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Aloft Abu Dhabi Talent Handbook
 

Aloft Abu Dhabi Talent Handbook

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Aloft Abu Dhabi Talent Handbook

Aloft Abu Dhabi Talent Handbook

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    Aloft Abu Dhabi Talent Handbook Aloft Abu Dhabi Talent Handbook Presentation Transcript

    • ALOFT ABU DHABI TALENT HANDBOOK
    • Hip Urban Style
    • Aloha and welcome as talent of the first Aloft in the Middle East, Aloft Abu Dhabi. Aloha should be translated as a way sharing live joyfully . Abu Dhabi is the first Middle Eastern city to have an Aloft hotel and which you have decided to become a member of our team. The first Aloft just opened in July 2008 and by now we already have 60+ Aloft opened in year 2013. The whole team will be part of this unique vibrant experience. It will require us to work as a team and take the challenges together. Mutual respect and teamwork will be key to our and your success. Aloft Abu Dhabi is the place for you to showcase your abilities. It is designed to offer our guests a combination of casual elegance and urban energy that only Aloft hotels can provide. 3 ALOHA FROM OUR GENERAL MANAGER
    • ALOHA FROM OUR GENERAL MANAGER A+ experiences is the service commitment we give to our guests ―whatever they want, whenever they want it.‖ This is your responsibility as a Talent member, and should be kept in mind when interacting with our guests and the rest of the team. You are joining as a family member of a pool of hospitality talent, working for the same objective: To give all our guests an A+ experience. Accountability is the key to achieving this commitment so that our guests leave with unique and memorable experiences. A lot of work and dedication is ahead of us: let‘s work hard, pay attention to details, work as a team, have an open mind, anticipate guest‘s needs and most importantly have fun ! Working with Aloft Abu Dhabi should be the experience of a lifetime! Aloha and happy to welcome you as member our talent team! MICHEL NADER 4
    • CONTENTS TITLE PAGE NUMBER ALOHA FROM GENERAL MANAGER 3 INTRODUCTION •VISION & MISSION STATEMENT •ALOHA FROM DIRECTOR OF HUMAN RESOURCES •ALOHA TO ALOFT 7 8 9 11 STARWOOD •STARWOOD HISTORY •STARWOOD WHO’S WHO •STARWOOD BRANDS •STARWOOD JOURNEY •STARWOOD PROGRAMMES & INITIATIVES 13 15 22 29 40 49 ALOFT 64 ALOFT ABU DHABI •FACILITIES •OWNER •ALOFT ABU DHABI WHO’S WHO •ALOFT ABU DHABI AWARDS WON 79 80 96 104 107 5
    • CONTENTS TITLE PAGE NUMBER ABU DHABI •FACTS & FIGURES •ATTRACTIONS •GETTING AROUND 109 114 117 128 HUMAN RESOURCES POLICIES & PROCEDURE 132 HEALTH & SAFETY 167 6
    • CLICK TO EDIT MASTER SUBTITLE STYLE 7 INTRODUCTION
    • VISION & MISSION STATEMENT VISION Aloft Abu Dhabi will provide the best hospitality experience for today‘s value oriented active & trendy traveler 8 MISSION The Aloft Abu Dhabi will be successful when: The Aloft Abu Dhabi is being recognised as the ultimate choice among the select service hotels in Abu Dhabi. Customers consider the hotel to be their preferred hotel because of it‘s convenience, dynamism, professionalism, contemporary services and customer focus. The hotel‘s B&F services have established themselves with a reputation for high quality of food and friendly & efficient service. Talent members have a passion for the brand and live the aloft life Owners expectations are achieved both for the short term and long term objectives Be considered as the preferred employer in the area because of the dedication to talent Be considered and respected as a trustworthy and reliable partner in the local community
    • ALOHA FROM DIRECTOR OF HUMAN RESOURCES Dear Aloft talents, Aloha and welcome to team Aloft Abu Dhabi! This is the area where you are going to work and live for the foreseeable future, where you will start an exciting new chapter in your life. Starting somewhere new is often pushing yourself out of your comfort zone whereby you will be open to many new situations and challenges. Therefore I would like to give you an ‗in the know‘ introduction to help you settle in as soon as possible. This talent handbook provides you with a flavor of Abu Dhabi as well as pertinent information on Aloft Abu Dhabi and Starwood which should excite you. 9
    • ALOHA FROM DIRECTOR OF HUMAN RESOURCES As you might know Aloft is the newest brands in the Starwood family and will have its EAME (Europe, Africa, Middle East) launch in Abu Dhabi. This will be very cool and exciting. The whole team will be part of this unique and vibrant experience. It will require us to work as a team and take the challenges together. Mutual respect and teamwork will be the key to our success. If you feel you need more information, then please come and see me. Never forget that we are all here with the common goal of making the Aloft Abu Dhabi a unique success; the only way we will do this is by performing as a team, in and outside work and being open with each other. Aloha, Welcome and let‘s start our journey together! Elie Abi Samra 10
    • Starwood Hotels & Resorts Worldwide, Inc. is also delighted to welcome you into the family, we are one of the world‘s largest and most exciting hotel operating company. Whether working directly with customers at the front desk, re:fresh, W xyz, re:charge, re:fuel or behind the scenes as a Stewards or in Finance department, we hope that this is the start of a journey that will enable you to enjoy greater success in every area of your life. Management‘s success is the direct result of everyone working together toward a common goal: to deliver exceptional service to our valued guests. Starwood is more than just a collection of hotels. We are a progressive company determined to be the employer of choice in the hospitality industry. We look forward to working with you! 11 ALOHA TO ALOFT
    • Starting a new job usually means learning a lot of new things and trying to remember a great deal of information. In order to make the learning about your new job easier, it will be helpful for you to understand what Starwood is all about and how this hotel and each one of us fit into the rest of the company as a whole. This Talent Handbook is compiled to provide you with a better knowledge of your conditions of service as well as to familiarize you with the Hotel‘s Rules and Regulations. It is meant to clearly communicate to all associates what is expected from them and what they can expect from the Hotel. Please read this Handbook thoroughly and retain it for future reference. The policies stated in this Handbook are guidelines only and are subject to change or elimination at the sole discretion of Aloft, as are all other policies, procedures, benefits, and other programs of Aloft. From time to time, you may receive updated information concerning any changes in policy. If you have any questions regarding any policies, please ask your talent coach or a member of our HR Department for assistance. We wish you success in your role and hope your career with Starwood will be a rewarding experience. 12 ALOHA TO ALOFT
    • CLICK TO EDIT MASTER SUBTITLE STYLE 13 STARWOOD
    • STARWOOD INTRODUCTION Starwood Hotels & Resorts Worldwide, Inc. is one of the leading hotel and leisure companies in the world with 1,175 properties in nearly 100 countries and 171,000 employees at its owned and managed properties. Starwood is a fully integrated owner, operator and franchisor of hotels, resorts and residences with the following internationally renowned brands: St. Regis®, The Luxury Collection®, W®, Westin®, Le Méridien®, Sheraton®, Four Points® by Sheraton, Aloft®, and Element(SM). The Company boasts one of the industry‘s leading loyalty programs, Starwood Preferred Guest (SPG), allowing members to earn and redeem points for room stays, room upgrades and flights, with no blackout dates. Starwood also owns Starwood Vacation Ownership, Inc., a premier provider of world-class vacation experiences through villa-style resorts and privileged access to Starwood brands. For more information, please visit www.starwoodhotels.com. 14 Division Details Corporate Office Americas North & Latin America Stamford, Connecticut EAME Europe, Africa & Middle East Brussels, Belgium AP Asia Pacific Singapore
