CBLM Hkop21 Core 1

COMPETENCY-BASED LEARNING
MATERIALS
Date Developed: Document No.

October, 2022 Issued by:
HOUSEKEEPING NC III
Date Revised:
SUPERVISE ROOM CLEANING
AND MAINTENANCE Page 1 of **
REQUIREMENTS
Developed by:
John Joseph T.
Revision No.
Amiler
This is a Competency-Based Learning Material for
the Module: SUPERVISING ROOM CLEANING AND
MAINTENANCE REQUIREMENTS.
This learning material contains activities for you to complete. It covers
the Knowledge, Skills and Attitudes required to complete the competency.
You are required to go through a series of learning activities in order to

complete each of the learning outcomes of this module. In each learning
outcome, Learning Elements and Reference Materials are available for your
further reading to assist you in the required activities. You are expected to
accomplish all the required activities and to answer the self-check after each
learning element. Please note that you need to have 100% correct answers to
each self-check to pass the activity. You are required to obtain answer sheets,
which are available from your trainer or at the end of each learning element, to
reflect answers for each self-check, if you have questions, please do not
hesitate to ask your facilitator for assistance.
Recognition of Prior Learning (RPL)

You may have acquired some or most of the knowledge and skills covered
in this learning material because you have:
 Actual experience on the job
 Already completed training in this area.
BENEFITS OF RPL
 Gives credit for knowledge and experience.
 Reduces duplication of learning.
 Reduces costs of obtaining formal credentials
 Gives immediate feedback and determines which competencies need
verification and testing.
 Identifies training gaps.
 Training (is individualized and results in a recognized certificate).
 Assists in professional development.
 Allows for better use of time and resources.
 Potentially saves on training costs.

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

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REQUIREMENTS
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INTRODUCTION TO THE MODULE
UNIT OF COMPETENCY SUPERVISE ROOM CLEANING AND
MAINTENANCE REQUIREMENTS
MODULE TITLE SUPERVISING ROOM CLEANING AND
MAINTENANCE REQUIREMENTS
MODULE DESCRIPTOR This module covers the knowledge,
skills and attitudes required to
conduct the monitoring, supervision
and assessment of assigned
housekeeping tasks.
Introduction
This module contains information and learning activities in Supervising
Room Cleaning and Maintenance Requirements.
Upon completion of this module and you feel confident that you have had
sufficient practice, you may request your Trainer to arrange an appointment
with a registered Assessor for your assessment. The results of the assessment
will be recorded in your Competency Achievement Record.
Summary of Learning Outcomes

At the end of this Competency-Based Learning Material, the learners are
expected to meet the following learning outcomes:
LO 1. Monitor Housekeeping Requirement Procedures and Resources
LO 2. Monitor Cleanliness and Safety in the Workplace
LO 3. Assess and Evaluate Assigned Tasks

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ASSESSMENT CRITERIA
Critical Aspects of Assessment
Evidence of the following is critical:
LO 1. Monitor Housekeeping Requirement Procedures and Resources:
1.1 Use of Personal Protective Equipment (PPE) is monitored in
compliance with Occupational Safety and Health Standards
1.2 External regulations are complied with according to industry
standards.
1.3 Tools, equipment and supplies are controlled according to
housekeeping procedures.
1.4 Accidents, injuries, and unsafe work conditions are responded in
accordance with establishment procedures.
1.5 Incidents reports are stored and maintained.
LO 2. Monitor Cleanliness and Safety in the Workplace:
2.1 Continuous monitoring of the cleanliness and safety of the workplace
is done.
2.2 Housekeeping issues are raised with designated personnel in
accordance with workplace procedures.
2.3 Maintenance and storage of tools, equipment and supplies are
monitored in accordance with workplace standards.
2.4 Records are stored and maintained.
2.5 Emergency Management Plan is reviewed periodically.
LO 3. Assess and Evaluate Assigned Tasks:
3.1 Risk assessment activities are scheduled and applied based on
industry standards.
3.2 Safe workplace is ensured to protect the workers' safety.
3.3 Effectiveness of the systems are reviewed and assessed according to
workplace standards,
3.4 Necessary improvements are implemented.
3.5 Compliance with legislations and internal requirements are
maintained.
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REQUIREMENTS
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Context of Assessment and Resources Implications
Context of Assessment must ensure that:
 Assessment should include practical demonstration either in the
workplace or through a simulation activity, supported by a range of
methods to assess underpinning knowledge.
 Assessment must relate to the individual is work area or area of
responsibility.
 Demonstration of skills on more than one occasion.
 Demonstration of functions and supervisory aspects of the housekeeping
and accommodation operations.
 Learners developed knowledge and skills in departmental procedures as
well as an understanding of safety and security responsibilities.
Resource Implications must ensure that:
 Training and assessment must include access and use of simulated to
fully equipped housekeeping operational area, with simulated scenarios
and practical service equipment; and access to workplace standards,
procedures, policies, guidelines, tools and equipment in housekeeping
and accommodations operations.
Critical Aspects of the Qualification
Evidence of the following is essential:
 Demonstrate knowledge of the functional areas of the housekeeping and
accommodation department.
 Describe the operational and supervisory aspects of running
housekeeping and accommodation operations.
 Investigate the purchase and range of furnishings available.
 Examine the range of accommodation provided and the regular processes
of cleaning and maintenance necessary to ensure the facilities and
accommodation meets the guest's requirements and expectations.
 Identify common cleaning supplies and equipment used in the
housekeeping department.
 Describe the key features of the linen and laundry departments.
 Describe the main responsibilities of the housekeeping department for
the hotel's leisure facilities

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 Explain the importance of security and safety within the housekeeping
and accommodation department.
 Explore measures to improve the environmental responsibilities of the
hotel.
Assessment Methods
The following methods may be used to assess competency for this
module:
 Observation of practical candidate performance. Simulated practical
exercises.
 Role plays.
 Oral and written questions.

HOUSEKEEPING NC III
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REQUIREMENTS
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SESSION PLAN
Sector : HOTEL AND RESTAURANT
Qualification Title : HOUSEKEEPING NC III
Unit of Competency : SUPERVISE HOUSEKEEPING SERVICES TO GUEST
Module Title : SUPERVISING HOUSEKEEPING SERVICES TO GUEST
Learning Outcomes:
After 16 hours of learning activities, the trainee will be able effectively:
1. Monitor Housekeeping Requirement Procedures and Resources
2. Monitor Cleanliness and Safety in the Workplace
3. Assess and Evaluate Assigned Tasks
A. INTRODUCTION
The module covers the knowledge, skills and attitude required to be able to develop a range of high-quality service
in environments and hospitality establishments.
B. LEARNING ACTIVITIES

HOUSEKEEPING NC III October, 2022 Issued by:
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REQUIREMENTS John Joseph T.
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LO1: Monitor Housekeeping Requirement Procedures and Resources
Learning Content Methods Presentation Practice Feedback Resources Time
Read information sheet Compare

The Housekeeping Online, 1.1-1 Answer Self- answers with
CBLM 2 hours
Department Modular The Housekeeping check 1.1-1 the answer
Department key 1.1-1
LO2: Monitor Cleanliness and Safety in the Workplace:
Compare
Answer Self- answers with
CBLM 1 hour
check 1.2-1 the answer
Read information sheet key 1.2-1
Principles In the Online, 1.2-1
Housekeeping Modular, Principles In the
Department Performance Housekeeping Check
Department Performance
Study Task with
CBLM 2 hours
Sheet 1.2-1 Performance
Criteria
Checklist

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Standards/Guidelines: 1.2-2
Online, Answer Self- answers with
Rules for Standards/Guidelines: CBLM 2 hours
Modular check 1.2-2 the answer
Housekeepers Rules for key 1.2-2
Housekeepers

1.2-3 answers with
Security of Keys Online, Answer Self- CBLM 2 hours
Standards/Guidelines: the answer
Modular check 1.2-3
Rules for key 1.2-2
Housekeepers
Check
Read information sheet Performance
Emergency Online, 1.2-4 Study Task with
CBLM 2 hours
Management Plan Modular Emergency Sheet 1.2-1 Performance
Management Plan Criteria
Checklist
LO 3. Assess and Evaluate Assigned Tasks:

Coordination and Online, 1.3-1 Answer Self- answers with
CBLM 2 hours
Work Records Modular Emergency check 1.3-1 the answer
Management Plan key 1.3-1

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Compare
Answer Self- answers with
CBLM 1 hour
check 1.2-1 the answer
key 1.2-1
Read information sheet
Risk Management and Online, 1.3-2
Internal Controls Modular Emergency Check
Management Plan Performance
Study Task with
CBLM 2 hours
Sheet 1.2-1 Performance
Criteria
Checklist
C. ASSESSMENT PLAN
 Written Test
 Performance Test
 Oral Questioning
D. TEACHER’S SELF-REFLECTION OF THE SESSION

 The session adopts the CBT modality whereby the learner is given the opportunity to learn at his/her own pace
when given the required learning resources.
 However, close supervision is necessary to avoid conditions that jeopardize safety and situations where economic
practices have to be considered.
Prepared by:
John Joseph T. Amiler

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Trainer

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PROGRAM /COURSE HOUSEKEEPING NC Ill
UNIT OF COMPETENCY Supervise Room Cleaning and
Maintenance Requirements
MODULE TITLE Supervising Room Cleaning and
LEARNING OUTCOME NO.1 Monitor Housekeeping
Requirement Procedures and
Resources
Assessment Criteria:
1. Use of Personal Protective Equipment (PPE) is monitored in compliance
with Occupational Safety and Health Standards
2. External regulations are complied with according to industry standards.
3. Tools, equipment and supplies are controlled according to housekeeping
procedures.
4. Accidents, injuries, and unsafe work conditions are responded in
accordance with establishment procedures.
5. Incidents reports are stored and maintained.
References:
 Casado, Matt A. Housekeeping Management 204 Edition 2012. John
Wiley & Sons, Inc.
 Singh, Malini. Hotel Housekeeping 2012. Tata McGraw Hill Education
Private, Ltd.
 Andrews, Sudhir. Textbook of Hotel Housekeeping Management and
Operations 15t Edition 2008. Tata McGraw-Hill Publishing Company,
Limited.
 Boston Business School. Facilities and Accommodation Operations 2007.
Confederation of Tourism, Hotel, and Catering Management.
 Jones, Thomas J.A. Professional Management of Housekeeping
Operations 4th Edition 2005. John Wiley & Sons, Inc.
 Websites:
 https://www.hospitalitynet.org/opinion/4064225.html
 https://www.hotelmanagement.net/sponsored/keeping-it-clean-tips-
forimproving-housekeeping-operations
 https://www.tutori alspoint.com/hotel_housekeeping/hotel_housekeepin
g_principles.html

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 https://www.ccohs.ca/oshanswers/occup_workplace/hotel_housekeepi
ng.html
 http://v2020eresource.org/content/files/housekeeping_management.ht
ml

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INFORMATION SHEET NO. 1.1-1
THE HOUSEKEEPING DEPARTMENT
Introduction
An efficiently managed
housekeeping departments ensure the cleanliness, maintenance, and aesthetic
appeal of lodging properties.
The housekeeping department not only prepares clean guest rooms on a

timely basis for arriving guests, it also cleans and maintains everything in the
hotel.
Housekeeping is the guests first impression and last impression when

they visit a property.
Housekeeping Objectives
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 To ensure that all areas are clean at all times.
 To minimize the build-up of dirt.
 To make guests feel comfortable.
 To clean at the most convenient times in the most efficient way.
 To minimize any disruption to guest's whilst cleaning.
 To reduce any opportunities of infestation.
 To use good quality, and safe cleaning chemicals.
 To promote a healthy and safe environment
 To prolong the life of furniture, fixtures, and fittings.
 To improve the appearance of the operation.
Challenges for the Housekeeping Department

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

underestimated. Positive first impressions (or "moments of truths") is expected;
and that guests form impressions in seconds and these impressions last.
The Housekeeping management aims to deliver high standards in

generally challenging conditions, working with limited resources in a
pressurized environment.

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

The Executive Housekeeper is one of the main managers within the hotel
organization in any large hotel operations.
The Executive Housekeeper (or Housekeeping Manager) is normally a
high-level position within the hotel holding much responsibility and with all
statutory and company regulations relating to the health & safety, hygiene,
conduct of employees, fire emergency procedures, security of premises and of
property.
Executive Housekeeper's Seven (7) Managerial Functions:

 Planning
 Organization
 Coordinating
 Staffing
 Directing
 Controlling
 Evaluating
Opportunities for Hotel Challenges for Hotel

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 Reduced expenditure overall
(recruitment, training,
turnover).  Potential loss of control.
 More accurate labour  Different work teams within
forecasting, deployment and hotel.
utilization.  Casual staff may not be
 Specialization. familiar with loyal guests.
 Able to focus on other
activities.
The Housekeeping Team Personal Attributes of Housekeeping Staff

Pertains to:
 Pleasant personality  Calm demeanor
 Personal fitness  Honesty
 Salesmanship  Adaptability
 Tact and diplomacy  Personal hygiene
 Courtesy  Good memory
 Right attitude  Cooperation
 Possess loyalty  Shows punctuality.
 Eye for detail
Outsourcing Room Cleaning

Trend: Many hotels now outsource their room cleaning to an external cleaning
company as shown in the following diagram. However, as the table below
illustrates, there are positive and negative attributes.

