Q4 2020 Hotel Metrics Playbook - Managed EUR-SEAK-IMEA

Q4 2020 EMEAA Hotel Playbook

Managed Hotels

Introduction

In light of Covid-19 the original 2020 Hotel Metrics and associated targets were suspended. However, as
business is resuming across the region, we felt it is important to provide key operational metrics for
the rest of the year, keeping in mind the success of your business and the satisfaction of your guests.
This Hotel Playbook is the primary reference manual to help you understand and drive Hotel Metric
performance for Q4 2020

This Playbook covers:
1. The Hotel Metrics for Q4 2020
2. How to achieve your Hotel Metric 2020

We have carefully reviewed and curated all of the recommended tools and best practices in this playbook to
ensure they are up to date and in line with what our best performing hotels are doing.
Take a look and ensure you are implementing the recommended tools and best practices.

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Hotel Metrics 2020 – Managed and Leased estate

Consult live performance on Energy Labour
Medallia portal consumption efficiency

Enter data in Complete MyLearning
Green Engage portal Upload Manning data
Submit your Action Plan

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Cleanliness Hotel Actions and Tools

Objective How to drive your Room Cleanliness score
1.Understand your room cleanliness performance:
Deliver the highest performance in • Deep dive into your Room Cleanliness Heartbeat results. Use the Feedback tab and apply a filter to the Score Filter to focus on surveys
Cleanliness to support guest
confidence in our brands with cleanliness concerns (e.g.: Guest Room/Guest Bathroom > Cleanliness > score 1-7) or the Text analytics tab and use the Topic
Investigator .
Measurement / Target • Deep dive into your compliance status using your MAP report and tools from Cleanliness Verification Programme (CVP)
➢ Best practice: Apply a model of Root Cause Analysis (Fish Bone Analysis, Why Why Why models), to uncover the causes that drive your score.
• HeartBeat score for the
question 'Please rate your 2.Respond:
guest room experience in terms • Ensure you are compliant across all the IHG Way of Clean Standards
of cleanliness'. Rating from 1 to • Put an Action Plan in place to tackle the root causes of your issue(s) and leverage the Tactical Solve tool if used.
10. Percentage of respondents • Use the available cleanliness resources incl. translated versions available on the IHG Way of Clean initiative page on Merlin
scoring 8, 9 or 10 makes the ➢ Best practice: Utilise your hotel’s ‘Clean Council’ to discuss and drive actions forward.
score.
3.Measure & sustain:
• Period measured: Performance • Keep repeating this process from step 1 to ensure continues improvement.
will be calculated monthly, and ➢ Best practice: Make cleanliness a priority and discuss progress during morning meetings, making sure every colleagues is aware and
cumulatively at the end of the
quarter supporting your efforts in creating a ‘Culture of Clean’.

• PASS, IF: Hotel must achieve a Common root causes IHG resources to use
score of 85.00 or higher. Inconsistent cleaning habits
Measurement will be to 2 Embed and re-visit the 5S training and resources for non-HSK and HSK staff (HERE)Leverage the video series to bring the training to
decimal Regular issues of cleanliness life. Lead by example and make Cleanliness your priority as a GM and for all HOD. Ensure Cleanliness performance and hotel key
places, ie. a score of 84.99 will Condition of the hotel affects your focus is known by everyone
fail against the target of 85.00. score Use the IHG Room Cleanliness Inspection App to understand where you encounter repetitive issues in the clean process, so that you
can address trending deficiencies through an action plan
• Hotels receive a PASS/FAIL Cleaning and Inspection procedures
measure in each moth (e.g. are not applied Implement and use Preventive Maintenance , Deep Clean and Condition basics to pro-actively tackle the hotel condition. For a guest
November scores will be a scratch on furniture, an appliance not working, or a stain not removed is as damaging on their experience as if the room was not
measured in isolation to Guests expectations are not met cleaned.
determine PAS/FAIL in
November – it is not cumulative Each team member needs to be fully trained and correctly equipped to follow the 5S process. This way it leaves no chance of
for October & November). A
cumulative Q4 score will be mistakes and complaints on the basics. Training (Europe; /IMEA, AuAJ, SEAK) and job aid are available in multiple languages to
provided for PASS/FAIL at the
end of the quarter. support your team. Ensure that you meet HSK and Engineers/Maintenance Managers together to discuss issues and ensure they are

working hand in hand and coordinate their teams and efforts

Manage expectations along the guest journey: from the pre-booking experience (HCM details updated), via the reservation process,

to the arrival and in hotel experience incl. building condition and check-in. Help guests understand more about the measures you have

taken in light of Covid-19 and deliver against those consistently.

