by all employees. If there is no fire alarm system, use a public address system, air
horns or other means to warn everyone to evacuate. Sound the evacuation signal
during planned drills so employees are familiar with the sound.
Make sure that there are sufficient exits available at all times.
• Check to see that there are at least two exits from hazardous areas on every
floor of every building. Building or fire codes may require more exits for larger
buildings.
• Walk around the building and verify that exits are
marked with exit signs and there is sufficient lighting so
people can safely travel to an exit. If you find anything
that blocks an exit, have it removed.
• Enter every stairwell, walk down the stairs, and open
the exit door to the outside. Continue walking until you
reach a safe place away from the building. Consider
using this safe area as an assembly area for evacuees.
Appoint an evacuation team leader and assign employees to direct evacuation of the
building. Assign at least one person to each floor to act as a “floor warden” to direct
employees to the nearest safe exit. Assign a backup in case the floor warden is not
available or if the size of the floor is very large. Ask employees if they would need
any special assistance evacuating or moving to shelter. Assign a “buddy” or aide to
assist persons with disabilities during an emergency. Contact the fire department to
develop a plan to evacuate persons with disabilities.
Have a list of employees and maintain a visitor log at the front

desk, reception area or main office area. Assign someone to take
the lists to the assembly area when the building is evacuated.
Use the lists to account for everyone and inform the fire
department whether everyone has been accounted for. When
employees are evacuated from a building, OSHA
regulations require an accounting to ensure that everyone has
gotten out safely. A fire, chemical spill or other hazard may block
an exit, so make sure the evacuation team can direct employees
to an alternate safe exit.
Sheltering
If a tornado warning is broadcast, a distinct warning signal should be sounded and
everyone should move to shelter in the strongest part of the building. Shelters may
include basements or interior rooms with reinforced masonry construction. Evaluate
potential shelters and conduct a drill to see whether shelter space can hold all
employees. Since there may be little time to shelter when a tornado is approaching,
early warning is important. If there is a severe thunderstorm, monitor news sources
in case a tornado warning is broadcast.
Consider purchasing an Emergency Alert

System radio - available at many electronic
stores. Tune in to weather warnings broadcast
by local radio and television stations. Subscribe
to free text and email warnings, which are
available from multiple news and weather
resources on the Internet.
Shelter-In-Place
A tanker truck crashes on a nearby highway releasing a chemical cloud. A large
column of black smoke billows into the air from a fire in a nearby manufacturing
plant. If, as part of this event, an explosion, or act of terrorism has occurred, public
emergency officials may order people in the vicinity to “shelter-in-place.” You should
develop a shelter-in-place plan. The plan should include a means to warn everyone
to move away from windows and move to the core of the building. Warn anyone
working outside to enter the building immediately.
Move everyone to the second and higher floors in a
multi-story building. Avoid occupying the basement.
Close exterior doors and windows and shut down the
building’s air handling system. Have everyone remain
sheltered until public officials broadcast that it is safe
to evacuate the building.
Lockdown
An act of violence in the workplace could occur without warning. If loud “pops” are
heard and gunfire is suspected, every employee should know to hide and remain
silent. They should seek refuge in a room, close and lock the door, and barricade the
door if it can be done quickly. They should be trained to hide under a desk, in the
corner of a room and away from the door or windows. Multiple people should be
trained to broadcast a lockdown warning from a safe location.
Resources for Protective Actions for Life Safety

In addition to the following resources available on the Internet, seek guidance from
your local fire department, police department, and emergency management agency.
• Exit Routes and Emergency Planning – U.S. Occupational Safety & Health
Administration (OSHA) 29 CFR 1910 Subpart E.
• NFPA 101: Life Safety Code® – National Fire Protection Association.
• Employee Alarm Systems – OSHA 29 CFR 1910.165.
• Evacuation Planning Matrix – OSHA.
• Evacuation Plans and Procedures eTool – OSHA.
• Design Guidance for Shelters and Safe Rooms – Federal Emergency
Management Agency (FEMA 453).
Incident Stabilization
Stabilizing an emergency may involve many different
actions including: fire-fighting, administering medical
treatment, rescue, containing a spill of hazardous
chemicals or handling a threat or act of violence. When
you dial 9-1-1 you expect professionals to respond to
your facility. Depending upon the response time and
capabilities of public emergency services and the
hazards and resources within your facility, you may
choose to do more to prepare for these incidents.
Regulations may require you to take action before
emergency services arrive.
If you choose to do nothing more than call for help and evacuate, you should still
prepare an emergency plan that includes prompt notification of emergency services,
protective actions for life safety and accounting of all employees.
Developing the Emergency Plan

Developing an emergency plan begins with an understanding of what can happen.
Review your risk assessment. Consider the performance objectives that you
established for your program and decide how much you want to invest in planning
beyond what is required by regulations.
Assess what resources are available for

incident stabilization. Consider internal
resources and external resources including
public emergency services and contractors.
Public emergency services include fire
departments that may also provide rescue,
hazardous materials and emergency medical
services. If not provided by your local fire
department, these services may be provided
by another department, agency or even a private contractor. Reach out to local law
enforcement to coordinate planning for security related threats.
Document all available resources. Determine whether external resources have the
information they would need to handle an emergency. If not, determine what
information is required and be sure to document that information in your plan.
Prepare emergency procedures for foreseeable hazards and threats. Review the list
of hazards presented at the bottom of the page. Develop hazard and threat specific
procedures using guidance from the resource links at the end of this unit.
Warning, Notifications, and Communications

Plans should define the most appropriate protective action for each hazard to ensure
the safety of employees and others within the building. Determine how you will warn
building occupants to take protective action. Develop protocols and procedures to
alert first responders including public emergency services, trained employees and
management. Identify how you will communicate with management and
employees during and following an emergency.
Roles and Responsibilities for Building Management and Facility Managers

Assign personnel the responsibility of controlling
access to the emergency scene and for keeping
people away from unsafe areas. Others should
be familiar with the locations and functions of
controls for building utility, life safety and
protection systems.
These systems include ventilation, electrical,

water and sanitary systems; emergency power supplies; detection, alarm,
communication and warning systems; fire suppression systems; pollution control and
containment systems; and security and surveillance systems. Personnel should be
assigned to operate or supervise these systems as directed by public emergency
services if they are on-site.
Site and Facility Plans and Information

Public emergency services have limited knowledge
about your facility and its hazards. Therefore, it is
important to document information about your
facility. That information is vital to ensure
emergency responders can safely stabilize an
incident that may occur. Documentation of building
systems may also prove valuable when a utility
system fails—such as when a water pipe breaks
and no one knows how to shut off the water.
Compile a site-plan and plans for each floor of each building. Plans should show the
layout of access roads, parking areas, buildings on the property, building entrances,
the locations of emergency equipment and the locations of controls for building utility
and protection systems. Instructions for operating all systems and equipment should
be accessible to emergency responders.
Provide a copy of the plan to the public

emergency services that would respond
to your facility and others with
responsibility for building management
and security.
Store the plan with other emergency planning information such as chemical Material
Safety Data Sheets (MSDS), which are required by Hazard Communication or “right
to know” regulations.
Training and Exercises

