ITC GRAND CHOLA

Experience An Era Of Magnificence & Splendour

INDUSTRIAL TRAINING REPORT

Ebi mathew

II YEAR B.Sc (H&HA) – IHM CHENNAI

NCHM ROLL -2141105092

1|P a ge
2|P a ge
 ACKNOWLEDGEMENT

It is a genuine pleasure to express my deep sense of thanks and gratitude to The

Institute of Hotel

Management, Catering Technology and applied Nutrition, Chennai and

ITC GRAND CHOLA, Chennai to build a platform for my industrial exposure

which helped me gain practical knowledge of the actual working environment

and motivated me to build confidence.

I owe a deep sense of gratitude to Mr. Michael Santosh,

Training coordinator, and MR.AKASH KUMAR, Learning & Development

Manager at ITC Grand Chola, for their timely advice and meticulous scrutiny that

have helped me to a great extent to complete my training.

I thank profoundly the staffs of hotel, IHM Chennai, for their kind help and co-

operation throughout my training. I am extremely thankful to my parents and

friends and all my mentors concerned.

3|P a ge
 DECLARATION

This report was compiled during the industrial training, an integral

component of 2nd year curriculum of the B. Sc in Hospitality and Hotel

Administration, completed at hotel

ITC GRAND CHOLA, CHENNAI

11th July to 04th november2022

4|P a ge
5|P a ge
6|P a ge
7|P a ge
8|P a ge
9|P a ge
10 | P a g e
11 | P a g e
 TRAINING SCHEDULE

DEPARTMENT DURATION OF TRAINING

Reporting Date 2nd August 2021

Induction 2th August 2021 - 3th August 2021

Food and Beverage Production 4th August 2021 - 20th September 2021

Food and Beverage Service 21st September 2021 – 25th October 2021

Housekeeping 26th October 2021 – 20th November 2021

Clearance Date 22nd November 2021

12 | P a g e
History and Evolution
ITC Limited is an Indian multinational conglomerate company
headquartered in Kolkata, West Bengal. Established in 1910, ITC Limited is a
diversified conglomerate with businesses spanning Fast Moving Consumer Goods
comprising Foods, Personal Care, Cigarettes and Cigars, Branded Apparel,
Education & Stationery Products, Incense Sticks and Safety Matches; Hotels,
Paperboards and Packaging, Agri Business and Information Technology. The
Company was incorporated on August 24, 1910 under the name Imperial Tobacco
Company of India Limited. As the Company's ownership progressively Indianised,
the name of the Company was changed to India Tobacco Company Limited in 1970
and then to I.T.C. Limited in 1974. In recognition of the ITC's multi-business
portfolio encompassing a wide range of businesses, the full stops in the Company's
name were removed effective September 18, 2001. The Company now stands
rechristened 'ITC Limited,' where 'ITC' is today no longer an acronym or an
initialised form.

A Modest Beginning
The Company's beginnings were humble. A leased office on Radha Bazar Lane,
Kolkata, was the centre of the Company's existence. The Company celebrated its
16th birthday on August 24, 1926, by purchasing the plot of land situated at 37,
Chowringhee, (now renamed J.L. Nehru Road) Kolkata, for the sum of Rs 310,000.
This decision of the Company was historic in more ways than one. It was to mark the
beginning of a long and eventful journey into India's future. The Company's
headquarter building, 'Virginia House', which came up on that plot of land two years
later, would go on to become one of Kolkata's most venerated landmarks.

1925: Packaging and Printing: Backward Integration

Though the first six decades of the Company's existence were primarily devoted to
the growth and consolidation of the Cigarettes and Leaf Tobacco
businesses, ITC's Packaging & Printing Business was set up in 1925 as a
strategic backward integration for ITC's Cigarettes business. It is today India's most
sophisticated packaging house.

1975: Entry into the Hospitality Sector - A 'Welcom' Move

The Seventies witnessed the beginnings of a corporate transformation that would

usher in momentous changes in the life of the Company. In 1975, the Company
launched its Hotels business with the acquisition of a hotel in Chennai which was
rechristened 'ITC-Welcomgroup Hotel Chola' (now renamed My Fortune,
13 | P a g e
Chennai). The objective of ITC's entry into the hotels business was rooted in the
concept of creating value for the nation. ITC chose the Hotels business for its
potential to earn high levels of foreign exchange, create tourism infrastructure and
generate large scale direct and indirect employment. Since then ITC's Hotels
business has grown to occupy a position of leadership, with over 100 owned and
managed properties spread across India under four brands namely, ITC Hotels -
Luxury Collection, WelcomHotels, Fortune Hotels and WelcomHeritage.

ITC Hotels recently took its first step toward international expansion with
an upcoming super premium luxury hotel in Colombo, Sri Lanka. In
addition, ITC Hotels also recently tied up with RP Group Hotels & Resorts to
manage 5 hotels in Dubai and India under ITC Hotels' 5-star 'WelcomHotel'
brand and the mid-market to upscale 'Fortune' brand.

1979: Paperboards & Specialty Papers - Development of a Backward Area

In 1979, ITC entered the Paperboards business by promoting ITC Bhadrachalam

Paperboards Limited. Bhadrachalam Paperboards amalgamated with the Company
effective March 13, 2002 and became a Division of the Company, Bhadrachalam
Paperboards Division. In November 2002, this division merged with the Company's
Tribeni Tissues Division to form the Paperboards & Specialty Papers Division. ITC's
paperboards' technology, productivity, quality and manufacturing processes are
comparable to the best in the world. It has also made an immense contribution to
the development of Sarapaka, an economically backward area in the state of Andhra
Pradesh. It is directly involved in education, environmental protection and
community development. In 2004, ITC acquired the paperboard manufacturing
facility of BILT Industrial Packaging Co. Ltd (BIPCO), near Coimbatore, Tamil
Nadu. The Kovai Unit allows ITC to improve customer service with reduced lead
time and a wider product range.

1985: Nepal Subsidiary - First Steps beyond National Borders

In 1985, ITC set up Surya Tobacco Co. in Nepal as an Indo-Nepal and British joint
venture. In August 2002, Surya Tobacco became a subsidiary of ITC Limited and its
name was changed to Surya Nepal Private Limited (Surya Nepal). In 2004, the
company diversified into manufacturing and exports of garments.

1990: Paperboards & Specialty Papers - Consolidation and Expansion

14 | P a g e
In 1990, ITC acquired Tribeni Tissues Limited, a Specialty paper manufacturing
company and a major supplier of tissue paper to the cigarette industry. The merged
entity was named the Tribeni Tissues Division (TTD). To harness strategic and
operational synergies, TTD was merged with the Bhadrachalam Paperboards
Division to form the Paperboards & Specialty Papers Division in November
2002.

1990: Agri Business - Strengthening Farmer Linkages

Also in 1990, leveraging its agri-sourcing competency, ITC set up the Agri
Business Division for export of agri-commodities. The Division is today one of
India's largest exporters. ITC's unique and now widely acknowledged e-Choupal
initiative began in 2000 with soya farmers in Madhya Pradesh. Now it extends to 10
states covering over 4 million farmers. Also, through the 'Choupal Pradarshan Khet'
initiative, the agri services vertical has been focusing on improving productivity of
crops while deepening the relationship with the farming community.

2002: Education & Stationery Products - Offering the Greenest products

ITC launched line of premium range of notebooks under brand Paperkraft in

2002. To augment its offering and to reach a wider student population,
the Classmate range of notebooks was launched in 2003. Classmate over the
years has grown to become India's largest notebook brand and has also
increased its portfolio to occupy a greater share of the school bag. Years 2007- 2009
saw the launch of Practical Books, Drawing Books, Geometry Boxes, Pens and
Pencils under the 'Classmate' brand. 'Paperkraft' offers a diverse portfolio in the
premium executive stationery and office consumables segment.

2000: Lifestyle Retailing - Premium Offerings

ITC also entered the Lifestyle Retailing business with the Wills Sport range of
international quality relaxed wear for men and women in 2000. In 2006, Wills
Lifestyle became title partner of the country's most premier fashion event - Wills
Lifestyle India Fashion Week - that has gained recognition from buyers and
retailers as the single largest B-2-B platform for the Fashion Design industry. To
mark the occasion, ITC launched a special 'Wills Signature', taking the event
forward to consumers.

2000: Information Technology - Business Friendly Solutions

15 | P a g e
In 2000, ITC spun off its information technology business into a wholly owned
subsidiary, ITC Infotech India Limited, to more aggressively pursue emerging
opportunities in this area. Today ITC Infotech is one of India's fastest growing global
IT and IT-enabled services companies and has established itself as a key player in
offshore outsourcing, providing outsourced IT solutions and services to leading
global customers across key focus verticals - Banking Financial Services & Insurance
(BFSI), Consumer Packaged Goods (CPG), Retail, Manufacturing, Engineering
Services, Media & Entertainment, Travel, Hospitality, Life Sciences and
Transportation & Logistics.

2001: Branded Packaged Foods - Delighting Millions of Households

ITC's foray into the Foods business is an outstanding example of successfully

blending multiple internal competencies to create a new driver of business growth. It
began in August 2001 with the introduction of 'Kitchens of India' ready-to-eat
Indian gourmet dishes. In 2002, ITC entered the confectionery and staples segments
with the launch of the brands mint-o and Candyman confectionery and
Aashirvaad Atta (wheat flour). 2003 witnessed the introduction of Sunfeast as
the Company entered the biscuits segment. ITC entered the fast growing branded
snacks category with Bingo! in 2007. In 2010, ITC launched Sunfeast Yippee! to
enter the Indian instant noodles market. In September 2014, ITC
launched GumOn Chewing Gum marking the entry into the category of gums. The
Company entered the Fruit-based juices and beverages market with the launch of B
Natural Fruit beverages in January 2015. ITC's forayed into the dairy segment with
the launch of Aashirvaad Svasti Ghee in November 2015. Launched in April
2016, Fabelle chocolates are ITC's premier offering in the luxury chocolate space.
ITC forayed into the branded coffee category in July 2016 with the launch
of Sunbean Gourmet Coffee. In February 2017, ITC launched ITC MasterChef
super safe spices - the first-of-its-kind spices launched in India, offering export
quality super safe spices to the Indian homemaker. ITC MasterChef Prawns were
launched in June 2017 as the Company entered the Frozen foods segment. ITC's first
foray into fresh fruits and vegetables segment was marked with the launch
of Farmland Potatoes in November 2017. In 2018, ITC forayed into the packaged
milk segment with the launch of Aashirvaad Svasti pouch milk and into dairy-
based beverages with the Sunfeast Wonderz range of milkshakes. The ITC
Master Chef Frozen Snacks range was also introduced the same year, marking
the Company's first venture into the frozen snacks segment. In July 2020, ITC
acquired spices maker Sunrise Foods, looking to augment its product portfolio.

In just over a decade and a half, the Foods business has grown to a significant size
under numerous distinctive brands, with an enviable distribution reach, a rapidly
growing market share and a solid market standing.
16 | P a g e
2002: Agarbattis & Safety Matches - Supporting the Small and Cottage
Sector

In 2002, ITC's philosophy of contributing to enhancing the competitiveness of the

entire value chain found yet another expression in the Safety Matches initiative.
ITC now markets popular safety matches brands like iKno, Mangaldeep
and Aim.

ITC's foray into the marketing of Agarbattis (incense sticks) in 2003 marked the
manifestation of its partnership with the cottage sector. Mangaldeep is a highly
established national brand and is available across a range of fragrances like Rose,
Jasmine, Bouquet, Sandalwood and 'Fragrance of Temple'.

2005: Personal Care Products - Expert Solutions for Discerning

Consumers

ITC entered the Personal Care Business in 2005 and the portfolio has grown
under 'Essenza Di Wills', 'Fiama', 'Vivel' 'Superia' brands which have received
encouraging consumer response and have been progressively extended nationally. In
May 2013, the business expanded its product portfolio with the launch
of Engage deodorants. ITC marked its foray into the health space with the
acquisition of the brand Savlon and Shower to Shower in 2015. In 2017, the business
acquired the brand Charmis to enhance its skincare portfolio. In 2018, ITC
acquired the brand Nimyle to enter the floor cleaner space. In 2018, the business
also launched the Dermafique brand, foraying into the premium skincare product
territory. In 2020, the Personal Care Product Business launched multiple personal
and home hygiene products and entered the fruit and vegetable wash category with
the launch of brand Nimwash. In 2021, dishwash gel Nimeasy was launched.