    • STARWOOD HISTORY
    • 1991 Starwood Capital Partners, a real estate acquisition company backed by high net worth families, is formed in Chicago. 1993 Starwood Capital buys its first hotels, and by 1994 owns interests in more than 30 properties. 1997 In September, Starwood Lodging announces an agreement to purchase Westin Hotels & Resorts for $1.8 billion. The following month Starwood Lodging announces an agreement to purchase ITT Sheraton Corporation for $14.3 billion, acting as a white knight against a hostile bid from Hilton. Starwood is set to become a global enterprise. Starwood stock ends the year up by 57.48%. 16 STARWOOD HISTORY
    • 1998 In January, Starwood Lodging completes the acquisition of Westin Hotels & Resorts. With the completion of the purchase, Starwood is renamed Starwood Hotels & Resorts. In February, Starwood completes the acquisition of ITT Sheraton Corporation. Starwood‘s portfolio now includes more than 650 hotels and resorts in more than 70 countries worldwide. The first W Hotel opens in December in New York City. Designed to offer the personality and individuality of an independent, one- of-a-kind hotel – while guaranteeing the reliability and superior level of amenities and services travelers desire – the W brand adds style and personality to the industry. 17 STARWOOD HISTORY
    • 1999 Starwood acquires Vistana, Inc., a vacation ownership company, to establish an immediate presence in the growing vacation ownership market. It later becomes Starwood Vacation Ownership, one of the most profitable segments of the company. Starwood launches Starwood Preferred Guest to reward and recognize frequent travellers. The program makes headlines with its policy of no blackout dates and no capacity controls – both industry firsts. Three of our brands make big news in 1999. Westin Hotels & Resorts introduces the Heavenly Bed®, featuring a pillow-top mattress, down comforter and luxurious, all-white bed linens. It is an immediate success. The St. Regis brand grows from one hotel in New York City to six hotels all named to Condé Nast Traveler’s ―Gold‖ list for 1999. The Four Points by Sheraton brand opens its 100th hotel, the Four Points by Sheraton Santa Monica in California. 18 STARWOOD HISTORY
    • 2001 In 2001 Starwood is recognized by major players in the travel industry. Starwood is named the World‘s Leading Hotel Group at the Eighth Annual World Travel Awards. And Starwood Preferred Guest is voted Program of the Year for the second consecutive year during the 13thAnnual Freddie Awards (since renamed the Frequent Traveler Awards), one of the most prestigious honors in the travel industry. Westin Hotels & Resorts introduces the Heavenly Bath® in North American hotels, offering guests a temptation to leave the Heavenly Bed in the morning. Starwood introduces the Westin Heavenly Crib®and the Sheraton and Four Points by Sheraton Sweet Sleeper Crib in North America. 2005 For the sixth year running, Starwood Preferred Guest is voted Program of the Year in both America and internationally during the 17th Annual Freddie Awards. 19 STARWOOD HISTORY
    • 2006 Starwood acquires Le Méridien, a brand created to share and extend the international experience. 137 properties, primarily located in Europe and the Middle East, become part of the Starwood family. 2007 Starwood announces its much-anticipated new brands in the select-service hotels category: Aloft Hotels and Element Hotels. Conceived by the team that created W Hotels, Aloft Hotels will raise the bar in the select-service category, offering urban- inspired, loft-like guest rooms, enhanced technology services, landscaped outdoor spaces for socializing day and night, and an energetic lounge scene. Inspired by Westin Hotels & Resorts, Element Hotels intends to promote balance through flowing, multi-purpose spaces with an emphasis on environmentally- friendly design. 2008 The first Aloft and Element hotels open in Lexington, Massachusetts. 20 STARWOOD HISTORY
    • 2010 Starwood celebrates a significant milestone with the opening of its 1,000th hotel. The Sheraton Qiandao Lake Resort opens on the shores of China‘s famed Qiandao Lake. Expanding on its company-wide commitment to conservation and sustainable operations, Starwood plans to significantly reduce energy and water consumption at every one of its 1,000 hotels within the decade. The target is a 30 percent reduction in energy use and a 20 percent decrease in water consumption per available room by 2020. 21 STARWOOD HISTORY
    • STARWOOD WHO’S WHO
    • STARWOOD WHO’S WHO President & Chief Executive Officer, Starwood Hotels & Resorts Worldwide, Inc. Frits van Paasschen, has been Chief Executive Officer and President of the Company since September 2007. From March 2005 until September 2007, he served as President and CEO of Molson Coors Brewing Company‘s largest division, Coors Brewing Company, prior to its merger with Miller Brewing Company and the formation of MillerCoors LLC. Prior to joining Coors, from April 2004 until March 2005, Mr. van Paasschen worked independently through FPaasschen Consulting and Mercator Investments, evaluating, proposing, and negotiating private equity transactions. Prior thereto, Mr. van Paasschen spent seven years at Nike, Inc., most recently as Corporate Vice President/General Manager, Europe, Middle East and Africa from 2000 to 2004. From 1995 to 1997, Mr. van Paasschen served as Vice President, Finance and Planning at Disney Consumer Products and earlier in his career was a management consultant for eight years at McKinsey & Company and the Boston Consulting Group. Mr. van Paasschen has been a Director of the Company since September 2007. 23
    • STARWOOD WHO’S WHO MICHAEL WALE President, Europe, Africa, and Middle East Michael Wale is President for Europe, Africa & Middle East for Starwood Hotels & Resorts Worldwide, Inc. In his role, he directly oversees the operations for almost 250 hotels and resorts in 60 countries. He was appointed to this position in June 2013 and is based at the company‘s EAME divisional office in Brussels, Belgium. Prior to this appointment, Mr. Wale served as Senior Vice President & Regional Director of Operations for Starwood's Western Europe Region. Following the acquisition of Le Méridien in 2005, Mr. Wale led the successful worldwide integration of Le Méridien hotels into Starwood‘s portfolio. Mr. Wale started his career with Starwood in 1978 as the company‘s first Management Trainee in the UK at the Sheraton Skyline Hotel at Heathrow, which was then still part of ITT Sheraton. Since then, he held progressive management positions in the UK and Ireland, including Rooms Divisions, General Manager, Area Manager and Regional Operations roles. Passionate about the development of leadership talent, he also created Vita Futura, an innovative graduate training program which began in the EAME division and has helped to shape the careers of many leaders throughout Starwood. A British national, Mr. Wale graduated from the Westminster Hotel School in London and holds a Higher National Diploma (HND) in Hotel Management. He lives in Brussels with his wife Tricia and has two children, Georgina and Edward. 24
    • STARWOOD WHO’S WHO STEPHEN HO President, Asia Pacific Stephen Ho is President of the Asia Pacific region including over 220 operating hotels. Mr. Ho manages the region‘s most expansive hotel pipeline, largest resort collection, and best-in-class loyalty program. Previously, Mr. Ho was Senior Vice President, Acquisitions and Development for the Greater China region, leading the team for over a decade. Starwood‘s footprint grew from less than 12 hotels in Greater China to more than 200 operating and pipeline hotels during his tenure. Mr. Ho‘s role spanned Hong Kong, Macau, Taiwan, and Korea. Mr. Ho began his career with Starwood in 1981 as a Pastry Chef in Brunei and quickly rose through the ranks. He served in a variety of roles covering kitchen operations; design and technical services; furniture, fixture and hotel operating equipment procurement; regional purchasing programs; and pre-opening support for new hotels. Mr. Ho has worked in Brunei, Auckland, Tokyo, Hong Kong, Okinawa, Singapore, Dhaka and Beijing, and is currently based in Starwood‘s Asia Pacific regional office in Singapore. A native of Singapore and a Hong Kong permanent resident, Mr. Ho completed his EMBA degree with the University of Ottawa in Canada. He also earned a technical diploma from the Singapore Hotel and Catering School, and won numerous culinary medals and awards. Mr. Ho is currently pursuing a Master‘s degree in Buddhism at Hong Kong University, reflecting his deep interest in Eastern Philosophy. 25