Train personnel so they are familiar with detection, alarm, communications, warning
and protection systems. Review plans with staff to ensure they are familiar with their
role and can carry out assigned responsibilities. Conduct evacuation, sheltering,
sheltering-in-place and lockdown drills so employees will recognize the sound used
to warn them and they will know what to do. Facilitate exercises to practice the plan,
familiarize personnel with the plan and identify any gaps or deficiencies in the plan.
10 Steps for Developing the Emergency Response Plan

1. Review performance objectives for the program.
2. Review hazard or threat scenarios identified during the risk assessment.
3. Assess the availability and capabilities of resources for incident stabilization
including people, systems and equipment available within your business and
from external sources.
4. Talk with public emergency services (e.g., fire, police and emergency medical
services) to determine their response time to your facility, knowledge of your
facility and its hazards and their capabilities to stabilize an emergency at your
facility.
5. Determine if there are any regulations pertaining to emergency planning at
your facility; address applicable regulations in the plan.
6. Develop protective actions for life safety (evacuation, shelter, shelter-in-place,
lockdown).
7. Develop hazard and threat-specific emergency procedures using
the Emergency Response Plan for Businesses.
8. Coordinate emergency planning with public emergency services to stabilize
incidents involving the hazards at your facility.
9. Train personnel so they can fulfill their roles and responsibilities.
10. Facilitate exercises to practice your plan.
Links to Emergency Planning Information

• Pre-Incident Planning (Site and
Building Information for First
Responders)
o Fire Service Features of Buildings
and Fire Protection Systems – U.S.
Occupational Safety & Health
Administration (OSHA) Publication
3256-07N.
o Standard on Pre-Incident Planning
– National Fire Protection
Association (NFPA) 1620.
Protective Actions for Life Safety

• Evacuation Planning Matrix – OSHA.
• Evacuation Plans and Procedures eTool – OSHA.
• Design Guidance for Shelters and Safe Rooms.
Medical
• CPR and ECC Guidelines - American Heart Association.
• Automated External Defibrillators (AEDs) – OSHA.
• Blood-borne pathogens – OSHA 29 CFR 1910.1030.
• Model Plans and Programs for the OSHA Blood-borne Pathogens and Hazard
Communications Standards – OSHA Publication 3186.
Fire-fighting
• Fire Protection – OSHA 29 CFR 1910 Subpart L.
• Fire Brigades – OSHA 29 CFR 1910.156.
• Standard on Industrial Fire Brigades – NFPA 600.
Hazardous Materials
• Hazardous Materials Emergency Planning Guide (NRT-1) – U.S. National
Response Team.
Natural Hazards
• National Hurricane Center, Publications, Tropical Cyclone Advisory Mailing
Lists, Hurricane Preparedness, The Saffir-Simpson Hurricane Wind Scale
(Experimental) – National Weather Service (NWS).
• Thunderstorms, Tornadoes, Lightning, Nature's Most Violent Storms: A
Preparedness Guide, Including Tornado Safety Information for Schools –
NOAA, National Weather Service.
• Tornado Protection: Selecting Refuge Area in Buildings – FEMA 431.
Rescue
• Permit-Required Confined Spaces – OSHA 29 CFR
1910.146.
• Standard for Rescue Technician Professional Qualifications – NFPA 1006.
• Standard on Operations and Training for Technical Search and Rescue
Incidents – NFPA 1670.
Workplace Violence
• Dealing with Workplace Violence: A Guide for Agency Planners – United
States Office of Personnel Management.
• Workplace Violence—Issues in Response – Federal Bureau of Investigation.
Terrorism, Bomb Threats, and Suspicious Packages

• Ensuring Building Security – DHS.
• Safe Rooms and Shelters – Protecting People Against Terrorist Attacks –
FEMA 453.
• Guidance for Protecting Building Environments from Airborne Chemical,
Biological, or Radiological Attacks – National Institute for Occupational Safety
and Health, Publication No. 2002-139, 2002.
Hazards to Consider When Developing the Emergency Plan

Natural Hazards
Geological Hazards
• Earthquake.
• Tsunami.
• Volcano.
• Landslide, mudslide, subsidence.
Meteorological Hazards
• Flood, flash flood, tidal surge.
• Water control structure/dam/levee failure.
• Drought.
• Snow, ice, hail, sleet, arctic freeze.
• Windstorm, tropical cyclone, hurricane, tornado, dust storm.
• Extreme temperatures (heat, cold).
• Lightning strikes (wild land fire following).
Biological Hazards
• Food-borne illnesses.
• Pandemic/Infectious/communicable disease (Avian flu, H1N1, etc.).
Human-Caused Events
Accidental
• Hazardous material spill or
release.
• Nuclear power plant incident (if
located in proximity to a nuclear
power plant).
• Explosion/Fire.
• Transportation accident.
• Building/structure collapse.
• Entrapment and or rescue (machinery, confined space, high angle, water).
• Transportation Incidents (motor vehicle, railroad, watercraft, aircraft, pipeline).
Intentional
• Robbery.
• Lost person, child abduction, kidnap, extortion, hostage
incident, workplace violence.
• Demonstrations, civil disturbance.
• Bomb threat, suspicious package.
• Terrorism.
Technology Caused Events

• Utility interruption or failure (telecommunications,
electrical power, water, gas, steam, HVAC, pollution
control system, sewerage system, other critical
infrastructure).
• Cyber security (data corruption/theft, loss of electronic data interchange or
ecommerce, loss of domain name server, spyware/malware, vulnerability
exploitation/botnets/hacking, denial of service).
Property Conservation
Taking action before a forecast event, such as a severe
storm, can prevent damage. Prompt damage
assessment and cleanup activities following the storm
can minimize further damage and business disruption.
These actions are considered “property conservation”—
an important part of the emergency response plan.
Much of the following guidance is directed to building
owners and facility managers. However, tenants should also develop a plan in
coordination with building owners and managers as well as public authorities.
Preparing a Facility for a Forecast Event
Actions to prepare a facility for a forecast event depend upon the potential impacts
from the hazards associated with the event. Conduct a risk assessment to identify
severe weather hazards including winter storms, arctic freeze, tropical storm,
hurricane, flooding, storm surge, severe thunderstorm, tornado and high winds. Also
consider non-traditional hazards, such as a planned event involving a large crowd.
Property conservation actions should focus on

protection of the building and valuable
machinery, equipment and materials inside.
Potential damage may be prevented or mitigated
by inspecting the following building features,
systems and equipment:
• Windows and doors.
• Roof flashing, covering and drainage.
• Exterior signs.
• Mechanical equipment, antennas and
satellite dishes on rooftops.
• Outside storage, tanks and equipment.
• Air intakes.
• High value machinery.
• Sensitive electronic equipment including
information technology and process
controllers.
The review of building components may also identify opportunities for longer-
term mitigation strategies.
Property conservation activities for specific forecast events include the