2010: Expanding the Tobacco Portfolio

In 2010, ITC launched its handrolled cigar, Armenteros, in the Indian market.
Armenteros cigars are available exclusively at tobacco selling outlets in select hotels,
fine dining restaurants and exclusive clubs.

17 | P a g e
ITC PRODUCTS AND BRANDS

ITC Brands are designed and customized to delight the diverse tastes, needs
and lifestyles of the discerning Indian consumers. ITC's brands reach 150 million
Indian households.

18 | P a g e
FOODS

 Aashirvaad
 Sunfeast
 Bingo!
 Kitchens of India
 YiPPee!
 B Natural
 mint-o
 Candyman
 GumOn
 Fabelle
 Sunbean
 Sunfeast Wonderz Milk
 ITC Master Chef
 Farmland
 Sunrise

PERSONAL CARE

 Essenza Di Wills
 Dermafique
 Fiama
 Vivel
 Engage
 Superia
 Nimyle
 Nimeasy
 Nimwash
 Savlon
 Shower to Shower
 Charmis

EDUCATION

 Classmate
 Paperkraft

MATCHES & AGARBATTI

 AIM
 Mangaldeep
 Homelites
19 | P a g e
LIFESTYLE

 WLS

ITC's Hotel Group

ITC's Hotel Group is the hospitality business of ITC Limited. With the Namaste as
the enduring symbol of its brand experience, ITC's Hotel Group is one of India’s
leading luxury hotel chains. It operates under four distinct brands with more than
100 hotels in over 70 destinations in the country. Integrating India’s fine tradition of
hospitality with globally benchmarked services, the luxury hotels reflect the culture
and ethos of each destination.

Launched in 1975, ITC Hotels, India's premier chain of luxury hotels, has become
synonymous with Indian hospitality.

ITC Hotels has an exclusive tie-up with Marriott's 'The Luxury Collection' brand .
The hotels and resorts that are a part of this association are : ITC Grand Bharat in
Gurugram. ITC Grand Chola in Chennai, ITC Maurya in Delhi, ITC Maratha in
Mumbai, ITC Sonar and ITC Royal Bengal in Kolkata, ITC Grand Central in
Mumbai, ITC Windsor & ITC Gardenia in Bengaluru, ITC Kakatiya and ITC Kohenur
in Hyderabad and ITC Mughal in Agra, ITC Rajputana in Jaipur and ITC Grand Goa
Resort and Spa in Goa. Integrating India’s fine tradition of hospitality with globally
benchmarked services, the luxury hotels reflect the culture and ethos of each
destination.

With ‘Responsible Luxury’ as its guiding premise, ITC Hotels combine grandeur with
intimacy to operate according to the highest principles of environmental
stewardship. The brand features opulent accommodation, state-of-the-art business
facilities, globally acclaimed signature cuisine and award-winning wellness
experiences.

Other brands in the groups repertoire are:

 Welcomhotel in the upper upscale segment offering warm, comforting

services and enriching experiences to the discerning business and leisure traveller.
Welcomhotel is the new age traveller's key to immersive travel experiences that
enrich both business and leisure stays. Timeless style, graceful architecture, warm
hospitality, luxurious amenities and award-winning cuisine are just some of the
many elements that ensure a curated journey you will always cherish.
 Fortune Hotels in the mid-market to upscale segment promising business
and leisure travellers a wide choice of destinations and accommodation

20 | P a g e
 WelcomHeritage in the heritage leisure segment & brings together a chain
of palaces, forts, havelis and resorts that offer a unique heritage experiences

Each ITC Hotel is an archetype of the culture and ethos of the region that it is
located in. The concept of each of the hotels weaves in the strongest elements of the
culture of the region – harking back through architecture, interiors, art and artefacts
to the major dynasties who have ruled India.

The unique value propositions, including the differentiated character of hotels,

coupled with indigenous experiences is what makes every ITC Hotel unique.

India’s centuries-rooted sacred relationship with its environment, of sustenance and

nurture, is a vital and living heritage that is the cornerstone of the ITC Hotels ethos
and an affirmation of Responsible Luxury: luxury without compromising the earth
and sustainability without compromising luxury.

Responsible Luxury is the effective combination of luxury and responsible practices

(enriching society and the environment) so that the luxury experiences delivered at
ITC Hotels do not in any way burden the environment or the society around us. In
fact, it is aimed at creating a positive impact on both the community-at-large and the
environment.

It ensures that sustainable practices are built into our hotels in the design phase
itself, thus enabling ITC Hotels to be eco-embedded, services to be eco-easy and our
associates to be eco-sensitised; all of this while ensuring you indulge guilt-free. All
ITC Hotels are LEED Platinum certified.

UNCOMPROMISED LUXURY RESPONSIBLY DELIVERED

A quintessential exemplar of ultra-luxury, powered solely through renewable energy

- World's largest 'LEED® Platinum' certified hotel in the New Construction
category. Committed to creating new benchmarks on responsible luxury, the new
signature hotel ITC Grand Chola at Chennai spans every arena of sustainability.

21 | P a g e
ITC HOTELS
 ITC Maurya, New Delhi
 ITC Maratha, Mumbai
 ITC Royal Gardenia, Bengaluru
 ITC Windsor, Bengaluru
 ITC Grand Central, Mumbai
 ITC Sonar, Kolkata
 ITC Kakatiya, Hyderabad
 ITC Mughal, Agra
 ITC Rajputana,Jaipur
 ITC Grand Bharat,Gurgaon
 ITC Royal Bengal, Kolkata
 ITC Grand Goa Resort and Spa,Goa
 ITC Grand Bharat,gurugram
 ITC Kohenur,Hyderabad

SHERATON HOTELS
 Sheraton Chola Hotel, Chennai
 Sheraton New Delhi Hotel, New Delhi
 Sheraton Park Hotel and Towers, Chennai
 Sheraton Rajputana Hotel, Jaipur

WELCOM HOTELS
 WelcomHotel Vadodara, Vadodara
 WelcomHotel grand bay,Visakhapatnam
 WelcomHotel Amritsar, Amritsar
 WelcomeHotelBengaluru,Bengaluru
 WelcomeHotelChennai,Chennai
 WelcomeHotel GST Road,Chennai
 WelcomeHotelJodhpur,Jodhpur

22 | P a g e
 WelcomeHotelKhimsar Fort and Dunes,Rajasthan
 WelcomeHotelDwarka,New Delhi
 WelcomeHotel Bella Vista, Chandigarh
 WelcomHotel Pine N Peak,Pahalgam
 WelcomeHotelShimla,Shimla
 WelcomeHotelAhmedabad,Ahmedabad
 WelcomHotelDevee Grand bay, Visakhapatnam
 WelcomeHotel The Savoy,Mussoorie
 WelcomHotelCoimbatore,Coimbatore
 WelcomeHotel Bay Island,Portblair
 WelcomeHotelKences Palm Beach, Mamallapuram-Chennai

FORTUNE PARK HOTELS

 Fortune Sullivan Court, Ooty

 Fortune Hotel The South Park, Trivandrum
 Fortune Select Trinity, Bengaluru
 Fortune Select JP Cosmos, Bengaluru
 Fortune Select JP Celestial, Bengaluru
 Fortune JP Palace, Mysore
 Fortune Inn Valley View, Manipal
 Fortune Select Palms, Chennai
 Fortune Park Aruna, Chennai
 Fortune Park Vallabha, Hyderabad
 Fortune Select Manohar, Hyderabad
 Fortune Inn SreeKanya, Vishakapatnam
 FortuneKences Hotel, Thrupathi
 FortuneMurali Park, Vijayawada
 Fortune Pandian Hotel, Madurai
 Fortune Resort Bay Islands, Andamans
 Fortune Inn Jukaso, Pune
 Fortune Inn Exotica, Hinjewadi
 Fortune Landmark, Indore
 Fortune Inn Havelley, Gandhi Nagar
 Fortune Park Lake City , Thane

23 | P a g e
 Fortune Hotel Galaxy, Vapi
 Fortune Select Regina, Goa
 Fortune Select Dasva, Lavassa
 Fortune Select Exotica, Mumbai
 Fortune Hotel Landmark, Ahmedabad
 Fortune Bella Casa, Jaipur
 Fortune Inn Grazia, Noida
 Fortune Park Klassi, Ludhiana
 Fortune Park Boulevard, Delhi
 Fortune DJ Avenues, Delhi
 Fortune Inn Riveria, Jammu
 Fortune Select Metropolitan, Jaipur
 Fortune Select Excalibur, Gurgaon
 Fortune Select Global, Gurgaon
 Fortune Resort Grace, Mussorie
 Fortune Park Panchwati, Kolkata
 Fortune Select Loudon, Kolkata
 Fortune Resort Central, Darjelling
 Fortune Hotel Centre Point, Jamshedpur

WELCOM HERITAGE

 Bal Samand Lake Place, Jodhpur

 Bal Samand Garden Retreat, Jodhpur
 Bandhavgarh Jungle Lodge, Bandhavgarh
 Bassi Fort, Chittorgarh
 BijayNivas Palace, Ajmer
 Bob’s Place, Nathuakhan
 Burra Sahib’s Bungalow, Jorhat
 Calve, Pondicherry
 Camellia Hotel & Resort, Shanthiniketan
 Chalets Naldehra, Naldehra
 Chinnar Plantation Bungalow, Elappera Idukki Dist.
 Connaught House, Mount Abu
 Corbett Ramganga Resort, Corbett National Park
 Denzong Regency Retreat, Gangtok
 Elephant Point Retreat, Village Tippi
 Fernhills Palace, Ooty
 Golf view, Pachmarhi
24 | P a g e
 Grace Hotel, Dharamshala
 Grand Imperial, Agra
 Gurkha Houseboat, Srinagar
 Harlicheena Nature Resort, Manan Village
 Judge’s Court, Pragpur
 Kanha Jungle Lodge, Kanha
 Kasmanda Palace, Mussorie
 Khazanchand Mansion, Almorah
 Khimsar Fort, Khimsar
 Khimsar Sand Dunes, Village Khimsar
 Kikar Lodge Anandpur Sahib
 KoolwalKothi, Nawalgarh
 LalNiwas, Phalodi
 Lallgarh Palace, Bikaner
 Maharani Bagh Orchard Retreat, Ranakpur
 Mandir Palace, Jaisalmar
 Mistresahib’s Bungalow, Jorhat
 Narmada Jackson, Jabalpur
 Noor-Us-Sabah Palace, Bhopal
 Palace Belbedere, Nainital
 Pemaling, Dirang
 Pragati Resorts, Hyderabad
 Rajendra Vilas Palace, Mysore
 Ranjit’sSvaasa, Amritsar
 Ranthombore Forest Resort, SawaiMadhopur
 Raobagh Palace, Bundalkhand
 Regency Vilas, Ooty
 Rosaville, Shillong
 Royal Camp, Nagaurfort
 Royal Camp, Pushkar
 SardarSamand Palace, Pali
 Shalini Palace, Kolhapur
 Shambha – La, LehLadakh
 SheikhpuraKothi, Hansi
 Solang Valley Resort, Manali
 Taradale Cottage, Ramgarh
 Taragarh Palace, Palampur
 Thengal Manor, Jorhat
 UmedBhawan Palace, Kota

25 | P a g e
 Windamere Hotel, Darjeeling
 Windsor Lodge, Ranikhet
 Woodville Palace, Shimla

ITC GRAND CHOLA

ITC Limited started its Hotels division in Madras (Chennai) with their first hotel,
the Chola Sheraton, which is now rebranded as My Fortune. In 2000, ITC Hotels
Group bought the 8-acre land at the Campa Cola campus on Anna Salai for 800
million. As part of a major investment plan announced by the then Chairman, Y. C.
Deveshwar, the hotel was planned at an initial cost of 8,000-10,000 million. The
hotel was inaugurated on 15 September 2012 by the Chief Minister of Tamil Nadu, J.
Jayalalithaa. The building, designed by Singapore-based SRSS Architects, is
of mixed-use development with three separate wings and is themed after
traditional Tamilian Architecture of the Chola Dynasty. The hotel is the ninth hotel
in The Luxury Collection brand. The hotel, built on over 1,600,000 sq ft, is dubbed
the largest stand-alone hotel in the country built with an investment of 12,000
million and has the largest convention centre in the country built on 100,000 sq ft
with a 30,000-sq ft pillar-less ballroom. In terms of room inventory, it is the third
largest hotel in India with 600 rooms

Architecture
The hotel is built in South Indian temple architecture and has four entrances similar
to the temples in South India, accordingly named as 'Vallavan' (North), 'Sembiyan'
(East), 'Killi' (South), and 'Chola' (West). There are 43 single bed room, 33 double
bed room, and 2 triple bed room apartments. Other features similar to the temples
include tall pillars, grand columns, and sweeping staircases.