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Management of the Housekeeping Department
If the housekeeping operation is to be efficient considerable thought must

be given to the way in which it is organized. One cannot expect a group of
people, however well motivated they may be, to give of their best if there is no
order or method in the organization.
Organizing is sometimes considered an occasional function, something

which is done infrequently, for example when a department is being planned or
newly opened or when someone new takes over; but in fact, organizing is a
continuing function and the organizational setup should be reviewed
frequently.
The Executive Housekeeper is the man or woman responsible for the

efficient and economic running of the department within the aims and
objectives as set out by top management. As manager of the department the
housekeeper has the responsibility of planning and forecasting for the
department, organizing, leading, directing, controlling and coordinating the
accommodation area under her jurisdiction and while doing this must comply
with the various legal requirements appertaining to the accommodation
department, e.g.
 Fire Precautions Act.

 Health and Safety at Work.
 Food Hygiene Regulations.
 Hotel Proprietors Act.
 Sex Discrimination Act.
 Race Discrimination Act.
 Employment Protection Consolidation Act.
The Executive Housekeeper therefore employs all aspects of managerial

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

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specified areas. The choice and care of the furnishings also normally come
within her scope.
 Effective management by the housekeeper should lead to:

 Cleanliness of the premises,
 A comfortable and safe environment for the guest,
 Consideration for the welfare and motivation of the staff,
 Economic running of the department,
 A contribution to the profitability, reputation and smooth running of the
establishment.
It is essential for the Executive Housekeeper to be aware of the aims and

objectives of the establishment as a whole and for her to be informed of and
consulted on any policy changes which may affect her department. Costs have
risen steeply over the last few years and management has to decide what
services it can afford to offer and the best way of providing them. Hotels cannot
afford to have empty rooms and some cannot afford to offer the services offered
in the past, e.g., early morning teas, “turning down", or shoe cleaning, nor can
university halls of residence afford to have rooms empty during vacations.
A problem which can arise, not so much perhaps in hotels but in other
sectors of the industry, is that top management is often indifferent to the real
advantages of good housekeeping. While wanting a clean, safe and comfortable
environment, top management may be totally unaware of how this may be
achieved or of how much it will cost.
Objectives and responsibilities are often poorly defined and it is only

when housekeeping is an integral part of the whole organization and the
Executive Housekeeper is armed with the necessary information regarding
objectives and responsibilities that she is able to set about managing her
department efficiently.
Planning and Forecasting

First, the Executive Housekeeper will plan and forecast for her
department. She will look ahead and try to predict future happenings, e.g.,
staffing for high and low occupancy, annual cleaning, redecoration, IS THE
FIRST etc. She will plan in order that these eventualities PRINCIPLE are met
and that her objectives are reached within of SAFETY the time available. It is
possible, of course, that however carefully she plans and forecasts,
circumstances arise over which she has no control.

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A good planner thinks on the lines of economy, making the best possible
use of time, labor and materials and this will be made easier for the
housekeeper if she has been consulted at the designing and equipping stage of
any new or altered building. It should be borne in mind that labor costs
account for 90 to 95% of the total cleaning costs and that cleaning and
maintenance costs over a period of about twenty years may equal the initial
cost of the building, but it should also be remembered that the planning of
areas should be as, flexible as possible to enable multi-purpose use.
Designs should be simple, standardized and planned for easy cleaning,

as well as allowances made for change e.g.:
 Hotel bedrooms cleared for exhibitions;

 Small luncheon parties and meeting rooms;
 Suites let as individual bedrooms or meeting rooms, etc.
In planning and forecasting for the department the housekeeper tries to

make the fullest and most efficient use of equipment, space and human effort.
She plans:
 What work has to be done;

 When and how often it has to be done;
 How it is to be done;
 To what standard it is to be done;
 How long it will take;
 Who will do it.
The Executive Housekeeper thus concerns herself with staffing

requirements and studies the advantages and disadvantages of the whole range
of cleaning equipment, agents and methods, and endeavours to bring into use
those which make cleaning easier for her staff, save time and are more efficient
in producing the final result; in this way she will not only improve working
conditions but reduce expenditure and, ultimately, labour costs.

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Work Study
In setting out to find and implement the most effective use of equipment,
space and human effort, the housekeeper is making use of method study - this
is part of work study, a tool of management. Work study also includes work
measurement, which is required to determine the work involved in a job;
measurement is made of the time taken to carry out a job under normal
circumstances by an average worker and this may help in determining the
number of staff required, in determining who is over-or under-employed and in
standardizing labour costs.
Work study has been applied to various aspects of housekeeping, e.g.

bed-making, the planning of the linen room and its work, general cleaning
procedures, etc. In a particular investigation it was shown that the distance
covered by the maid during bed making could be reduced considerably if she
stripped the bed more systematically and did not tuck in the sheets and the
blankets until the end of the bed making operation.
From other investigations, it seems that block cleaning, rather than a

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

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

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

2. The present method is recorded by the use of outline and flow process
charts flow and string diagrams.
3. The findings are examined.
4. The improved method is developed
5. The improved method is installed
6. Periodic checks are made to ensure the "improved" method is working
satisfactorily.
In any job the best results are obtained after practice. Once the new time
and labor-saving methods have been accepted the gain will no doubt become,
apparent, but the change from the "customary" methods often takes time and
great tact. The staff should be made fully aware of the new working methods
and the reasons for the change. Only with the full cooperation of the staff
throughout the investigation it is possible to get a complete picture of the old
working methods and to install the improved methods satisfactorily.

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Method Analysis
Methods analysis is the study of how a job is done. It concerned with the
detailed process for doing a particular job.
Method Designs
Method designs are the strategies utilized in order to determine the
quality our work done.
 Observation / Participant Observation

 Surveys
 Interviews
 Focus Groups
 Experiments
 Secondary Data Analysis / Archival Study
 Mixed Methods (combination of some of the above)
Time Study
Time study is a structured process of directly observing and measuring
human work using a timing device to establish the time required for completion
of the work by a qualified worker when working at a defined level of
performance.
Work Sampling

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Work sampling is the statistical technique used for determining the
proportion of time spent by workers in various defined categories of activity. In
a work sampling study, a large number of observations are made of the
workers over an extended period of time.
Predetermined Motion Time Systems, PMTS

PMTS is a work measurement technique whereby times established for
basic human motions are used to build up the time for a job at a defined level
of performance. They include motions such as reach, grasp, move, and release
Methods-Time Measurement, MTM

MTM is a predetermined motion time system that is used primarily in
industrial settings to analyze the methods used to perform any manual
operation or task and, as a product of that analysis, set the standard time in
which a worker should complete that task.
Standards of Housekeeping
Cleaning Standards
Methods used and the time taken on any job will inevitably affect
cleaning standards and the Executive Housekeeper has to plan a standard of
cleanliness. It is not always necessary to have the same standard throughout
an establishment and this is most clearly illustrated in hospitals where there
are areas of high, medium and low risk (see table below, intended for
illustrative purposes).
A standard of cleanliness is almost impossible to measure and while

such measurements as dust or bacterial counts can be made, they are more
suited to specialized purposes, e.g., hospital operating theatres, than for
general use.
Other measurements have been based on the number of square meters

cleaned per worker, on the annual costs per square meter or other
circumstances. These measurements based on statistics, without a full
knowledge of the facts on which they are calculated, can be very misleading.
Very few areas are identical in:
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 Degree and type of soiling;
 Amount and type of furniture; Furnishings;
 Obstructions, etc.
Standards of Cleaning in Hospitals
Area Standards Requirements
High Risk Areas Highest possible standards

Prestige
operating theatres of cleaning, appearance,
Standards
special units, etc. dust, and infection control.
Medium Risk Areas High standard of cleaning,

Special
wards, sluices, appearance, and infection
Standards
toilets, kitchens. control.
Low Risk Areas Good standard of cleaning
Normal
corridors, offices, and appearance, absence
Standards
residences. of soil.
But these are only a few of the variables and so the figures can only be
an average. As a result, faulty and expensive decisions may be made. More
often than not, no measurement of cleanliness is taken but the quality of
cleanliness House is based on the acceptability or unacceptability of the work.
The most practical definition of housekeeping standards is: method x

frequency.
Therefore, an acceptable standard should be obtained when:
 Cleaning methods are correctly selected;

 Correct equipment and agents are used for each surface involved;
 Cleaning tasks are carried out at frequencies dependent on the type and
amount of soiling, which may detract from the appearance of an area
and may put the occupants at risk of infection.
These points should be included in the final documentation following

method study.

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Perhaps more than in any other type of establishment it is of vital
importance in hospitals (sample study) that there is full consultation when
establishing methods and frequencies. In patient care areas the views of the
nursing staff will carry considerable weight, but the responsibility for
determining the ways in which the standards should be met rests ultimately
with the domestic services department.
The Executive Housekeeper should therefore plan for a standard at the

level desired by management, making use of her technical knowledge in
defining job procedures, job sequences and frequencies, and work
schedules for her particular establishment. The most usual method of ensuring
that standards are being met is by establishing a system for checking work
done.
Inspections may be total, random or planned and the housekeeper may

also introduce quality control when check-lists and 'white ragging' can be used
in an attempt to compare the work with an ideal standard The result may be
judged as a percentage of the ideal or as fair. good or excellent. Effective
systems of checking are essential to ensure that all work is carried out and
that standards are maintained.
The Executive Housekeeper may need to reassure her staff that checking
the quality of work is a means of improving performance and not an excuse for
fault finding Staff meetings may provide the housekeeper with opportunities to
discuss standards with her supervisory staff and some means of feedback to
those carrying out the tasks, e.g., maids, cleaners, etc., should be found. The
housekeeper should find time to carry out inspections herself as part of her
monitoring function but, generally it is work delegated to the assistant
housekeepers or supervisors.
Standard Time Rates

The way in which a job is done (job procedure and sequence) affects the
time spent on that job, as well as cleaning standards, and cleaning time is the
basis from which staffing requirements stem.
Standard time rates have been calculated for specific jobs under
standard conditions of equipment, agents, method and personnel etc., but
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these seldom exist. The rates published cannot take into account all the factors
which influence the time required for a particular job in a particular area in a
particular establishment. Standard time rates, however, may be used as
guidelines or for comparative purposes. Among the factors which will influence
the standard time needed for any job are:
1. The type, age, architectural features of the establishment, the function of the
area:
 The maintenance of the area;

 The standards to be obtained;
 Degree and type of soiling;
 Frequency of cleaning;
 Type of surface to be cleaned;
 Type of service to be rendered;
 The amount of traffic and interruptions;
 The habits of the occupants;
 The accessibility of work areas to service areas.
2. The availability and type of equipment, supplies, etc.
3. The dexterity, motivation and caliber of the employees.
4. The quality of supervision.
Welfare of Staff
As a manager, the housekeeper leads and directs; she gives instructions,
trains and motivates her staff to meet the required standards. Incentive
bonuses may be useful relations and good working conditions are probably
longer-term motivators. Due consideration should be given to wages, holidays
and distribution of hours on duty.
Maids should be compensated in some way for extra work done, as for
example when there are no relief maids for days off, sickness or holidays. It
might be suggested that to prevent monotony, maids change sections
occasionally, but in the majority of cases, maids object because they get the
feeling work is left for them and they prefer to Five ways to wellbeing keep to
their own supervisor and guests.

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The feeding of her staff is not really the province of the Executive
Housekeeper but in the interests of their welfare she is concerned that they
have sufficient time to cover the distance between working areas and staff
canteen, time to queue for, and to eat their meals.
Good employees are hard to come by and once found it is up to the

housekeeper to be concerned with their welfare in order that they will stay.
Living-in staff needs comfort and warmth, single rooms, if possible, as

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

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

should know something of their lives apart from their work and this knowledge
will enable her to understand, sympathize and make allowances in individual
performance, when and if necessary.
In planning well, the housekeeper improves staff relationships and

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

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and to maintain discipline and control over staff and guests according to house
policy.
Coordination and Control

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

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

employees work individually and the "end-product" is intangible.
Planning and control are complementary and where the Executive

Housekeeper finds any deviation from the original plan, she should take the
necessary steps to remedy it or she may consider it advisable to replan.
In aiming at an efficiently run department with operating costs as low as

possible the Executive Housekeeper endeavors to save time, labor and
materials. In doing so, she controls:
 Work methods;
 Allocation of work;
 Working conditions of her staff;
 All articles in use within the department; e.g.
o Linen and uniforms,

o furniture and furnishings,
o equipment and supplies.
o keys
Ensures as far as is possible throughout the department:
 the prevention of accidents

 the provision of first aid
 security
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 prevention of damage by pests
The Executive Housekeeper carries the direct responsibility for achieving

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

considered last it is by no means the last step in management or supervision.
Control has the greatest impact when applied at every step of housekeeping
organization.
(Note In smaller establishments the Executive Housekeeper is much

more concerned with the day-to-day routine work and at times may have no
assistants on duty with her.) In surveying and controlling the work of her
department, the Executive Housekeeper should keep abreast of new products,
furnishings, uniforms, etc. and in doing so she should try out new materials,
equipment, supplies and the like in an endeavor to keep costs as low as
possible.
New ideas may be gained by visiting exhibitions and other

establishments, by reading trade magazines and by seeing representatives from
various firms when they call. These are all time consuming but essential if up-
to-date products and methods, etc. are to be used and operating costs kept
down. Control of departmental costs is essential and for this to be effective the
housekeeper is concerned in the preparation of a budget for her department.
Record-keeping
Paper work is necessary and, although time consuming, the Executive
Housekeeper will need to keep certain records in order to aid memory, to aid
cooperation between departments, to improve efficiency and to make it easier
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should someone have to take over her job. While some records are legally
required others may be company policy. Not all records are relevant to all types
of establishments, but amongst those kept may be:
 Records of recruitment for staff and their results;