    • STARWOOD WHO’S WHO OSVALDO V. LIBRIZZI Co-President, The Americas Osvaldo Librizzi is Co-President of The Americas with primary responsibility for Latin America. Highly respected within the industry, Mr. Librizzi is one of the longest tenured hotel leaders in Latin America. Previously, Mr. Librizzi was President of Latin America, directing hotel operations across Mexico, Central America and South America. He oversaw Starwood‘s rise to become the largest hotel operator in the region. Prior to this appointment, Mr. Librizzi was Senior Vice President at ITT Corporation and President for ITT Sheraton's Latin America Division. He joined Starwood in 1975 as Assistant Controller at the Sheraton Buenos Aires. He was appointed Divisional Controller in 1980 and was named Vice President the same year. Between 1982 and 1993, he was General Manager of the Sheraton Hotels in Santiago de Chile and in Buenos Aires; Area Manager, South America; Vice President, Latin America and Caribbean Division; and Senior Vice President and Director of Operations, Latin America Division. A Buenos Aires native, Mr. Librizzi graduated from the University of Buenos Aires as a CPA in 1971. 26
    • STARWOOD WHO’S WHO SERGIO RIVERA Co-President, The Americas Sergio Rivera is Co-President of The Americas, leading Starwood‘s operations in the Americas with primary responsibility for North America and Starwood Vacation Ownership (―SVO‖), a wholly owned subsidiary of Starwood Hotels and Resorts Worldwide, Inc. Previously, Mr. Rivera was President and Chief Executive Officer of SVO. Overseeing the unit, Mr. Rivera‘s role covered all aspects of the business including operations, brands, development, finance, design, and customer and owner relationships. Prior to 2008, Mr. Rivera held progressively senior management roles within the company, including Controller, Vice President of Sales and Marketing, Senior Vice President of International Operations, and President of Global Real Estate. He began his career with Starwood through its predecessor company, Vistana Resorts, in 1989. A native of Miami, Florida, Mr. Rivera is a graduate of Florida International University with both a BBA in Finance and a MBA. Mr. Rivera is a Board Member and Trustee of the American Resort Development Association (―ARDA‖), a member of the Urban Land Institute, and Board Member and Trustee of the Florida Chamber of Commerce. 27
    • STARWOOD WHO’S WHO GUIDO DE WILDE Senior Vice President, Middle East Guido De Wilde serves as a Regional Vice President of Middle East at Starwood Hotels & Resorts Worldwide Inc. Mr. De Wilde oversees Starwood's Middle East operations, which include 48 hotels in 11 countries. His leadership grew Starwood's premium brands throughout the region. He served as a Vice President and Regional Director for Middle East of Starwood Hotels & Resorts Worldwide Inc. since April 6, 2006. He has 23 years of experience in the hotel industry to the position, including his most recent four years as the Area Manager for Starwood Hotels & Resorts in Portugal and General Manager of the Sheraton Algarve Hotel, Pine Cliffs Resort. He also held management positions in Bahrain, Morocco, Germany and Belgium. He started his hotelier career working for Sheraton Reservations Corporation and worked in Bahrain between 1984 and 1988 leading Sheraton's Worldwide Reservations' Operations for the Middle East. He serves as Chairman and an Independent Director and of Global Hotel of Carestel N.V. He is representing B.V.B.A. He studied Germanic philology and Scandinavian languages at the University of Ghent before taking a degree in Marketing from the Institute for Social Sciences at The Hague. 28
    • STARWOOD BRANDS
    • STARWOOD BRANDS Aloft Sassy, Savvy, Space (select-service hotels) First opened in 2008. It will already be opening its 55th property in 2012. Aloft provides new heights: an oasis where you least expect it, a spirited neighbourhood outpost, a haven at the side of the road. Bringing a cosy harmony of modern elements to the classic on-the-road tradition, Aloft offers a sassy, refreshing, ultra effortless alternative for both the business and leisure traveller. Fresh, fun, and fulfilling, Aloft is an experience to be discovered and rediscovered, destination after destination, as you ease on down the road. Style at a Steal. 30
    • STARWOOD BRANDS Westin Hotels & Resorts Personal, Instinctive, Renewal (luxury and upscale full-service hotels, resorts and residences) Westin provides innovative programs and instinctive services which transform every aspect of a guest‘s stay into a revitalizing experience. Indulge in a deliciously wholesome menu including exclusive SuperFoodsRx® dishes. Energize in the fitness studio with the industry-leading WestinWORKOUT®. Revive in the Heavenly® Bath where luxurious touches create a spa-like experience. And of course, experience truly restorative sleep in the world-renowned Heavenly® Bed—an oasis of lush sheets, down, and patented pillow-top mattress. Whether an epic city centre location or refreshing resort destination, Westin ensures guests leave feeling better than when they arrived. Westin. For A Better You. 31
    • STARWOOD BRANDS W Hotels Flirty, Insider, Escape (luxury and upscale full-service hotels, retreats and residences) W Hotels is where iconic design and cutting-edge lifestyle set the stage for exclusive and extraordinary experiences. Each hotel and retreat is uniquely inspired by its destination, where innovative design is inspired by local influences and creates energizing spaces to play or work by day or mix and mingle out by night. Guests are invited into extraordinary environments that combine entertainment, vibrant lounges, modern guestrooms, and innovative cocktail culture and cuisine. The beats per minute increase as the day transitions to night, amplifying the scene in every W Living Room for guests to socialize and see and be seen. W Hotels Worldwide, a global design powerhouse brought to life through W Happenings, exclusive partnerships and the signature Whatever/Whenever® promises to grant its guests and local community alike access to What‘s New/Next. 32
    • STARWOOD BRANDS Le Méridien Chic, Cultured, Discovery (luxury and upscale full-service hotels, resorts and residences) Le Méridien is a Paris-born hotel brand, currently represented by approximately 100 properties in 43 countries worldwide. Le Méridien aims to target the creative mind: an audience inspired by creativity who are eager to learn something new and see things in a different light. A curated approach towards the arts connects Le Méridien with the creative mind in an authentic and credible way. A cultural curator was engaged, responsible for integrating the arts into the guest experience and identifying the appropriate creative talents, a family of cultural innovators, LM100 TM, to define and enrich the guest experience through their dedicated tailor-made creations. This esteemed group comprises of a global array of visionaries, from painters to photographers, musicians to designers and chefs. Le Méridien is more than a hotel, it‘s a way of life that provides ―A New Perspective‖. 33