The white and soft-cream floral motifs in close clusters in the hotel, found on the
walls, ceilings, and pillars, such as the sunflower motif in the portico and the kolam-
inspired motifs in the food and beverage areas, are themed after the Chola empire,
which ruled parts of South India and South-East Asia from 300 BCE to 1250 CE. The
bronze horse in front of the lobby is based on the one that was yoked to the chariots
of the Chola kings. The marble walls are interspersed with panels of carvings of the
wheel of life, the four-petalled flower, and are echoed in the etchings on the glass
doors leading to the rooms and lounge area.

The architectural theme is reinforced with 462 pillars, most of them with hand-
carved design work inspired by the Brihadeeshwara temple of Tanjore. The hotel has
over 1 million square feet of marble with 57 varieties of the stone, for which the
company bought a marble quarry in whole in Italy and shipped several tonnes of the

26 | P a g e
stone to Chennai for the construction. The hotel has 7 lounges, and the average room
size is 625 sq ft. The intricate stonework in the building were created by 4,000
artisans from Mamallapuram who worked on site. The overall construction of the
hotel took five years to complete.

Facilities
The hotel has 600 rooms and features 1,600,000-square-foot (150,000 m2) of built
area, 75,000-square-foot (7,000 m2) of retail space and 100,000 square feet
(9,300 m2) of conference and exhibition facilities, which includes a pillar-less main
ballroom of 26,540 sq ft named the Rajendra Hall, which can accommodate 5,000
guests. The ballroom is a stand-alone structure gently sloping into a carpeted
area. The total area of the ballroom, including the pillar-less portion, is
55,000 sq ft. The hotel also has a 48-seater preview theatre. The hotel covers 1.5
million square foot area on an eight-acre plot. Of the 8 acres, about 10 percent has
been given to the Chennai Metropolitan Development Authority (CMDA) as part of
the Open Space Reservation that has been taken over by the Chennai Corporation.
The hotel has been designed by the Singapore-based SRSS Architects and the local
architects in CRN.

The hotel's 600 rooms include 522 rooms and 78 serviced apartments. The rooms
include 326 Executive Club rooms, 31 Eva rooms, 132 Towers rooms, 48 ITC One
rooms, 14 Deluxe Suites each measuring 1,164 sq ft, a presidential suite named
the Karikalan Suite and a six-bay grand presidential suite named the Rajaraja Chola
Suite spread over 4,380 sq ft. The single rooms occupy an area of 615 sq ft with
exclusive lounge and private butler, and a distinct wing—named the Eva wing—for
female guests spanning the entire wing of the second floor, with rooms measuring
405 sq ft. The hotel has three wings: the first or primary wing houses all Executive
Club rooms, and the second wing contains ITC One rooms, Towers rooms and all the
Suites. The third wing has been constructed exclusively for the Residences, offering
the luxury accommodation. Spread over an area of 615 sq ft, the Towers rooms have
an exclusive entrance and are spread across the first floor all the way up to the
seventh floor. The Executive Club rooms, with an area of 405 sq ft, are spread across
the second floor all the way up to the tenth floor of the first wing

27 | P a g e
Executive Club

• Designed and furnished with

the discerning traveller in mind.

Superior comfort with ample

executive work space.

• Room size: 38 m²

• Ipad interface to control

in-room features

• Tea & Coffee ensemble

• Four fixture bathroom

The Towers

• The Towers embodies the unique

concept of a ‘hotel within a hotel’

with the unique feature of exclusive

check-in into a meticulously

designed spacious room.

• Room size: 57 m²

• Ipad interface to control in-room features

• Daily breakfast at coffee shop

ITC One

• Perfect for the top echelons of the

corporate world, space and luxury

with full business efficiency.

Exclusive in-room check-in.

• Room size: 57 m²

28 | P a g e
• Ipad interface to control in-room

features

• Butler service

• Daily breakfast

Chola Suites

• Imbued with the artistry and

cultural enlightenment of the

Cholas, these splendid suites

deftly blend intuitive design,

refined aesthetics and

functional ease.

• Suite size: Avg. 108 m²

• Separate bedroom and sitting room

• iPad interface to control in-room features

• 24-hour butler service

ITC Grand Chola Residences

• For long-staying guests, a choice of

one, two or three bedrooms, with a

sitting room, dining area and

kitchenette. Fabulous furnishings

and complete privacy.

• Apartment size: Avg. 111 m²

• Fully fitted out kitchenette

• Exclusive entrance, health club and pool

29 | P a g e
MEETINGS AND EVENTS
The space earmarked for corporate events and celebrations stretches across a
massive 4,200 square metres. There are nine meeting rooms and eight banquet halls
of varying sizes and capacities, each with a distinct look and ambience. Gatherings of
different sizes can be held simultaneously with the greatest ease. The facilities and
amenities are exceptional and the technical equipment is cutting edge. Trained and
experienced teams are assigned to each event to design and implement every detail
seamlessly. Customisation is the key to match each host’s expectations.

Rajendera Tanjore Kaveri Killi

30 | P a g e
CUISINE
With 10 signature dining destinations the hotel offers the finest regional, national
and global cuisine to delight the gourmet aficionados. The culinary experiences are
staged with sustainability at heart by promoting local and seasonal ingredients,
further accentuating the flavours

Peshawri

• ITC Grand Chola, Chennai

• The robust, smoky flavours of the

north-west frontier emanate from

the clay tandoors and charcoal grills

here, and eating with your fingers is

encouraged.

• Northwest Frontier

• Casual Dining

• Operational Period:Lunch & Dinner

Avartana
• ITC Grand Chola, Chennai

• Exemplifies an exclusive blend of

traditional & progressive renditions of

Southern Indian cuisine, which is

rooted to the gravitas of the unique

tastes,aromas & flavours of southern

Indian spices.

• Progressive South Indian

• Fine Dining

Operational Period:Dinner

31 | P a g e
Royal Vega

• ITC Grand Chola, Chennai

• An exclusive luxury vegetarian

restaurant that features a fine collection

of signature vegetarian dishes from the

erstwhile royal kitchens of India.

• Signature Vegetarian

• Fine Dining

• Operational Period:Dinner & Sunday Brunch

Ottimo Cucina Italiana

• ITC Grand Chola, Chennai

• A traditional Italian kitchen has been

recreated with an authentic array of

antipasti, pizzas baked in a

wood-fired oven, artisanal pastas

and much more.

• Italian

• Signature Dining

• Operational Period:Dinner & Sunday Brunch

32 | P a g e
Pan Asian

• ITC Grand Chola, Chennai

• From the subtle delights of sushi to the

fiery peppercorns of Sichuan and many

more between, Pan Asian regales the

gourmet with tales from the Near and

Far East.

• Asian

• Signature Dining

• Operational Period:Dinner & Sunday Brunch

Madras Pavilion

• ITC Grand Chola, Chennai

• A fine dining buffet and live station

restaurant that serves the finest of

Indian and international cuisines.

• Multicuisine

• Casual Dining

• Operational Period:3 meal buffet

33 | P a g e
Café Mercara Express

• ITC Grand Chola, Chennai

• The friendly, youthful 24-hour coffee

shop lauded for its extensive

collection of coffees, along with a

delicious array of global gourmet

food.

• Multicuisine

• Casual Dining

• Operational Period:All Day Dining

The Cheroot Malt & Cigar Lounge

• ITC Grand Chola, Chennai

• The only distinguished corner in

Chennai where they understand the

harmony of an aromatic cigar with a

smooth malt. The ideas and

conversations flow on.

• Club Cuisine & Finger Food

• Relaxed

• Operational Period:1100 till 0100 hours

34 | P a g e
Tranquebar

• ITC Grand Chola, Chennai

• An elegant bar where luxury and

refinement make for a winning

combination.

• Club Cuisine & Finger Food

• Relaxed

• Operational Period:1700 till 2345 hours

Fabelle - The Chocolate Boutique

• ITC Grand Chola, Chennai

• Fabelle, a one of its kind luxury

experience of handcrafted chocolate

creations that activates your senses

like never before.

• Chocolate Boutique

• Relaxed

• Operational Period:1100 till 0000 hours

35 | P a g e
WELLBEING
Leisure facilities include a 23,000-sq-ft Kaya Kalp Spa with 12 treatment rooms, 2
hamams, a yoga studio, a tea lounge, a men's salon and a salon for women; outdoor
pools; gyms for each of the three wings; and a shopping area. There are three
swimming pools in the hotel—the rooftop pool with twin smaller pools, a children's
pool, and a Jacuzzi

36 | P a g e
Awards and Achivements
 In February 2013, the hotel obtained a 5-star GRIHA rating—the highest
national rating for green buildings, conceived by The Energy Research Institute
(TERI) and the Union Ministry of New and Renewable Energy (MNRE)—which was
presented by President Pranab Mukherjee.
 The hotel is the first in the country to obtain a 5-star rating from the
Association for Development and Research of Sustainable Habitats (ADaRSH). It
was rated on 34 criteria, categorised under various sections, including site selection
and planning, conservation, utilisation of resources, and building operation and
maintenance.
 The hotel has won Times Food Guide awards for two of its restaurants:
Peshawri (for Best North Indian restaurant) and Ottimo-Cucina Italiana (for Best
Italian restaurant). It has also been awarded with the title of Greenest Washrooms
by Washrooms and Beyond magazine.
 In June 2014, the hotel was awarded the "Best Business Hotel" award at the
third Annual Lonely Planet Magazine Travel Awards 2014.
 ITC-Welcomgroup was perhaps the first hotel chain in the mid-1980s to
foresee a boom in business travel and realised distinct needs of the corporate
traveller.
 These hotels received not just the stamp of approval not only from these
leaders, but from their security chiefs as well!

 ITC-Welcomgroup has pioneered the concept of "Branded

Accommodation" in the hospitality industry. Branding led to the creation of
separate categories of rooms, each with a different service design, aimed at different
target segments. The different room categories were branded Executive Club, The
Towers and lately, ITC One. The Towers and ITC One introduced the winning
concept of a ‘hotel within a hotel’. The Indian corporate world gave its
unqualified approval to this segmentation.
 Going beyond the corporate travellers, the chain’s flagship hotels, ITC Maurya,
New Delhi and ITC Windsor, Bangalore have had the proud privilege of hosting
many world leaders: from former US President Bill Clinton, Russian President
Vladimir Putin, British Prime Minister Tony Blair, German Chancellor Gerhard
Schroeder, to business tycoons like Bill Gates and Michael Dell.

 These hotels received not just the stamp of approval not only from these
leaders, but from their security chiefs as well!

 ITC Maurya, New Delhi is also the only one in India, to have won the British
Safety Council’s ‘Sword of Honour’- Thrice.

37 | P a g e
 ITC Maurya, New Delhi is India’s first hotel to be accorded the ISO 14001
certification for its Environment Management Systems.

 Eight more ITC-Welcomgroup hotels followed in quick succession: ITC

Mughal, Agra;
 ITC Windsor, Bangalore; ITC Hotel Park Sheraton & Towers, Chennai;
Sheraton Chola, Chennai; ITC Kakatiya, Hyderabad; Sheraton Rajputana, Jaipur;
ITC Maratha, Mumbai and ITC Sonar, Kolkata.

 ITC Maurya is the first hotel in India to be awarded the Golden Peacock
Environment Management Award for 2001 by the World Environment
Foundation.
 ITC Maratha at Mumbai was declared to be the Best Luxury Hotel of the
Year 2002, by the Federation of Hotel and Restaurant Associations of India.
 ITC Mughal at Agra was Asia’s first winner of the Aga Khan Award for
Architecture.

 Bukhara and Dum Pukht, both at ITC Maurya, New Delhi are amongst the first
Indian restaurants to win the International Golden Fork Award.