 Records of staff, giving personal particulars, e.g.
o Date of commencement of employment
o next of kin, holidays, sickness, absences
o date of leaving with reasons and
o possibly brief notes on their work and
o conduct in case of requests for references;
 Record of hours worked by staff, including overtime;
 Record of staff training;
 Stock books for linen and stores;
 Inventories of rooms and equipment, with dates of receipt, cost and
possibly a record of maintenance of the individual items;
 Records of each room regarding redecoration, new furnishings and
annual cleaning;
 Blanket book and Lost property book;
 Record of missing articles and articles not immediately found,
o e.g., Vacuum cleaners
 Accident book and Record of fire practices;
 Record of articles moved from or to rooms;
 Record of individual personal tastes of frequent guests and VIP’s;
 Financial records, invoice and petty cash books, costs of personnel, room
servicing, cleaning, contracts, purchasing of equipment and supplies

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SELF-CHECK NO. 1.1-1
Instruction: Choose the correct answer and encircle the letter of your choice.
1. This is a continuing function in housekeeping management, and the

organizational set-up should be reviewed frequently.
a. Operation c. Managing
b. Organizing d. Planning
2. This hospitality term simply means any interaction during which a guest
may form an impression of your brand or product. This impression may be
either positive or negative.
a. Moments of Truth c. Positive Impressions.

b. Guest Interactions d. Brand Awareness.
3. This is normally a high-level position within the hotel holding much

responsibility and with all statutory and company regulations relating to the
health & safety, hygiene, conduct of employees, fire emergency procedures,
security of premises and of property.
a. Chambermaids c. Executive Housekeeper

b. Operations Manager d. Duty Manager
4. This department not only prepared clean guest rooms on a timely basis for
arriving guests, but also cleans and maintains everything in the hotel.
a. Maintenance Department c. Engineering Department

b. Housekeeping Department d. Guest Services Department
5. This pertains to leadership and on-going supervision in housekeeping.
a. Precautions Act c. Quality Control

b. Economic Planning d. Strategic Planning

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ANSWER KEY 1.1-1
1. b. Organizing.
2. a. Moments of Truth.
3. c. Executive Housekeeper.
4. b. Housekeeping Department.
5. c. Quality Control.

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LEARNING OUTCOME NO.2 Monitor Cleanliness and Safety in
the Workplace
1. Continuous monitoring of the cleanliness and safety of the workplace is
done.
2. Housekeeping issues are raised with designated personnel in accordance
with workplace procedures.
3. Maintenance and storage of tools, equipment and supplies are monitored
in accordance with workplace standards.
4. Records are stored and maintained.
5. Emergency Management Plan is reviewed periodically.
References:
 Casado, Matt A. Housekeeping Management 2nd Edition 2012. John
Wiley & Sons, Inc.
Private, Ltd.
Operations 1st Edition 2008. Tata McGraw-Hill Publishing Company,
Limited.
Operations 4th Edition 2005. John Wiley & Sons, Inc.
 Websites:
o https://www.tutorialspoint.com/hotel_housekeeping/
hotel_housekeepin g_principles.htm
o https://smallbusiness.chron.com/emergency-disaster-plan-
hospitality- facility-78027.html
o https://setupmyhotel.com/train-my-hotel-staff/hk.html
o https://studygroom.com/important-documents-used-by-the-
executive- housekeeper/

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o https://dem.nv.gov/uploadedFiles/demnvgov/content/
Resources/Nevad a%20Resort%20Hotel%20ERP%20Guide
%20Final%20%20Draft%205.11.2018.pdf
o https://www.fema.gov/sites/default/files/2020-
05/CPG_101_V2_30NOV2010_FINAL_508.pdf
o https://www.ready.gov/business/implementation/emergency

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PRINCIPLES IN THE HOUSEKEEPING DEPARTMENT
Introduction
There are various principles followed by the housekeeping staff. They are
cleaning and hygiene principles, safety and security principles, comfort and
privacy principles, and finally, the decor.
For understanding the housekeeping principles, first let us go through

what advantages it offers to the hotel.

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Advantages of Housekeeping
There are various principles followed by the housekeeping staff. They are
cleaning and hygiene principles, safety and security principles, comfort and
privacy principles, and finally, the decor.
 Clean and hygienic atmosphere.

 Comfortable and convenient stay.
 Privacy.
 Safety and security.
 Provision of amenities.
 Making guests Feel good.
Having seen the advantages, let us see the principles of housekeeping

towards providing these to the guests while working safely.
Purpose of Cleaning
Cleaning is conducted to remove harmful bacteria present in the dust
deposited on the hotel property because of air pollution. This may cause
unhealthy effects on the working staff as well as the guests.
Cleanliness reduces the threat of any infections and offers comfortable

stay to the guests in the hotel.
Cleaning and Hygiene Principles

The worker must follow the given principles while cleaning:
 Carry out the cleaning procedures in sequence. Say, sweeping → Dusting

→ Mopping/Suction Cleaning → Disinfecting → Air Freshening.
 Must take care while cleaning and polishing; not to damage various
surfaces and hamper their appearance.
 Should start cleaning from extreme inner end continuing towards exit.
 Should park the chambermaid’s trolley such that it leaves space for
corridor traffic.
 Must take proper precautions while handling cleaning equipment,
detergents, and guest luggage.
 Must remove hard water stains and spider webs as soon as they occur.
 Must never use guest room linen for cleaning or blocking room entry.

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Safety and Security Principles
The workers must follow the safety rules mentioned below:
 Protect their body from harmful chemicals by wearing thick gloves.

 Protect their eyes by wearing masks or goggles if required.
 Must use caution sign to mark wet floors.
 Clean spilled liquids immediately to reduce chances of slipping.
 Handle cleaning chemicals carefully while transporting, disposing, or
refilling the containers.
 Mix any chemicals required in the presence of proper ventilation.
 Must not open unlabeled chemical containers.
 Use swivel head mops to avoid inappropriate body posture while
cleaning.
 Wear close toe-non slip footwear while working.
 Use appropriate body postures while working to avoid cramps.
 Request for peer assistance while moving heavy loads such as furniture.
 Report to the supervisor in case of any accident due to mishandling of
flammable liquids or otherwise.
 Keep the guests safe with the help of security department.
 Keep the guests’ documents, ornaments, or other articles safe.
Comfort and Privacy Principles

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

The housekeeping staff needs to know various types of fires and fire
extinguishers. The staff must be trained to handle small fires.
Fire is classified into the following types:

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

fire prone areas and must know to operate them under challenging conditions.
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Importance of Decor in Housekeeping
The housekeeping staff is responsible for creating pleasant ambience in
the hotel. This needs aesthetic sense and an eye for detail. A guest is keen to
visit the hotel if he finds classy and catchy ambience with fresh air.
Housekeeping staff must intelligently use artificial waterfalls, large vases

with neat and eye-catching flower arrangements, paintings, wall pieces,
murals, lighting with appropriate luminance, candles, electric lamps or any
rare antic pieces.
The housekeeping staff is required to know various materials such as

wood, organic and artificial fibers, stone, sand, glass, plastic, and pigments to
maintain the expensive hotel property.
Hotel decors can be conducted thematically depending on the

local/international prominent festivals and cultures. Décor is yet another
important task that elevates guests’ experience with the hotel.

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1. A type of fire consists of ordinary combustibles such as wood, paper, trash

or anything else that leaves ash behind. It needs water under high pressure to
extinguish this fire.
a. Class A c. Class D
b. Class B d. Class E
2. The housekeeping staff must follow the given _______________ principles with
regard to comfort and privacy of the guest.
a. Standard c. Privacy and Care

b. Guiding d. Comfort and Privacy
3. Toilet paper is ordered by _______________ and often arrangements are made

for deliveries to come automatically, unless otherwise requested.
a. tons c. crates
b. gross d. bulk
4. This is conducted to remove harmful bacteria present in the dust deposited

on the hotel property because of air pollution.
a. sanitation c. wiping
b. brushing d. cleaning
5. Always follow the manufacturer’s specifications in handling _____________.
a. standards c. specific instructions

b. chemicals d. management guides

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ANSWER KEY NO. 1.1-2
1. A. Class
2. D. Comfort and Privacy
3. B. Gross
4. D. Cleaning
5. B. Chemicals

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TASK SHEET NO. 1.2-1
SEMINAR EVALUATION RUBRICS
Instructions: Conduct a 10 to 15-minute seminar about the Principles in the
Housekeeping Department.
Inadequate Average Admirable Outstanding

1 2 3 4 Score
 Hard to follow;  Most of  Information  Information
presented as
Organization of  sequence of information presented in interesting,
presentation information presented in logical sequence;
jumpy sequence  easy to follow  easy to follow
sequence
 Material not  Material  Material  Material
clearly related sufficient for sufficient for sufficient for
Background to topic OR clear clear clear
content background understanding understanding understanding
dominated but not clearly AND effectively AND
seminar presented presented exceptionally
presented
 Does not have  At ease;  Demonstrated
grasp of  At ease with
Knowledge of information; information;  Answered all full knowledge;
subject  Answered only  Answered most questions but  Answered all
rudimentary questions failed to questions with
questions elaborate elaboration
 Uses graphics  Uses graphics  Uses graphics  Uses graphics
Graphics (use of that rarely that relate to text that explain text that explain and
PowerPoint) support text and and presentation and presentation reinforce text and
presentation presentation
 Reads most  Refers to slides  Refers to slides  Refers to slides
slides; to make points; to make points; to make points;
Eye Contact  no or just  occasional eye  eye contact  engaged with
occasional eye contact majority of time audience
contact
 Mumbles and/or  Incorrectly  Voice is clear
incorrectly pronounces some with few  Voice is clear
Communication pronounces terms Voice fluctuations; and steady;
Skills some terms fluctuates from
 audience can  audience can
Voice is low; low to clear; hear well at all
 difficult to hear hear well most of times
 difficult to hear at times the time
 has make use of  has make use of  has make use of  has make use of
no more than 5 no more than 7 no more than 10 10 – 15 minutes
Length and Pace minutes minutes minutes time
 Rushed OR  Rushed OR  Most part are  Well-paced
dragging dragging in parts well paced throughout
throughout
TOTAL

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STANDARDS/GUIDELINES: RULES FOR
HOUSEKEEPERS
Introduction
Just like other departments, the Housekeeping Department also follows
certain rules and regulations. This is to ensure that the work of every employee
is done based on standards.
It is the Housekeeping Department’s priority to give the 100%

satisfaction and high-quality service to quests. Thus, following the standards,
rules, and regulation is a must.

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

Only 5 to 10% of the cost of cleaning is spent on cleaning equipment and
agents (the rest being labor), but they play a major role in the cleaning process.
The housekeeper should endeavor to provide those which make cleaning easier
for her staff, save time and obtain a satisfactory result.
Choice of Equipment
An expensive piece of equipment not used frequently is a waste of money
and so a dual-purpose machine might be considered, e.g. scrubbing/polishing
machine. An alternative to buying would be to hire the equipment.

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

obtained by staff:
 Going to a main store run by a Storekeeper; the cleaning materials are
issued to the individual maid or cleaner at set times when the rule of
“new for old” or “full for empty” may be applied;
 Making out requisition lists which are handed in for the housekeeper to
countersign and the items are collected later from the stores by a porter
or maids;

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 Going at set times of the day for their replenishments or renewals to a
housekeeping store kept under lock and key, which is the responsibility
of an assistant housekeeper;
 Who may have their stock of supplies “topped up” by a house porter
several times a week;
 Who may collect their box of cleaning materials from the housekeeping
stores or even the linen room daily en route to their sections; when the
maids finish their work the supplies are returned to the same place to be
replenished for the next day.
From the great variety of cleaning agents available the Executive

Housekeeper will normally supply a maid with a suitable:
 Detergent.
 Scouring liquid.
 WC cleanser.
 Mirror cleaner.
 Furniture polish.
 Air freshener
In the housekeeping stores there will be other cleaning agents, e.g. lime
stain remover, available when required and a variety of cloths. The usual cloths
needed by a maid are:
 Swab, sponge or disposable cloth.

 Floor cloth.
 Basin and glass cloths.
 Dusters.
 Polishing rags.
When buying cleaning agents, powdered items and liquid detergents,

they may be bought in bulk; this involves the issuing of small quantities in
suitable containers, when it is possible with careless handling for wastage and
mess to occur.
Although there may be an economy of money when buying in bulk,

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

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

to establishment. Where items are bought in bulk, unless there are large
scales, actual stock cannot be taken, so in a housekeeping store the stock of
these items is an estimated amount.
Stores Sheet
Stock Stock Book

Item Unit Discrepancies Total
in Hand Needed Stock
Air freshener Tins
Detergents,
Liters
liquid
Dusters Each
Mirror
Bottles
cleansers
Polish
Tins
furniture
Comparison of the book and actual stock may lead to the discovery of
discrepancies which should be investigated. These may be due to poor
bookkeeping, careless issuing or pilfering.
All businesses should establish controls for the storage of chemicals. The
following guidelines should be followed:
 All chemicals should be routinely kept under lock and key.