    • STARWOOD BRANDS Element Smart, Renewing, Haven (extended stay hotels), Element is a brand introduced in 2006 with the first hotel opened in 2008, provides a modern, upscale and intuitively designed hotel experience that allows guests to live well and feel in control. Inspired by Westin, Element hotels promote balance through a thoughtful, upscale environment. Decidedly modern with an emphasis on nature, Element is intuitively constructed with an efficient use of space that encourages guests to stay connected, feel alive, and thrive while they are away. Primarily all Element hotels are LEED certified, depicting the importance of the environment in today‘s world. Space to live your life. 34
    • STARWOOD BRANDS Sheraton Warm, Connected, Community (luxury and upscale full-service hotels, resorts and residences) Sheraton is our largest brand serving the needs of upscale business and leisure travellers worldwide. For over 75 years this full-service, iconic brand has welcomed guests, becoming a trusted friend to travellers and one of the world‘s most recognized hotel brands. From being the first hotel brand to step into major international markets like China, to completely captivating entire destinations like Waikiki, Sheraton understands that travel is about bringing people together. In Sheraton lobbies you‘ll find the Link@SheratonSM experienced with Microsoft. The Sheraton Club is a social space where guests indulge in the upside of everything. Sheraton Fitness programmed by Core Performance, our signature fitness program, brings guests together as they train and eat healthy on the road. Sheraton transcends lifestyles, generations and geographies and will continue to welcome generation after generation of world travellers as The World‘s Gathering Place. 35
    • STARWOOD BRANDS Four Points by Sheraton Honest, Uncomplicated, Comfort (select-service hotels) Four Points by Sheraton delights the self-sufficient traveller with what is needed for greater comfort and productivity. Great Hotels. Great Rates. All at the honest value our guests deserve. Our guests start their day feeling energized and finish up relaxed, maybe even with one of our Best Brews (local craft beer). It‘s the little indulgences that make their time away from home special. 36
    • STARWOOD BRANDS St. Regis Hotels & Resorts Uncompromising, Bespoke, Seductive, Address (luxury full-service hotels, resorts and residences) St. Regis is for connoisseurs who desire the finest expressions of luxury. They provide flawless and bespoke service to high-end leisure and business travellers. St. Regis hotels are located in the ultimate locations within the world‘s most desired destinations, important emerging markets and yet to be discovered paradises, and they typically have individual design characteristics to capture the distinctive personality of each location. 37
    • STARWOOD BRANDS The Luxury Collection Exceptional, Indigenous, Experience (luxury full-service hotels and resorts) The Luxury Collection is a group of unique hotels and resorts offering exceptional service to an elite clientele. From legendary palaces and remote retreats to timeless modern classics, these remarkable hotels and resorts enable the most discerning traveller to collect a world of unique, authentic and enriching experiences indigenous to each destination that capture the sense of both luxury and place. They are distinguished by magnificent decor, spectacular settings and impeccable service. 38
    • CLICK TO EDIT MASTER SUBTITLE STYLE 39 Brands Overview
    • STARWOOD JOURNEY
    • CLICK TO EDIT MASTER SUBTITLE STYLE 41
    • OUR PROMISES – COMPANY VALUES To ensure we complete our journey, we should all keep to our promises. The Starwood Journey is the mission and vision statement of Starwood. Our nine brands have their own distinct personalities and appeal to different types of guests. Though different, all brands come under the umbrella of Starwood which is why we need a vision that bind us together. That‘s what the Starwood Journey is all about. It states exactly where we are going and what we are trying to achieve. It also illustrates our Essentials for success and our Promises. 42
    • DO THE RIGHT THING We need to respect everyone and always need to use good judgement to be fair to everyone. When you see one of your colleagues doing something that is not right or when you feel that you yourself are not doing things the way they should have be done, you need to stop and ask ‗Is this the right thing to do?‘ If your answer is no, flag it up to the concerned person. In cases where you are not sure of what to do, consult your Talent Coach or contact HR for advice. If you or any one of your talent is not doing the right thing, we are not reflecting a proper image of Starwood and our journey. 43
    • PLAY AS A TEAM We need to work together as a team, in your department, in your hotel and globally. Help other to succeed and accept a fresh perspective and respect each other. You were selected to join the team at Aloft Abu Dhabi because we believe that you have the right attitude to provide the guest with a true aloft service. This attitude also includes believing and being able to work in teams. We succeed or fail as teams and your individual contribution is very important. 44
    • GO THE EXTRA STEP We need to create wow moments and create memorable experience for all our guests. Competition is very tough in today‘s world and more so in hospitality. Providing what is expected no more satisfies our guests, let alone wow them. Doing a bit extra will make the whole difference in some cases. But we believe in always going the extra step to make sure that our guests are wowed every time they come to stay with us. 45
    • OUR ESSENTIALS The Big Five are the essentials for Starwood. By making sure we are using the Big Five as a guideline, we will be able to complete our journey together. Our Big Five are: Win With Talent Execute Brilliantly Build Great Brands Deliver Global Growth Drive Outstanding Results 46
    • OUR ESSENTIALS Wining with talent is at the heart of our philosophy. It‘s only when we take care of our talent and we take care of each other that we can fulfil and exceed the guest‘s expectations. Once we are ready to take on the extra steps! Next, we want to execute brilliantly. For that we all need to prioritize and manage costs, drive operational excellence, consistently deliver the brand experience by creating wow moments and we need to be great at what we do. The next step of the journey is to deliver global growth; we need the right partners, in the right places and with the right properties. New properties need to be opened on time, on budget and on brand to get full occupancy so we can offer our guests at the best rates. And for all of this, we need great talent, which is you! We all need to work together & build a strong team. So after putting all this things in practices, we will beat our financials targets and become the market leaders and drive outstanding results. 47
    • Winning with talents is at the heart of our philosophy. It‘s only when we take care of our talent and we take care of each other that we can fulfil and exceed the guest‘s expectations. Once we have happy talent that believe in team work and take good care of each other, we are ready to take on the next steps! Next we want brilliant execution. For that we all need to prioritize and manage costs drive operational excellence, consistently deliver the brand experience by creating wow moments and we need to be great at what we do. The next step of the journey is global growth; we need the right partners, in the right places and with the right properties. New properties need to be opened on time, on budget and on brand to get full occupancy so we can offer our guests the best rates. And for all of this, of course we need great talent, which is you! We all need work together and build a strong team. So after putting all these things in practice, we will beat our financial targets and become the market leaders and drive outstanding results. 48 STARWOOD JOURNEY
    • STARWOOD PROGRAMMES & INITIATIVES
