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Interview 1
A. Effect of COVID 19 on your business?
1. How has your business been affected by COVID 19?
We almost shut down. Travel and hospitality were among the hardest-hit
sectors as people stayed indoors and self-isolated to maintain social distancing
and slow the spread. Our financial position was the worst hit as we had to lay
off some employees while the rest had to contend with half pay throughout
2020.
2. How has COVID-19 affected employment at your organisation?
Since we had to lay off some of our employees, we now face staff shortages as
we begin the post-recovery period. International travel is still hugely impacted, yet
most of our employees were from different countries. Therefore, we have been forced
to work with the current staff to hope for better future-more customers and relaxed
travel measures.
3. How much longer do you expect disruption to the hospitality sector to last?
It is really difficult to give it a definite number, but it will take a couple of years
to get to our previous highs. However, there is some action towards the right direction
as bookings from corporate clients start tripling in unlike 2020. I would say the
vaccine is helping people feel safe to go about their businesses, and we are hoping by
year's end to have better results. A lot has been done to regain the new normal,
including vaccinating people, but newer variants that keep emerging are slowing both
the processes and recovery down. This is not good for business as it disrupts
consumer behaviour, as seen in our corporate clients, who prefer online meetings to
face-to-face meetings.
B. Hotel Resilience Mechanisms

4. What plans do you have to ensure your employees are highly engaged
(satisfied and committed) post COVID?
Being a customer-centred industry, employees are the most valuable assets as
they regularly interact with customers. Our employees had to contend with half-pay,
and others had to lose their jobs in addition to the financial hardships of 2020. We,
therefore, aim to ensure they have emotional support through counselling and
financial incentives to ensure they have provision.
5. What is the hotel doing to comply with COVID 19 guidelines?
COVID 19 demands cleanliness, and before the pandemic, our hotel has always
committed to the highest levels of cleanliness. This would mean we only need to
comply with COVID19 protocols-social distancing, wearing masks, sanitising and
temperature checks. However, we have gone the extra mile to ensure our customers
are better protected by training our staff on safety measures, implementing electronic
processes to minimise contact, and providing a resident doctor in case of emergencies.
6. What are your plans to arrive at the new normal in the hospitality sector?
We were hugely impacted by the government measures of lockdowns and social
distancing. However, as the regulations relax following the vaccinations, we
encourage customers to visit our establishment. In this regard, we will be offering
price discounts to factor in the hard economic situation while ensuring we adhere to
COVID 19 protocols to provide a safe environment for our customers.
7. How has your marketing and communication been impacted by COVID 19?
Our marketing and communications have hugely been impacted as
COVID 19 led to changes in consumer behaviour. Our customers resorted to
eating in and online platforms for home delivery. We had to restructure our
marketing to focus on home deliveries while our communications were hugely
focused on social media platforms. On the other hand, in-house
communication was reverted to emails, websites and internal networks.
C. Government Interventions
8. What are your views on government intervention linked to COVID 19, including
lockdown, requirements for social distancing and vaccinations?
These lockdowns were a death sentence to the travel and hospitality industry,
even though they were a necessary evil. However, lockdowns and social distancing
were vital in slowing the spread of the virus, thus saving lives. On the other hand, I
am delighted with the pace at which we got a vaccine as it enables people to regain
normalcy, thus providing some hope for December festivities.
9. What are your views on fiscal and budgetary measures announced for the economic
recovery of the hospitality sector?
The hospitality sector was among the worst hit, and the fiscal and
budgetary measures will be vital in ensuring we remain afloat. However, we
need to ensure our survival to regain normalcy, people coming back to our
establishments, and relaxation of travel measures. We need people back in
hotels.
10. What are the other measures that the government could put in place to support the
hospitality sector?
The government has a wide reach and should factor in advertising support to
reassure customers. The fastest way of building customer traffic is by government
encouraging citizens to go about their lives in addition to our efforts since word from
the government is more reassuring.