 Manufacturer guidelines should be strictly adhered to when storing and
handling chemicals.
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 A system of inventory should be established and followed.
Handling Chemicals
The following is a list of rules chemical suppliers recommend:
 Always follow the manufacturer’s specifications.

 Chemical supplies are given out under supervision.
 Maintain information and posters outlining accident procedures for the
cleaning agents used.
 Provide a supply of gloves, goggles and other safety equipment for the
refilling of containers used by staff.
 Ensure all spillage is cleaned up immediately.
 Check the use by date of cleaning products.
 Never mix cleaning agents.
Service Rooms
In hotels, chambermaids have a service room where they keep their
equipment, cleaning agents and other necessities for their work, and it should
be large enough to house the trolley if used. In other establishments articles
may be stored in a cupboard.
In any establishment some or all of the following may be provided:
 A sink with hot and cold water and a draining board;

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

toothpaste and sanitary supplies may be kept for sale to guests when required.

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These may be kept under lock and key by the housekeeper along with supplies
for “do-it-yourself” tea and coffee making.
In addition to the cleaning cloths and agents there will be other items
required in the department for the use of the guests or staff, especially in
hotels.
The following is a list of some of these items which may be kept in the
housekeeping stores:
 Toilet soap.
 Drawer lining paper.
 Writing paper.
 Coat hangers.
 Disclaimer notices.
 Electric blankets.
 Electric razors.
 Electric toothbrushes for hire.
 Book matches.
 Paper tissues.
 Impregnated paper shoe shiners.
 Brochures.
 “Do Not Disturb” signs.
 Tooth glasses.
 Hot water bottles.
 Bed pans and urine bottle.
Other accessories put into guests’ rooms according to house custom

(“giveaways” or guests' supplies) e.g., toiletries, sachets of detergent, shower
caps, mending kits, bottled water.
Cleaning Routines
Any establishment has to present an inviting, clean and well-cared-for
appearance at all times, and the cleaning should be carried out at a time when
it will cause as little inconvenience as possible. Thus, the public rooms and
offices are cleaned by maids before breakfast when there is less activity.
In some establishments, the public rooms are cleaned during the night
by the night porter and only the final dusting is left for the maids. Contract
cleaners may be employed in some instances, working either late at night or
first thing in the morning. During the day, in hotels, the lounge is normally
looked after by the lounge waiter or one of the uniformed staff regarding
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papers, ashtrays and cushions etc, and the housekeeper inspects the area at
intervals.
A chambermaid works from a service room or pantry, where she keeps

her equipment (generally marked with her name, number of the floor or
section), cleaning agents and other necessities for her work. She may share the
room with one or more other maids and when their work is finished the door
should be locked. The room should be easily cleaned, with as few things on the
floor as possible.
Depending on the establishment, cleaning routines varies. In some hotels

the chambermaids are responsible for floor service throughout the day.
In this case it is usual for the prepared tray and food to come direct from
the kitchen, the dirty trays are sent back there and the room maid is not
concerned with the washing-up.
Corridors and staircases are not normally cleaned before breakfast in

case guests might be disturbed, and chambermaids should realize that noise,
e.g., shouting, raucous laughter, the banging of equipment and the clatter of
crockery, must be avoided at all times.
Guests should be inconvenienced as little as possible and their

belongings should only be moved when necessary. Drawers should not be
opened by a maid in an occupied room, although clothes may be hung in the
wardrobe. On no account should a chambermaid try on jewelry or make use of
any of the guests' personal belongings, such as cosmetics. Newspapers, unless
in the wastepaper basket; should not be thrown away.
It has been customary for chambermaids to leave the door ajar while they
are working in a room (this gives the appearance that everything is above
board), and as the door is normally opposite the window, care should be taken
to avoid articles being blown off the dressing table by the curtain.
However, some hotels now consider that for security reasons the
chambermaid should have the door closed. Equipment and cleaning agents
should not be left untidily in the corridor for people to trip over, nor should
they ever be placed on the bed or on upholstered furniture and, where it is
used, a trolley outside the door indicates that the maid is in the room. In some
hotels, there may be a “chambermaid finder” device outside each door, and the
maid operates this to denote that she is in the room.

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Rooms at any one time may be occupied (let), vacated (guest has left) or
vacant (not occupied last night) and the amount of cleaning given to each room
will vary.
All require a comfortable, clean and presentable appearance and the

work to be done in an occupied room will be enough to maintain this image.
This work is known as a “daily clean”.
In a vacated room all signs of the previous guest have to be removed and
the room made ready for a new arrival; this entails a special clean and
obviously takes longer than a daily clean.
Daily Routines
A daily routine is normally carried out by a chambermaid during one
visit to a room; but in some instances, she may do one job throughout a
number of rooms before returning to the first room to do the next job
throughout, and so on until the work is completed.
This cleaning routine (block cleaning) is more suited to establishments

where it is known that the rooms are likely to be empty for at least all the
morning and this method does present security risks.
It is usual to give a special or more thorough clean to occupied rooms

when guests have stayed for some days, as well as to vacate rooms before re-
letting. This entails giving attention to carpet edges, upholstery, furniture,
paintwork etc. Like the daily clean, this special clean may be carried out by the
maid on one visit to the room, as would be required in a vacated room, Or it
may be more convenient in some cases to add one or two jobs to the daily
routine, so completing the special clean within a few days.
For example:
 Monday – daily work and polishing furniture.

 Tuesday – daily work and carpet edges and upholstery.
 Wednesday – daily work and paintwork.
Spring Cleaning
Periodic cleaning is often referred to as spring cleaning or annual
cleaning and is carried out at predetermined frequencies', depending on the
policy of the establishment. It may be monthly or annually, or any frequency in
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between. Obviously the less frequent that the periodic clean is, the more
extensive it needs to be.
All rooms in time require a complete overhaul and many establishments

have a spring or annual cleaning programme which may coincide with the
planned schedule for redecoration or the wash down of walls and ceilings.
The annual clean in a seasonal establishment is carried out when it is

closed and in others at convenient times depending on occupancy. These times
will vary according to the type of establishment, e.g. resort hotels are probably
busier at weekends, city hotels during the week; and the exact dates will have
to be agreed with reception, maintenance and contract cleaning; security and
the laundry (where it is on the premises) will also have to be informed. In some
cases, generally depending on the work to be carried out, a whole floor or wing
of rooms may be taken 'off' for several days, so that the cleaning may be
undertaken.
Orders of Work
Executive Housekeeper in training them, it is possible for orders of work,
incorporating work simplification, to be planned. It is a simple matter to plan
an order of work for cleaning a specific article, e.g. a wash basin, but
difficulties arise when it comes to rooms, as they vary so much, in addition to
the fact that they may be occupied, vacated or vacant.
In general, it should be remembered that:
 Sweeping with a broom is done before dusting, and dusting before

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

 Remove litter and dirty crockery.
 Attend to main jobs, e.g. bed, fireplace.
 Sweep if required.
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 Dust and if necessary dry mop.
 Vacuum clean carpet and upholstery.
 Spot clean the carpet and paintwork as necessary.
 Survey the room.
The orders of work for the cleaning of several articles and different types
of rooms differs between operations, but it must be stressed that there will
probably be adjustments necessary in differing circumstances. Before starting
the work, it is expected that chambermaids will have been instructed regarding
the necessary equipment and supplies needed for the job.
 Ventilate room.
 Strip bed and deal accordingly with linen and bedding.
 Strip the room of loose furnishings and small articles, including lamp
shades, pictures, etc.
 Vacuum clean and cover bed and upholstered furniture.
 Vacuum clean carpet, then cover or take up.
 Wipe or wash furniture inside and out.
 Stack and cover furniture or remove from room.
 The room can now be redecorated or washed down.
 Sweep walls and floor.
 Wash paintwork and have windows cleaned.
 Thoroughly clean wash basin.
 Have carpet re-laid or uncovered and vacuum clean it, shampoo if
necessary.
 Have curtains re-hung.
 Remove dustsheets, reline drawers, polish furniture and if necessary,
reposition it.
 Return cleaned small articles and put in place.
 Make bed with clean linen and bedding.
 If there is a surround, mop and polish it.
 Finally, dust, mop if necessary and vacuum clean carpet.
 Survey room and close door.
During the preliminary preparation, repairs of all kinds (whether to

furniture, floors, plumbing or electrical fittings) will be noted and either dealt
with in situ or the articles removed to be repaired elsewhere.
In a hotel, house porters or valet-porters will help the maids with some of
the jobs handymen available to help with high and heavy jobs. Annual cleaning
of lounges is carried out in a similar way.

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Security
Security is not the prerogative of any one person in an establishment; all
staff should be security minded and report anything of a suspicious nature.
Staff should realize the necessity of not giving information regarding internal
matters to such persons as enquiry agents, newspaper reporters, etc.
Most large establishments, e.g., hotels and hospitals, have one or more
security officers on their staff to prevent crime and to protect guests and their
staff from such dangers as theft, bomb threat, fire or assault. In smaller hotels
the responsibility for security will be the hotel managers, and in other
establishments will be that of the manager's equivalent.
The Executive Housekeeper and her staff should know about the
building perhaps more than many other staff and must be aware of the ways in
which they can be security minded. If a thief wants to get into a room, he may
gain admittance by telling the maid he has:
 A repair to carry out.

 Come to collect the television set or other articles.
 Flowers to deliver to a certain room.
 Forgotten his key.
Therefore, a chambermaid should be instructed to keep a look out for,

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

and to remove all keys left in doors immediately they are seen and hand them
to a housekeeper who will return them according to house custom.

STANDARDS/GUIDELINES: RULES FOR HOUSEKEEPERS
I. Selection: Write TRUE if the statement is correct, FALSE if it is not.
1. Enter the floor with clean and tidy uniform, in a properly groomed
manner.
2. Not walk by stomping the feet, run, or jump in the hotel premises.
3. Stand inside the guest room while speaking to the guest to hear them
more clearly.
4. Always keep the room doors closed while cleaning to ensure privacy.
5. Never answer the guest room phone.
6. You can use guest bathrooms because you are a housekeeper.
7. Do not accept any gift from the guests and politely deny them.
8. Only 10 to 15% of the cost of cleaning is spent on cleaning equipment
and agents
9. An expensive piece of equipment not used frequently extends its
durability.
10. Not all chemicals should be routinely kept under lock and key.
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11. When handling chemicals, always follow the manufacturer’s
specifications.
12. Provide a supply of gloves, goggles and other safety equipment for the
refilling of containers used by staff.
13. Let spillage dry first before cleaning.
14. It is recommended to mix cleaning agents.
15. Chemical supplies can be given out without supervision.

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STANDARDS/GUIDELINES: RULES FOR HOUSEKEEPERS
I. Selection: Write TRUE if the statement is correct, FALSE if it is not.
1. TRUE
2. TRUE
3. FALSE
4. FALSE
5. TRUE
6. FALSE
7. TRUE
8. FALSE
9. FALSE
10. FALSE
11. TRUE
12. TRUE
13. FALSE
14. FALSE
15. FALSE

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SECURITY OF KEYS
Introduction
Since management has
certain responsibilities for the safety of the guests' belongings, the proper care
of keys is a very important aspect of security.
Individual heads of departments are responsible for all the keys in their
areas and the Executive Housekeeper probably has control of more keys than
any other departmental head. In a hotel there are grandmaster, master, sub-
master and individual room keys.

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Grandmaster Key
This key will:
 Opens all doors and, in addition, double locks them against all other
keys; overrides the catch put on by the guest for privacy in the room – a
precaution necessary in case of an emergency, e.g. Illness or injury;
 Is used when access to a room has to be prevented, e.g. In the case of
death; is used when a guest leaves his belongings in his room and goes
away for a night or two;
 Is used when a guest does not leave his key at reception and the guest
needs to be seen by the manager for some special reason;
 Is held by the Security Officer, General Manager, and Duty Manager and
sometimes by the Executive Housekeeper.
 be kept under lock-and-key at the front desk of hotels
Master Key
This key will:
 Open all rooms in the house;

 Be carried by assistant housekeepers and floor service waiters while on
duty, and sometimes by maintenance staff.
Sub-Master Key
This key will:
 Opens all rooms in a chambermaid's section;

 Is signed for at the start of work;
 Is attached to a belt round the maid's waist and should never leave her
person;
 Should never be lent to anyone;
 Is handed in when the chambermaid goes off duty.
Last thing at night, the duty Executive Housekeeper checks the return of
all keys and locks them away for the night. It is generally written into staff
terms of contract that the loss of any master key will lead to dismissal of the
employee.