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Breakfast Hotel Actions and Tools

Objective 1. Monitor/ Understand your scores. Keep up to date on your Breakfast scores through the Medallia dashboard as well as Scorecard and
Sentiment tables to deep dive into your guests comments and ratings.
Deliver a positive breakfast guest
experience that is competitive 2. Bookmark the Covid-19 F&B hub. There are market-specific guidelines posted for produce, service and quality identifiers for all brands. More
and in line with guests’ content is added to the site regularly so make sure to be checking back on the hub at least once or twice a week.
expectation of the brand
3. Manage the guests’ expectation. Breakfast may have to look different but guests appreciate being told what to expect. Make sure this is the
Measurement / Target case across all touchpoints from pre-booking -> pre-stay -> check-in -> on arrival at breakfast. Visit the Hotel Content Guide for direction on
how to update pre-arrival messaging. Breakfast poster signage is available for mainstream hotels in customisable A3, A4 and A5 options
• HeartBeat score for the (Covid 19 Hub > F&B tools & resources > Guest signage). Breakfast poster signage for all other brands is available in English and other
question 'Please rate your food languages
and beverage experience with
breakfast'. Rating from 1 to 10. 4. Communicate the offer. Think about how to package your new breakfast offer in a positive light – with a high proportion of domestic travel
Percentage of respondents are there any local delighters you could add to your offer? Use branded menu templates available on the hub.
scoring 8, 9 or 10. Each hotel
will receive its own target. 5. Focus on health, safety and cleanliness. Watch the F&B Deep Clean webinars for more ideas on how to integrate and upweight
cleanliness into your F&B operations. Use the supporting material to deliver a session to your team and re-visit the COVID-19 Cleanliness
• Period measured: Performance and Safe Operations Procedures document for general guidance as well as better understanding on conduct and requirements in public
will be calculated monthly, and spaces.
at the end of the quarter
6. Room Service/ Grab and Go. We anticipate an increase in the proportion of guests who will opt to have their breakfast via room service as
• PASS, IF: Hotel must achieve well as though who may prefer to take a ‘grab and go’ option to limit their exposure to public spaces. Review the Room Service Guidance as
a score equal to, or higher
than, their target. Measurement well as the associated OS&E document.
will be to 2 decimal places.
7. Engage with your above property teams, each business unit is following a slightly different approach, make sure you watch out for invites
• Hotels receive a PASS/FAIL
measure in each moth (e.g. to clinics and/ or links to audit forms.
November scores will be
measured in isolation to Europe IMEA SEAK AUAJ
determine PAS/FAIL in
November – it is not Best practise webinars conducted - Breakfast clinics held for all - Breakfast clinics held for all - Breakfast clinics held for
cumulative for October & and recordings live on Merlin.
November). A cumulative Q4 Interim requirements live for all hotels covering all aspects of hotels covering all aspects of underperforming hotels covering
score will be provided for brands. Self-audit to be held w/c breakfast – product, quality, and breakfast – product, quality, and all aspects of breakfast – product,
PASS/FAIL at the end of the 21st September – customised
quarter. solutions/ support to follow. service etc. service etc. quality, and service etc.

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Energy consumption

Objective Hotel Actions and Tools

Record accurate ❑ How to get accurate energy consumption data:
energy consumption data to
review energy use and identify • Meter readings: Get into the good habit to take regular meter readings and record your daily/ weekly/ monthly energy consumption. The
key cost saving opportunities. more accurate data you have, the more insights it will give you into your energy use and potential energy/ cost saving opportunities.