Interview 2
COVID came about with lockdowns, social distancing and uncertainty,
which hugely impacted spending. This hugely impacted our operations as
people stayed indoors and meetings resorted to online platforms. We felt the
biggest impact of the pandemic in 2020 when we had to stop our services and
even send some staff home due to the financial losses we were experiencing.
The pandemic came with adverse financial impacts as our customers
stayed home and resorted to online platforms. This meant losses and no work;
thus, we had to furlough most of our staff until we gain some footing.
However, those staff still enjoy some benefits, including medical cover and
are currently working in shifts to enable them to meet their needs.
Well, I wish I knew the exact time as it would help a lot in future planning.
However, the travel and hospitality sectors were the worst hit with the pandemic, and
as such, it will take time for businesses to reposition. However, the government's
interventions to regain normalcy are going a long way, as we can see traffic following
the mass vaccinations. Despite the emergence of new variants, people are slowly
regaining normalcy thanks to the vaccines, which is good for business. We are hoping
the December festivities will give us a good start to regaining normalcy and, in a few
years, maybe attain our previous highs.

The hospitality industry heavily relies on its employees, who have gone through a
lot following the pandemic. We have plans to incorporate therapy and counselling
sessions to ensure employees regain the needed mindset. Besides the emotional
imbalances, the pandemic also came with a wave of financial challenges that our
employees also faced. To this end, we have revisited our terms of service to empower
employees to earn more if they are committed.
Our hotel is customer-centred, and currently, everyone's interest is in ensuring
they are safe from COVID 19. This means maintaining distance, checking
temperature before admission, disinfecting customers and wearing masks. For
lodging customers, each room will be offered hand sanitisers, and the room and all
linens will be disinfected after each visit. We ensure all these protocols are observed
in our establishments.
Besides the safety measures, there is a need for an economic up-surge to enable
customers to afford our services. From our side, we have ensured we adhere to
COVID 19 safety protocols and guarantee our guests a safe and memorable stay. To
ensure we support our customers in this crisis, we have hugely discounted our prices
to accommodate everyone given the hard financial times.
Given the changes in consumer behaviour following the pandemic, many
have resorted to online platforms and eating-in. To ensure we still meet their
needs, we resorted to home delivery of food products, which meant
restructuring our Marcomms plan. Unlike in the past, we have heavily
invested in online platforms such as social media to connect with our
customers. On the other hand, in-house communication is strictly through
email, our website and networks.
8. What are your views on government intervention linked to COVID 19,
including lockdown, requirements for social distancing and vaccinations?
Lockdowns and social distancing were the hugest adverse impacters on
businesses in our industry. However, they are a necessary evil as the focus is
on saving lives above anything else. Notably, they have been effective in
reducing the flow of the virus and saving lives at large, more so the vaccines.
9. What are your views on fiscal and budgetary measures announced for the
economic recovery of the hospitality sector?
The pandemic hit many industries, and the government is trying to ensure
they get back on their feet. The government stimulus is effective in this regard
as they provide financial support. However, there is a need to build awareness
on regaining normalcy to ensure people come to hotels; if not, the stimulus
will be less impactful.
10. What are the other measures that the government could put in place to
support the hospitality sector?
The biggest help the government can provide is advertising support to
reassure people are informed that it is safe to travel and go out. Our business is
entirely dependent on customers and the travel industry. If the government can
boost travel, we may have achieved normalcy faster.
Interview 3
COVID 19 brought us to our knees. Never before have we been forced to
close our doors since we opened them. We lost part of our family-staff, as we
could not afford to keep them on board following the financial crisis we were
in throughout 2020 due to the pandemic.
The biggest impact on employment was losing dedicated and qualified
staff, most of whom were international employees. Following the relaxed
measures due to the vaccine, we would love to have our staff back, but travel
restrictions cannot allow. We are low in operating capital to hire new staff and
take them through our costly quality processes.
Well, I cannot put a definite number to it, but I would say a couple of years
before regaining our previous highs. However, the vaccine has prompted action in the
right direction as people start going about their businesses as usual. Despite the new
variants, a big chunk of people are vaccinated, and the number is lower and lower
every day, meaning we may resume normalcy by the end of 2022 and regain our
previous highs, maybe in two to three years.