    • STARWOOD ONE 50 Opportunity Performance Information Communication Self Service •Development Center: to support growth and advancement of associates •HR Applications: for Performance Management & Talent Review •HotSpot Application: Revenue Plan, Key Account Management •Our Performance Reports •Access to reporting tools including group pace, daily booking activity , transient pace, GSI, SPG •Global/Divisional Headlines & News •Community sites & team pages •Brand Standards & Programs •Six Sigma Best Practices •Single sign-on entry point to other programs and applications •Links to other Starwood company sites and external websites •Instant Messaging •My Email •Who’s Who •Forums •Web Conferencing •StarHOT •StarBIZ •My Travel •Starwood Shopping
    • It is Starwood Library that contains the following to help us to improve: Illustrative Behaviors On-the-Job Activities Books & Articles Web-sites & E-learning programs Seminars On-Line courses Harvard Manage Mentor On-Line Resources 51 STARWOOD ONE DEVELOPMENT CENTER
    • StarVoice is a survey tool conducted by an outside vendor. It measures: Engagement of associates and leaders to support business drivers, outcomes, and results perception of associates of support from their supervisors and managers and their effectiveness in the execution of these elements perceptions including: satisfaction, commitment, pride, loyalty, sense of personal responsibility and willingness to advocate for organization. Once a year, all staff will be asked to complete an associate questionnaire. We ask staff to rate 48 statements and also record any comments they wish to make regarding any aspect of the hotel. The questionnaire is completed in strictest confidentiality. 52 STARVOICE
    • The Starwood Associate Relief Fund is an ongoing fund established by Starwood Hotels & Resorts Worldwide, Inc. to assist associates in times of hardship by providing need-based grants. Through the Relief Fund, Starwood will provide grants to associates up to the amounts set forth below, if financial hardship has been caused by something outside the associate‘s control. Hardship is defined as loss of house due to natural disaster or fire. Hardship is also defined as an inability to make a rent or utility payment due to an unfortunate event or loss (for example loss of spouse‘s income due to illness or loss of spouse‘s job). All permanent full-time and part-time Starwood associates with 90 days service are eligible to request a grant. Franchise associates may be eligible for grants following natural disasters only. Grant awards will be determined by request and do not need to be repaid. There is a yearly cap of $2,000 US for full-time associate and a $1,000 US for part-time associates and a cap for each type of hardship as described below. Grant amounts will be comparable to US dollar amounts outside the United States. Grant amounts may vary depending upon amount of money in the `Relief Fund that is ready for disbursement at the time of request. 53 ASSOCIATES RELIEF FUND
    • Sometimes at work, you may face situations where the right choice is not obvious. Getting the right answer in a tricky situation is an important part of doing business with honesty and integrity. If you are ever unsure, or have questions, please consult the Code of Business Conduct, your local HR professional, or discuss the situation with your manager. If you are uncomfortable discussing the situation, please contact the associate helpline at www.HOTethics.com UNDERSTAND: Learn our Code of Business Conduct and live it every day. QUESTION: Ask for guidance if you are ever unsure of a proper course of action. REPORT: If you ever suspect a violation of the law or our company‘s Code of Business Conduct, report the incident immediately. All reports will be treated promptly and professionally. Starwood will not discriminate or retaliate against any associate who reports any violations of our policies in good faith or who participates in investigations of these reports, in good faith. 54 HOT ETHICS
    • StarHOT provides for discounted rooms at participating hotels for Starwood associates and associates of participating Starwood franchise hotels. This program is for non-business, leisure travel only. This benefit is offered to all regular full and part time associates upon commencement of employment. Associates must be actively employed to participate in this benefit. Associates are entitled to book unlimited nights per year, based on availability. The following restrictions apply: Any stay, whether one room or multiple rooms, may not exceed 14 room-nights. This benefit is offered on a space available basis at all participating hotels (other than the hotel the associate works in). 55 STARHOT
    • Family Discounted Room Rates: Discounted room rates will be made available to immediate family members of eligible associates. Immediate family consists of a spouse, domestic partner*, children, siblings, parents and parents-in-laws. Family members receive the same benefit, whether or not they accompany the associate. Any associate who misrepresents the eligibility of an individual to obtain a discount, to which that individual is not otherwise entitled, is subject to discipline, up to and including termination of employment. Rate: $49, $69 & $89 Discounted rooms may be booked no more than ninety (90) days prior to the date of arrival, but may be booked as late as the day of arrival, depending upon availability. All StarHot rates for EAME hotels will include a 50% discount on all telephone charges and food & beverage consumed in the hotel. 56 STARHOT
    • StarFRIEND provides for discounted rooms at participating hotels for associates‘ friends and family members/relatives not eligible for HOT Rates. This program is for non-business, leisure travel only. This benefit is offered to all regular full and part time associates upon commencement of employment. Associates must be actively employed to participate in this benefit. The following restrictions apply: Any stay, whether one room or multiple rooms, may not exceed 14 room-nights. This benefit is offered on a space available basis at all participating hotels Rate: $89, $109, $129 & $149 57 STARFRIEND
    • SPG is Starwood‘s loyalty program. It is a way that our regular guests can earn points based on how often they stay and how much they spend with us. Recently, SPG has revamped itself with its supercharged benefits which once again make it the industry-leading loyalty program. All the new features of the SPG program are marked with in the lists below. SPG MEMBERSHIP LEVELS All Starwood guests can benefits from SPG enrolment free of charge. Their benefits vary depending on their membership level. Talent of Starwood branded hotels are NOT eligible to earn StarPoints or airline miles for any hotel expenditures. But, there are initiatives through which talent can gain points for enrolling guests. 58 STARWOOD PREFERRED GUEST
    • STARWOOD PREFERRED GUEST PREFERRED GUEST This is the most basic SPG level that members achieve automatically upon joining SPG. All members get 2 starpoints per every eligible USD spent and redeem their points for free nights or airlines tickets. Starpoints never expire as long as you have starpoints activity at least once every 12 months. GOLD PREFERRED GUEST Achieved after 10 stays or 25 nights in a calendar year (paid or award stay) Increase your reward to 3 starpoints per every eligible US dollar spent. Automatic room upgrade upon check-in and 4PM late checkout when one is available A Gold welcome gift with every stay: 250 bonus starpoints, free internet access or complimentary beverage. 59 PLATINUM PREFERRED GUEST Achieved after 25 stays or 50 nights in a calendar year (paid or award stay) Increase your reward to 3 starpoints per every eligible US dollar spent Automatic room upgrade upon check-in to our best rooms (including standard suites) 4PM late check-out when a room is available Platinum welcome gift: 500 bonus points, continental breakfast or local amenity Complimentary In-room internet access and welcome gift upon arrival Complimentary access to the hotel gym and executive lounge club Guaranteed room availability when you book 72 hours ahead LIFETIME PLATINUM & LIFETIME GOLD Members with 250 eligible nights and 5 years of elite SPG status will earn SPG Lifetime Gold eligible. Members with 500 eligible nights and 10 years of Platinum status will earn SPG Lifetime Platinum status.