following:
• Winter Storm – Keep building
entrances and emergency exits clear;
ensure there is adequate fuel for
heating and emergency power
supplies; monitor building heat, doors
and windows to prevent localized
freezing; monitor snow loading and
clear roof drains.
• Tropical Storms and Hurricanes – Stockpile and pre-cut plywood to board
up windows and doors (or install hurricane shutters); ensure there is sufficient
labor, tools and fasteners available; inspect roof coverings and flashing; clear
roof and storm drains; check sump and portable pumps; backup electronic
data and vital records off-site; relocate valuable inventory to a protected
location away from the path of the storm.
• Flooding – Identify the potential for flooding and plan to relocate goods,
materials and equipment to a higher floor or higher ground. Clear storm drains
and check sump and portable pumps. Raise stock and machinery off the floor.
Prepare a plan to use sandbags to prevent water entry from doors and secure
floor drains.
Salvage and Actions to Prevent Further Damage Following an Incident
Separating undamaged goods from
water-soaked goods is an example of
salvage. Covering holes in a roof or
cleaning up water and ventilating a
building are also part of property
conservation. The property conservation
plan should identify the resources
needed to salvage undamaged good and
materials; make temporary repairs to a
building; clean up water, smoke and
humidity; and prepare critical equipment
for restart.
Resources for property conservation include the following:

• Water vacuums and tools to remove water.
• Fans to remove smoke and humidity.
• Tarpaulins or plywood to cover damaged roofs or broken windows.
• Plastic sheeting to cover sensitive equipment.
Compile an inventory of available equipment,

tools and supplies and include it with the
emergency response plan. Identify
precautions for equipment exposed to water
or high humidity and procedures for
restarting machinery and equipment.
Identify contractors that may be called to assist with clean up and property
conservation efforts. Keep in mind that competition for contractors, labor, materials
and supplies prior to a forecast storm or following a regional disaster may be intense.
Plan ahead and secure contractors and other resources in advance.
1. A type of fire consists of ordinary combustibles such as wood, paper, trash or

anything else that leaves ash behind. It needs water under high pressure to
extinguish this fire.
A. Class A.
B. Class B.
C. Class D.
D. Class E.
2. The housekeeping staff must follow the given __________ principles with regard to
comfort and privacy of the guest.
A. Standard.
B. Guiding.
C. Privacy of Care.
D. Comfort and Privacy.
3. Toilet paper is ordered by the _________ and often arrangements are made
for deliveries to come automatically, unless otherwise requested.
A. Tons.
B. Gross.
C. Crates.
D. Bulk.
4. This is conducted to remove harmful bacteria present in the dust deposited on the
hotel property because of air pollution.
A. Sanitation.
B. Brushing.
C. Wiping.
D. Cleaning.
5. Always follow the manufacturer’s specifications in handling __________.

A. Standards.
B. Chemicals.
C. Specific Instructions.
D. Management Guides.
1. A. Class A.
2. D. Comfort and Privacy.
3. B. Gross.
4. D. Cleaning.
5. B. Chemicals.
Requirements
Requirements
Learning Outcome No. 3: Assess and Evaluate Assigned Tasks
3.1 Risk assessment activities are scheduled and applied based on industry
standards.
3.2 Safe workplace is ensured to protect the workers’ safety.
3.3 Effectiveness of the systems are reviewed and assessed according to
workplace standards.
3.4 Necessary improvements are implemented.
3.5 Compliance with legislations and internal requirements are maintained.
References:
• Casado, Matt A. Housekeeping Management 2 nd Edition 2012. John Wiley &
Sons, Inc.
Ltd.
• Websites:
o https://www.iuf.org/wp-
content/uploads/attachments/Occupational_Health_and_Safety_Stand
ards_for_Housekeepers.pdf
o http://www.blog4safety.com/2019/03/minimising-risk-to-hotel-
housekeepers/
o https://study.com/academy/lesson/risk-management-in-the-hospitality-
industry.html
o https://www.hotelmanagement.net/housekeeping/best-practices-room-
attendants
INFORMATION SHEET NO.: 3 / UC NO. 1
ASSESS AND EVALUATE ASSIGNED TASKS
Introduction
Coordination and Work Records
If various departments are seen as organs of the
body then the housekeeping department can be
seen as a mesh of the nerves that keeps
coordination with various organs to achieve its
objectives.
No work in the industry is complete without coordination and documentation. The

housekeeping department is not an exception either. It needs to coordinate within
the department itself and with the other departments in the hotel business for while
working on daily basis and completing documentation formalities while working.
Let us see more on housekeeping communication.
Importance of Housekeeping Control Desk

The housekeeping control desk
is the hub or a single point of
contact for all hotels’
housekeeping staff. At the
control desk, the new
information is fetched and it is
distributed among the relevant
staff.
As the housekeeping work is mainly oriented towards providing the best service to
the guests, this department needs to work towards sharing information without any
communication gaps. This desk also needs to ensure that the coordination among
the housekeeping staff and with all other departments of the hotel goes smooth.
Functions of Housekeeping Control Desk

The hotel housekeeping performs the following functions:
• Collecting all requests made by the guests.
• Briefing the staff about the routine or special event preparation before the staff
turns up their sleeves.
• Assigning routine duties / changed
duties to the housekeeping staff.
• Collecting work reports from staff.
• Collecting check-out room number
and updating it to the floor
supervisor.
• Handling key cabinet that contains
the keys of all floors’ master keys
and housekeeping store keys.
• Maintaining various records of forms and registers.
Coordination of Housekeeping with Other Departments
While working, the housekeeping department needs to coordinate with the following
departments:
Housekeeping-Front Office Coordination
• Sharing occupancy information that helps FRONT OFFICE
to estimate future occupancy, budget,

SECURITY FOOD AND
and required number of staff. BEVERAGE
• Cleaning public areas of hotel premises.

• Special attention requirements like
VIP guests, corporate or large family MAINTENANCE
HOTEL
HOUSEKEEPING SALES AND
groups, or airline crews as CONTROL DESK MARKETING
occupants.
• Collection of soiled uniforms from and
provision of ready uniforms to the front- PURCHASING STORES
office staff daily.
HUMAN
RESOURCES /
PERSONNEL
Housekeeping-Food and Beverage Coordination
• Forthcoming banquet events and parties.
• Pest control in kitchen.
• Collection of soiled linen and uniforms from the F&B department and provision
of ready linen and uniforms to the F&B staff daily.
• Clearance of trays from guest corridors.
• Placement of special guest amenities in guest rooms such as VIP amenities
or welcome drink.
Housekeeping-Sales and Marketing Department Coordination

• Supply of promotional brochures, rate cards, or other items such as pen stand
in the guest rooms.
• Collection of soiled uniforms from the S&M department and provision of ready
uniforms to the S&M staff daily.
Housekeeping-Human Resource Department Coordination

• Acquisition of new staff for the housekeeping department.
• Compensation of housekeeping staff members such as salary, over time,
medical treatment, etc.
• Motivation for staff performance by appraisal or reward, induction and training
program for new staff.
• Collection of soiled uniforms from the HRD and provision of ready uniforms to
the HRD staff daily.
Housekeeping-Security Department Coordination