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Individual Room Key
On being shown to a room a guest is given a key with a room number

and the name of the hotel on the tag. Guests are asked to hand in their keys
when they go out and the keys are then put on a key-board which should be
out of view of passers-by as another security precaution. A key not on the key-
board should indicate that the guest is in the hotel; this information can be
useful in the case of an emergency.
The mastering of locks is necessary but it should be realized that when

locks are mastered a certain amount of security is lost and great care should
be taken in the allocation of keys to responsible persons, emphasizing the need
for the utmost care in their protection and use at all times. It may be possible
to zone rooms so that not all parts of the establishment are in jeopardy should
a master key be lost.
Key Thefts
The locks in hotels are generally spring-operated mortice lock but to
overcome the problem of key thefts, keyless lock systems have been devised.
They are expensive but are in use in some hotels. They may be computerized
but there is also a less expensive battery-powered lock system, with an infra-
red device which reads the guests' cards. A disposable plastic card about the
size of a conventional credit card replaces the normal metal room key. One of
these cards is given to each guest on checking in.
In the computerized system the card is coded by perforations at random

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

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door and without entering the room. The lock is changed by using a special key
which instantly changes the tumbler.
Other Security Measures

The Executive Housekeeper is responsible for the reporting of faulty
window catches etc., and at night should ensure that all French windows and
balcony doors are securely locked and that panic bars on fire exit doors are
adjusted to enable no entry from outside. In hotels baby sitters may be
arranged by the Executive Housekeeper and may be members of the staff or
from an agency and both should have a written permit from the Executive
Housekeeper authorizing them to be “on the floors”; those from an agency will
normally collect the permit from the hall porter as they come into the hotel.
Inventories, stock lists etc. kept by the Executive Housekeeper should

help in discovering the loss of items, e.g., linen, cleaning equipment, etc.,
through pilfering and as a result investigations should take place.
The Executive Housekeeper and her staff should co-operate fully with the
security officer over house security regulations. All should realize the need to
refrain from gossiping to outside friends and from giving information regarding
internal matters to such persons as enquiry agents, newspaper reporters etc.
For security reasons the Executive Housekeeper selects her staff

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

rather than to expect former employers to commit themselves on paper.

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SECURITY OF KEYS
1. This key opens all doors and, in addition, double locks them against all
other keys; overrides the catch put on by the guest for privacy in the room.
a. individual room key c. sub-master key
b. master key d. grandmaster key
2. A key that is given to guests during their check-in.
3. This key open all rooms in a chambermaid's section or floor
4. This key will be held by the Security Officer, General Manager, and Duty
Manager and sometimes by the Executive Housekeeper.
5. This key will be used when a guest does not leave his key at reception and
the guest needs to be seen by the manager for some special reason

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SECURITY OF KEYS
1. d.
2. a.
3. c.
4. b.
5. d.

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EMERGENCY MANAGEMENT PLAN
Introduction
This Emergency Preparedness Plan has been developed in compliance
with the State's Standardized Emergency Management System (SEMS) and
Board Policy 2340. (See also organizational chart showing the emergency
preparedness functions identified by SEMS and the individuals and teams who
will be performing those functions.) All Office employees are expected to be
familiar with this Plan so that they will be prepared to take the appropriate
actions and carry out their responsibilities in the event of an emergency.

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

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Emergency Response Plan (ERP)
The actions taken in the initial minutes of an emergency are critical. A
prompt warning to employees to evacuate, shelter or lockdown can save lives. A
call for help to public emergency services that provides full and accurate
information will help the dispatcher send the right responders and equipment.
An employee trained to administer first aid or perform CPR can be lifesaving.
Action by employees with knowledge of building and process systems can
help control a leak and minimize damage to the facility and the environment.
The first step when developing an emergency response plan is to conduct
a risk assessment to identify potential emergency scenarios. An understanding
of what can happen will enable you to determine resource requirements and to
develop plans and procedures to prepare your business. The emergency plan
should be consistent with your performance objectives.

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At the very least, every facility should develop and implement an
emergency plan for protecting employees, visitors, contractors and anyone else
in the facility. This part of the emergency plan is called “protective actions for
life safety” and includes building evacuation (“fire drills”), sheltering from
severe weather such as tornadoes, “shelter-in-place” from an exterior airborne
hazard such as a chemical release and lockdown. Lockdown is protective action
when faced with an act of violence.
When an emergency occurs, the first priority is always life safety. The
second priority is the stabilization of the incident. There are many actions that
can be taken to stabilize an incident and minimize potential damage. First aid
and CPR by trained employees can save lives. Use of fire extinguishers by
trained employees can extinguish a small fire. Containment of a small chemical
spill and supervision of building utilities and systems can minimize damage to
a
When there is a hazard within a building such as a fire or chemical spill,
occupants within the building should be evacuated or relocated to safety. Other
incidents such as a bomb threat or receipt of a suspicious package may also
require evacuation. If a tornado warning is broadcast, everyone should be
moved to the strongest part of the building and away from exterior glass.
If a transportation accident on a nearby highway results in the release of
a chemical cloud, the fire department may warn to “shelter-in-place.” To
protect employees from an act of violence, “lockdown” should be broadcast and
everyone should hide or barricade themselves from the perpetrator.
Protective actions for life safety include:
 Evacuation.
 Sheltering.
 Shelter-In-Place.
 Lockdown.
Have a list of employees and maintain a visitor log at the front desk,
reception area or main office area. Assign someone to take the lists to the
assembly area when the building is evacuated. Use the lists to account for
everyone and inform the fire department whether everyone has been accounted
for. When employees are evacuated from a building, OSHA regulations
require an accounting to ensure that everyone has gotten out safely. A fire,

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chemical spill or other hazard may block an exit, so make sure the evacuation
team can direct employees to an alternate safe exit.
Sheltering
If a tornado warning is broadcast, a distinct warning signal should be
sounded and everyone should move to shelter in the strongest part of the
building. Shelters may include basements or interior rooms with reinforced
masonry construction. Evaluate potential shelters and conduct a drill to see
whether shelter space can hold all employees. Since there may be little time to
shelter when a tornado is approaching, early warning is important. If there is a
severe thunderstorm, monitor news sources in case a tornado warning is
broadcast.
Consider purchasing an Emergency Alert System radio - available at many
electronic stores. Tune in to weather warnings broadcast by local radio and
television stations. Subscribe to free text and email warnings, which are
available from multiple news and weather resources on the Internet.
Shelter-In-Place
A tanker truck crashes on a nearby highway releasing a chemical cloud.
A large column of black smoke billows into the air from a fire in a nearby
manufacturing plant. If, as part of this event, an explosion, or act of terrorism
has occurred, public emergency officials may order people in the vicinity to
“shelter-in-place.” You should develop a shelter-in-place plan. The plan should
include a means to warn everyone to move away from windows and move to the
core of the building.
Warn anyone working outside to enter the building immediately. Move
everyone to the second and higher floors in a multi-story building. Avoid
occupying the basement. Close exterior doors and windows and shut down the
building’s air handling system. Have everyone remain sheltered until public
officials broadcast that it is safe to evacuate the building.
Lockdown
An act of violence in the workplace could occur without warning. If loud
“pops” are heard and gunfire is suspected, every employee should know to hide
and remain silent. They should seek refuge in a room, close and lock the door,
and barricade the door if it can be done quickly. They should be trained to hide
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under a desk, in the corner of a room and away from the door or windows.
Multiple people should be trained to broadcast a lockdown warning from a safe
location.
Resources for Protective Actions for Life Safety

In addition to the following resources available on the Internet, seek
guidance from your local fire department, police department, and emergency
management agency.
 Exit Routes and Emergency Planning – U.S. Occupational Safety &
Health Administration (OSHA) 29 CFR 1910 Subpart E.
 NFPA 101: Life Safety Code® – National Fire Protection Association.
 Employee Alarm Systems – OSHA 29 CFR 1910.165.
 Evacuation Planning Matrix – OSHA.
 Evacuation Plans and Procedures eTool – OSHA.
 Design Guidance for Shelters and Safe Rooms – Federal Emergency
Management Agency (FEMA 453).
Incident Stabilization
Stabilizing an emergency may involve many different actions including:
fire-fighting, administering medical treatment, rescue, containing a spill of
hazardous chemicals or handling a threat or act of violence. When you dial 9-
1-1 you expect professionals to respond to your facility.
Depending upon the response time and capabilities of public emergency
services and the hazards and resources within your facility, you may choose to
do more to prepare for these incidents. Regulations may require you to take
action before emergency services arrive by another department, agency or even
a private contractor. Reach out to local law enforcement to coordinate planning
for security related threats.
Document all available resources. Determine whether external resources
have the information they would need to handle an emergency. If not,
determine what information is required and be sure to document that
information in your plan.

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Prepare emergency procedures for foreseeable hazards and threats.
Review the list of hazards presented at the bottom of the page. Develop hazard
and threat specific procedures using guidance from the resource links at the
end of this unit.
Warning, Notifications, and Communications

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

Facility Managers
Assign personnel the responsibility of controlling access to the
emergency scene and for keeping people away from unsafe areas. Others
should be familiar with the locations and functions of controls for building
utility, life safety and protection systems.
These systems include ventilation, electrical, water and sanitary systems;
emergency power supplies; detection, alarm, communication and warning
systems; fire suppression systems; pollution control and containment systems;
and security and surveillance systems. Personnel should be assigned to
operate or supervise these systems as directed by public emergency services if
they are on-site.
Site and Facility Plans and Information

Public emergency services have limited knowledge about your facility and
its hazards. Therefore, it is important to document information about your
facility. That information is vital to ensure emergency responders can safely
stabilize an incident that may occur. Documentation of building systems may

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also prove valuable when a utility system fails—such as when a water pipe
breaks and no one knows how to shut off the water.
Compile a site-plan and plans for each floor of each building. Plans
should show the layout of access roads, parking areas, buildings on the
property, building entrances, the locations of emergency equipment and the
locations of controls for building utility and protection systems. Instructions for
operating all systems and equipment should be accessible to emergency
responders.
Provide a copy of the plan to the public emergency services that would
respond to your facility and others with responsibility for building management
and security.
Store the plan with other emergency planning information such as
chemical Material Safety Data Sheets (MSDS), which are required by Hazard
Communication or “right to know” regulations.
Training and Exercises

Train personnel so they are familiar with detection, alarm,
communications, warning and protection systems. Review plans with staff to
ensure they are familiar with their role and can carry out assigned
responsibilities. Conduct evacuation, sheltering, sheltering-in-place and
lockdown drills so employees will recognize the sound used to warn them and
they will know what to do. Facilitate exercises to practice the plan, familiarize
personnel with the plan and identify any gaps or deficiencies in the plan.
10 Steps for Developing the Emergency Response Plan
1. Review performance objectives for the program.
2. Review hazard or threat scenarios identified during the risk
assessment.
3. Assess the availability and capabilities of resources for incident
stabilization including people, systems and equipment available
within your business and from external sources.
4. Talk with public emergency services (e.g., fire, police and emergency
medical services) to determine their response time to your facility,
knowledge of your facility and its hazards and their capabilities to
stabilize an emergency at your facility.
5. Determine if there are any regulations pertaining to emergency
planning at your facility; address applicable regulations in the plan.

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6. Develop protective actions for life safety (evacuation, shelter, shelter-
in-place, lockdown).
7. Develop hazard and threat-specific emergency procedures
using the Emergency Response Plan for Businesses.
8. Coordinate emergency planning with public emergency services to
stabilize incidents involving the hazards at your facility.
9. Train personnel so they can fulfill their roles and responsibilities.
10. Facilitate exercises to practice your plan.
a. Evacuation Planning Matrix – OSHA.
b. Evacuation Plans and Procedures eTool – OSHA.
c. Design Guidance for Shelters and Safe Rooms.
Medical
 CPR and ECC Guidelines - American Heart Association.
 Automated External Defibrillators (AEDs) – OSHA.
 Blood-borne pathogens – OSHA 29 CFR 1910.1030.
 Model Plans and Programs for the OSHA Blood-borne Pathogens and
Hazard Communications Standards – OSHA Publication 3186.
Fire-fighting
 Fire Protection – OSHA 29 CFR 1910 Subpart L.
 Fire Brigades – OSHA 29 CFR 1910.156.
 Standard on Industrial Fire Brigades – NFPA 600.
Hazardous Materials
 Hazardous Materials Emergency Planning Guide (NRT-1) – U.S. National
Response Team.
Natural Hazards
 National Hurricane Center, Publications, Tropical Cyclone Advisory
Mailing Lists, Hurricane Preparedness, The Saffir-Simpson Hurricane
Wind Scale (Experimental) – National Weather Service (NWS).
 Thunderstorms, Tornadoes, Lightning, Nature's Most Violent Storms: A
Preparedness Guide, Including Tornado Safety Information for Schools –
NOAA, National Weather Service.
 Tornado Protection: Selecting Refuge Area in Buildings – FEMA 431.
Rescue
 Permit-Required Confined Spaces – OSHA 29 CFR 1910.146.
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 Standard for Rescue Technician Professional Qualifications – NFPA 1006.
 Standard on Operations and Training for Technical Search and Rescue
Incidents – NFPA 1670.
Workplace Violence
 Dealing with Workplace Violence: A Guide for Agency Planners – United
States Office of Personnel Management.
 Workplace Violence—Issues in Response – Federal Bureau of
Investigation.
Terrorism, Bomb Threats, and Suspicious Packages

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

Natural Hazards
Geological Hazards
 Earthquake.
 Tsunami.
 Volcano.
 Landslide, mudslide, subsidence.
Meteorological Hazards
 Flood, flash flood, tidal surge.
 Water control structure/dam/levee failure.
 Drought.
 Snow, ice, hail, sleet, arctic freeze.
 Windstorm, tropical cyclone, hurricane, tornado, dust storm.
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 Extreme temperatures (heat, cold).
 Lightning strikes (wild land fire following).
Biological Hazards
 Food-borne illnesses.
 Pandemic/Infectious/communicable disease (Avian flu, H1N1, etc.).
Property Conservation
Taking action before a forecast event, such as a severe storm, can
prevent damage. Prompt damage assessment and cleanup activities following
the storm can minimize further damage and business disruption. These actions
are considered “property conservation”— an important part of the emergency
response plan.
Much of the following guidance is directed to building owners and facility
managers. However, tenants should also develop a plan in coordination with
building owners and managers as well as public authorities.
Preparing a Facility for a Forecast Event

Actions to prepare a facility for a forecast event depend upon the
potential impacts from the hazards associated with the event. Conduct a risk
assessment to identify severe weather hazards including winter storms, arctic
freeze, tropical storm, hurricane, flooding, storm surge, severe thunderstorm,
tornado and high winds. Also consider non-traditional hazards, such as a
planned event involving a large crowd.
Property conservation actions should focus on protection of the building
and valuable machinery, equipment and materials inside. Potential damage
may be prevented or mitigated by inspecting the following building features,
systems and equipment:
 Windows and doors.
 Roof flashing, covering and drainage.
 Exterior signs.
 Mechanical equipment, antennas and satellite dishes on rooftops.
 Outside storage, tanks and equipment.
 Air intakes.
 High value machinery.