    • 60 GLOBAL PERSONALIZED SERVICE
    • 61 GLOBAL PERSONALIZED SERVICE
    • In order for Starwood to attract, develop and retain the associates, we have the following Starwood Core People Process tools available: Performance Management Process (PMP) An annual method of setting goals, coaching, performance review, rewards distribution and career planning. 360 Feedback An annual feedback to managers from their direct reports, peers and Managers on how well they are demonstrating Starwood‘s leadership behaviors, including information on: • Strengths • Potential areas for personal development 62 STARWOOD PROGRAMMES (HR)
    • In order for Starwood to attract, develop and retain the associates, we have the following Starwood Core People Process tools available: Talent Review Talent Review is a method of identifying key bench strengths/weaknesses of individuals and an organization as whole, assisting in career planning and retention. StarFinder/E-Recruit StarFinder is Starwood's primary electronic recruitment and selection tool. Not only is it used for external candidates to find jobs within our company, it also allows current associates to search for transfers or developmental moves. 63 STARWOOD PROGRAMMES (HR)
    • CLICK TO EDIT MASTER SUBTITLE STYLE 64 ALOFT
    • INTRODUCTION TO ALOFT INTRO TO ALOFT As cited in the welcome note, Aloft & element are the newest brands of Starwood hotels and resorts. Both brands are life style brand geared towards to needs of a new generation of travelers. Aloft is based on the success of W hotels and will not compromise on its values. It is, like W, challenging the traditional approach to hospitality as we know mixing standards and traditional values to become a lifestyle product. There is at present no major hotel group with a similar product hence we can not be compared and even more difficult to classify as the standards applied are a mixture of different levels – when comparing to traditional hotel classification approach. Aloft is an eye opener and a fresh look at how things can be done differently while rather then taking the standards as a guideline, we are taking the needs of our target audience as the baseline for the services. Many of us belong to this target age group (25-40) hence will find it easier to understand the values of Aloft. When in doubt, think like a traveler rather then a hospitality person and you might understand even better the value and services of Aloft. 65
    • INTRODUCTION TO ALOFT WHAT WE ARE CREATING Aloft offers something bold and new to the culture-conscious traveler alienated by cookie-cutter, one-size-fits-all experiences. Aloft is a hotel that celebrates the individual and gives you the freedom to control and customize your travel adventure to fit your personal style. It is a place where walls have been knocked down to create a space that is open in design and open to possibilities. A place where energy flows, personalities mingle, and opportunities abound. A place where anything can happen. Aloft delivers a new tWist in travel. WHERE IT BEGAN It began with W hotels , W is a lifestyle brand, more than a hotel – it is a place. W cut through the upscale segment, Aloft will do the same for conventional, select service segment. WHAT MAKES ALOFT HOTELS ARE UNIQUE Hotels are strikingly modern in design with custom-made furnishings and accessories. With the DNA of W – the difference is in the details , style, convenience & a scene that‘s abuzz. 66
    • ALOFT CORE VALUES LIVING OUR CORE VALUES As part of Aloft Abu Dhabi, your actions reflect your personal and professional values. You will be an example for your colleagues and work teams of how we live our Core Values. 67
    • SASSY Carefree and bold, Aloft is bright, eclectic and electric. Our sassy, spirited attitude is as fresh and individual as Aloft guests themselves. Vivacious, playful, with personality in spades, Aloft is nothing if not sassy…and never without substance. At Aloft, we‘re extra sensitive to the needs of our guests. How could we not be? After all, we are infused with the DNA of W Hotels‘ exclusive Whatever/Whatever service. 68
    • SAVVY Confident and in-the-know, Aloft attracts like- minded, personalities, active spaces and an open sensibility further provide forward thinking guests the empowered experience of control. 69
    • SPACE Active and open, Aloft has reinterpreted the idea of space. A seamless layout matches the free flow of modern living, while encouraging interaction and exploration. 70
    • On the Hawaiian Islands, the people all share something in common and this is the ―aloha spirit.‖ just what is the ―aloha spirit?‖ It can be described differently by different people. however, the word aloha means love, hello and goodbye. Therefore most Hawaiians would agree that the ―aloha spirit‖ is the spirit of love and is mostly expressed when saying hello and goodbye. The meaning of the ―aloha spirit‖ is like love itself. It is beyond any total description of words. Aloha must be experienced, felt within and then passed on to others. The aloha spirit is a well known reference to the attitude of friendly acceptance for which the Hawaiian Islands are so famous. However, it also refers to a powerful way to resolve any problem, accomplish any goal, and to achieve any state of mind or body that you desire. The ―aloha spirit‖ is manifested by thinking good thoughts, emoting good feelings and sharing goodness with others. aloha is more than a word or definition. aloha is an attitude, a way of living. aloha means to give unconditionally, be the first to offer help, and doing things because it is the right thing to do. 71 ALOHA SPIRIT
    • The spirit of aloha was an important lesson taught to the children of the past because it was about the world of which they were a part. One early teaching goes like this: ―aloha is being a part of all, and all being a part of me. When there is pain - it is my pain. When there is joy - it is also mine. I respect all that is as part of the Creator and part of me. I will not willfully harm anyone or anything. When food is needed I will take only my need and explain why it is being taken. The earth, the sky, the sea are mine to care for, to cherish and to protect. This is Hawaiian - this is Aloha!‖ If we were to translate ―aloha‖ literally using Hawaiian grammatical language, the translation would be ―joyfully sharing life.‖ the aloha spirit is what we hope to create at aloft. first, we hope to recognize that all of us, on this team, are part of something bigger – the aloft brand. and with the spirit of aloha, we are to treat every guest with kindness, modesty and honesty. at aloft we are creating a unique guest experience that will not be soon forgotten. let us embrace the “aloha spirit” and keep the teaching of aloha in mind as we create a+ experiences for all who enter our doors. 72 ALOHA SPIRIT
    • ALOFT HISTORY June 2005 Aloft concept is announced at NYU Hospitality Industry Investment Conference September 2005 Aloft name is announced at Phoenix Lodging Conference October 2005 Model rooms debut at warehouse in Hawthorne, NY January 2006 Aloft delivers final plans and programming details at ALIS Conference June 2006 Re:mix, re:fuel & W xyz public areas debut at warehouse in Hawthorne, NY October 2006 Aloft launches in Asia Pacific at HICAP Conference 73
    • ALOFT HISTORY January 2007 First franchised Aloft groundbreaking, Aloft Rancho Cucamonga, announced at ALIS Conference March 2007 Aloft launches in Europe/Africa/Middle East at IHIF Conference April 2007 Aloft launches in India at HICSA Conference June 2007 Aloft signs 50th development deal July 2007 Aloft launches in Latin America June 2008 First Aloft at Montreal Airport Opens October 2013 60+ Aloft Hotels opened worldwide 74
    • ALOFT LINGO Besides these words, we also use a words used in our communication that reflect the brand Possibilities, fun, play, excite, flavor, active, mix & mingle, local, creative, vibe, in the know, aware, unique, energized, love, social, design, open, create, old, help, Invite, fresh, great, confident, relax ,new & style. 75 Aloft Lingo Means Aloha Welcome Lift Elevator Re:mix Lobby Heart Heart of the house Tactic Boardroom Re:charge Fitness centre WC Toilet Aloha desk Front desk Splash Pool In:touch Business Centre Backyard Terrace Refresh Housekeeping Talent Aloft staff Talent coach Staff supervisor Touch and go check in/out kiosks Whatever / Whenever Aloft Service Commitment
    • ALOFT WHAT’S IT ALL ABOUT Since the creation of the brand, Aloft Hotels has been a storybook brand. It is a story of fun and passion. As ambassadors of the brand, it‘s all of our responsibilities to make sure the story continues to be communicated in a common voice, a singular message. Our voice is the language of our values. Sassy, Savvy and Space. One goal for all of our media is to find the best words to communicate these values while maintaining the integrity of the overall brand tone. ALOFT GUEST PHILOSOPHY A commitment to offer the guest a unique, exceptional experience of modern travel style and design; inclusive of entertainment, leading technology, fun, comfort, cool & sensual. 76
    • ALOFT WHAT’S IT ALL ABOUT ALOFT TALENT PHILOSOPHY Aloft talent naturally own opportunities to deliver, delight and engage. they control their world. they take a fresh, energetic approach to everything in life…and they know how to juggle without dropping anything… Being personally engaged in the brand, they ―get it‖ – with an innate ability to deliver comfort, warmth and simplicity and a welcoming retreat from the road. Best in class, Aloft talent are passionate, self- starters. Cultivate innovative talent who are personally engaged from a lifestyle standpoint to the sassy, savvy, welcoming environment of the brand. We respect collaboration through expansive, diverse perspectives from all team members. Fun, career growth, and creativity are encouraged. 77
    • aloha : engage and attend to guests and talent invite the community create a stimulating environment. live the aloha spirit. all4one : share the Aloft energy appreciate and invigorate each other. Work with talent in harmony. act : navigate and drive see it take care of it own. ace it : be inquisitive explore opportunities try new things determine your future. Aloft talent ace it every guest, every time dreams are within their reach. be an expert : know your job and serve as an expert in your particular area. Effectively learn and apply job knowledge and technical skills work to improve your functional skills for the future readily share your expertise with others. be Aloft : serve as a champion of Aloft through words, actions and gestures. Follow brand standards. Have and show pride in Aloft support the brand values: sassy, savvy, space. 78 LIVE LIFE ALOFT
    • CLICK TO EDIT MASTER SUBTITLE STYLE 79 ALOFT ABU DHABI
    • CLICK TO EDIT MASTER SUBTITLE STYLE 80 Hip Urban Style
    • CLICK TO EDIT MASTER SUBTITLE STYLE 81 Set in Abu Dhabi National Exhibition Centre (ADNEC) and just 15 minutes away from Abu Dhabi Airport and city sights. Aloft Abu Dhabi is the idea hub for guest visit to the UAE’s capital.