• Safety of hotel property, and keys.
• Prevention of fire and thefts in the hotel.
• Prevention of any anti-social activities such as any suspicious activities,
gambling, or smuggling performed by guests in the guest rooms or hotel
premises.
• Collection of soiled uniforms from the HRD and provision of ready uniforms to
the HRD staff daily.
Housekeeping-Uniformed Service Department Coordination
• Collection of soiled uniforms from the porters, doormen, drivers, and provision
of ready uniforms to them daily.
Housekeeping-Accounts Department Coordination

It takes place regarding:
• The issues related to payments of housekeeping staff.
• Collection of soiled uniforms from the Accounts department and provision of
ready uniforms to the accounts staff daily.
Housekeeping-Engineering Department Coordination

• The issues related to erroneous functioning of cleaning and gardening
equipment, faulty electric power points, leaning pipes, air-conditioning
maintenance, or any other such work.
• Collection of soiled uniforms from the Engineering and Technology staff and
provision of ready uniforms to them daily.
Housekeeping-Maintenance Department Coordination

• The repairing and maintenance of broken furniture and fixtures.
• The painting of the required area in the hotel.
• Repairing pipes and electric points in the guest rooms.
• Collection of soiled uniforms from the Maintenance staff and provision of ready
uniforms to them daily.
IMPORTANT REGISTERS MAINTAINED BY HOUSEKEEPING

The registers are used to record important
information. They are very helpful when the shifts
and staff on duty changes, and while working too.
The registers serve the purpose of keeping clear
and timely records thereby fostering good
communication. Here are some important
registers maintained by housekeeping control
desk.
Departure Register
It is kept to track the changes of guest room status such as V, VD, or VC after the
guests has checked out. It also tracks the amount of Mini bar beverages
consumption in the CO guests rooms.
Expected Arrival Register

It keeps the track of pre-registered guests and their profile as Regular/VIP/Other,
Marital status, expected check-in time, and any special request to be fulfilled.
Room Status Register

This register records the list of all rooms and their current status such as V, VC,
OOO, OOS, etc.
Guest Call Register
It records the instructions or notes relevant to the guest rooms and adjacent area. It
is very useful in keeping the track of activities and their durations.
GUEST CALL REGISTER
Time
Sr. Room Guest Call / Forwarded FU
Date to Status
No. No. Name Request To By
Deliver
Guest Loan Register

This register is maintained to record the delivery and recovery of the loan items
given to the guests. The general format of this register is as follows:
GUEST LOAN REGISTER
Time
Sr. Room Guest Time to Delivered Recovered
Date Req. to Status
No. No. Name Recover By By
Deliver
Missing Article Register

If any article owned by the hotel (other than consumable items) is found missing in a
Check-Out room, then it is recorded in this Register.
Guest Supplies Control Register

This register is maintained to record guest supplies. The general format is as shown
below:
GUEST SUPPLIES
Beverage /
Sr. Floor Pens / Shower Needle Vanity
Sugar / Creamer Description
No. / Item Pencils Caps Kit Sets
Sachets
Damage / Breakage Register

If any hotel property placed in the guest room is found damaged or broken, it is
recorded in this Register. Here is a sample register:
DAMAGE / BREAKAGE REGISTER
Damaged
Sr. No. Date Room No. Found By Description
Item
Lost / Found Register
If a housekeeping guest room attendant finds any guest-owned article left in the
Check-Out room then it is recorded into the Lost/Found Register and sent to the
same cell of the housekeeping department. It also records any personal article found
in the hotel premises.
LOST AND FOUND REGISTER
Sr. Found Found Picked- Contact
Date Item Description Address Signature
No. By At Up By Number
Key Register
It is a register for noting down the issued keys of the guest rooms, mater keys of the
rooms and important safes, and floor keys.
KEY REGISTER
Sr. Key Floor Room Time of Status at the End of Shift
Date
No. ID No. No. Issue (Returned / Missing)
Linen Control Register

It records the movement of linen between the laundry and the guest rooms or dining
area. It makes the housekeeping staff easy to keep the track of clean and soiled
laundry.
Checklists and Reports in Housekeeping

There are various housekeeping checklists and reports automatically generated by
the hotel management software.
Checklists
Checklists help to ensure all work is done appropriately without anything left to be
completed. There are various checklists referred and filled by the housekeeping
staff. Some important ones are:
• Guest Supplies Checklist.
• Guest Room Cleaning Checklist.
• Guest Bathroom Cleaning Checklist.
• Beach Area Cleaning Checklist.
• Swimming Pool Cleaning Checklist.
• Garden Keeping Checklist.
• Housekeeping Standard Checklist for SPA.
• Housekeeping Standard Checklist for Fitness Center.
Reports
The reports are useful to study past records of occupancy, cleaning schedules, and
predict the future status of the rooms. Let us see the reports generated for
housekeeping department:
Housekeeping Report
This can be generated at the end of each shift to report the housekeeping status of
each room.
HOUSEKEEPING REPORT
Check-
Room Room Room H/K
Out Turnover Housekeeper
No. Type Occupancy Status
Date
Housekeeping Assignment Report

It is required for scheduling the room attendants and recording the room inspections.
ASSIGNMENT REPORT
Rm. Rm. Guest Check- No. of Check- Turnover Rm. H/K
Adult Child Housekeeper
No. Type Name In Nights Out Date Occ. Status
Housekeeping Occupancy Report

This report shows the list of guests who have checked-in the hotel with details such
as number of adults and children, number of nights, and housekeeping status. This
report is generated for the occupied rooms, rooms expected to be occupied,
checked-out rooms, and vacant or blocked rooms. This report is generated for
scheduling rooms for cleaning.
OCCUPANCY REPORT
Room Room Guest No. of Turnover H/K
Adult Child
No. Type Name Nights Date Status
Risk Management and Internal Controls

An essential part of being a responsible business is having in place robust and
effective risk management and internal control. This supports hospitality businesses
to be resilient, successful, and trusted.
Risk Management System
An effective risk management system and
internal control will provide assurance to
its shareholders. These well-established
systems will help protect against known
and emerging risks and to cope with the
unexpected. The hotel develops the risk
management system, strategies, and
controls as a result of continuous learning
by management. The internal controls and
risk management system aims to support the achievement of business objectives,
and protect the business, in particular:
• Our brands, business model, and reputation across key stakeholders;
• The delivery of our strategy, commercial targets and plans for change; and
• The safeguarding of physical assets, people, systems and processes.
The risk environment that hotel operate in can be difficult to predict and is rapidly
changing. There are many risks that could impact the hotel’s brands and reputation
and, therefore, the hotel is giving particular emphasis to developing its reputation risk
management capability and strengthening its culture of doing business responsibly.
The key features of the risk management system are:

• Embedded risk management processes to consistently identify and manage
key risks to the business;
• Holistic approach to risk assessment applied through strategic, tactical and
operational risk perspectives;
• Risk strategies, controls and outcomes that support the business and reduce
unnecessary risk exposure; and
• Proactive risk and crisis management culture, through leadership and training.
Embedded Risk Management Processes