Measurement / Target • Energy bills: You can read your energy consumption off your energy bills, but please pay attention to recording the correct data points
and be aware that sometimes bills are based on estimated consumption rather than actuals. Entering data from energy bills can also
• Enter energy consumption data sometimes cause significant delays.
into Green Engage monthly (e.g.
October data to be entered by the ❑ How to enter your data into Green Engage:
end of November)
• Ensure your Hotel Settings in Green Engage system are correct, including property details (e.g. floor areas) and utility information.
• Use meter readings to improve • Appoint/ confirm a team member responsible for entering data into the system before month-end and make sure they have access to
accuracy of data.
monthly utility bills/ know how to take a meter reading and know which data is required for Green Engage.
• PASS, IF: 1. Monthly energy
consumption is recorded in Green • Please see the Green Engage User Guide for more details.
Engage. 2. The data recorded in
Green Engage passes the • If the system flags your data as questionable, either because significantly different from regional brand averages or from your data entries
validation step* in the previous year, please go back to your data to double-check and attach a utility bill to validate your entries.

*Please note – energy data is ❑ If on your Green Engage homepage your hotel is shown as non-compliant with the Green Engage standard:
checked against brand regional
averages and, if identified as an • Please review internally what the reasons might be, e.g. lack of accountability, resource constraints, misunderstanding of what is needed
outlier, this will be flagged to hotels and/ or where to get the data from.
and a copy of a utility bill may be
requested to validate data entries. ❑ How to manage/ reduce energy consumption:

• Collecting accurate data is the first step to understanding key drivers of energy use/ costs in your hotel (kitchen activities, heating/ cooling
etc.) Reviewing your energy use on a regular basis can help identify cost saving opportunities, which in turn can be achieved by
implementing new behaviours and/ or making the required investments.

• Monitor the progress with your Maintenance/Engineering team by reviewing energy use and exploring cost saving opportunities

• Ensure that the different Head of Departments are aware of their energy consumption and help them explore ways for managing/ reducing
their consumption (see 'Quick & Easy Ways to Drive Energy Efficiency').

• Managed websites > Green Engage / Finance | Franchise website > Green Engage

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Labour efficiency: Europe, SEAK, IMEA

Objective Hotel Actions and Tools

To implement IHG’s new ❑ IHG is rolling out its Workforce Optimisation Tool (‘WOT’) to the Europe, IMEA and SEAK Business Unit Managed and Owned &
Workforce Optimisation Tool Leased estate. This tool will support hotels in strategically managing their workforce on property to reflect fluctuating demand
(WOT) to drive labour efficiency levels and to ensure that hotel teams are working in an efficient way which deliver a great guest experience whilst supporting GOP
and support GOP and owner and Owner Returns objectives.
returns.
❑ To support the implementation of WOT a series of 5 Mandatory Training sessions have been created. These sessions will
Measurement / Target provide all of the necessary information and support the hotel needs to understand and implement WOT.

• Targets are set for each ❑ Once set-up for each hotel, WOT requires hotels to update their manning information on a monthly basis. This is done via the
Business Unit each month. online system. Prior to the hotel receiving WOT, an offline Manning Guide must be completed to set up the hotels in the system.
Each target reflects the actions The actual manning data effective September must be uploaded by the hotel. Your hotel will already have completed this file at
required by the hotel during least for August in preparation for launch.
that period.
❑ In implementing WOT, standard management structures for each hotel type (considering location, brand, scale and complexity) are
• PASS, IF: each month, hotel provided. Hotels must review these structures and create an action plan on how they will adapt their existing structures to meet
must complete each of the these standards, identifying any constraints related to their property and associated exceptions they would request.
tasks associated with that
month. Q4 Hotel Metric target Business Unit October November December

Mandatory training: The GM of IMEA & SEAK - Manning data for September - Oct Manning data uploaded by 6th - Nov Manning data uploaded by 6th
the hotel must register for the uploaded business day Business Day
relevant training sessions and
complete the courses via - Training Sessions 1,2 & 3 - Action plan submitted to Line - Training Session 4 completed
MyLearning. completed Manager

Manning file completed: The Europe - Manning data submitted for - Manning data for October uploaded - Manning data uploaded for Nov. by
hotel must have September - Training Sessions 1,2 & 3 6th business day
submitted/uploaded the relevant
Manning File for each month. completed - Training Session 4 completed
- Action plan submitted to Line
Action plan submitted: The GM
must submit a relevant action Manager
plan to their Line Manager.
❑ Not all hotels will be asked, as part of Q4 Hotel Metrics, to submit an action plan or attend all training sessions. This will be
communicated to the hotel within the Q4 target scorecard to be published. Hotels will receive further information from your
Business Unit teams with direction to register for the training and instructions on expectations for action planning.

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