 Bukhara has been rated as the Best Indian Restaurant amongst 15 others
worldwide, by “The Restaurant Magazine” (UK), successively in the years 2002 and
2003.
 ITC-Welcomgroup won the PATA Gold Award in the Corporate
Environmental category for its WelcomEnviron initiatives in April 2005.

 ITC – Welcomgroup was featured as a “Superbrand” - a status awarded to

the organization by the Superbrands Council comprising of eminent personalities
from the world of branding. For its distinctiveness in terms of historic evolution,
marketing, advertising and design achievements, ITC – Welcomgroup has been
voted as one amongst the 101 strongest brands in India.

38 | P a g e
ITC HOTELS PLATINUM STANDARDS

 I COMMIT TO KNOW, OWN AND PRACTISE THE ORGANIZATIONAL

MOTTO ‘A WOW AT EVERY MOMENT OF TRUTH’.
 I WILL ALWAYS DEMONSTRATE AND DELIVER THE CORE VALUES OF
THE ORGANIZATION: WARMTH, INDIGENOUS, SUSTAINABILITY,
SLEEP AND EFFICIENCY.
 I BELIEVE THAT ‘THE FIRST 30 SECONDS COUNT’ AND WILL USE
THIS OPPORTUNITY TO CREATE A FAVOURABLE IMPRESSION ON
THE GUEST
 I WILL COMPLY AT ALL TIMES WITH THE ‘ WELCOMSTYLE’
STANDARDS OF ‘APPEARANCE’ ‘LANGUAGE’ AND ‘DEMEANOR’.
 I WILL ALWAYS OFFER A WARM GREETING, WEARING A GENUINE
SMILE WITH EYE CONTACT AND ADRESS THE GUEST BY NAME.
 I WILL ESCORT THE GUEST, WHENEVER APPROACHED FOR
DIRECTIONS, RATHER THAN SIMPLY POINTING THE WAY.
 I WILL PROVIDE EXCEPTIONAL SERVICE BY ANTICIPATING ALL
GUEST NEEDS AND RUN DAT EXTRA MILE TO ENSURE GUEST DELIGHT.
 I WILL OWN EVERY GUEST PROBLEM RECEIVED BY ME, RESOLVE IT TO
THA SATISFACTION OF THE GUEST THROUGH ‘WELCOMRECOVERY’ AND
ENSURE GUEST RETENTION.
 I WILL EXEMPLIFY COURTESY AND GRACE BY ALWAYS USING BOTH
MY HANDS WHENEVER RECEIVING OR HANDING OVER ARTICLES TO
GUESTS ( PASSPORTS, CREDIT CARDS, KEY CARDS, ETC.)
 I WILL ALWAYS PRACTICE ‘ THE R.I.G.H.T. WAY’ ( COMMUNICATION
AND TELEPHONE ETIQUETTE).
 I WILL ALWAYS BID A WARM GOODBYE AND FOND FAREWELL
TO OUR GUESTS TO ENSURE REPEAT VISITS.
 FOR THOSE OF US WHO ARE NOT IN GUEST CONTACT, IT IS OUR JOB
TO HELP THOSE WHO ARE.
 I PLEDGE TO OFFER OUR GUESTS THE EXPERIENCE OF ‘
RESPONSIBLE LUXURY’.
 I WILL ACCOMPLISH THE ABOVE WITH PRIDE, DIGNITY AND
INTEGRITY.

39 | P a g e
SHARING & IMPLEMENTING NEW THOUGHTS AND IDEAS

DEDICATION

 DEDICATION TO PERFECTION IN ALL SPHERES OF OUR LIVES AT

WORK AND AWAY FROM WORK.
 DEDICATION TO SELF DEVELOPMENT.
EXCELLENCE

 UNSURPASSED EXCELLENCE IN THE SERVICE AND PRODUCT THAT WE

OFFER TO OUR COUSTOMERS.
 CONVICTION AND CONFIDENCE IN ONESELF TO EXCEL AS AN
INDIVIDUAL.
NEVER SAYING NO

 “NO I CANNOT” IS A PHRASE WE NEVER WANT TO HEAR TRY YOUR

BEST AND NEVER GIVE UP.
TRUST

 TRUST THOSE AROUND YOU MAKE YOURSELF WORTHY OF TURST.

WE BELIEVE

 WE BELIEVE THAT TO BE THE BEST WE NEED TO HAVE VALUES AND

OBJECTIVES THAT EACH ONE OF US HAVE.
 OUR OBJECTIVE IS CREATING A GUEST EXPERIENCE THAT SIGNIFIES
EXCELLENCE IN SERVICE LEVELS, VALUE FOR MONDY AND EXCEEDING
CUSTOMER SATISFACTION.
 OUR SUCCESS DEPENDS ENTIRELY UPON YOU AND YOUR WILINGNESS
TO IMBIBE THESE VALUES.

OUR VALUES

 TEAMWORK
 RESPONSIBILITY
 INNOVATION
 DEDICATION
 EXCELLENCE
 NEVER SAYING NO
 TRUST

40 | P a g e
TEAMWORK

 COMBINED CO-OPERATION CO-ORDINATION AND EFFORT OF EACH

AND EVERY ONE OF US.REGARDLESS OF POSITION.TOWARDS OUR
OBJECTIVE.
RESPONSIBILITY AND HONESTY

 BEING RESPONSIBLE AND ACCOUNTABLE FOR ALL OUR DEEDS AND

ACTIONS.
 BEING HONEST TO ONESELF AND TO OTHERS.
INNOVATION

 BEING CREATIVE

41 | P a g e
Learnings
FOOD PRODUCTION DEPARTMENT
INTRODUCTION:
Food Production is a department which is involved in preparation of food. A
process, in which raw materials are cooked, combined and transformed to make a
dish.

HIERARCHY OF F O O D P R O D U C TI O N DEPARTMENT

Hierarchy refers to the flow of authority from top to bottom in an

organization and with respect to the kitchen.

Kitchen organisation: The organisation of the hotel and restaurant

kitchen depends upon the:
 Size of the operation
 Type of the menu
 Type of the service
 Type of clientele

MODERN STAFFING IN VARIOUS HOTEL

In the present scenario, the modern hotels have various CDP’s under
the SOUS CHEF who have specialized in a particular field.

DUTIES AND RESPONSIBILITIES OF VARIOUS CHEFS

EXECUTIVE CHEF:

42 | P a g e
 Planning menu: he has to take into consideration all the factors
which influence the menus and the chef has to take a critical note of all
the activities which are important in the menu planning. Care should be
taken of various things such as eating trends, raw materials availability
and variety of the meals.

 Forecasting: before indenting and buying, the chef must be able

to produce the accurate estimates of the volume of production. He must
consider the following points:
o Previous year’s sales during the same time period.
o Sales forecast from f&b service departments.
o Volume of daily enquiries for the parties.
o Chef’s own experience.

 Purchase: the food cost will grow up if the purchasing is not done in
an optimum manner. Excessive raw materials results in pilferages whereas
shortage of raw materials results in the loss of business and decrease in the
no. of clientele.

 Planning work schedule: it is the duty of the executive chef to

ensure that the schedule of work is planned in such a way that enough work
forces are available all the time. So, the work schedule should be properly
planned in order to ensure manpower availability during the peak season
and festival time.

 Staff hiring: although the final decision rests with the personnel
manager but the details of the staff hiring are given by the executive chef
because he is the one who is actually taking part in the day today operation
with kitchen staff.

 Training: the chef will give the demonstration of the new dishes
which he wants to introduce in the menu. So, it is his duty to plan the
training programs not only for new comers but also for the existing staff.

 Supervision of the staff: it is the duty of the chef to delegate the

authority amongst the various chefs working under him to ensure that
the staff is performing duties as per his expectation.

SOUSCHEF:
He is the right hand of the executive chef and is generally responsible for the
day to day functioning of the kitchen. His duties are almost same as that of
the executive chef. He supervises the practical activities of the kitchen. He is
answer able to the executive chef regarding the daily activities. In the large
organization the number of souschef can vary depending upon separate
kitchen for separate restaurant.

43 | P a g e
CHEF DE PARTIE(CDP):for different section in the kitchen, there are
different CDP’s who generally work with the help of the different
apprentices and commis. Various CDP’s and their duties are as follows:

 SAUCECOOK/CHEFSAUCIER: he prepares the“entree”

i.e.to sell all the meat, poultry, and game birds(like turkey, pigeon
etc.)especially those which are not roasted or grilled. He prepare his own
mise-en place(putting everything on place)i.e. preparing for something in
advance like cutting, chopping ,and collecting the necessary ingredients
for many items. He can receive the prepared cuts of meat from the larder
department.
 ROAST COOK/CHEF ROTISSEUR: He is responsible for the
preparation of all the roast and grill items. This section also contains the
deep frying section and also prepares accompaniments, sauces and
garnishes for roast and grills.
 FISH COOK/CHEF POISSONNIER: except for the deep fried
and grilled fish all the fish preparation are prepared here along with the
accompaniments, sauces and garnishes. So a thorough knowledge of
various recipes and accompaniments is a must in this department.
 GRILL COOK/CHEF GRILLARDIN: he is the in-charge of
grilling of various dishes. Sometimes the chefs work under roast section.

 VEGETABLE COOK/CHEF ENTREMETTIER: all the

vegetables and potato other than deep fried prepared here under this
section.

 SOUP COOK/CHEF POTAGE: These sections prepare all the

soups and their accompaniments and the garnishes are also prepared by
this chef. Great care should be taken because it gives the impression
about the meal which are to be followed.

 INDIAN SECTION COOK: this department is responsible for the

preparation of all Indian dishes given in menu, which includes tandoor,
halwai, curry, rice, vegetables etc.

 LARDER COOK/CHEF GARDE MANGER: It is the cold section of

the kitchen which is generally concerned with the pre-preparation of the
food which is cooked by other department. This includes the preparation of
game, poultry, and fish. Cleaning and portioning of meat is also done in this
section. Also, this department is responsible for the preparation of hors de
oeuvres, salads, canapés, sandwiches and butchery section etc. So, the work
of this department is unending and continuous throughout the operations.
 PASTRY COOK/CHEF PATISSEUR: his work is specialized and
all the continental sweets, pastries and bakery product prepared in the
pastry section.
 RELIEF COOK/CHEF TOURANT: he is relief cook takes over a
section when a particular CDP goes on leave or has an off day. He is
44 | P a g e
generally a senior chef who is all rounder. He has got knowledge of all the
departments.
 BREAKFAST CHEF/CHEF DE PETITDE JEUNER: his duty
starts very early. He is responsible for complete breakfast service after his
work, He prepareise-en-place with then extcook.
 STAFFS COOK: he generally prepare for the staff.
 COMMIS: this people help in doing mise-en-place.

KITCHEN OPERATIONS:

Prep Production

Prep production is the unsung hero in the success of restaurants and catering
companies. A well-designed prep plan ensures that the team succeeds in front of
customers due to: * Sufficient quantities of prepared ingredients on hand to fulfill
customer orders * High quality of ingredient at the right temperature, consistency,
thickness, saturation, shape, resiliency, etc

It also helps the business to be more successful by:

Reducing the number of staff required to be present at one time to execute service or
events (which allows for use of smaller kitchen facilities, reduces overtime, etc)

Reducing the number of steps that need to be performed during service

Enables menus including food that require time to cook, marinate, etc

Finishing

Finishing is when the pressure is on! Customers may be standing right in front of
you or their ticket may be on your board. The team’s ability to finish multiple orders,
group them together where necessary for parties, and deliver them with the right
presentation and at the right temperature is often the difference between a rabid fan
and a disappointed former patron.

Finishing quality adds the distinctive tastes, textures, and presentation that often
helps clients to distinguish your food, and can literally be your “secret sauce”.

However, finishing speed and equipment is often forgotten as a potential bottleneck

for capacity as you scale or during peak service hours, and will be addressed in later
sections.

Packaging:
 Packaging is often given little thought, but a well-designed packaging step can
have a large impact on:
45 | P a g e
 Ingredient waste: Things like locking in moisture for herbs/ vegetables,
locking out moisture for breads and crackers, and reducing handling damage can
dramatically improve the shelf life and yield of perishable goods. At another level,
techniques like canning and cryovac can change the way ingredients are ordered
 Perceived product quality: Packaging’s first function is to deliver the
contents inside in appropriate condition. Anyone who has ordered takeout and
opened a steaming package of soggy fries at home has seen a failure of the selected
packaging to maintain a high quality product. Beyond issues impacting the quality of
food,
 Business margins: Packaging is often a hidden expense for
operations. Minimizing the use of unnecessary packaging, consolidating delivery
platters where possible, using lower cost package formats for smaller orders, and
other methods to reduce unnecessary cost with no value for the customer can
uncover substantial hidden profits.