The pandemic brought with it mental issues due to the emotional and financial
challenges that people experience. Despite our staff being highly trained, this mental
state can hugely impact our bottom line since employees engage directly with
customers. Therefore, we will focus on their emotional state through counselling and
increase opportunities for financial incentives.
Clean hotels attract customers, and we boast of being among the cleanest in the
city. Coincidentally, besides the COVID 19 protocols, which we strictly adhere to,
cleanliness is among the key factors in reducing the spread. In addition to the constant
disinfection, we have reduced our contact ratio with menus, payment, and surfaces
like doors.
We have survived a tough 2020, and now we begin to see some traffic. We
acknowledge that the pandemic came with mental, emotional and financial challenges
and thus factor all these aspects to provide our customers with a get-away space. We
aim to take our customers' minds off things while on our premises, reduce their
worries and ensure they just enjoy the moment.
Our marketing and communication plans have hugely been impacted since
we cannot rely on physical marketing. We had to restructure our target market
following the travel restrictions and change our communication plan to reflect
the change in consumer behaviour to online platforms.

8. What are your views on government interventions linked to COVID 19,
These interventions substantially impacted our operations to the point of
closing, and when we opened, we could only do maybe a quarter house.
However, I do believe it is because of these interventions that the virus was
adequately contained. If it were not for these measures, who knows, maybe we
would still be closed.
The financial stimulus will go a long way to cushion us for a few months;
however, we need traffic. We need people to go back to eating out, travelling.
In this regard, I think the government programs that encourage people to
regain their normal lives is failing.
Despite the lifeline provided by the government in 2020, there is still
room for more, and we do need more. I would recommend that the
government provide additional restrictions grants to ensure we can, in turn,
run our operation and support our employees who are going through a hard
time. Above all, I would employ the government to upscale destination
marketing as we need customers above the financial incentives to regain our
footing.
Interview 4
Like any other organisation, we faced significant challenges that slowed
down our operations. We had to close down the business at some point when
lockdown rules forced the majority of our customers to stay home. Currently,
we are determined to remain in operation despite a long time we will take to
achieve our goals.
We laid off most of our staff and retained a few who could run the hotel.
At first, we made them work half the hours they initially worked to cut their
salaries, but eventually, we had to send them on compulsory leave as things
got worse. Unfortunately, most of them found other ways of making a living
and cannot come back. We, therefore, lost some very competent, most trusted
employees.
We cannot tell exactly how long, but we are braced to deal with the disruption for
a couple of years. However, the vaccine might expedite the recovery to our previous
highs.
We have the employees interests at heart, and we have revised terms of service to
ensure our employees are fully engaged and attract more skilled personnel.

Our hotel is committed to ensuring cleanliness during the COVID 19 period.
Disinfection measures have been put in place in all areas, and we strictly follow the
WHO guidelines on COVID 19 as advised by the ministry of health.
I think we will depend on consumer confidence after vaccination for the full
resumption of normalcy. We are also highly dependent on the country's economy
because individuals need finances to afford our services.
Marketing through roadshows and direct interaction with clients has not
been possible since the pandemic started, and we now solely depend on
internet advertising. Since then, we have experienced delays in customer
feedback.
Locking down businesses to contain the virus was necessary but hazardous. We
almost could not reopen after closing our business because some operations were
maintained, like the security services that still required funding when we were not
making any profits.
I think support in advertising to reassure travellers that our hotels are a
safe place. Remember when no one wanted to visit Haiti until the president of
the United States and his family visited to reassure the world that the water
there was safe again (giggles). That will be nice.
Interview 5
To be honest, the COVID 19 pandemic was a nightmare. Our sector was
the most affected. No one knows how long it will take to recover. We are
trying to adjust to the new normal as we try twice as hard to achieve our goals
because we are not giving up soon, and we are determined to embrace better
days.
Our employees were somehow lucky because, unlike other organisations,
we tried as much as possible to stay in touch and provide them with essential
benefits like medical covers. When we resumed operation, we prioritised the
hardworking employees.
That is a good question (giggles). Anyway, I do not think I can tell exactly how
long, but it will take longer than we expected. However, I can tell we are headed in
the right direction because the number of bookings is rising.