    • CLICK TO EDIT MASTER SUBTITLE STYLE 82 408 Rooms + Suites • 307 Double • 101 Twin Bedded Rooms • 33 suites (double) All 408 rooms offer a bright, airy environment with nine-foot ceilings and extra-large windows. Choose a king or double queen room featuring our signature bed, and enjoy walk-in showers with Aloft amenities by Bliss Spa. Each room is an all-in-one high-tech office and entertainment center, with free Wi-Fi and plug & play, our one stop connectivity station that recharges your gadgets and links to the 42” LCD TV for optimal sound and viewing. Of which 98 are interconnecting Rooms: 39sqm Suites : 52sqm
    • CLICK TO EDIT MASTER SUBTITLE STYLE 83 Aloft Rooms (39sqm/420 sq ft) Offer a spacious 39 sqm/420 sq ft with free Wi-Fi, 42” LCD TV, plug ‘n’ play docking station, walk in shower and amenities by Bliss Spa. Splash Rooms (39sqm/420 sq ft) Located on the higher floors with great views over the Splash Pool and beyond. Breezy Rooms (39sqm/420 sq ft) Located on the highest floors with fantastic views over the exhibition centre and the Capital Marina. Breezy Room Breezy Suite Sweet Suite (52 sqm/560 sq ft) Staying a bit longer or just like to spread out? Settle into our Sweet Suite, with all the fantastic features of the Aloft Rooms plus a living space for unwinding in style. Extra seating lets you cozy up comfortable or enjoy some leisurely lounging. Breezy Suite (52 sqm/560 sq ft) All the fantastic features of the Sweet Suite, with the added luxury of even more space, and great corner-views over the Exhibition Centre, Capital Centre and the Marina.
    • BEVERAGE & FOOD OUTLET
    • CLICK TO EDIT MASTER SUBTITLE STYLE 85 When it comes to restaurants and bars in Abu Dhabi, Aloft Abu Dhabi is the trendy spot to guarantee a great night out. Dine Restaurant offers great international fare throughout the day, and mix and mingle in the ever abuzz W XYZ Bar. Lounge around in Mai Cafe and chill out at our sleek rooftop bar Relax@12 and CLUB SO-HI while enjoying the unique view over Abu Dhabi. Or just help yourself at the 24-7 re:fuel by aloft for a quick bite whenever hunger strikes.
    • 86 re:fuel GRAB & A-GO-GO! Refuel, our self-serve eatery is full of mix-and-match meals, salads, sandwiches, make-your-own cappuccinos, and snacks galore. It’s the perfect place t swing by and find your fix when on the road, available 24x7 or even delivered to your room for the ultimate treat.
    • 87 W XYZ Bar Catch the real Aloft vibe at W XYZ Bar, a no-walls, no limits space that’s always abuzz. Connect your gear to the free WiFi and get some work done during the day., or mix and mingle over mood music, signature sips, a snack-attack menu, video walls.
    • 88 Dine Restaurant At Dine, we’ve got the real deal, with live cooked international style cuisine. Pop in for a breezy breakfast, light lunch or leisurely dinner to dine & shine on pastas, burgers, fresh favorites and sweet treats. Feel the buzz off our open kitchen and boost your energy at Dine.
    • 89 Mai Café Bar & Restaurant Lounge around at our ultimate chill-out spot on the 5th floor rooftop home to Splash pool, gardens and Mai Café. Expect oversized beach chairs and lounge pods, complimented by our eclectic mix of laid-back tunes and sunny grooves. Exciting International flavors await, featuring Arabic delights, fresh healthy bites and all-time classics.
    • 90 Relax@12 Get ready for a fab night out at our sleek rooftop bar Relax@12 and treat your tummy to Oriental bites, yummy tapas and a sassy sushi selection. As the evening falls, the space fades to a majestic view over Abu Dhabi.
    • 91 Club SO-HI by Relax@12 Heighten your senses and party on the rooftop with our resident DJ as he rocks the Club So-Hi dance floor until 2 am weekdays and 3am weekends. on the rooftop at Club SO-HI by Relax@12.
    • 92 re:charge puts the pep back in your step. One of the trendiest gyms in Abu Dhabi, we've got a full cardio collection: stationary bikes, treadmills, and elliptical machines from Life Fitness. A stretching zone with mats gives yogis space to limber up. Or fire up your muscles with strength machines and free weights. re:charge Wind down after a workout or just take a quiet timeout for yourself at splash, Aloft Abu Dhabi's refreshing outdoor pool. With a spectacular rooftop setting and sprawling landscaped deck area, this trendy outdoor pool in Abu Dhabi is great for a leisurely swim-or even some poolside email catch-up. splash!
    • BUSINESS FACILITIES @ ALOFT
    • 94 Tactic 1,2,3 Get busy in tactic, our meeting spaces with three boardrooms connected to a break-out space. We've outfitted each tactic boardroom with the best A/V set- up, including a 50" flat-panel plasma TV with both laptop hook- up and a DVD player. Complimentary Wi-Fi means everyone can keep up their meeting-time multitasking. You can always entice them away from email with a hands-on brainstorming session-we'll supply easels, flipcharts, and boards for doodling. Tactic 2 Tactic 3 Tactic 1
    • 95 Splash Garden Celebrate in style at the unique 5th floor Splash Garden, our 1500sqm dine & a-dance space including dedicated kitchen, bar and permanent stage is able to entertain up to 1500 guests.