Staffing:
Your team works to create your food. Ensuring you have enough people at the right
times can be the difference between handling a busy night and having angry
customers due to a backed up service. Labor laws dictate a number of requirements
around paying staff that drive a number of important operations:

Time Tracking: However your staff clocks in, keeping an accurate record of
working time and breaks is important in addressing any labor questions or
regulatory inquiries.

Overtime: Overtime laws vary by states and country, so make sure you know the
requirements in your area. Arranging your team and schedules to minimize overtime
can significanly change labor costs, as each overtime hour can cost 50-100% or more
extra over existing base wages + payroll taxes.

Payroll, Payroll Taxes, and Benefits: Administering payroll to meet local laws,
on time, and with appropriate taxes, wage garnishments, etc can be challenging and
often requires a 3rd party to ensure appropriate reporting.

Ordering:

The variability of catering makes ordering a challenging job that can make a large
swing in the quality, efficiency, and profitability of the kitchen. Restaurants face a
more consistent menu week to week and here the challenge is adjusting to take into
account the existing inventories based on daily variation in the items ordered.

Strangely, unlike other industries, the ordering process today is largely one that still
requires a phone call and the manual processing by an account rep, leaving room for

46 | P a g e
communication and processing errors and taking a substantial amount of time of
both the chef placing the order and the account rep.

Chefs approach ordering in 4 basic strategies today:

Pars: Chefs will bring inventories up to “par” or a set number that indicates the top
end of the desired inventory for that item. While a common practice that is easy to
understand, it is at the heart of a lot of waste and extra activity that occurs in
kitchens. In our kitchen, moving away from par ordering and looking at ingredient
consumption uncovered a significant shortage of eggs in pastry relative to amounts
ordered. A quick investigation uncovered the 6 egg omelettes of a chef on the
morning shift who was on a new diet and exercise regimen. We never noticed while
the par system was in effect.

Specials Driven: Chefs will look at the order list for the day and the current
inventory levels and the vendor driven specials and then guesstimate the things they
think they need. They’ll put in place some specials that use up the excess ingredients
they have, so that it those ingredients don’t spoil and go to waste. They’ll also
leverage any vendor specials or farmer’s market ingredients to drive some special
dishes of the day. This strategy often includes use of large wholesale quantities of
items that can be obtained for a unit price discount.

Emergency Driven: Chefs will often realize that they’re out of a couple of
ingredients that they need right now…so someone will get sent to the local store to
retrieve those ingredients

Just in Time: Chefs will calculate the ingredients required for the day’s prep and
finishing work and order so that those ingredients come in the right quantities to be
consumed by that day’s work. This strategy will be a focus later in this book, as it ties
the most closely with lean principles. It requires the most preparation and reliable
supply chain. Its benefits are that it most reduces the chances for waste and enables
the shortest cycle times/ highest capacity operations.

Receiving:

The receiving step occurs when ordered ingredients are delivered to the
kitchen. Ideally, the received ingredients are:

 immediately checked for accuracy against the order;

 examined for required levels of quality;
 moved to the appropriate kitchen station for immediate use or to stored in
inventory.

47 | P a g e
With any discrepency, the supplier and the kitchen manager should both be notified,
to ensure that appropriate resolution occurs to solve the issue with the supplier as
well as enabling the kitchen manager as much time as possible to address the
ingredient shortfall.

In kitchens where the order reconciliation isn’t a given, emergency shops or

overinventory of ingredients as buffer is the norm.

Storage:

Storage areas hold a mix of food, equipment, and event supplies. While they can
never be too organized, a non-functioning organization spends a disproportionate
amount of time buying things they already have and running around looking for
things.

In an effective kitchen, everything has its place and there is plenty of open space
with appropriate containers allocated to hold ingredients needed for upcoming
jobs. Items are arranged in a way that’s easy to see, easy to access (if commonly
used), and easy to move. If possible, storage is nearest to where the item will be used
(location and height), to reduce the distance travelled to reach it. Common storage
areas include:

 Dry goods
 Walk-in refridgerators and freezers
 Undercounter or station refridgerators and freezers
 Equipment racks
 Under-table shelves
 Secured storage
 Warehouse storage
 Outdoor storage

Inventory:

Keeping track of what’s in inventory in a fast moving food business is a major

challenge. Issues include:

Perishable product/ spoilage

Inconsistent physical space required for same product

Lack of inventory controls

Lack of systems to track items in use

Shrinkage/ theft
48 | P a g e
Since it’s hard to track inventory in the computer, in many organizations
spreadsheets, white boards, and visual cues are used to keep a running count or
approximate what’s in stock.

Maintenance/ Cleaning

A clean and well maintained kitchen is a key to passing health department

requirements. Working clean is often the sign of an experienced prep chef. Daily
cleaning of stations, floors, and restrooms is often a closing task. Regular interval
deep cleans including drains, hoods, and hoses.

While cleaning is embedded in most kitchens, maintenance also needs to be

scheduled regularly to ensure reliable equipment function.

In both cleaning and maintenance, the best kitchens assign these jobs to specific
individuals and make them accountable for following through. Simple things like job
descriptions and initialled checklists are often enough to do the trick.

Quality Control
Making sure the items that come out of the kitchen are up to specifications is the
difference between consistently good reviews and feedback that pings between great
and angry. In many kitchens, it’s up to a senior chef to review all food going out and
make sure it’s up to standard - taste, temperature, texture, look, smell. In better
kitchens, there is often a strong cultural understanding of what the requirement is
for any item going out, so that anyone is able to spot errors prior to food reaching
the customer. In the best kitchens, errors are tracked and underlying issues of
common errors are addressed so that the error is subsequently eliminated.

(In FOOD PRODUCTION DEPARTMENT , I was allotted to work in

PANTRY)
This is one of the busiest sections of the commercial kitchens. The main functions of
the pantry are:

 Service of canned/bottle juices and fresh juices.

 Service of butter milk, variety of milk shakes, cold coffee and sherbets etc
 Service of sandwiches and salads
 Service of bread with butter as accompaniments for soups
 Arranging large platters of fresh fruits for buffets.
 servise of alternative milk substitutes and breakfast cerals

RECEIVING:

This process is done by the receiving department incharges, where the sellers or
dealers of goods deliver the ordered items.
49 | P a g e
This includes groceries,Fruits, vegetables, meats etc.

QUALITY AND QUANTITY CHECKING:

This process is done by both receiving department incharges. As the dealers deliver
the ordered goods the receiving incharge checks the quantity of each individual
products and checks with the ordered quantity. The chef checks the quality of each
fruit and vegetables, meat if the quality is not good the particular product will be
returned to the dealer.

SANITIZING OR CLEANING:

Every individual product is cleaned or sanitized and brought into the hotel.

the fruits are sanitized with bulk vegetable washer machine

TAGGING:

This process includes , sticking the tags on the packed processed meats meantioning
the product name ,date of processing , date of expiry and processed by. There are
different types of tags

VEGETARIAN TAG: this tag has 3 days of life

NON VEGETARIAN TAG: the product with this tag should be cooked and
consumed in 2 days

FROZEN ON TAG: The products which are tagged by this tag will be stored in
deep freezer

Storing
Design the stores area in any catering establishment in a way that helps the
successful running of the kitchen. The main object is to keep reasonable stocks so
that the kitchen can supply a meal whenever one is required. If you have not allowed
sufficient storage space, you might need to purchase food more often and perhaps in
a hurry. If an excessively large space is allocated to stores, there can be a danger of
overbuying/over stocking, so that food might not be as fresh as it should have been.

Before deciding what storage space is needed, consider the delivery position. If
deliveries are made daily, you can reduce the amount of storage; if there is a
minimum sized order required for delivery, the store must cater to that size. For
establishments in isolated areas, deliveries may be less frequent, so a larger store
with special facilities (eg. Cool rooms etc) may be needed to hold larger amounts of
foodstuffs. Storerooms should have appropriate ventilation and insulation. This may
be helped by where they are located within a building. Consider prevailing weather
(eg. direct sun, prevailing winds etc).

50 | P a g e
Storage areas may be divided into the following areas:

Dry Store

Generally the temperature of a dry store should be approximately 9 to 10 degrees

Celsius. This may be achieved through natural ventilation and insulation or, in some
instances, with the aid of gentle refrigeration. Fittings are best made of noncorrosive
metal (eg. stainless steel), if possible, rather than with timber shelving or benches.
Metal storage bins are preferable for sugar, flour and dry cereals. Mount these bins
on wheels or suitable castors so they can be easily moved in and out of food
preparation areas, if necessary. Fit the storeroom with both platform and table
weighing machines. Shelves under tabletops should be a minimum of at least
230mm above the floor, to make cleaning easier.

Vegetable Store

The temperature should be around 9 degrees Celsius or lower. This room needs
more detailed attention than other storerooms because of the possible rapid
deterioration of this type of food. Provide sufficient raised platform space, preferably
slatted metal storage, for sacks of potatoes and other root vegetables. This creates
circulation of air, which prevents the moisture that causes moulds or rots. Provide
open-mesh storage racks or bins for other vegetables. These should be shallow for
the storage of green vegetables (in single layers). Fit the bottom of each rack or bin
with a tray to collect dust or other rubbish (mount these collection trays at least
230mm above the floor for ease of cleaning).

Refrigeration Stores

You cannot store all different types of foods in a normal refrigerated room. Among
other reasons, some foods (eg. fish) have strong odours that can taint the flavor of
other foods. Authorities usually recommend that special fish storage cabinets
operate at 0˚C. High humidity is also preferable for storing wet fish or fish fillets.

Larger establishments require separate meat daily, and can divide general and cold
stores, and total this up through the other rooms. A useful guide for estimating the
capacities is 3.4 cu. meters per ton of meat; 4.25 cubic metres per ton of wet fish;
and 7.1 cu. meters per ton of mixed daily produce.

STORAGE TEMPERATURES

Deep Freeze: -18˚C

General Cold Room: 4˚C

Fresh Meat: -1˚C

51 | P a g e
Frozen Meat: -8˚C

Wet Fish: 0˚C

Milk and dairy products: 4˚C

In larger establishments, an actual deep freeze room might be necessary for frozen
foods, ice cream, etc. Besides a refrigerator and deep freeze, an ice- making unit may
also be needed. The capacity for ice making will depend upon both the establishment
size and the climate. Alternatively, if iced drinks are served from the kitchen,
installing a separate ice cube (or flake) maker may be necessary.

IMPORTANT TEMPERATURES

DANGER ZONE - 5˚C - 63˚C

FRIDGE - 0˚C to 5˚C

FREEZER - -15˚C - -18˚C

COOKING OF FOODS - 74˚C

HOT HOLDING OF FOODS – minimum of 63˚C

REHEATING OF FOODS – minimum of 63˚C

DEFROSTING OF FOODS - 1˚C - 5˚C

HYGIENE AND HEALTH REGULATIONS IN A KITCHEN

To have a successful chef job or cook job in any food establishment you have to make
sure that you follow and enforce the standard safety procedures and health
regulations that are put in place for the protection of the customers and yourselves
as chefs.

A health certificate is needed for every food establishment to say that the food you
are serving is clean, healthy and the kitchen is completely hygienic. This gives
customers peace of mind knowing that there are not rats or other bugs in the
kitchen, and it will also prevent lawsuits should an issue arise. If you don’t have a
health certificate, you don’t have a leg to stand on.

It is necessary to make sure that all the correct kitchen hygiene protocols and food
safety regulations are being adhered to. These rules should be placed up on a wall in
the kitchen where all the kitchen staff and chefs can see it and it is simple hygiene
rules that you would follow in your own home. Basics like keeping your station clean
and disinfected, making sure that the dishes are washed in clean soapy water, having
a clean uniform and chef hat on at all times, and washing your hands between
making meals and from when you work with raw meats to other foods, are just some
of the hygiene elements that should be followed every time we enter the kitchen. For
52 | P a g e
hand washing, every kitchen should have a special hand washing basin and for
washing dishes there must be a double sink or a single with an industrial or large
dishwasher.