The hotel tries its best to care for the employees even during the bad times;
therefore, we have developed a strong relationship that makes them happy and
committed to working for us.
Our hotel has many electrostatic sprayers, hand sanitisers and plenty of running
taps in various stations to enhance cleanliness during the COVID 19 pandemic. We
have trained our staff to spread awareness about the COVID 19 guidelines in case a
client forgets.
Well, that is a difficult question (laughs). It all depends on the government and
the individuals. We can see that some people have no confidence in the vaccination
while others propose getting vaccinated. Once everyone is vaccinated and is confident
that life can go on like before, then that is when we can arrive at the new normal.
Generally, our networks are playing a vital role. We have a website that
we use to relay information to our clients. The only challenge we face is
delayed feedback.
It would be appropriate if the government factors in an immigration policy to
reverse the losses witnessed in the previous years.
9. Any other comments

Well, I do not think there is much to say, but we are prepared to work hard and
maintain good intentions for the success of our industry during the good and bad
times.
Interview 6
Our business was affected big time. We experienced many cancellations
during the pandemic and that only meant huge losses. We were required to
adjust our expectations as fast as possible and remain optimistic about trying
as hard as possible to stay above the water.
At the peak of the COVID 19 pandemic, employees had to endure pay
cuts and even job losses, but we tried to let them understand that we are in this
together and would celebrate at the end of the fight. When we opened, we
prioritised them while hiring, and we only replaced those who did not show
up.
I find it hard to state a definite number. Let us say a couple of years. Unlike
2020, we have a good number of bookings, which means there is hope for better days
ahead. The number of people turning up for vaccinations is also a good sign, and
lockdowns may not happen again.
Our employees are our priority; therefore, we make sure to take care of their
needs and mental health at all times. We also plan to be more transparent regarding
how the pandemic is affecting the business.
Since the commencement of our business, we have always been
committed to cleanliness; therefore, the presence of the pandemic does not
pose a big challenge. Our hotel has enough equipment to ensure that
everybody keeps clean and sanitised.
Social medial platforms have helped so much to communicate with our
clients and inform them about our products. The challenge with online
advertising has been not being able to convince and create better relationships
through face to face interactions.
Since most people are responding well to vaccines, lockdowns are
unnecessary because they hurt the business. Without lockdowns, social
distancing will not be a problem.