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

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EMERGENCY PREPAREDNESS PLAN MAKING
Poor Fair Good
Criteria Score
1 pt. 2 pts. 3 pts.
You have stated
You have not You have
the disaster that
stated what adequately stated
Disaster is occurring but
disasters which disaster is
it does not fit the
occurring occurring
guidelines
You have either
stated who is
You have not involved but
You have clearly
stated who is failed to name a
Who is stated who is
involved or location or you
involved? involved and where
where they are have named a
they are located
located location but
failed to state
who is involved

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You have stated
safety You have stated
You have not
consideration but appropriate safety
Safety stated any
they are non- considerations that
Considerations safety
specific to your are specific to your
considerations
disaster or disaster
irrelevant
You have created
You have created
Emergency
You have not appropriate
Response Steps
Emergency created Emergency
but they are
Response Steps Emergency Response Steps
incomplete,
Response Steps that are specific to
incorrect, or
your disaster
irrelevant
You have created
You have created an
You have not an Evacuation
appropriate
Evacuation included an Route but it is
Evacuation Route
Route Map Evacuation incomplete,
that is specific to
Route incorrect, or
your disaster
irrelevant
You have
included some
You have not You have included
Bibliography/ sources but they
cited your your sources in the
Works Cited are incomplete,
sources correct forma
inadequate, or
irrelevant
Presentation
The presenter
can be heard and
The presenter is The presenter is
understood but
Clarity not easily heard easily heard and
does not present
or understood. understood
him/herself in a
professional way
The slideshow The slideshow The presentation is
is impossible to can be read but visually interesting
Slideshow read. There are does not include and clear. It
no graphics or any graphics or includes graphics
effects. effects and effects
There are a
The presentation is
multitude of There are some
completely free of
Spelling/ spelling, grammar,
spelling, grammar,
Grammar grammar, and punctuation, or
or punctuation
punctuation spelling errors
errors
errors

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TOTAL /27

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LEARNING OUTCOME NO.3 Assess and Evaluate Assigned
Tasks
3.1 Risk assessment activities are scheduled and applied based on industry
standards.
3.2 Safe workplace is ensured to protect the workers' safety.
3.3 Effectiveness of the systems are reviewed and assessed according to
workplace standards.
3.4 Necessary improvements are implemented.
3.5 Compliance with legislations and internal requirements are maintained.
References:
 Casado, Matt A. Housekeeping Management 2nd Edition 2012. John
Wiley & Sons, Inc.
Private, Ltd.
Operations Edition 2008. Tata McGraw-Hill Publishing Company,
Limited.
Operations 41b Edition 2005. John Wiley & Sons, Inc.
 Websites:
o https://www.iuf.org/wpcontent/uploads/attachments/
Occupational_Health_and_Safety_Standards_for_Housekeepers.pdf
o http://www.blog4safety.com/2019/03/minim ising-risk-to-
hotelhousekeepers/
o https://study.com/academy/lesson/risk-management-in-the-
hospitalityindustry.html
o https://www.hotelmanagement.net/housekeepi ng/best-practices-
roomattendants
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COORDINATION AND WORK RECORDS
Introduction
If various departments are seen as organs of the body, then the
housekeeping department can be seen as a mesh of the nerves that keeps
coordination with various organs to achieve its objectives.
No work in the industry is complete without coordination and
documentation. The housekeeping department is not an exception either. It
needs to coordinate within the department itself and with the other
departments in the hotel business for while working on daily basis and
completing documentation formalities while working.

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

The hotel housekeeping performs the following functions:
 Collecting all requests made by the guests.
 Briefing the staff about the routine or special event preparation before
the staff turns up their sleeves.
 Assigning routine duties / changed duties to the housekeeping staff.
 Collecting work reports from staff.
 Collecting check-out room number and updating it to the floor
supervisor.
 Handling key cabinet that contains the keys of all floors' master keys and
housekeeping store keys
 Maintaining various records of forms and registers.
Coordination of Housekeeping with Other Departments

While working, the housekeeping department needs to coordinate with
the following departments:
1. Housekeeping-Front Office Coordination
 Sharing occupancy information that helps to estimate future occupancy,
budget, and required number of staff
 Cleaning public areas of hotel premises
 Special attention requirements like VIP guests, corporate or large family
groups, or airline crews as occupants.
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 Collection of soiled uniforms from and provision of ready uniforms to the
front office staff daily.
2. Housekeeping-Food and Beverage Coordination

 Forthcoming banquet events and parties.
 Pest control in kitchen.
 Collection of soiled linen and uniforms from the F&B department and
provision of ready linen and uniforms to the F&B staff daily' Clearance
of trays from guest corridors.
 Placement of special guest amenities in guest rooms such as VIP
amenities or welcome drink.
3. Housekeeping-Sales and Marketing Department Coordination
 Supply of promotional brochures, rate cards, or other items such as pen
stand in the guest rooms.
 Collection of soiled uniforms from the S&M department and provision of
ready uniforms to the S&M staff daily.
4. Housekeeping-Human Resource Department Coordination
 Acquisition of new staff for the housekeeping department.
 Compensation of housekeeping staff members such as salary, over time,
medical treatment, etc.
 Motivation for staff performance by appraisal or reward, induction and
training program for new staff.
 Collection of soiled uniforms from the HRD and provision of ready
uniforms to the HRD staff daily.
5. Housekeeping-Security Department Coordination
 Safety of hotel property, and keys.
 Prevention of fire and thefts in the hotel.
 Prevention of any anti-social activities such as any suspicious activities,
gambling, or smuggling performed by guests in the guest rooms or hotel
premises.
 Collection of soiled uniforms from the HRD and provision of ready
uniforms to the HRD staff daily.

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6. Housekeeping-Uniformed Service Department Coordination
 Collection of soiled uniforms from the porters, doormen, drivers, and
provision of ready uniforms to them daily.
7. Housekeeping-Accounts Department Coordination

 The issues related to payments of housekeeping staff.
 Collection of soiled uniforms from the Accounts department and
provision of ready uniforms to the accounts staff daily.
8. Housekeeping-Engineering Department Coordination
 The issues related to erroneous functioning of cleaning and gardening
equipment, faulty electric power points, leaning pipes, air-conditioning
maintenance, or any other such work.
 Collection of soiled uniforms from the Engineering and Technology staff
and provision of ready uniforms to them daily.
9. Housekeeping-Maintenance Department Coordination
 The repairing and maintenance of broken furniture and fixtures.
 The painting of the required area in the hotel,
 Repairing pipes and electric points in the guest rooms.
 Collection of soiled uniforms from the Maintenance staff and provision of
ready uniforms to them daily.
Important Registers Maintained by Housekeeping

The registers are used to record important information. They are very
helpful when the shifts and staff on duty changes, and while working too.
The registers serve the purpose of keeping clear and timely records
thereby fostering good communication. Here are some important registers
maintained by housekeeping control desk.
1. Departure Register

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It is kept to track the changes of guest room status such as V, VD, or VC
after the guests has checked out. It also tracks the amount of Mini bar
beverages consumption in the CO guests’ rooms.
2. Expected Arrival Register
It keeps the track of pre-registered guests and their profile as
Regular/Other, Marital status, expected check-in time, and any special request
to be fulfilled.
3. Room Status Register

This register records the list of all rooms and their current status such
as V, VC, OOO, etc.
4. Guest Call Register
It records the instructions or notes relevant to the guest rooms and
adjacent area. It is very useful in keeping the track of activities and their
durations.
GUEST CALL REGISTER
Sr. Room Time to Forwarded

Date Guest Name Call/Request By Status
No. No. Deliver to
5. Guest Loan Register

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

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6. Missing Article Register
If any article owned by the hotel (other than consumable items is found
missing in a Check-Out room, then it is recorded in this Register.
7. Guest Supplies Control Register
This register is maintained to record guest supplies. The general format
is as shown below:
GUEST SUPPLIES
Sr. Floor/ Pens/ Beverage/Sugar/ Sewing Vanity

Shower Caps Description
No. Item Pencils Creamer/Sachets Kit Sets
8. Damage/Breakage Register
If any hotel property placed in the guest room is found damaged or
broken, it is recorded in this register.
DAMAGE/BREAKAGE REGISTER
Sr. Room
Date Damaged Item Found by Description
No. No.

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9. Lost and Found Register
If a housekeeping guest room attendant finds any guest-owned article
left in the Check-Out room then it is recorded into the Lost/Found Register
and sent to the same cell of the housekeeping department. It also records any
personal article found in the hotel remises.
LOST AND FOUND REGISTER
Sr. Found Picked Contact

Date Item Description Found by Address Signature
No. At by Number
10. Key Register

It is a register for noting down the issued keys of the guest rooms, mater
keys of the rooms and important safes, and floor keys.
KEY REGISTER
Sr. Time of Status at the End of Shift

Date Key Floor No. Room No.
No. Issue (Returned / Missing

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11. Linen Control Register
It records the movement of linen between the laundry and the guest
rooms or dining area. It makes the housekeeping staff easy to keep the track of
clean and soiled laundry.
12. Checklists and Reports in Housekeeping
There are various housekeeping checklists and reports automatically
generated by the hotel management software.
Checklists
Checklists help to ensure all work is done appropriately without anything
left to be completed. There are various checklists referred and filled by the
housekeeping staff. Some important ones are:
 Guest Supplies Checklist.
 Guest Room Cleaning Checklist.
 Guest Bathroom Cleaning Checklist.
 Beach Area Cleaning Checklist.
 Swimming Pool Cleaning Checklist.
 Garden Keeping Checklist.
 Housekeeping Standard Checklist for SPA.
 Housekeeping Standard Checklist for Fitness Center.
Reports

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The reports are useful to study past records of occupancy, cleaning
schedules, and predict the future status of the rooms. Let us see the reports
generated for housekeeping department:
1. Housekeeping Report
This can be generated at the end of each shift to report the housekeeping
status of each room.
HOUSEKEEPING REPORT
Room Room Checkout No. of

Turnover Status Housekeeper
No. Type Date Occupants
2. Housekeeping Assignment Report

It is required for scheduling the room attendants and recording the room
inspections.
ASSIGNMENT REPORT
Rm. Rm. Guest No. of Checkout Turnover

Adult Child Status Housekeeper
No. Type Name Nights date Date
3. Housekeeping Occupancy Report

This report shows the list of guests who have checked-in the hotel with
details such as number of adults and children, number of nights, and
housekeeping status. This report is generated for the occupied rooms, rooms
expected to be occupied, checked-out rooms, and vacant or blocked rooms This
report is generated for scheduling rooms for cleaning.
OCCUPANCY REPORT

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Gues
Rm. Rm. No. of Checkout Turnover Housekeeping
t Adult Child
No. Type Nights date Date Status
Name

Instructions: Indicate the type of coordination of the following statements.
___________________________1. Providing occupancy data that aids in estimating

future occupancy, budget, and staffing needs.
___________________________2. Collection of soiled uniforms from the Accounts

department and provision of ready uniforms to
the accounts staff daily.
___________________________3. Promotional pamphlets, rate cards, or other

amenities like a pen stand are available in the
guest rooms.
___________________________4. The care and repair of faulty fixtures and

furniture.
___________________________5. Fixing the wiring and plumbing in the guest

rooms.
___________________________6. Prevention of any antisocial behavior by visitors,

including any suspicious activity, gambling, or

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smuggling on the grounds of the hotel or in the
guest rooms.
___________________________7. Preparation for upcoming parties and banquet

events.
___________________________8. The problems with equipment used for cleaning

and gardening, malfunctioning electrical outlets,
sagging pipelines, air conditioning repair, or any
other similar tasks.
___________________________9. Keeping the hotel safe from fires and thefts.
___________________________10. VIP visitors, business or large family gatherings,

or aircraft crew members as residents all require
special attention.

1. Housekeeping - Front Office Coordination, Front Office
2. Housekeeping-Accounts Department Coordination, Accounts Department
3. Housekeeping-Sales and Marketing Department Coordination, Sales and
Marketing Department
4. Housekeeping-Maintenance Department Coordination, Maintenance
Department
5. Housekeeping-Maintenance Department Coordination, Maintenance
Department
6. Housekeeping-Security Department Coordination, Security Department
7. Housekeeping-Food and Beverage Coordination, Food and Beverage
8. Housekeeping-Engineering Department Coordination, Engineering Department
9. Housekeeping-Security Department Coordination, Security Department
10.Housekeeping-Front Office Coordination, Front Office
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RISK MANAGEMENT AND INTERNAL CONTROLS
Introduction
An essential part of being a responsible business is having in place
robust and effective risk management and internal control. This supports
hospitality businesses to be resilient, successful, and trusted.