The food safety regulations also include rules that you have to have in a kitchen in
the way it is constructed and designed, for example having separate areas in the
kitchen for “dirty” work such as dirty dishes an equipment and raw foods that are
being prepared, and the ready to eat, complete meals and dishes.

Then you also have to follow the following regulations for the floors and walls as set
out by the health inspector. The floors and walls must be easy to clean. “Impervious,
non-absorbent, non-slip, and washable surfaces must be provided.” For the walls,
the paint must be able to handle heat where there are hot cooking surfaces and must
be resistant to splashes. The floors must have welded or sealed joints and preferably
coved skirting’s must be used.

The ceilings should also be impervious and must reduce the amount of
condensation. Any woodwork must also be made so that it remains as dirt free as
possible and non-absorbent.

Another food safety regulation that must be followed is the lighting. You have to
have adequate artificial lighting in various areas of the kitchen, such as above the
stove, serving area, preparation areas, storage areas and any work counters. All
kitchens must also maintain their hygiene by installing the correct amount of
ventilation systems, whether they are mechanical or natural. For hygiene your food
supervisor or manager must also check all the equipment and tools that you make
the food to make sure that they are clean and in good working order.

The health inspector will check all of these things when visiting the kitchen so the
food establishment is always safe and healthy for preparing and making food.

COOKING AREA

This section describes some available cooking appliances and the capacities or
outputs obtainable from them, to help owners estimate individual cooking
equipment requirements.

Central Range

This is the most important item in the kitchen, and in some smaller hotels and
restaurants it may be the only piece of cooking equipment installed. In larger
kitchens, though, various cooking processes on a cooking range will need to be
broken down, and carried out on specially designed equipment. The cooking range
typically has ovens below for roasting, baking, etc. and hot plates above for boiling,
simmering or frying purposes. Alternatively, the hot plates may be mounted separate
to the oven. The height of both depends on preference, and on space available.
53 | P a g e
Capacities:

Ovens: 0.03 cubic meters per 4.5 kg of meat

Hot Plates: 10 square meters of hot plate will accommodate 2.3 liters of pan space.

Convection Ovens

These ovens have become increasingly popular because of their cooking speed,
reduced cooking times, flexibility as a general purpose oven, evenness of cooking,
uses as a reheat oven for pre cooked frozen foods.

Microwave Ovens

When first introduced, these often produced poor results, such as bland- looking or
unevenly heated food, or soggy rather than crisp textures; hence microwaves gained
a bad name with many caterers. These early microwave ovens, however, did have the
unique ability to rapidly heat precooked food, or to rapidly defrost frozen portions,
and quickly became standard features of many food establishments. Some modern
microwave ovens have overcome previous problems and have many features that
allow them to be used for more than defrosting or heating. Still, many restaurants
use microwaves only for limited purposes, not for cooking meals, one reason being
that the flavor, texture and healthfulness of microwaved food are often believed to be
inferior.

Other types of cooking equipment include:

Pastry oven

boiling pans

Bratt pan

Deep fryers

54 | P a g e
Steamers

Fryers

Grillers

Infra red oven

CHOPPING BOARD

This is a very basic equipment in kitchen used for choppin and cutting.

COLOUR CODES FOR CHOPPING BOARD:

 GREEN - FRUITS AND VEGETABLES
 YELLOW- DAIRY PRODUCTS
 RED - RAW PRODUCTS
 BLUE - SEA FOOD
 GREY - PORK PRODUCTS
 WHITE - BREAD,SANDWICH, READY TO EAT PRODUCTS.
 BROWN - COOKED MEATS
 PINK - ALLERGEN PRODUCTS

GARBAGE BINS IN KITCHEN

55 | P a g e
COLOUR CODE FOR GARBAGE SEGREGATION:
 GREEN - FOOD WASTE , EDIBLE WASTE.
 BLUE - PLASTIC WASTE.
 PINK - PAPER,METAL,WOOD WASTE
 YELLOW - MEDICAL WASTE.
 RED - CERAMIC,GLASS WASTE.
 BLACK - MULTILAYERED PLASTIC WASTE

BASKETS USED

 GREEN Baskets for vegetables.

 RED Baskets for meats.
 BLUE Baskets for seafood.

56 | P a g e
IN-ROOM DINING
The In-Room dining is responsible for serving food and beverages in the guest
rooms according to the pre-determined standards. All the activities of the room
service departments are controlled by the room service manager. He is responsible
for preparing the budget for the department and compiling room service menu card
liasing with the chef and the food and beverage manager. He is also responsible for
preparing the sales report and analyzing sales. He handles guest complaints and
establishes a good rapo with them. He also makes sure that the department has
adequate supply of materials and provisions required for room service. Under the
In-room dining manager is the captain of the outlet. He is responsible for receiving
orders from the order taker. He collects the dishes from appropriate section of the
kitchen and checks the food for garnish, portion and presentation. He prepares the
duty schedule for the stewards and butlers. Under the captain is the steward of the
outlet. He is responsible for delivering the food and beverages to the room. He
places fruit baskets, chocolates, cookies in rooms identified by the captain

IN-ROOM DINING ORDERS

The Room Service Order Taker takes the order and writes it in the hotline book
which consists of room number, the order given by the guest, name of the guest,
order taken by:, time of order etc. If the order is placed by the guest through the iPad
in his / her room, the order is confirmed by the room service order taker by calling
up the guest. The KOT will be printed and a copy is sent to the kitchen. After the
food has been prepared it is placed in the tray setup and deliver it to the guest the
tray setup placed according to type of food with its accompliments and payment will
be collected if not room posted. The payment will be made through cash/card/UPI.
The transaction is based on cloud based transaction

CIGARETTES SOLD TO GUEST:

 Classic Mild
 Classic Ultra Mild
 Classic Menthal
 Classic Menthal Rust
 Classic Regular
 Classic Verve
 Gold Flake Lite
 Gold Flake Regular
 Gold Flake Kings
 Benson & Hedges Lite

57 | P a g e
TYPES OF GLASSES

 Old Fashioned Glass – 350 ml Used for Whiskey

 Shooter Glass – 90 ml Used for serving Vodka
 Shot Glass – 50 ml Filled only for 30 ml Used for tasting all liquor
 Cutting Glass – 200 ml Used for tea or coffee
 Red wine glass – 450 ml Served up to 180 ml Used for serving Red wine
 White wine glass – 350 ml Served up to 180 ml Used for serving White wine
 Pilsner – 500 ml Used for fizzy drinks and draught beer
 Beer Goblet – 350 ml Used for serving beer
 Decanter – 400 ml Filled up to 300 ml Used for serving juices and soda
 Decanter – 600 ml Filled up to 500 ml Used for serving juices and soda
 Champagne Flute – 250 ml Served up to 200 ml Used for serving Champagne
 Cascade – 500 ml Used for serving cold coffee, milkshakes and buttermilk
 Water Goblet – 450 ml Used for serving still or sparkling water
 Sherry Glass – 250 ml Used for serving fortified wine
 Brandy Snifter – 600 ml
 Beer Mug – 500 ml
 Juice Glass – 250 ml
 Bathroom Glass – 300 ml
 Mapoli Glass – 500 ml Used for serving fizzy drinks
 Soda Fountain Glass – 350 ml Used for serving Fresh Lime Soda, Soda drinks
 Tom Collins – 350 ml Used for serving juices
 High Ball Glass – 350 ml Used for serving water
 Alfi Pots – 350 ml, 750 ml, 1000 ml Used as a flask for tea, coffee or hot water

TYPES OF CROCKERIES

 Full plate
 Half plate
 Quater plate
 Soup bowl
 Pasta plate
 Coffee mug
 Tea cup
 Saucer
 Double saucer
 Rice bowl
 Samber bowl

58 | P a g e
  Chutney bowl
 Closers
 Straw holder
 Glass Lid

TYPES OF CUTLERIES

 AP Spoon
 AP Fork
 AP Knife
 Soup Spoon
 Cocktail Spoon
 Service spoon
 Service Fork
 Desert spoon
 B&B Knife
 Ice tongs
 Nut cracker
 Lobster cracker
 Ladle

Types of Linen
 Tray mat-----------16.5 X 21.5
 Napkin-------------21 X 21
 Cocktail napkin----10.5 X 10.5
 Table cloth --------65 X 60

59 | P a g e
HOUSEKEEPING DEPARTMENT
INTRODUCTION

The house keeping is one of the four operational departments. A major share of
hotel revenue is earned for the hotel from the SALE OF ROOM and the cleaning and
maintenance of the room is looked after by housekeeping. Though the first priority
of this department is cleanliness of rooms, they are also responsible for the general
maintenance of the hotel, cleanliness of public areas and flower arrangements etc.

THE OBJECTIVES

• To provide clean, comfortable, attractive and safe surrounding for guests and
enrich their experience through professional service.
• To keep hotel knew contemporary and inviting.
• To control expenses in order to assist in a profitable operation.

AREAS INCLUDES :

• CONTROL DESK
• FLOORS & ROOMS
• PUBLIC AREA
• BUTLER SERVICE
• ENGINEERING
• SECURITY

CONTROL DESK

The house keeping control room is situated next to the Executive Housekeepers
cabin on the ground floor. It is of utmost importance since this is the nerve centre of
coordination between the housekeeping report for duty and other department, it is
here that all the staff of housekeeping reports for the duty and at the finish of the
duty, it is here that all the master keys reaccepted and handed by the house
important work is to take job order from floor supervisors and inform the concerned
departments.

SOME OF THE MAIN DUTIES OF THE DESK SUPERVISOR ARE :

• She attends to guest requests and complaints.

 • She takes down departure given by front office and informs the concerned floor
supervisor.
• Consolidates the room occupancy report and sends it to the front office. Block
rooms are cleaned as and when guests check out.

RECORDS MAINTAINED AT HOUSE KEEPING DESK :

• The request complaint is entered in follow up sheet after filling up the relevant
columns of room no and time request.
• Concerned department is informed, recording time and name of the person.
• On completion work time is recorded.
• Guest is called up to check if he is satisfied.

MAINTENANCE RECORD

To have a record of maintenance job order coming floors and to ensure that the job
is done promptly and rooms is released as soon as possible, thus preventing loss of
revenue.

LOST & FOUND REGISTER

All lost and found items are handed over to the desk. The supervisor enters the
details in the register.

UNDER REPAIR CHART

When a room is blocked for maintenance purpose it is entered in under repair chati
boards at the control desk.

VIP GUEST BOARD :

The name and the room number of the W.A guest stay in the hotel and expected in
written in the board and updated regularly.

UNDER REPAIR ROOM BOARD :

The room numbers of the room block, reason for blocking and target date for release.

EMERGENCY SUPPLIES :

•Razor blade

•Shoe polish

•Ice bag

•Multi pin plug

•Extension cord.

•Hair drier

•Scissors

•Bath robe

•Shaving cream

•Tooth brush & Tooth paste

•Moisturizing Lotion

•Bath room slipper.

These are used during guest emergency. They are either provided to the guest or
sold out to them on request.

LOST & FOUND ARTICLES

Any articles left by the guest in the rooms or public area is taken to the house
keeping control desk and it is entered in the lost and found register. The following
should be entered in the lost and found register.

• Date when it was found.

• Place where it was found
• Description of the article
• Finders name
• Registered by
The article is then covered and a lost and found tag is tied to it and placed in a room
provided for lost and found articles.

Any guest who claims for the lost article should report to the Executive Housekeeper
or the concerned supervisor. He should give the exact description of the article,
place where the article was lost and date when the article was handed over should
also be written in the lost and found register.

The articles are kept in the lost and found store room and on the expiry of six
months the articles are given to the person who found it. Valuable articles like the
camera, tape recorder, Gold jewellery and cash are not given.

These articles go to the controls department and the management usually decides
upon auctioning it.

PROCEDURE FOR CLEANING THE ROOM

• As soon as you enter the room, draw the curtain.

• Check for laundry, check for room service tray, check for lost and found.
• Check if all the light and equipments are working.
• Give maintenance job order.
• Remove solid linen form room and bathroom.
• Empty all ashtrays and dust bins.
• Make the bed.
• Dusting is done for all upholstery’s and furniture’s
• Brass all items.
• Vacuums clean the carpet.
• Check for amenities and supplies.