The hotel has a Major Risk Review process in
place to identify manage, monitor, and report the
principal risks and uncertainties affecting the
hotel operations. The Board has ultimate
responsibility for the hotel’s strategy and risk
management strategies, and the hotel’s Audit
Committee annually reviews the effectiveness of
the hotel’s system of internal control and risk
management.
In addition, the Executive Committee as a whole is accountable for managing risks

and as such all Major Risks have named Executive Committee members who ensure
that effective risk mitigation and control strategies are in place.
The Risk Working Group (RWG) provides a long-term; and strategic perspective to
the risks faced by the hotel. Its mandate is to improve cross-functional working and
effective risk management of the highest priority and emerging risks affecting the
hotel. The RWG is chaired by the General Counsel and Company Secretary and
comprises the Heads of the Risk
Management, Strategy, Programme
Office and Internal Audit. Major Risks
are regularly discussed as part of
Board, Executive Committee and
senior leadership meetings. In
addition, the Major Risks are
collectively discussed at least twice
annually at the meetings of the
Executive Committee, Audit
Committee and the Board.
Holistic Approach to Risk Assessment

The hotel conducts risk assessments to identify, prioritize and distinguish risks it
wishes to take from those it must mitigate. The hotel thinks broadly about potential
threats – whether they are strategic, tactical or operational in nature.
• Strategic Risks: these are
risks arising from the hotel’s
relationship with the external
environment and can impact
on the hotel’s ambition and
strategy over the long term.
Strategic risks are a key

feature of the Board and
Executive Committee
agendas, regional and
functional strategy setting
and are considered during
decision-making on strategic
issues such as the selection of future growth markets, the selection of
strategic business partners and decisions pertaining to potential new
initiatives.
• Tactical Risks: these are risks that could impact the delivery of the hotel’s
one to three-year targets including implementation of projects. These include
factors influencing the hotel’s ability to sign and open new hotels, the
performance of existing hotels and delivery of projects. These are managed
by senior operators and overseen by the Regional Operating Committees. In
addition, project risks are managed by project management teams and
business sponsors with oversight provided by the Programme Office.
• Operational Risks: these include a wide spectrum of day-to-day risks that
front-line hotel colleagues and corporate teams face when dealing with guests
or ensuring corporate systems and processes are running smoothly. A critical
aspect of this is managing the safety and security of our people and assets
and the continuity of the business. For some parts of the business,
operational risks also include managing third-party service providers and the
wider supply chain. Due to the nature of operational risks, the hotel typically
mitigates these through internal controls, operational and business processes,
systems and tools, and oversight roles exist through the management line.
Ensuring Health, Safety and Security
Providing and supporting a safe and
secure environment for guests,
employees and those working at or
otherwise visiting our hotels and
corporate offices is paramount, and
therefore the hotel applies high
standards of health and safety across
the Group. To ensure the protection and
well-being of those working for the hotel
through suitable work-based strategies;
minimize the risk of injury from work
activity; ensure that sufficient information
and systems are in place to address
health and safety concerns; and involve
employees in the continuous
improvement, reporting and review of
health and safety matters. The hotel has
established a set of policies, procedures
and measures and requires all to comply
with relevant legislation.
Hotel Health, Safety and Security

Recognizing the importance of operating safe hotels, and their commitment to
safety, security and crisis management in hotels is a fundamental part of being a
responsible business. The hotel therefore requires that properties comply with a set
of global Brand Safety Standards. The programme also supports hotel owners,
General Managers and hotel employees to manage risk effectively by giving them a
systematic approach and framework to follow and providing them with user-friendly
tools and training. Where appropriate, the hotel’s risk management training is
accredited by relevant recognized bodies and have developed a Safe Hotel/Manage
Risk framework (depicted above), which enables a consistent approach to
managing safety and security risk in hotels. It comprises two mechanical cogs
meshed together, showing different types of safety and security risks in the “Safe
Hotel” cog meshed against the actions described in the “Manage Risk” cog. This
framework is actively promoted by the hotel’s risk managers around the world,
working with hotels and their management teams in order to keep hotel properties
safe and secure.
Hotels are assessed by various methods, including self-assessment, guest

satisfaction surveys, design and engineering plans, incidents, intelligence gathering,
quality audits and risk management reviews. Hotel management teams discuss
issues at monthly safety meetings and develop action plans. Risks are prioritized,
responsibilities assigned and improvement actions identified, progressed and
monitored. Action plans are reviewed as necessary by appropriate people to
escalate and drive action or develop common solutions.
Risk Actions and Outcomes

Fundamental to hotel’s approach to risk management is that it is action-oriented and
yields tangible outcomes in the business, thereby reducing risk exposures. There are
numerous risk management programmes and activities that achieve this, including
the hotel’s safety and security action plans, business continuity plans and crisis
management programmes. In developing our plans and programmes, the hotel
considered both the first-hand experience in managing events at the hotel, such as
natural catastrophes and civil unrest and other possibilities which may impact the
hotel’s central operations, brands and reputation.
Proactive Risk and Crisis Management Culture

The hotel believes the value of risk
management is realised through a proactive
risk management culture and capability. To
this end, hotels has developed numerous
support and guidance materials,
implementation toolkits, and training and
control systems and made these available to
all hotel and corporate colleagues in various
languages in order to build our risk
management maturity and culture.
Managing Risks in a Changing Environment

Hotels continue to experience a dynamic external risk
environment with changes in political, economic, social,
technological, legal and environmental risks. However,
hotels do see the global macroeconomic conditions
improving. Hotels see the strategic business model,
diversity of brand portfolio and wide geographical
spread contributing to the resilience to events that could
affect specific hotels, local areas or all but the most
significant areas of the country.
OCCUPATIONAL HEALTH AND SAFETY STANDARDS FOR HOUSEKEEPERS

Employees are required to dust, vacuum, make beds, scrub bathrooms, clean
mirrors, distribute amenities, take out the trash, and more. These may sound like
undemanding, everyday activities, but when employees must perform each of them
dozens of times a day, subject to room-cleaning quotas and under various physical
and psychological stressors, they can add up to a serious risk to health and safety.
The result is that hotel workers alone are 40% more likely to be injured at work than
are service-sector workers in general.
One study on hotel workers found that employees

suffer from the highest rates of injury of any
occupation within the hotels studied and that injury
rates varied significantly by gender and ethnicity.
In particular, the study found that employees
suffered the highest rate of musculoskeletal
disorders among all job titles studied, and ranked
first (along with cooks, and kitchen workers) for the
highest rates of injury due to acute trauma.
The study also found out that the rate of injury varies between hotel companies,
which imply that the dangers faced by employees may be mitigated by the individual
corporation’s practices.
In addition to the occupational health and

safety risks posed to hotel employees the
study found that; employees have a high rate
of precarious employment; employees are
predominantly female, earn low wages, and
do not typically enjoy much job security due
to short-term, seasonal, and otherwise part-
time contracts.
The precariousness of their employment increases the risks of dismissal for

employees if they approach their employers with complaints, and a high turnover
rate within the industry discourages many workers who might otherwise invest in
improving their working conditions.
These issues are common across the