The government should support the industry by reassuring the people that
containment measures are in place to protect their lives.
We are up to the challenge, and hopefully, we will achieve our highs sooner than
expected.
Interview 7
Our hotel was very much affected by the COVID 19 pandemic, just like many
other organisations. Our management had to trim pay for all employees and had them
work for fewer hours. However, I believe we will achieve our goals even if it takes a
long time.
At the peak of COVID 19, we experienced a high redundancy rate and sent some
of our staff on unpaid leave. Unfortunately, when we started re-hiring hardworking
employees to power our business, some of them did not return to work.
It is difficult to predict, but we are likely to experience disruptions for the rest of
2021 and 2022. We may have less disruption in 2022, and hopefully, by 2023,
everything will be okay.
4. What plans do you have to ensure your employees are highly engaged (satisfied
and committed) post COVID?
We have established programmes to recognise employee performance and award
them accordingly. We are getting positive feedback from nearly all the members, and
we are keen to take care of their Mental health and support all our employees in every
possible way.
We are strictly following government guidelines and restrictions to protect our
staff and clients. We are also keen on the overall cleanliness of the hotel. Clean and
COVID 19 secure rooms are now our priority for the safety and comfort of our guests.
We try in every possible way to make sure guests feel safe staying with us.
We have programs in place to enable the hotel to stay in touch with the current
trends. The new normal highly depends on government measures and ensuring we
provide the customer with a safe environment. Based on the current traffic, the
vaccination is doing more than protecting people from the virus. It is building a safe
space as consumers are growing more confident to seek out services.
Generally, we have repackaged our products and added more complementary
offers. We are now actively sending information through emails, websites and other
social media networks to keep in touch with our customers.
The government intervened in the best way possible, although Lockdowns
affected our hotel the most. If it expedites the vaccination process, then we may have
reasons to smile very soon.
9. What are your views on fiscal and budgetary measures announced for the economic
recovery of the hospitality sector?
The stimulus will go a long way to cushion us from the current economic crisis,
but more needs to be done, especially in destination marketing since we need the
traffic. However, the lifeline extended by the government has been impactful.
hospitality sector?
The government should further reduce VAT on cultural events, accommodation
and passenger transport. I also think VAT reduction for hotels and restaurants could
help. I would also urge space-based initiatives to be more expansive and the process
accelerated.
Interview 8
Like every other sector, COVID 19 has interfered with our operations and
is probably the most affected. This pandemic happened when we least
expected, and due to our financial position and the drastic drop in sales and
cancellation of bookings, we had to close down for some time. Fortunately, we
are back and hoping to recover.
At the peak of COVID 19 related lockdowns, we furlough a few of our
staff when it was not practical to turn to work. Those staffs were still provided
with benefits such as medical cover and have since been fully reinstated. Now
our priority is re-hiring those hardworking employees who power our
business.
There is no exact period, but the COVID-19 disruptions may go as far as 2023
or later for our hotel to attain the pre-COVID-19 levels. However, the government
efforts to have every individual vaccinated may better the situation by the end of
this year.
Currently, the hotel is working with fewer staff than the pre-COVID-19 error.
Therefore, we are determined to reward them accordingly as they tighten their belts to
put in extra effort or at least work for an extra hour. Our terms of service are friendly
enough to keep them happy and committed.
Well, complying with COVID 19 guidelines has not been a burden since
our hotel prides itself on high-quality standards and hygiene even during the
pre-COVID-19 error. We have sufficient hand sanitisers, our space is big
enough to allow social distancing, and we have trained our staff to adhere to
the guidelines and constantly remind our clients to follow the guidelines.
The full resumption may be a challenge. Our hotel is making difficult decisions to
make sure we remain in good shape. Recently, we made major adjustments to our
budget and reviewed our business plan. We have redirected our cash to new priorities.
I am not able to tell you the details, but we have shifted our focus to
online marketing and communication. We have a good website which is now
more active than ever before. Although the challenge is delayed response from
clients, it is still working for us.
Having lockdowns and all the other measures to contain the spread was
necessary but hurtful to the hotel business. We are hopeful that the vaccine
will make people confident to start travelling for leisure like before. However,
we may not achieve full bookings because some people are still hesitant about
the vaccination and its safety.
The government should avail grants to reverse the losses and boost those
businesses that could not resume operation and regulate restrictions on
required documents for individuals from lower-income countries who wish to
come and work for us.
Despite the hardships and uncertainties brought about by COVID 19, let us
remain positive and work hard.
Interview 9
COVID 19 marks one of the reasons we had to close shop in over 40
years. This goes beyond explaining how deep-rooted its impact was to the
business and our staff and their families. Our industry depends on travel and
an outdoor attitude, both of which were shattered by the pandemic.
At the point of closing shop, we only remained with a few staff for
maintenance, and the rest had to go home either with half pay or cut-off.
However, as we regain normalcy day by day, we require employees. However,