PROCEDURE FOR CLEANING THE ROOM ,POST COVID-19

• After departure of a room ,OZONATOR MACHINE should placed and operate it

for 30mins for sanitation process.
• Sanitize the vacant room with jet spray for 10mins.
• Draw the curtain ,check for laundry ,check for room service tray , check for lost
and found items.
• Check if all the light and equipments are working.
• Give maintenance job order.
• Remove solid linen form room and bathroom.
• Empty all ashtrays and dust bins.
• Make the bed.
• Dusting is done for all upholstery’s and furniture’s
• Brass all items
 • Vacuums clean the carpet.
• Check for amenities and supplies.
• Disinfect all the soft surface area with disinfectant spray.
• Place the safety procedures card , room service card.
• Seal the door with ‘WE ASSURE ‘ safety seal.

TO CLEAN BATHROOM

• Sprinkle W.C. cleaning liquid in the bowl and soap solution in the bathtub and
wash basin.
• Remove used supplies in the bathroom.
• Scrub the wash basin with scrubbing brush then wash with water and wipe with
dry cloth.
• Wash shower curtain with water and wipe.
• Scrub bath tub, soap case, taps, showerheads and tiles around tub.
• Wash with cold water and wipe with dry cloth.
• Scrub W.C. bowl, seat and tank with soap solution, flush and wash the seat and
wipe.
• Check if any tap is leaking and fixtures in position.
• Spray glass-cleaning solution on the mirror and polish.
• Place all supplies and amities, wash floor and wipe dry.

PUBLIC AREAS

The public area of a hotel requires attention for it is not maintained properly it till
lead to a bad impression about the hotel. The public area includes the lobby, the
shopping arcade, the restaurant swimming pools, and banquet halls, all the executive
offices in the trolley has to be set before and after each shift. A properly set trolly
avoids unnecessary movement of the housemen from room to floor pantry and save
time.

At the beginning of each shift, the public area supervisor assigns different areas to
each houseman. The public area pantry is situated at the far end of the lobby and it
is form here that the houseman collect their cleaning equipment in a candy basket.
They start with basic cleaning operations such as dusting followed by wet/dry
mopping. If the floor is carpet then it vacuum cleaned.

CLEANING INCLUDES :
Lobby :

• Lobby and office, lifts, toilet, A VIS travels, shops. Banquets :

• Lift landing, corridors and all banquet halls.
• OFFICES
• Training centre, MD’s office, Gm’s office, F&B office, Doctor’s room, Sales office,
Accounts office, Telephones and housekeeping.
• Purchase, Personal, administration, laundry, music room, engineering, time
office, CSO’s office and chefs cabin.

FILES MAINTAINED:

• Linen inventory
• Memo In
• Memo out
• Bills
• Staff shoes
• Joining report
• Transfer information.
• MIS – Management standing system.
• Budget
• Job orders
• Uniform clearance
• Quotations.

LAUNDRY

Laundry is divided into GUEST LAUNDRY and IN-HOUSE LAUNDRY

INFORMATION ON BATH LINEN BATH SHEET

Size:92 x 183 cms

Weight: 912 gms

Yarn Count: 224

Price: Rs. 375

BATH MAT

Size: 53 x 76 cms
Weight: 400 gms

Yarn Count: 224

Price: Rs. 145

BATH TOWEL

Size: 76 x 152 cms

Weight: 715 gms

Yarn Count: 224

Price: Rs. 280

HAND TOWEL

Size: 40 x 60 cms

Weight: 165 cms

Yarn Count: 224

Price: Rs. 70

FACE TOWEL

Size: 30 x 30 cms

Weight: 55 gms

Yarn Count: 224

Price: Rs. 25

SIZE OF BED LINEN BED SHEET

KING SIZE: 310 x 310 cms

QUEEN SIZE: 290 x 310 cms

SINGLE SIZE: 210 x 310 cms

UNDER SHEET

KING SIZE: 286 x 225 cms

QUEEN SIZE: 266 x 225 cms

SINGLE SIZE: 186 x 225 cms

DUVET COVER

KING SIZE: 280 x 220 cms

QUEEN SIZE: 260 x 220 cms

SINGLE SIZE: 180 x 225 cms

BED THROW

LENGTH: 180 cms

BREADTH: 75 cms

GUEST LAUNDRY

PROCEDURE FOR GUEST LAUNDRY

Guest telephones for Laundry room no. and time is taken down.

The attendant then picks up the cloths, the cloths are segregated, checked with
laundry dry-cleaning list.

Then it is tagged and send for washing.

After washing it is pressed and separated according to the room no. and send
to respective rooms.

Voucher are made, entry is also made in valets summary sheet and laundry
valets call book.

LINEN ROOM
The main function of the department is to issue clean linen in exchange for dirty
linen. Similarly all staff uniforms are also handed over to them on the basis of clean
for dirty. Dirty linen from the floor comes down from the linen chute. The clean
linen has to be transported up to the pantry with the help of trolleys.

All uniforms are tailored name wise and size wise, Name and the size are marked
inside of the collar, inner band of trousers. The uniforms are issued to the staff over
linen exchange counter on a “LD FOR NEW” or “DIRTY FOR CLEAN”.

• Collection and distribution of uniforms

• Physical counting of uniforms.
• Supply of linen to various F&B outlet.
• Maintaining PAR stock of linen.
• Periodic inventory
• Proper storing of old and new linen.
• Proper utilization of old and worn out linen in the form of napkins. Pillow covers
etc.
• Responsible for the stitching uniform.

MINIBAR (on request)

ITEMS

• Mineral water
• Soda
• Sparkling water
• Sprite
• Coca-Cola
• Tropicana apple juice
• Tropicana orange juice
• SunfeastBadam Juice with pulp
• Sunfeast Mango Juice with pulp
• Roasted salted almonds
• Candyman fruit flavoured toffees
• Bingo Mad Angles
• Bingo Potato Chip
• Fabelle Chocolate
SUPPLIES PLACED IN TCM

•4 water bottles

•Tea / Coffee Supplies

•2 Nescafe sachets (2 gms)

•1 WelcomCoffee 4gms

•1 Twinning’s Tea Bag Earl Grey

•1 Twinning’s Tea Bag Lemon Flavored

•1 Twinning’s Tea Bag English Breakfast

•1 Twinning’s Tea Bag Green Tea

•1 Twinning’s Tea Bag Darjeeling Tea

•1 Twinning’s Tea Bag Assam Tea

•4 Milk Boxes

•6 Sugar Sachets

•6 Brown Sugar Sachets

•4 Sugar Free Sachets

ROOMS

• SHAMPOO
• CONDITIONER
• BODY GEL
• BODY LOTION
• SOAP
• SANITARY BAG
• SHOWER CAP
• SLIPPERS
• LAUNDRY BAGS
 FACILITIES IN THE GUEST ROOM

• iPad control
• Robes
• Marble bath
• Shoe Service
• Spa tub
• Hairdryer
• Iron/ Ironing board
• Mini bar
• In room safe
• 24 hour In Room Dining
• High Speed Internet Access
• Coffee maker
• Morning newspaper/ magazine

LINEN & LAUNDRY

• Uniforms
• Pant
• Shirt
• Waist-coat
• Blazer
• Saree
• Table cloth
• Napkins Towels
• Bath
• Hand
• Face
• Bath mat
• Pillow cover

HOUSEKEEPING OPERATING PROCEDURES& KEY CONTROL

Strict and positive control should be maintained over all hotel keys at all times.

FLOOR MASTER (Identification – FM)

These keys will open every door on a given floor including floor pantries and will be
issued in single sets.
DISTRIBUTION : Floor Supervisors

Room attendants all floor master keys will be held in a locked key cabinet in the
house keeping office except sub-custodies to the appropriate room attendant during
the normal worked by the floor supervisor. A key control 100 book will be kept for
the purpose of maintaining control of the key issued.

The floor supervisor held responsible for those section sets, which are checked out
from the key cabinet if a signature in his keys each by initiating opposite the room
attendant’s name and the key set number.

• KEY CONTROL :
• When not on use, all keys should be kept in a day cabinet.
• Set of key should only be issued to appropriate employment, as needed each day,
at which time they sign for their on a key control logbook.
• The key cabinet must be kept locked all times when the area is left unattended
regardless of the time.
• Keys should not be removed from the property be an employee who signs out
custody for PM and daily basis during the day after they have signed for the set
of keys, they must return their keys in while they are off the property.
• The employees will sign for the keys by identifying the set using their complete in
the key log.
• Keys will be checked in to the housekeeping office, evening floor supervisor duty
at the working sheet will acknowledge receipt of all keys on the log with their
initials.
• All keys should be sight inventoried by the Evening Floor Supervisor integral at
the end of the evening shift. Any loss or discrepancy will be reported
immediately to the Executive Housekeeper.
• At the end of each working day, keys are to be placed in the key cabinet locked,
and the housekeeping office locked.
• There is a special set of keys designated as the opening key. This set of keys will
have a key to the housekeeping office in which the key cabinet is kept under lock.
This set of keys can be left in the custody of the front desk (night) Manager when
the house keeping office is locked. They will be picked up each morning by the
morning shift supervisor in charge of the opening house and will be returned to
the Front Desk (night) Manager at the end of the evening shift.
PROCEDURE FOR ENTERING THE ROOM

• Do not enter the room if the DO NOT DISTURB sign is displayed on the room
door. Check the door later and re-check again while you are on duty.
• If you have not been able to enter the room within a certain time (which you will
be told later) report it to your floor supervisor. There would be a chance that the
guest may be sick. The floor supervisor should check the checking in time for the
guest. Never go off duty without reporting any or all room you have not been
able to clean.
• Always knock at the door before entering the room. Unlock the door by means of
the floor master key and open it slowly and knock. Fagin should be guest be
sleeping, withdraw quickly from the room. If the guest is awake, announce
Housekeeping room attendant and ask if he would like to have his room cleaned.
4.If you have been making a room in the absence of the guest and the guest
returns before your work has been finished, always ask him whether he wants
you to continue or return later.
• Occupancy report : The hospital assistant make an occupancy report which gives
the following information :
• Occupied and slept in
• Occupied but not used.
• Vacant room
• Departure room
• Out of order
• Number of persons in the room
• Scanty baggage

ENTERING ROOM

Knock on the door 3 times with your hand and not with the key.

Allow yourself by saying “Good evening Housekeeping”.

Pause for a few minutes for the guests response. If there is no testiness, repeat the
procedure before entering the room.

If guest responds, introduce yourself and request permission to effect evening

service by saying “Good Evening Sir Madam (guest name to be used whenever
possible). May I service your room?”

If guest agrees proceed with the service.

WEEKLY CLEANING :

Some items in guest rooms do not necessarily require daily attention they must be
done weekly. Among these are changing the papers in the drawers, polishing the
brass lamps, moving furniture out from the wall, carpet under bed, furniture, air
conditioning frill and bathroom rube light grill can be cleaned.

CHECK YOUR EQUIPMENT :

1. Stack your trolleys with proper amount of supplies for the day.

2. Check your supplies and equipment before you move to the room or floors.
3.Avoid running for equipment to the Housekeeping Department each time you
require something.

SAFETY PRECAUTIONS :

1. Always put on the light before entering a dark room. You might bang against
an object in the dark and hurt yourself.

2. When removing wastes from the baskets, empty them upside on an old
newspaper. It might contain razor blades or sharp objects like pin or broken glass.

3. Watch out for razor blades when cleaning bathrooms.

4. Carelessly handling furniture there by getting splinters.

5. Be careful and alert of broken glasses on the floors before cleaning them by
hands.

6. Don’t leave electric cords for someone trip over.

7. When opening and closing doors, you should hold the door by the knob and
not by the edge.

8. While cleaning window glass in guest room from outside use safety belt.
Possession while on duty. Hand it over to the Executive Housekeeper after your
duty.

REPORTING FOR WORK :

1. Always be punctual.
2. Always time your watch to be in the Hotel at least 10 minutes before your duty

3. Always apply for leave.

4. Do not absent yourself from duty.

UNIFORM :

1. Change your uniform daily.

2. Do not come to the floors with dirty. Stained crushed uniforms.

3. Try to avoid staining your uniforms.

SYSTEM OF EXCHANGE

ROOM LINEN

• Linen is sent down through the chute. If there is no chute, the house-men room
attendants should bring down the linens trolleys whenever they come down for
their tea lunch breaks.
• The floor supervisor should fill up a soiled linen slip and send it down to the
laundry. The laundry should tally the daily production with the soiled linen slips
whenever there is a discrepancy. In order to reconcile it.
• Bathrooms, newspaper bags and beside mats should be sent down separately.