industry. And yet, while hotel chains have
increasingly dominated the global market,
and have routinely insisted on extensive
uniformity in the appearance and condition of
rooms as part of their brand identity, there is
little uniformity in protections for the workers,
across different jurisdictions.
In a rapidly evolving sector, no one national jurisdiction appears to have all of the
answers on hotel housekeeper’s health and safety. The standards below draws from
best practices across multiple jurisdictions, identified with the help of national unions
representing hotel workers. They also try to address weaknesses and gaps, similarly
identified with the help of unions.
I. Purposes.
a. To secure a working environment for hotel housekeepers that is healthy
and meaningful, and affords full safety from harmful physical and mental
impacts.
b. To ensure sound conditions of employment and equality of treatment at
work.
c. To facilitate adaptations of the individual employee’s working situation in
relation to his or her capabilities and circumstances of life.
d. To provide a basis whereby the employer and the employees may
themselves safeguard and develop their working environment in
cooperation with the employers’ and employees’ organizations.
e. To foster inclusive working conditions freely.
f. To prevent and correct physical, emotional and mental stresses that is
commonly associated with housekeeping work.
II. Duty to Cooperate.
a. Employers and employees shall work together to design, implement and
follow up on provisions related to health, environment and safety.
b. Employees shall take part in the organised safety and environmental work
of the undertaking and shall actively cooperate on implementation of
measures to create a satisfactory and safe working environment.
c. Employees shall elect safety representatives who shall safeguard the
interests of employees in matters relating to the working environment. The
safety representative will have the power to end an imminent hazard, and
to ensure that the workplace is arranged in such a manner that the safety,
health and welfare of the employees.
d. The safety representatives shall particularly ensure:
i. That employees’ are not exposed to hazards from machines,
technical installations, chemical substances and work processes.
ii. That safety devices and personal protective equipment are provided
in adequate numbers and that they are readily accessible and in
proper condition.
iii. That the employees receive necessary instruction, practice and
training.
iv. That work is arranged in such a way that employees can perform
the work in a proper manner with regard to health and safety.
e. Employees shall:
i. Receive and use the prescribed protective equipment, exercise
caution and otherwise contribute to prevention of accidents and
injury to health.
ii. Immediately notify the employer and the safety representative and
to the extent necessary other employees when employees become
aware of faults or defects that may involve danger to life or health
and they themselves are unable to remedy the fault or defect.
iii. Interrupt work if the employees consider that it cannot continue
without involving danger to life or health of themselves or others.
iv. Ensure that the employer or the safety representative is notified as
soon as employees become aware of harassment or discrimination
at the workplace.
v. Notify the employer if an employee suffers injury at work or
contracts diseases which the employee believes to result from the
work or conditions at the working premises.
III. Acute Trauma.

a. In order to maintain safety at the workplace, the employer shall ensure:
i. That employees are informed of accident risks and health hazards
that may be connected with the work, and that they receive the
necessary training, practice and instruction.
ii. That employees charged with directing or supervising other
employees have the necessary competence to ensure that the work
is performed in a proper manner with regard to health and safety,
iii. Expert assistance, when this is necessary.
iv. That the premises are adequately lit, maintained and clear of
obstacles.
b. When satisfactory precautions to protect life and health cannot be
achieved by other means, the employer shall ensure that satisfactory
personal protective equipment is made available to the employees, that
the employees are trained in the use of such equipment and that the
equipment is used.
i. The employer should ensure that workplaces are equipped with
adequate rescue and first aid equipment, as well as safety signs
and equipment.
c. If work is to be carried out that may involve particular hazards to life or
health, written instructions shall be prepared prescribing how the work is to
be done and what safety measures are to be implemented.
IV. Musculoskeletal Injuries.

a. The workplace shall be equipped and arranged in such a way as to avoid
adverse physical strain on the employees. Necessary aids shall be made
available to the employees. Arrangements shall be made for variation in
the work and to avoid heavy lifting and monotonous repetitive work. When
machines and other work equipment are being installed and used, care
shall be taken to ensure that employees are not subjected to undesirable
strain as a result of vibration, uncomfortable working positions and the like.
b. Machines and other work equipment shall be designed and provided with
safety devices so that employees are protected against injuries.
c. Employers should establish the following procedures and policies to utilize
ergonomics to minimize musculoskeletal injury and maximize efficiency
(See Appendix A for diagrams).
i. Before Starting Work.
1. Ensure employees wear comfortable shoes as part of their
uniform.
2. Ensure employees warm up their bodies by gently bending
the back and swinging the arms. This should happen on paid
time.
ii. At Any Time.
1. Ensure employees feel comfortable to report any unusual
aches or pains in back, neck shoulders or elbows.
2. Ensure employees feel comfortable to communicate ways to
make their job easier.
iii. Making Beds.
1. Use fitted sheets instead of flat sheets because it takes less
time to make beds and reduces straightening and re-tucking.
2. Offer bed-making assistive devices to reduce the need to
bend over and raise mattresses, and/or enable work in pairs.
3. Arrange workplace so that employees have room to kneel
next to bed to tuck in sheets to reduce bending and twisting.
iv. Pushing Supply Carts.
1. Employers shall provide supply carts to carry cleaning
equipment.
2. Implement an equipment maintenance program to reduce
effort in moving cars.
3. Provide carts with larger, harder wheels when necessary to
reduce overall daily fatigue.
4. Provide motorized carts when needed to reduce physical
demands.
5. Require that heaviest or most used items are place on the
cart between hips and chest.
6. Require that carts be pushed with both hands to keep the
body from twisting.
7. Require/allow trash to be emptied from carts as often as
possible.
8. Require/allow restocking of cart several times over shift to
lighten cart and provide rest.
9. Require that employees report cart problems to supervisor.
10. Limit the amount of time that employees use a
malfunctioning cart.
v. Vacuuming.
1. Provide light-weight vacuums.
2. Provide self-propelled vacuums or those with brush-assisted
movement when necessary.
3. Provide vacuums with ergonomic handles, where less grip
force is needed and allows for hand to rest.
4. Provide upright with canister vacuums where needed.
5. Provide backpack vacuums where needed.
6. Require/allow vacuum bags to be regularly emptied.
7. Ensure employees use proper carpet height settings.
8. Train employees to line up body with path of vacuum.
9. Train employees to alternate vacuuming between left and
right hands.
vi. Cleaning Bathrooms.
1. Provide cleaning brushes with long and ergonomic handles
to prevent excessive bending and twisting and stress from
gripping.
2. Train and allow employees to stand inside tub to clean wall
tile as long as there is no risk of slipping.
3. Encourage guests to and ensure employees keep dirty
towels off floor as much as possible, to reduce bending.
4. Require/allow employees to carry smaller sets of wet, dirty
towels, even if it means factoring in time for more trips.
5. Train employees to do work at waist level as often as
possible to reduce bending.
6. Train employees to alternate harms when cleaning surfaces.
vii. Dusting.
1. Provide microfiber products so tasks can be accomplished
with less strain.
viii. Furniture/Amenities.
1. Do not furnish with oversized mirrors, porous surfaces or
dark furniture.
2. Do not arrange rooms so that they are overcrowded with
furniture.
3. Provide wall-mounted toilets, showers without tubs, wall-
mounted nightstands.
V. Chemical and Biological Exposure.
a. When handling chemicals or biological substances, the working
environment shall be so arranged that employees are protected against
accidents, injuries to health and excessive discomfort. Chemicals and
biological substances shall be manufactured, packed, used and stored in
such a way that employees are not subjected to health hazards.
b. Chemicals and biological substances that may involve health hazards shall
not be used if they can be replaced by other substances or by another
process that is less hazardous for the employees.
c. The employer shall provide the necessary routines and equipment to
prevent or counteract injuries to health due to chemicals or biological
substances.
d. The employer shall keep a record of hazardous chemicals and biological
substances. The record shall include information on physical, chemical
and hazardous properties, preventive safety measures and first-aid
treatment. Containers and packaging for chemicals and biological
substances shall be clearly labelled with the name and composition and a
warning that is easily understandable to workers.
e. Cleaning chemicals shall be stored in their original containers and never
mixed, even if they are the same “type” of chemical.
f. Cleaning chemicals shall be stored in well-ventilated areas away from
HVAC intake vents; this helps prevents any fumes from spreading to other
areas of the facility.
g. Employers shall install safety signage in multiple languages or images that
quickly convey possible dangers and precautions. If using images, ensure
that employees understand what they mean.
h. Employers shall ensure that all employees know exactly what the following
“signal words” mean: “Caution”: the product should be used carefully but is
relatively safe; “Warning”: the product is moderately toxic; “Danger”: the
product is highly toxic and may cause permanent damage to skin and
eyes.
i. Employers shall provide and facilitate the relevant preventative measures,
related to biological agent exposure, especially personal protective
equipment, outlined in Appendix B.
j. Workers shall co-operate as closely as possible with their employers in the
discharge by the employers of their responsibilities and comply with all
procedures and practices relating to safety in the use of chemicals at work.
k. Workers shall take all reasonable steps to eliminate or minimize risk to
themselves and to others from the use of chemicals at work.
l. Workers shall have the right to remove themselves from danger resulting
from the use of chemicals when they have reasonable justification to
believe there is an imminent and serious risk to their safety or health, and
shall inform their supervisor immediately.
m. Workers who remove themselves from danger in accordance with the
provisions of the previous paragraph or who exercise any other rights
outlined here shall be protected against undue consequences such as
retaliation.
n. Workers concerned and their representatives shall have the right to:
i. Information on the identity of chemicals used at work, the
hazardous properties of such chemicals, precautionary measures,
education and training.
ii. The information contained in labels and markings.
iii. Chemical safety information.
VI. Medical Examination and On-Site Health Professionals.