we are experiencing some difficulty since we opted to reinstate our dismissed
employees who are willing, but travel restrictions are making it a nightmare.
The industry may face disruptions for maybe two years before experiencing some
of its previous highs in traffic. However, it will take maybe two more years before it
can regain its previous high in its bottom line. It is interesting to note that some may
not even make it through.
We know people faced financial nightmares and their financial positions are
currently in bad shape. We aim to provide financial incentives that will boost morale
and commitment based on productivity. Employees will have the opportunity to earn
up to almost half their salary more. This is to cushion their minds and enable them to
have a clear mental focus to work.
We are keen on complying with COVID 19 protocols since we value our
customer's health and safety. In this spirit, we have gone the extra mile to automate
our processes, thus reducing the surface contact ratio. Furthermore, we have provided
a resident doctor to ensure emergencies are handled efficiently.
Things will go back to normal, but there will be subtle changes in consumer
behaviour that we must factor into our strategy. A common focus for people is
ensuring they are safe, and we aim to provide a safe space where they can unwind the
life hustles of the pandemic.
Overall, we had to adjust our marketing to incorporate home deliveries
and take-away services, which is the current consumer trend. Additionally,
since physical visits to our establishment were limited or partially zero for
2020, we restructured our communication plan to target our customers on
online platforms.
Lockdowns and social distancing are what we call a necessary evil.
Despite adversely impacting our bottom line, they work to ensure we have a
future. I can credit them for slowing the spread of the virus, thus making the
situation manageable. On the other hand, vaccination seems like a reward for
the lockdowns and social distancing since it continues to boost people's
perception that it is safe, which in turn trickles in traffic to our hotel.
The stimulus enabled us to stay afloat at a crucial time. When receiving
the stimulus, we had gone through months of low to zero traffic, and our
financial position was daunting. However, the programs for prompting people
to resume outdoor activities, more so leisure was less impactful.

There are several that I can think of, first, accelerate the place-based incentives,
second, up destination marketing and lastly, extend the lifeline.
Interview 10
Well, shortfalls on hotel incentives, meetings, events and conferences
have
mostly affected us when this pandemic happened, and the industry is likely to
take the longest to recover. So I think until everyone learns to live with the
presence of the virus, we might not recover any sooner. For now, the situation
is not so bad because bookings have started trickling in, and we hope the
numbers will increase as people get vaccinated and regain the confidence to
travel.
We have reduced the number of employees, but we will soon be re-hiring
when the need arises.
Disruptions in our hotel business will take longer. My guess is about the next two
years before we recover fully. We hope the vaccination will help reduce the
uncertainties.

Our employees have the best quality in training to ensure they thrive in their
careers; however, the hotel acknowledges both the emotional and financial challenges
our employees have gone through during this period. Therefore our focus is working
on these to ensure they regain the needed mindset to be productive.
Our hotel is fine-tuning booking tools to continue creating awareness for our
clients. We are doing intense room cleaning to protect our guests. Currently, we have
contactless and touchless elements to give our customers the best experience. Check-
ins and check-outs are contactless. We also have robots that are now delivering
beverages or food to limit human contact. Last but not least, we have resorted to pre-
packed meals to be taken on rooms instead of assembling in common areas in the
restaurant.
We are determined to think outside the box and be creative to find short-term
flexible solutions. We wish to earn the trust and confidence of our clients as we
develop an after COVID 19 plan. Last but not least, we are not making any
irreversible long term decisions for now.
We are trying hard to carry on with market research and stay in touch with
existing customers as we adapt to the current trends. Social media platforms
are making it easy for us to achieve all that.
Lockdowns did not work well for our industry, although it was necessary to
control the spread of the virus. The lockdown forced us to suspend our operations, yet
fixed costs had to be paid no matter what. We almost faced bankruptcy, you know.
We are glad we are now open and have no worry about social distancing because, as
you can see, our hotel is very spacious.
hospitality sector?
The government should avail enough funds to support hotel operations and allow
hotels with active loans to apply for suspension of all loan repayments in 2020. There
may be a need for support in reassuring the public and travellers that our hotels are
safe after a long period of rumours and misinformation.
Interview 11
D. Effect of COVID 19 on your business?
Like many other businesses, our hotel has experienced the harsh effects of
COVID 19. We have adjusted accordingly to try and survive the harsh
conditions. Currently, leisure travel has stopped, but we are determined to
remain open as we hope for a better future.
When the number of COVID 19 cases escalated, we reduced the number
of employees. However, we stayed in touch to support them in ways we could,
like paying for their medical covers.