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Risk Management System
An effective risk management system and internal control will provide
assurance to its shareholders. These well-established systems will help protect
against known and emerging risks and to cope with the unexpected. The hotel
develops the risk management system, strategies, and controls as a result of
continuous learning by management.
The intemal controls and risk management system aims to support the
achievement of business objectives, and protect the business, in particular:
 Our brands, business model, and reputation across key stakeholders;
 The delivery of our strategy, commercial targets and plans for change;
and
 The safeguarding of physical assets, people, systems and processes.
The risk environment that hotel operate in can be difficult to predict and is
rapidly changing. There are many risks that could impact the hotel's brands
and reputation and, therefore, the hotel is giving particular emphasis to
developing its reputation risk management capability and strengthening its
culture of doing business responsibly.
The key features of the risk management system are:
 Embedded risk management processes to consistently identify and
manage key risks to the business;
 Holistic approach to risk assessment applied through strategic, tactical
and operational risk perspectives;
 Risk strategies, controls and outcomes that support the business and
reduce unnecessary risk exposure; and
 Proactive risk and crisis management culture, through leadership and
training.
Embedded Risk Management processes the hotel has a Major Risk
Review process in place to identify manage, monitor, and report the principal
risks and uncertainties affecting the hotel operations.
The Board has ultimate responsibility for the hotels strategy and risk
management strategies, and the hotel's Audit Committee annually reviews the
effectiveness of the hotel's system of internal control and risk management.

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

The hotel conducts risk assessments to identify, prioritize and
distinguish risks it wishes to take from those it must mitigate. The hotel thinks
broadly about potential threats — whether they are strategic, tactical or
operational in nature.
Strategic Risks: these are risks arising from the hotel’s relationship with
the extremal environment and can impact on the hotels ambition and strategy
over the long term.
Strategic risks are a key feature of the Board and Executive Committee
agendas, regional and functional strategy setting and are considered
during decision-making on strategic issues such as the selection of future
growth markets, the selection of strategic business partners and decisions
pertaining to potential new initiatives.
Tactical Risks: these are risks that could impact the delivery of the
hotel's one to three-year targets including implementation of projects. These
include factors influencing the hotel's ability to sign and open new hotels, the
performance of existing hotels and delivery of projects. These are managed by
senior operators and overseen by the Regional Operating Committees. In
addition, project risks are managed by project management teams and
business sponsors with oversight provided by the Programme Office.
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Operational Risks: these include a wide spectrum of day-to-day risks
that front-line hotel colleagues and corporate teams face when dealing with
guests or ensuring corporate systems and processes are running smoothly.
A critical aspect of this is managing the safety and security of our people
and assets and the continuity of the business. For some parts of the business,
operational risks also include managing third-party service providers and the
wider supply chain.
Due to the nature of operational risks, the hotel typically mitigates these
through internal controls, operational and business processes, systems and
tools, and oversight roles exist through the management line.
Ensuring Health, Safety and Security Providing and supporting a safe

and secure environment for guests, employees and those working at or
otherwise visiting our hotels and corporate offices is paramount, and therefore
the hotel applies high standards of health and safety across the Group.
To ensure the protection and well-being of those working for the hotel
through suitable work-based strategies; minimize the risk of injury from work
activity; ensure that sufficient information and systems are in place to address
health and safety concerns; and involve employees in the continuous
improvement, reporting and review of health and safety matters.
The hotel has established a set of policies, procedures and measures and
requires all to comply with relevant legislation.
Hotel Health, Safety and Security

Recognizing the importance of operating safe hotels, and their
commitment to safety, security and crisis management in hotels is a
fundamental part of being a responsible business.
The hotel therefore requires that properties comply with a set of global
Brand Safety Standards. The programme also supports hotel owners, General
Managers and hotel employees to manage risk effectively by giving them a
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systematic approach and framework to follow and providing them with user-
friendly tools and training.
Where appropriate, the hotel's risk management training is accredited by

relevant recognized bodies and have developed a Safe Hotel/Manage Risk
framework (depicted above), which enables a consistent approach to managing
safety and security risk in hotels.
It comprises two mechanical cogs meshed together, showing different
types of safety and security risks in the "Safe Hotel" cog meshed against the
actions described in the "Manage Risk" cog.
This framework is actively promoted by the hotel's risk managers around
the world, working with hotels and their management teams in order to keep
hotel properties safe and secure.
Hotels are assessed by various methods, including self-assessment,
guest satisfaction surveys, design and engineering plans, incidents, intelligence
gathering, quality audits and risk management reviews.
Hotel management teams discuss issues at monthly safety meetings and
develop action plans. Risks are prioritized, responsibilities assigned and
improvement actions identified, progressed and monitored.
Action plans are reviewed as necessary by appropriate people to escalate
and drive action or develop common solutions.
Risk Actions and Outcomes

Fundamental to hotel's approach to risk management is that it is action-
oriented and yields tangible outcomes in the business, thereby reducing risk
exposures.
There are numerous risk management programmes and activities that
achieve this, including the hotel's safety and security action plans, business
continuity plans and crisis management programmes.
In developing our plans and programmes, the hotel considered both the
first-hand experience in managing events at the hotel, such as natural

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catastrophes and civil unrest and other possibilities which may impact the
hotel's central operations, brands and reputation.
Proactive Risk and Crisis Management Culture

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

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

Employees are required to dust, vacuum, make beds, scrub bathrooms,
clean mirrors, distribute amenities, take out the trash, and more. These may
sound like undemanding, everyday activities, but when employees must
perform each of them dozens of times a day, subject to room-cleaning quotas
and under various physical and psychological stressors, they can add up to a
serious risk to health and safety. The result is that hotel workers alone are
40% more likely to be injured at work than are service-sector workers in
general.
One study on hotel workers found that employees suffer from the highest
rates of injury of any occupation within the hotels studied and that injury rates
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varied significantly by gender and ethnicity. In particular, the study found that
employees suffered the highest rate of musculoskeletal disorders among all job
titles studied, and ranked first (along with cooks, and kitchen workers) for the
highest rates of injury due to acute trauma.
The study also found out that the rate of injury varies between hotel
companies, which imply that the dangers faced by employees may be mitigated
by the individual corporation's practices.
In addition to the occupational health and safety risks posed to hotel

employees the study found that; employees have a high rate of precarious
employment; employees are predominantly female, earn low wages and do not
typically enjoy much job security due to short-term, seasonal, and otherwise
parttime contracts.
The precariousness of their employment increases the risks of dismissal
for employees if they approach their employers with complaints, and a high
turnover rate within the industry discourages many workers who might
otherwise invest in improving their working conditions.
These issues are common across the industry. And yet, while hotel
chains have increasingly dominated the global market, and have routinely
insisted on extensive uniformity in the appearance and condition of rooms as
part of their brand identity, there is little uniformity in protections for the
workers, across different jurisdictions.
In a rapidly evolving sector, no one national jurisdiction appears to have
all of the answers on hotel housekeeper's health and safety. The standards
below draw from best practices across multiple jurisdictions, identified with the
help of national unions representing hotel workers. They also try to address
weaknesses and gaps, similarly identified with the help of unions.
I. Purposes.
a. To secure a working environment for hotel housekeepers that is
healthy and meaningful, and affords full safety from harmful
physical and mental impacts.

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b. To ensure sound conditions of employment and equality of
treatment at work.
c. To facilitate adaptations of the individual employee's working
situation in relation to his or her capabilities and circumstances of
life.
d. To provide a basis whereby the employer and the employees may
themselves safeguard and develop their working environment in
cooperation with the employerS and employees' organizations.
e. To foster inclusive working conditions freely.
f. To prevent and correct physical, emotional and mental stresses
that is commonly associated with housekeeping work.
II. Duty to Cooperate.

a. Employers and employees shall work together to design, implement
and follow up on provisions related to health, environment and
safety.
b. Employees shall take part in the organized safety and
environmental work of the undertaking and shall actively cooperate
on implementation of measures to create a satisfactory and safe
working environment.
c. Employees shall elect safety representatives who shall safeguard
the interests of employees in matters relating to the working
environment. The safety representative will have the power to end
an imminent hazard, and to ensure that the workplace is arranged
in such a manner that the safety, health and welfare of the
employees.
d. The safety representatives shall particularly ensure:
i. That employees are not exposed to hazards from machines,
technical installations, chemical substances and work
processes
ii. That safety devices and personal protective equipment are
provided in adequate numbers and that they are readily
accessible and in proper condition.

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iii. That the employees receive necessary instruction, practice
and training.
iv. That work is arranged in such a way that employees can
perform the work in a proper manner with regard to health
and safety.
e. Employees shall:
i. Receive and use the prescribed protective equipment,
exercise caution and otherwise contribute to prevention of
accidents and injury to health.
ii. Immediately notify the employer and the safety
representative and to the extent necessary other employees
when employees become aware of faults or defects that
may involve danger to life or health and they themselves are
unable to remedy the fault or defect.
iii. lii. Interrupt work if the employees consider that it cannot
continue without involving danger to life or health of
themselves or others.
iv. Ensure that the employer or the safety representative is
notified as soon as employees become aware of harassment
or discrimination at the workplace.
v. Notify the employer if an employee suffers injury at work or
contracts diseases which the employee believes to result
from the work or conditions at the working premises.
III. Acute Trauma
a. In order to maintain safety at the workplace, the employer shall
ensure:
i. That employees are informed of accident risks and health
hazards that may be connected with the work, and that
they receive the necessary training, practice and
instruction.
ii. That employees charged with directing or supervising other
employees have the necessary competence to ensure that
the work is performed in a proper manner with regard to
health and safety,
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iii. Expert assistance, when this is necessary.
iv. That the premises are adequately lit, maintained and clear
of obstacles.
b. When satisfactory precautions to protect life and health cannot be
achieved by other means, the employer shall ensure that
satisfactory personal protective equipment is made available to the
employees, that the employees are trained in the use of such
equipment and that the equipment is used.
i. The employer should ensure that workplaces are equipped
with adequate rescue and first aid equipment, as well as
safety signs and equipment.
c. If work is to be carried out that may involve particular hazards to
life or health, written instructions shall be prepared prescribing
how the work is to be done and what safety measures are to be
implemented.
IV. Musculoskeletal Injuries.

a. The workplace shall be equipped and arranged in such a way as to
avoid adverse physical strain on the employees. Necessary aids
shall be made available to the employees. Arrangements shall be
made for variation in the work and to avoid heavy lifting and
monotonous repetitive work. When machines and other work
equipment are being installed and used, care shall be taken to
ensure that employees are not subjected to undesirable strain as a
result of vibration, uncomfortable working positions and the like.
b. Machines and other work equipment shall be designed and
provided with safety devices so that employees are protected
against injuries.
c. Employers should establish the following procedures and policies
to utilize ergonomics to minimize musculoskeletal injury and
maximize efficiency.
i. Before Starting Work.
a.) Ensure employees wear comfortable shoes as part of
their uniform.
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b.) Ensure employees warm up their bodies by gently
bending the back and swinging the arms. This should
happen on paid time.
ii. At Any Time.
a.) Ensure employees feel comfortable to report any
unusual aches or pains in back, neck shoulders or
elbows.
b.) Ensure employees feel comfortable to communicate
ways to make their job easier.
iii. Making Beds.
a.) Use fitted sheets instead of flat sheets because it takes
less time to make beds and reduces straightening and
re-tucking.
b.) Offer bed-making assistive devices to reduce the need
to bend over and raise mattresses, and/or enable work
in pairs.
c.) Arrange workplace so that employees have room to
kneel next to bed to tuck in sheets to reduce bending
and twisting.
iv. Pushing Supply Carts.
a.) Employers shall provide supply carts to carry cleaning
equipment.
b.) Implement an equipment maintenance program to
reduce effort in moving cars.
c.) Provide carts with larger, harder wheels when
necessary to reduce overall daily fatigue.
d.) Provide motorized carts when needed to reduce
physical demands.
e.) Require that heaviest or most used items are place on
the cart between hips and chest.
f.) Require that carts be pushed with both hands to keep
the body from twisting.

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g.) Require/allow trash to be emptied from carts as often
as possible.
h.) Require/allow restocking of cart several times over
shift to lighten cart and provide rest.
i.) Require that employees report cart problems to
supervisor.
j.) Limit the amount of time that employees use a
malfunctioning cart
v. Vacuuming.
a.) Provide light-weight vacuums.
b.) Provide self-propelled vacuums or those with brush-
assisted movement when necessary.
c.) Provide vacuums with ergonomic handles, where less
grip force is needed and allows for hand to rest.
d.) Provide upright with canister vacuums where needed.
e.) Provide backpack vacuums where needed.
f.) Require/allow vacuum bags to be regularly emptied.
g.) Ensure employees use proper carpet height settings.
h.) Train employees to line up body with path of vacuum.
i.) Train employees to alternate vacuuming between left
and right hands.
vi. Cleaning Bathrooms.
a.) Provide cleaning brushes with long and ergonomic
handles to prevent excessive bending and twisting and
stress from gripping.
b.) Train and allow employees to stand inside tub to clean
wall tile as long as there is no risk of slipping.
c.) Encourage guests to and ensure employees keep dirty
towels off floor as much as possible, to reduce bending.