a. The employer must enable adequate, voluntary access to medical
examinations. These may only be conducted in a routine and compulsory
way:
i. When provided by statutes or regulations.
ii. In connection with posts involving particularly high risks.
VII. Working Hours/ Overtime/ Leave of Absence.

a. Working Hours.
i. Normal working hours must not exceed nine hours per 24 hours
and 40 hours per seven days.
ii. Normal working hours must not exceed nine hours per 24 hours
and 38 hours per seven days for:
1. Semi-continuous shift work and comparable rota work.
2. Work on two shifts which are regularly carried out on
weekends and public holidays and comparable rota work
regularly carried out on weekends and public holidays.
3. Work principally performed at night.
iii. Normal working hours must not exceed nine hours per 24 hours
and 36 hours per seven days in the case of continuous shift work
and comparable rota work.
b. Overtime.
i. Work in excess of agreed working hours must not take place except
in cases when there is an exceptional and time-limited need for it.
ii. If in the case of some employees the work exceeds normal working
hours, the time in excess is regarded as overtime.
iii. Before imposing work as referred to in this section, the employer
shall, if possible, discuss the necessity of such work with the
employees’ elected representatives.
iv. Overtime work must not exceed ten hours per seven days, 25 hours
per four consecutive weeks or 200 hours during a period of 52
weeks.
v. Total working hours must not exceed 13 hours per 24 hours or 48
hours per seven days. The limit of 48 hours per seven days may be
calculated according to a fixed average over a period of eight
weeks.
vi. An employee shall be entitled to exemption from performing work in
excess of agreed working hours when he or she so requests for
health reasons or for weighty social reasons. The employer is
otherwise obliged to exempt an employee who so requests when
the work can be postponed or performed by others without harm.
vii. For overtime work a supplement shall be paid in addition to the pay
received by the employee for corresponding work during normal
working hours. The overtime supplement shall be at least 40 per
cent the given rate.
c. Pace of Work.
i. When assigning room quotas, employers must take into account
additional variables such as the time it takes to restock supplies,
travel to a different floor, varying states of cleanliness before
housekeeping, etc.
d. Breaks.
i. An employee shall have at least one break if the daily working
hours exceed five hours and 30 minutes. The breaks shall
collectively amount to at least one hour if the daily working hours
total at least eight hours. When the employee is not free to leave
the workplace during the break or where there is no satisfactory
break room, the break shall be regarded as part of the working
hours. When conditions so necessitate, the break may be
postponed.
e. Leave of Absence.
i. Workers should be entitled to a leave of absence, without loss of
seniority or other benefits, connected with a medical condition.
ii. Accommodations must be made for leave connected with
pregnancy and childbirth.
VIII. Work Environment (Noise, Temperature, Lighting and Ventilation).

a. Physical working environment factors such as factors relating to buildings
and equipment, indoor climate, lighting, noise, radiation and the like shall
be fully satisfactory with regard to the employees’ health, environment,
safety and welfare.
IX. Sexual Harassment.

a. Employers shall promote an equal workplace by ensuring that employees
are protected from harassment related to gender, and sexual harassment
in the working environment.
b. Employers shall promote an environment wherein employees feel
comfortable reporting occurrences of sexual harassment, and provide
grievance machinery to do so.
c. Employers must inform employees of the rights under the relevant statute.
d. Employers much provide safeguards against sexual harassment, such as
a zero-tolerance policy and allowing employees to work in pairs or carry a
panic button.
X. Mental Stresses.
a. The employer shall ensure that the work be arranged so as to preserve the
employees’ integrity and dignity.
b. Efforts shall be made to arrange the work so as to enable contact and
communication with other employees.
c. Employees shall not be subjected to harassment or other improper
conduct.
d. Employees shall, as far as possible, be protected against violence, threats
and undesirable strain as a result of contact with other persons.
e. The Employer shall ensure that employees do not experience excessive
mental stresses from monotony or isolation.
f. The employer shall ensure that employees are not overburdened with
work (e.g. excessive room-cleaning quotas).
APPENDIX A: Using Ergonomics to Minimize Musculoskeletal Injury and