The crisis is deeply uncertain. Therefore I cannot tell how much longer. However,
I think after vaccinations, it might take at least six months to return to the pre-
pandemic operations. Nevertheless, then with the emergence of new variants, it might
take a while.
E. Hotel Resilience Mechanisms
A challenge that cuts across the board regardless of position is the emotional
and financial impact of the pandemic. It may seem that I had the roughest time as the
manager, but the cleaner also faced pay cuts, or others had it worse. Therefore our
focus will be on emotional support and financial incentives to boost morale and
ensure the staff is committed and satisfied.
Our hotel is measuring guests body temperature during entry and exit.
Additionally, we have new cleaning processes to ensure high-quality hygiene
standards and closed laundry facilities and the gym to avoid congestion. We have also
trained our staff to adhere to and advise clients accordingly.
The full resumption of normalcy in the hotel industry will take a while. Travellers
now want additional health and safety measures, yet the safety measures have affected
the capacity earnings for hotels even though they are necessary. Currently, our
industry depends on the overall status of the economy.
we are proactively sending this information through our networks, on the website,
through emails and social media. We also give information to our clients on new
offers they could take advantage of.
F. Government Interventions
Lockdowns were most hurtful to business. During the lockdown period, we
closed because of safety concerns for our staff and clients. This went on for a longer
time than we expected, although some of the operations were maintained. Now we are
open and very optimistic, as you can see.
The government should reduce VAT on airline flights and maybe postpone
payment of all dues on hotel establishments. It could also offer hotels low-interest
funds. I think that would be helpful.

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Interview 1

A. Effect of COVID 19 on your business?

1. How has your business been affected by COVID 19?

sectors as people stayed indoors and self-isolated to maintain social distancing

2. How has COVID-19 affected employment at your organisation?

B. Hotel Resilience Mechanisms

(satisfied and committed) post COVID?

Being a customer-centred industry, employees are the most valuable assets as

financial incentives to ensure they have provision.

5. What is the hotel doing to comply with COVID 19 guidelines?

comply with COVID19 protocols-social distancing, wearing masks, sanitising and

processes to minimise contact, and providing a resident doctor in case of emergencies.

We were hugely impacted by the government measures of lockdowns and social

distancing. However, as the regulations relax following the vaccinations, we

encourage customers to visit our establishment. In this regard, we will be offering

COVID 19 protocols to provide a safe environment for our customers.

Our marketing and communications have hugely been impacted as

COVID 19 led to changes in consumer behaviour. Our customers resorted to

focused on social media platforms. On the other hand, in-house

communication was reverted to emails, websites and internal networks.

lockdown, requirements for social distancing and vaccinations?

normalcy, thus providing some hope for December festivities.

recovery of the hospitality sector?

budgetary measures will be vital in ensuring we remain afloat. However, we

establishments, and relaxation of travel measures. We need people back in

reassure customers. The fastest way of building customer traffic is by government

the government is more reassuring.

1. How has your business been affected by COVID 19?

COVID came about with lockdowns, social distancing and uncertainty,

which hugely impacted spending. This hugely impacted our operations as

2. How has COVID-19 affected employment at your organisation?

The pandemic came with adverse financial impacts as our customers

are currently working in shifts to enable them to meet their needs.

years, maybe attain our previous highs.

B. Hotel Resilience Mechanisms

(satisfied and committed) post COVID?

employees to earn more if they are committed.

5. What is the hotel doing to comply with COVID 19 guidelines?

Our hotel is customer-centred, and currently, everyone's interest is in ensuring

temperature before admission, disinfecting customers and wearing masks. For

to accommodate everyone given the hard financial times.

needs, we resorted to home delivery of food products, which meant

restructuring our Marcomms plan. Unlike in the past, we have heavily

invested in online platforms such as social media to connect with our

customers. On the other hand, in-house communication is strictly through

email, our website and networks.

8. What are your views on government intervention linked to COVID 19,

including lockdown, requirements for social distancing and vaccinations?

Lockdowns and social distancing were the hugest adverse impacters on

economic recovery of the hospitality sector?

as they provide financial support. However, there is a need to build awareness

on regaining normalcy to ensure people come to hotels; if not, the stimulus

will be less impactful.

support the hospitality sector?

The biggest help the government can provide is advertising support to

boost travel, we may have achieved normalcy faster.

A. Effect of COVID 19 on your business?

1. How has your business been affected by COVID 19?