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d.) Require/allow employees to carry smaller sets of wet,
dirty towels, even if it means factoring in time for
more trips.
e.) Train employees to do work at waist level as often as
possible to reduce bending.
f.) Train employees to alternate harms when cleaning
surfaces.
vii. Dusting.
a.) Provide microfiber products so tasks can be
accomplished with less strain.
viii. Furniture/Amenities.
a.) Do not furnish with oversized mirrors, porous surfaces
or dark furniture.
b.) Do not arrange rooms so that they are overcrowded
with furniture.
c.) Provide wall-mounted toilets, showers without tubs,
wall mounted nightstands.
ix. Chemical and Biological Exposure.

a.) When handling chemicals or biological substances, the
working environment shall be so arranged that
employees are protected against accidents, injuries to
health and excessive discomfort. Chemicals and
biological substances shall be manufactured, packed,
used and stored in such a way that employees are not
subjected to health hazards.
b.) Chemicals and biological substances that may involve
health hazards shall not be used if they can be
replaced by other substances or by another process
that is less hazardous for the employees.

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c.) The employer shall provide the necessary routines and
equipment to prevent or counteract injuries to health
due to chemicals or biological substances.
d.) The employer shall keep a record of hazardous
chemicals and biological substances. The record shall
include information on physical, chemical and
hazardous properties, preventive safety measures and
first-aid treatment. Containers and packaging for
chemicals and biological substances shall be clearly
labelled with the name and composition and a warning
that is easily understandable to workers.
e.) Cleaning chemicals shall be stored in their original
containers and never mixed, even if they are the same
"type" of chemical.
f.) Cleaning chemicals shall be stored in well-ventilated
areas away from HVAC intake vents; this helps
prevents any fumes from spreading to other areas of
the facility.
g.) Employers shall install safety signage in multiple
languages or images that quickly convey possible
dangers and precautions. If using images, ensure that
employees understand what they mean.
h.) Employers shall ensure that all employees know
exactly what the following "signal words" mean:
"Caution": the product should be used carefully but is
relatively safe; "Warning": the product is moderately
toxic; "Danger": the product is highly toxic and may
cause permanent damage to skin and eyes.
i.) Workers shall cooperate as closely as possible with
their employers in the discharge by the employers of
their responsibilities and comply with all procedures
and practices relating to safety in the use of chemicals
at work.
j.) Workers shall take all reasonable steps to eliminate or
minimize risk to themselves and to others from the use
of chemicals at work.
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k.) Workers shall have the right to remove themselves
from danger resulting from the use of chemicals when
they have reasonable justification to believe there is an
imminent and serious risk to their safety or health,
and shall inform their supervisor immediately.
l.) Workers who remove themselves from danger in
accordance with the provisions of the previous
paragraph or who exercise any other rights outlined
here shall be protected against undue consequences
such as retaliation.
m.) Workers concerned and their representatives shall
have the right to:
n.) Information on the identity of chemicals used at work,
the hazardous properties of such chemicals,
precautionary measures, education and training.
i.) The information contained in labels and markings.
ii.) Chemical safety information.
x. Medical Examination and On-Site Health Professionals.
a.) The employer must enable adequate, voluntary access
to medical examinations. These may only be conducted
in a routine and compulsory way:
i.) When provided by statutes or regulations.
ii.) In connection with posts involving particularly
high risks.
xi. Working Hours/ Overtime/ Leave of Absence.
a.) Working Hours.
i.) Normal working hours must not exceed nine
hours per 24 hours and 38 hours per seven days
for:
1.1 Semi-continuous shift work and comparable
rota work,

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1.2 Work on two shifts which are regularly
carried out on weekends and public holidays
and comparable rota work regularly carried
out on weekends and public holidays.
1.3 Work principally performed at night.
ii.) Normal working hours must not exceed nine
hours per 24 hours and 36 hours per seven days
in the case of continuous shift work and
comparable rota work.
xii. Overtime.
a.) Work in excess of agreed working hours must not take
place except in cases when there is an exceptional and
time-limited need for it.
b.) If in the case of some employees the work exceeds
normal working hours, the time in excess is regarded
as overtime.
c.) Before imposing work as referred to in this section, the
employer shall, if possible, discuss the necessity of
such work with the employees' elected representatives.
d.) Overtime work must not exceed ten hours per seven
days, 25 hours per four consecutive weeks or 200
hours during a period of 52 weeks.
e.) Total working hours must not exceed 13 hours per 24
hours or 4B hours per seven days. The limit of 4B
hours per seven days may be calculated according to a
fixed average over a period of eight weeks.
f.) An employee shall be entitled to exemption from
performing work in excess of agreed working hours
when he or she so requests for health reasons or for
weighty social reasons. The employer is otherwise
obliged to exempt an employee who so requests when
the work can be postponed or performed by others
without harm.

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g.) For overtime work a supplement shall be paid in
addition to the pay received by the employee for
corresponding work during normal
h.) working hours. The overtime supplement shall be at
least 40 per cent the given rate.
xiii. Pace of Work.
a.) When assigning room quotas, employers must take
into account additional variables such as the time it
takes to restock supplies, travel to a different floor,
varying states of cleanliness before housekeeping, etc.
xiv. Breaks.
a.) An employee shall have at least one break if the daily
working hours exceed five hours and 30 minutes. The
breaks shall collectively amount to at least one hour if
the daily working hours total at least eight hours.
When the employee is not free to leave the workplace
during the break or where there is no satisfactory
break room, the break shall be regarded as part of the
working hours. When conditions so necessitate, the
break may be postponed.
xv. Leave of Absence,
a.) Workers should be entitled to a leave of absence,
without loss of seniority or other benefits, connected
with a medical condition.
b.) Accommodations must be made for leave connected
with pregnancy and childbirth,
d. Work Environment (Noise, Temperature, Lighting and Ventilation).
i. Physical working environment factors such as factors
relating to buildings and equipment, indoor climate,
lighting, noise, radiation and the like shall be fully
satisfactory with regard to the employees' health,
environment, safety and welfare.
e. Sexual Harassment.

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

Maximize Efficiency.
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a. Before Starting Work
b. At Any Time

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c. Making Beds

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d. Pushing Supply Carts and Vacuum Cleaners

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1. It processes the hotel has a Major Risk Review process in place to identify
manage, monitor, and report the principal risks and uncertainties affecting the
hotel operations.
a. Embedded Risk Management c. Front office services
b. Control Desk d. Control Center
2. This provides a long-term; and strategic perspective to the risks faced by the
hotel.
a. Risk Working Group c. Control Center

b. Risk Management d. Risk Management Center
3. These are risks arising from the hotel’s relationship with the extremal
environment and can impact on the hotels ambition and strategy over the long
term.
a. Strategic Risks c. Operational Risks

b. Tactical Risks d. Biological Risks
4.Tthese are risks that could impact the delivery of the hotel's one to three-year
targets including implementation of projects.

5. These include a wide spectrum of day-to-day risks that front-line hotel

colleagues and corporate teams face when dealing with guests or ensuring
corporate systems and processes are running smoothly.


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1. a.
2. a.
3. a.
4. b.
5. c.

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HOTEL ROOM INSPECTION CHECKLIST
Each hotel establishment will have its own standard

Standard Guidelines:
operating procedures in hotel rooms inspection.
The Trainee should be able to properly and efficiently

Performance
inspect rooms using the given Room Inspection
Objective:
Checklist.
 Demonstration with Oral Questioning
Assessment
 Roleplays
Methods:
 Actual application
 1 pc. Black Pen.
 1 pc. Clipboard.
Tools, Materials,
 Room Inspection Checklist
Equipment:
 1 pair White gloves.
 P5 coin.
This is comprehensive housekeeping inspection checklist. This is a

Yes/No format that covers the general guest room cleaning, maintenance issue,
amenities, and settings.
A. Quality Inspection
GUEST ROOMS
Standards Yes No N/A
1. Doors working properly.
2. Doors open easily and quietly.
3. Light switches work correctly.
4. Windows open and close properly.
5. Window free of cracks.
6. Window glass clean.
7. Blinds are straight and working properly.
8. Controls for air conditioning/heat work properly.
9. Air conditioning filter is/are clean.
10. Lamps work properly.
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11. Wall lights work properly.
12. Lamp shades clean and straight.
13. Foyer light works properly.
14. Beds are correctly made.
15. Fluffed/even pillows.
16. Bedspreads straight.
17. Mattress firm.
18. Bedspreads free of rips and stains.
19. Upholstery clean and in good condition.
20. Furniture free from scratches or stains.
21. Walls clean and free of cobwebs.
22. Walls free from scratches and nicks.
23. Luggage racks in good condition.
24. Pictures and mirrors are straight.
25. Telephone working properly.
26. Clean ashtrays.
27. Drawers slide out easily.
28. Used light bulbs with correct wattage.
29. Minimum of 6 hangers (for 3 suits, 3 dresses)
30. Drapes partially closed.
BATHROOM
1. Clean toilet seat. (both sides)
2. Clean underside of lavatory.
3. Shower rod in good condition.
4. Toilet flushes correctly.
5. Bathroom is odor-free.
6. Clean shower curtain.
7. Pop-up stopper is clean.
8. Free of water spots on tiles.
9. Clean shower or tub.
10. Fresh supply of towels.

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11. Floor mopped.
B. Materials Inspection
MARKETING MATERIALS
1. Guest directory.
2. Report card on experience.
3. Tourist brochures.
4. Hotel food and drink menu.
NIGHT TABLE
1. 1 Gideon’s Bible
2. pocket folder with 3 envelopes.
3. 1 clock
CLOSET
1. 3 hangers + 3 hangers with skirt clips.
GENERAL
1. 1 ice bucker & poly liner.
2. waste bucket.
3. 3 ashtrays in guest room.
4. 1 memo pad with hotel pen.
5. 3 glasses.
6. 1 telephone book.

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BATHROOM
1. 1 frosted oval display tray.
2. 2 bars of soap 1.25 oz.
3. 1 bottle of shampoo 22ml.
4. 3 bath towels.
5. 3 face cloths.
6. 1 bath mat.
7. 1 hairdryer.
8. 2 toilet rolls.
MISCELLANEOUS
1. 1 coffee maker.
2. 1 filter pack coffee.
3. 1 filter pack decaffeinated coffee.
4. 1 tea bag.
5. 1 condiment package.
6. 1 iron.
7. 1 ironing board.
8. 1 refrigerator.
9. 2 porcelain coffee cups.
C. Room Check
ROOM
1. Light/s off
2. Room temperature set at 18°C or 70°F
3. Windows closed.

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4. Television turned off with remote.
BATHROOM
5. Faucet/s off
6. Drain plugs open.
7. Shower curtains aligned center.
8. Shower head pointing correctly.
9. Toilet lid down.
10. Bathroom door closed
11. Light/s off.
D. Additional
ROOM
1. Does the room require any maintenance or
repairs? If repairs are required, please include a
brief description and photo of the broken items in
comments/remarks section.
2. Has anything in the room been damaged? If there

are damaged items, please include a brief
description and photo of the broken items in
comments/remarks section.
Comments/Remarks

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CBLM Hkop21 Core 1

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COMPETENCY-BASED LEARNING

Date Developed: Document No.

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

Recognition of Prior Learning (RPL)

Date Developed: Document No.

Date Developed: Document No.

Summary of Learning Outcomes

Date Developed: Document No.

Date Developed: Document No.

Date Developed: Document No.

Date Developed: Document No.

Learning Content Methods Presentation Practice Feedback Resources Time

Read information sheet Compare

LO2: Monitor Cleanliness and Safety in the Workplace:

Date Developed: Document No.

Read information sheet Compare

LO 3. Assess and Evaluate Assigned Tasks:

Read information sheet Compare

Date Developed: Document No.

D. TEACHER’S SELF-REFLECTION OF THE SESSION

John Joseph T. Amiler

Date Developed: Document No.

Date Developed: Document No.

Date Developed: Document No.

Date Developed: Document No.

The housekeeping department not only prepares clean guest rooms on a

Housekeeping is the guests first impression and last impression when

Challenges for the Housekeeping Department

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

The Housekeeping management aims to deliver high standards in

Date Developed: Document No.

The Housekeeping Department

Executive Housekeeper's Seven (7) Managerial Functions:

Opportunities for Hotel Challenges for Hotel

The Housekeeping Team Personal Attributes of Housekeeping Staff

Outsourcing Room Cleaning

Date Developed: Document No.

If the housekeeping operation is to be efficient considerable thought must

Organizing is sometimes considered an occasional function, something

The Executive Housekeeper is the man or woman responsible for the

 Fire Precautions Act.

The Executive Housekeeper therefore employs all aspects of managerial

Date Developed: Document No.

 Effective management by the housekeeper should lead to:

It is essential for the Executive Housekeeper to be aware of the aims and

Objectives and responsibilities are often poorly defined and it is only

Planning and Forecasting

Date Developed: Document No.

Designs should be simple, standardized and planned for easy cleaning,

 Hotel bedrooms cleared for exhibitions;

In planning and forecasting for the department the housekeeper tries to

 What work has to be done;

The Executive Housekeeper thus concerns herself with staffing

Date Developed: Document No.

Work study has been applied to various aspects of housekeeping, e.g.

From other investigations, it seems that block cleaning, rather than a

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

Sometimes investigations are carried out by trained personnel instead of