Maximize Efficiency.
APPENDIX B – Biological Risk Factors and Preventive Measures in Cleaning
Work
1. This is the hub or a single point of contact for all hotels housekeeping staff. All
the new information is fetched and it is distributed among the relevant staff.
A. Control Desk.
B. Control Deck.
C. Control Docket.
D. Control Roster.
2. This register keeps the track of pre-registered guests and their profile as
Regular/VIP/Other, Marital status, expected check-in time, and any special
request to be fulfilled.
A. Checked-In Register.
B. Expected Arrival Register.
C. Airport Register.
D. Walk-In Register.
3. __________ helps to ensure all work is done appropriately without anything

left to be completed.
A. Methods.
B. Reports.
C. Checklists.
D. System.
4. This can be generated at the end of each shift to report the housekeeping
status of each room.
A. Weekly Report.
B. Housekeeping Report.
C. House Count Report.
D. Rooming List Report.
5. Housekeeping needs to __________ within the department itself and with the
other departments in the hotel business for while working on daily basis and
completing documentation formalities while working.
A. Coordinate.
B. Organize.
C. Manage.
D. Direct.
1. A. Control Desk.
2. B. Expected Arrival Register.
3. C. Checklists.
4. B. Housekeeping Report.
5. A. Coordinate.
TASK SHEET NO.: 1.2
Title: Hotel Room Inspection Checklist
Standard Each hotel establishment will have its own standard operating
Guidelines: procedures in inspecting hotel rooms.
Performance The Trainee should be able to properly and efficiently inspect
Objective: rooms using the given Room Inspection Checklist.
• 1 pc. Black Pen.
Tools / • 1 pc. Clipboard.
Materials / • Room Inspection Checklists.
Equipment: • 1 pair White gloves.
• 1 pc. Php 5 coin.
This is comprehensive housekeeping inspection checklist. This is a
Yes/No format that covers the general guest room cleaning,
maintenance issue, amenities, and settings.
Guest Rooms
Standards Yes No N/A
Doors working properly.
Doors open easily and quietly.
Light switches work correctly.
Windows open and close properly.
Window free of cracks.
Window glass clean.
Drapes straight and working properly.
Controls for air-conditioning/heat works
properly.
Air-conditioning filter clean.
Lamps work.
Wall lights work.
Steps / Lamp shades clean and straight.
Procedures:
Foyer light work.
Beds correctly made.
Fluffed/even pillows.
Bedspreads straight.
Mattress firm.
Bedspreads free of rips and stains.
Upholstery clean and in good condition.
Furniture free from scratches or stains.
Walls clean and free of cobwebs.
Walls free from scratches and nicks.
Luggage racks in good condition.
Pictures and Mirrors straight.
Telephone working.
Clean ashtrays.
Furniture draws slide out easily.
Light bulbs with correct wattage.
Minimum of 6 hangers (3 suits, 3 dresses).
Drapes partially closed.
BATHROOM
Clean toilet seat (both sides).
Underside of lavatory clean.
Shower rod in good condition.
Toilet flushes correctly.
Bathroom free of odors.
Shower curtain clean.
Pop-up stopper clean.
Free of water spots on tiles.
Shower or tub free of grout.
Fresh supply of towels.
Floor mopped.
Marketing Materials
Guest directory.
Report card on experience.
Tourist brochures.
Hotel food and drink menu.
Night Table/Desk
1 Gideon’s Bible.
1 pocket folder with 3 envelopes.
1 AM/FM Clock.
Closet
3 hangers + 3 hangers with skirt clips.
General
1 ice bucket & poly liner.
1 waste basket.
3 ashtrays in guest room.
1 memo pad with hotel pen.
3 glasses.
1 telephone book.
Bathroom
1 frosted oval display tray.
2 bars of soap (1.25 oz.)
1 bottle of shampoo 22ml.
3 bath towels.
3 face cloths.
1 bath mat.
1 hairdryer.
2 toilet rolls.
Miscellaneous
1 coffee maker.
1 filter pack coffee.
1 filter pack decaffeinated coffee.
1 tea bag.
1 condiment package.
1 iron.
1 ironing board.
1 fridge.
2 porcelain coffee cups.
Room
Lights off.
Heating set at 18 degrees or 70°F.
Windows closed.
Television off with remotes out.
Bathroom
Sinks off.
Drain plugs open.
Shower curtain centers.
Shower head pointing towards wall.
Toilet lid down.
Bathroom door open.
Light off.
Does the room require any maintenance or
repairs?
If repairs are required, please include a brief
description and a photo of the broken items in
the comment section.
Has anything in the room been damaged?
If anything is damaged, please include a brief
description and a photo of the damages in the
comment section.
Comments/Remarks:
• Demonstration with Oral Questioning.

Assessment
• Role-plays.
Methods:
• Actual application.
TO ACCESS MORE
ABOUT THE MODULE
PLS CONTACT:
09610392852

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COMPETENCY-BASED LEARNING MATERIALS

MODULE TITLE: SUPERVISE ROOM CLEANING AND MAINTENANCE

This is a Competency-Based Learning Material for the Module: SUPERVISING

You are required to go through a series of learning activities in order to complete

Recognition of Prior Learning (RPL)

• Actual experience on the job.

• Gives credit for knowledge and experience.

• Talk with more experienced colleagues and ask for guidance.

UNIT OF COMPETENCY : SUPERVISE ROOM CLEANING AND

MODULE TITLE : SUPERVISING ROOM CLEANING AND

MODULE DESCRIPTOR : This module covers the knowledge, skills and

SUMMARY OF LEARNING OUTCOMES:

LO 1. Monitor Housekeeping Requirement Procedures and Resources

LO 2. Monitor Cleanliness and Safety in the Workplace

LO 3. Assess and Evaluate Assigned Tasks

LO 3. Assess and Evaluate Assigned Tasks:

Context of Assessment and Resources Implications:

Resource Implications must ensure that:

Critical Aspects of the Qualification:

Learning Outcome No. 1: Monitor Housekeeping Requirement Procedures

The housekeeping department not only prepares clean guest

Challenges for the Housekeeping

The importance of high standards of cleanliness to the guest cannot be

Quality Controls in Houseekping

The Housekeeping Department

The Executive Housekeeper (or

Executive Housekeeper’s Seven (7) Managerial Functions:

The Housekeeping Team

Staffing within the organization would vary depending on:

Outsourcing Room Cleaning

Management of the Housekeeping Department

Organizing is sometimes considered an

The Executive Housekeeper therefore

Effective management by the

A problem which can arise, not so much perhaps in hotels but

Planning and Forecasting

The Executive Housekeeper thus concerns herself

From other investigations, it seems that block

Work study should be considered wherever wastage of time, labour or materials is

Sometimes investigations are carried out by trained personnel instead of the

The main steps of work study are as follows:

A standard of cleanliness is almost impossible to

Standards of Cleaning in Hospitals

The most practical definition of housekeeping standards is: method x frequency.

Therefore, an acceptable standard should be obtained when:

Perhaps more than in any other type of establishment it is of vital importance in

The Executive Housekeeper should

Standard Time Rates

Standard time rates have been calculated for specific

Maids should be compensated in some way

Living-in staff needs comfort and warmth,

Unless an Executive Housekeeper recognizes each member of staff as an individual

In planning well the housekeeper improves staff

Co-ordination and Control

In controlling her department, the Executive Housekeeper constantly checks

Housekeeping is a difficult field in which to exercise

Planning and control are complementary and where

Ensures as far as is possible throughout the department:

The Executive Housekeeper carries the direct

Leadership is an important element of control and while control is often considered

New ideas may be gained by visiting exhibitions and other establishments, by

1. This is a continuing function in housekeeping manageent, and the

5. This pertains to leadership and on-going supervision in housekeeping.