FOOD AND BEVERAGES LINEN :

F&B linen should be sorted out separately as napkins, waiters cloth, tray cloth and
table cloth by F&B staff, before bringing it inside the laundry. All the small pieces
should be made in to bundles of ten each.

The linen room laundry staff should check the quantity at random. They should also
look for any misuse of linen any detected misuse of linen should be brought to the
notice of the F&B manager before processing and it should be noted down
separately.

UNIFORMS :
All the uniforms should be sorted out in the following categories before sending
them to the laundry.

1. Kitchen coats and Aprons.

2. Kitchen Trousers

3. White cotton uniforms

4. Colour cotton uniforms

5. Colour Terry – cotton uniforms

6. White Terry – Cotton uniforms

7. Terry wool Uniforms and dry – cleaning

8. Saris and blouses

PROCEDURES FOR GUEST LINEN

1. Whenever there is a discrepancy in the number of items mentioned the guest

the Laundry personnel must immediately inform the guest.

2. If there are any undeclared stains or damages on the garment should be

processed only after conforming with the guest.

3. Any special instructions should be mentioned on a blackboard in the guest

laundry section and should be followed strictly.

4. If there are any stains on the garment which could not be removed it should be
sent back to the guest with a stain card.

5. If the valet is unable to pick up or deliver any laundry due to a D.N.D. sign he
must place a D.N.D. slip under the door.

HOUSEKEEPING STAFFS:

EXECUTIVE HOUSEKEEPER

The term housekeeper is usually used for one who is responsible for the
housekeeping. The executive housekeeper is senior most in authority and is
responsible for the staff and the work in the department. She must have sound
technical knowledge and keep up with the latest developments in the industry. She
should be an able manager and be able to to conceptualize and execute plants. Her
duties include :-

• Attending the daily morning meeting with all departmental heads.

• Take a round of all the public areas in the hotel.
• Prepare the annual department budget with the help of assistant executive
housekeeper.
• Co-ordinates with all other departments for the effective and efficient work. Check
the V.V.I.P. rooms for upkeep, cleanliness and aesthetic appearance.
• Requisition of guestrooms cleaning supplies, cleaning materials etc.

ASSISTANT EXECUTIVE HOUSEKEEPER

• In the absence of the executive housekeeper the assistant executive housekeeper

performs her duties.
• Placement of staff on day-to-day basis, checks grooming standards of staff when
they report for duty.
• Issue of passkeys and maintenance of key register.
• Preparing duty rosters of all housekeeping staff including work schedules, shifts,
leave sanctions.
• Responsible for keys of the lost and found cupboard, claims for the articles must
go through her.
• She has to daily check the V.V.I.P., V.I.P. rooms.
• She deals with guest complaints of minor nature at the floor level.
• She deals with employees disputes of a minor nature regarding day to day
operation.
• She has to take a round of public areas atleast once a day.
• Stock register pertaining to rooms – linen; she looks after furniuture. Inventory
done along with the floor superviser is done once in a month in case of linen and
for furniture and fixtures once in a year.
• Co-ordinates with other departments for the effective and efficient working.

PUBLIC AREA SUPERVISOR

• Responsible for alloction of work to the staffs on daily basis.

• Responsible for the inceptor of poper cleaning being carried out in various public
areas.
• To maintain a regular and complete advance schedule of renouvation of public
areas in consultation with executive housekeeper.
 • Provide On job training for traineesand new recruits and also to fill up the
performance appraisals for staffs.

FLOOR SUPERVISOR

• Allocate the staffs according to the capabilities of each as well as the work
loaded.
• Breifing,attendance and grooming check for all room attendents and floor
housemens.
• Check for VIP amenities in the rooms.
• Prepare the housekeepers report from the individual room attendant’s report
and send to the housekeeping desk.
• To ensure that lost and found articles are properly recoded as well as handed
over to the desk.
• Issue the supplies to the room attendants on start of shift and receive the
remainder as the end.

DESK SUPERVISORS

• Centre of communication between reception and floor level conveys departure

room numbers from reception to floor level to reception via telephone paging
system.
• Handles guest requests like extra soap, razors, linen, shoe polish etc. These
items are kept with the dark supervisor.
• Handles lost and found registers all lost and found brought down by the floor
supervisor and stores them.
• Prepares a report on the future requirements using the housekeeping stores par
stock.
• Maintenance slips : Floor supervisor conveys the message to her.

HOUSEMAN

• Cleaning of banquet and public areas.

• Transporting of linen and stores and supplying of extra beds and cots.
• They also perform functions of butlers, i.e. supplying of fruits and bottled water
in the rooms. They take care of the mini-bar as well.
• Housemen take care of work that requires handling of heavy machinery like
carpet shampooing, floor scrubbing, carpeting etc.
ROOM ATTENDANTS

• Servicing of guestrooms the numbers may vary from 10 to 15, depending on the
policy or the degrees of luxury followed in the hotel.
• Housemen often perform cleaning of guest corridors and public areas around the
room.
• Reporting unusual occurrences in the rooms under his control to the floor
supervisor.
• Exchanging linen from linen room i.e. clean for dirty.
• Attending to guest requests and conveying guest complaints to the floor
supervisor.
• Cleaning of pantry or trolley.

LINEN ROOM SUPERVISOR

• To maintain various slips and records which are accepted and issued by the linen
room staff.
• Linen and uniforms, which are issued on the basis of, clean for dirty.
• Maintains and updates the stock register and takes stock at periodic intervals.
• Handles requests or complaints from the floors, departments and laundry.
• Checks on the standard of clean linen brought from the laundry and takes
necessary action if laundering is poor.
• Responsible for the behaviour of all staff and proper functioning of equipment in
the linen room.
LAYOUT OF HOUSEKEEPIMG DEPARATMENT

1. E.H.K. CABIN

2. SUPERVISOR CABIN

3. STORE ROOM

4. CONTROL DESK WAY

5. 1 MINIBAR STORE

6. LOST & FOUND

7. KEY RACK

8. WORKING TABLE

9. LINEN EXCHANGE COUNTER

10. RACKS

11. TAILOR

12. DRY CLEANING MACHINE

13. STAIN REMOVAL AREA

14. TAGGING MACHINE

15. CHUTING AREA CHEMICAL

16. ROOM

17. WASHER / HYDRO EXTRACTOR

18. GALEN DRING

19. DRYER

20. STEAL PRESSING

21. SERVICE ELEVATOR

22. WAY TO TASTE BUDS (CAFETERIA )

23. WAY TO TIFV1E OFFICE

Inter-Departmental Relationships

The importance of proper interdepartmental relationships for the efficient and

smooth running of any organization should never be underestimated. For the
successful running of any hotel the Housekeeping department has to maintain an
appropriate relationship with other departments of the hotel.

The Housekeeping department maintains proper communication and departmental

co –ordination with the following departments –

• Front Office.
• Engineering and Maintenance.
• Food & Beverage Service.
• Kitchens.
• Security

HOUSE KEEPING AND FRONT OFFICE

• Departure rooms which are cleaned and checked are notified to Front Office,
so they can again sell the rooms.
• All stay over guest’s information is sent to Front Office.
• All sleep out room’s information is sent to Front Office. This is important as the
guest might be a skipper.
• Room blocked for repairs, spring cleaning or maintenance are informed to Front
Office.
• If any extra person is staying in the room it is to be informed to the Front Office.
• Any unusual observation in the guest room or any other area of the hotel is to be
informed to the Front Office e.g. scanty baggage, suspicious person or object etc.
 • Discrepancy report is sent to the Front Office daily.
• DND rooms are informed to the Front Office.
• Details about lost and found articles are also given to the Front Office.
• The guest laundry bills are sent to the Front Office cashier.
• VIP OR VVIP’S arrival list is sent to housekeeping this is done in order to
prepare according to the VIP standards i.e. all the VIP amenities are placed etc.
• MOVEMENT LIST. It has the information about the expected arrivals and
departure of the day.
• Group arrival schedule is sent to the Housekeeping.
• The Front Office gives information about scanty baggage guest, so that
Housekeeping can keep a watch on guest.
• Room changed by the guest is informed to the Housekeeping.

HOUSEKEEPING AND MAINTENANCE

Good cooperation between the Housekeeping and maintenance department of a

hotel is very essential for the smooth functioning of the hotel. Whenever there is a
problem with the electricity, plumbing masonry, carpentry etc., anywhere in the
hotel then it is informed to the maintenance department.

1. Maintenance job information is sent from housekeeping department to

maintenance to do a job on floors or public areas.

2. Schedule for spring cleaning or blocking of floor is given to the maintenance,

so that the jobs could also be carried out in that area.

HOUSEKEEPING AND F&B SERVICE

Housekeeping is responsible for cleaning various outlets like banquets, coffee shops
and restaurants. The supply of linen and the uniforms of the staff are provided by
the housekeeping.

HOUSEKEEPING AND KITCHENS

There is no direct relationship between housekeeping and kitchens. The

housekeeping provides fresh uniforms to the kitchen staff against the soiled
uniforms.
MEASURES TAKEN FOR SAFETY IN COVID-19 PANDEMIC:

• Frequently Sanitizing the guest rooms , guest public areas, elevators, back areas
with jet spray machine.
• Sanitizing the guest rooms with ozonator machine.
• Using disinfectant spray on soft surfaces.
• Maintain social distancing among staffs
• Contactless checkin systems
• Contactless elevators
• Guest rooms are sealed with ‘we assure’ tags .
• Seperate garbage bags are used for quarantined guests
• Sanitizers are kept in all guest public areas.
• Swimmimg pools are close for guest safety.
• Maids trolley are sanitized frequently.
• High risk points(door handles,bathroomficxtures , etc) are sanitize frequenty.
• Safety measures cards are paced in every guest rooms.

KEY POINTS OF LEARNING IN HOUSEKEEPING DEPARTMENT

• Learned How to set up the maids trolley.

• Learned about rooms in Executive Club block.
• Learned to check for lost and found items in a departure room.
• Learned disposal of garbage in garbage room.
• Learned to clean bathroom.
• Learned to place bathroom supplies.
• Learned to clean the rooms with vaccum cleaner.
• Learned about “Sunya Aqua”.
• Learned to do dusting in rooms.
• Learned to place TCM supplies.
• Learned To segregate lost and found items.
• Learned to deliver guest requests.
• Learned about serviced appartments and types of rooms in serviced appartment.
• Learned to clean the kitchen area in serviced appartments.
• Learned to mop the room floors area.
• Learned to make double bed.
• Learned about the sizes of linen used to make a double bed.
• Learned to make a single bed and the size of linen used to make it.
• Learned to make twin bed.
• Learned to provide extra beds on request.
• Learned to submit lost and found items.
• Learned to clean drains in bathroom.
• Learned to clean the AC drills.
• Learned to clean the sofa with vaccum cleaner.
• Learned to sanitize the rooms with Disinfectent spray.
• Learned to make a room.
• Learned to make occupied rooms.
• Learned to make OOO(out of order) rooms.
• Learned to pick up linen from laundry.
• Learned about carpet shampooing.
• Learned about Presidential Suite (Karikalan suite) and Grand Presidential
Suite(Raja Rajachola Suite).
• Learned about Towers block and types of rooms in it.
• Learned to pickup supplies from housekeeping store.
• Learned to make turn down service.
• Learned about different supplies used.
• Learned about the public areas in the hotel.
• Learned to help with guest complaints.
• Learned about laundry and operation done in laundry.
• Learned to issue staff uniform.
• Learned about washing and drying of linens, uniforms, and guest laundry.
• Learned about the chemicals used in Laundry.
CONCLUTION
I would have to say that it is an absolutely fabulous part of the
curriculum and perhaps will remain the most memorable one.

Needless to say that this experience was a highly enriching and

educative one as I went on from one department to another and met
and got the opportunity to train under several highly respected senior
professionals. I learnt that every individual is different and that every
one has something unique to offer. I learnt that every job has its
nuances and its value and that no job is superior to the other. I learnt
that on needs to constantly improve and improvise. I learnt hat this is
just the beginning of a long road ahead… full of challenges. But I
know that I will be able to run along because I have my foundations
firmly built in. It is here that I got the opportunity to continuously
introspect and improve… as a budding professional and as a human
being. I will always look back at the time spent here with fondness
and with pride.

I thank all the people who have helped me in several different ways
that will go a long way in facilitating the commencement of a
wonderful journey.