    • OWNER - ADNEC
    • OUR OWNERS Aloft Abu Dhabi is owned by Abu Dhabi National Exhibition Center (ADNEC) Abu Dhabi National Exhibition Center (ADNEC) is owned by His Excellency Sheikh Sultan Bin Tahnoon Al Nahyan 97 ADNEC
    • August 2005 – A Royal Decree His Highness, Sheikh Khalifa Bin Zayed Al Nahyan, President of the United Arab Emirates, issues A Royal Decree to establish ADNEC - Abu Dhabi National Exhibitions Company December 2005 – The Hypothetical Calendar A hypothetical calendar of future events is researched and the exhibitions market is valued at AED 43 million per annum. The economic impact opportunity is calculated to be AED 1,9 billion per annum January 2006 – Executive Council Approval The business is reviewed and evaluated and a strategy agreed. The Concept is presented to members of the Executive Council of Abu Dhabi and approval to build a new exhibition centre is given. 98 ADNEC HISTORY
    • March 2006 – Presidential Review The model of the proposed Exhibition Centre is reviewed by the President of the UAE, His Highness, Sheikh Khalifa Bin Zayed Al Nahyan and His Highness, General, Sheikh Mohamed Bin Zayed Al Nahyan, Crown Prince of Abu Dhabi. April 2006 – Launch of ADNEC VIP Launch at Emirates Palace – Abu Dhabi.The public launch of ADNEC at the Arabian Travel Market exhibition in Dubai follows swiftly. May 2006 – Foundation Partners The Foundation Partner programme is successful. Four international organisers commit to Abu Dhabi. (Reed Exhibitions, CMP, DMG World Media, IIR Middle East) 99 ADNEC HISTORY
    • June 2006 – Master Planning Capital Centre To create a destination as well as an Exhibition Centre and Conference Complex, ADNEC Master plan a micro city to be called Capital Centre. 19 September 2006 – Launch Of Capital Centre Launched Capital Centre to investors and to the press / media. 23 plots offered. Approximately 8 million GFA - Value to ADNEC 1.5 Billion AED . All plots receive offers within 24 hours 18 February 2007 – Phase One Opens The President of the UAE, His Highness Sheikh Khalifa Bin Zayed Al Nahyan officially opens the new Exhibition Centre. The opening was scheduled to also mark the opening of IDEX 2007 and was attended by VIP‘s and dignitaries from around the world. 100 ADNEC HISTORY
    • May 2007 – Construction of Phase Two Construction of phase two commences. The second phase is valued at AED 1.1 Billion and will be completed by October 2008 October 2007 – Hyatt @ Capital Centre ADNEC negotiates the first Hyatt Hotel for Abu Dhabi. To be known as Hyatt @ Capital Centre the hotel will have 200 bedrooms and a 5 star rating. December 2007 – Hand over of Plots By December more than 90% of Capital Centre plots had been handed over to developers. January 2008 – Construction of Capital Gate Construction begins on the iconic 33 storey Capital Gate Tower and Hyatt @ Capital Centre 101 ADNEC HISTORY
    • February 2008 – Al Ain Convention Centre The final master plan for the Al Ain project is completed. A new brand identity is developed. January 2008 The World Future Energy Summit is staged at ADNEC and is a resounding success. His Highness, General Sheikh Mohammed Bin Zayed Al Nahyan, Crown Prince of Abu Dhabi speaks at the Summit. 3,600 people, many of whom are international VIPS attend the Opening Ceremony. 12,000 people visited the event. Media coverage is achieved in over 100 countries with the media messages being exposed to over 250,000,000 people. The event later wins ―Best Launch Event Worldwide‖ at the 2008 AEO Awards held in London. March 2008 The construction of Phase Two of the Exhibition Centre is on schedule and is expected to be operational by October 2008. On completion it will feature 8 additional halls including a Multipurpose Hall with retractable seating system and a dedicated wedding hall capable of accommodating up to 700 people. 102 ADNEC HISTORY
    • June 2008 – Element Hotel for ADNEC ADNEC has negotiated the first Element brand hotel in the Middle East with Starwood to be located within the Capital Centre ―Micro-City‖. A new 3 to 4 star hotel apartment concept from Starwood. Gross floor area of 41,000sqm, Number of keys: 270 June 2008 – ADNEC Buys ExCeL London ADNEC‘s global strategy is launched by acquiring ExCeL London - a world-class exhibition and conference centre located in the world‘s pre-eminent city. Venue will be host to 6 of the 20 events at 2012 Olympics. The deal is valued at GPB 318 million. October 2009 Aloft Abu Dhabi opened for business. December 2011 Hyatt Capital Gate opened for business. 103 ADNEC HISTORY
    • ALOFT ABU DHABI WHO’S WHO
    • ALOFT ABU DHABI WHO’S WHO-EXCOM Michel Nader General Manager Joined Starwood Since 1999 Rainer Weinberg Director of Operations Joined Starwood Since 1997 Santhosh Nair Director of Finance Joined Starwood Since 2004 Marcus Osborne Director of Sales & Marketing Joined Starwood Since 2004 Elie Abi Samra Director of Human Resources Joined Starwood Since 2002 Nathalie Massabki Area Director of Revenue Joined Starwood Since 2009 105
    • ALOFT ABU DHABI WHO’S WHO-HOD Santos Castillo B&F Manager Joined Starwood Since 2007 Leni Dcunha Executive Chef Joined Starwood Since 2009 Eyad Sadaldeen Director of Engineering Joined Starwood Since 2005 Aris Sambrano Refresh Manager Joined Starwood Since 2010 Sherwin Baltazar Recreation Manager Joined Starwood Since 2014 Ren Wong Training Manager Joined Starwood Since 2009 Yousef Haddad Front Office Manager Joined Starwood Since 2006 106
    • ALOFT ABU DHABI AWARDS WON
    • AWARDS WON 2013 & 2012 Best Club Night, What‘s On Award 2012 Travelers Choice Top 3 Trendiest Hotel in Middle East Award received from TripAdvisor®, the world‘s largest travel site. 2011 Best New Hotel Award received from Arabian Hotel Investment Conference 2011 Best Business Hotel In Abu Dhabi 2010 The Fast 50 Award
    • CLICK TO EDIT MASTER SUBTITLE STYLE 109 ABU DHABI
    • CLICK TO EDIT MASTER SUBTITLE STYLE 111 UNITED ARAB EMIRATES
    • The Bedouin of the Bani Yas tribe settled on the island of Abu Dhabi in 1761. Early on, the centre of power for the tribe remained at Liwa Oasis, where the ruling Al-Nahyan family was based, but in 1793 the family moved to Abu Dhabi. At this time a haven for wildlife (Abu Dhabi literally means ‗Father of the Gazelle‘), the town expanded rapidly during the heyday of the pearl trade in the late 19th century. In 1892 its ruler, Sheikh Zayed bin Mohammed al-Nahyan (known as Zayed the Great), agreed that the emirate would become a protectorate of Britain and it joined the Trucial States. Zayed the Great died in 1909, and under five subsequent rulers the emirate‘s power and prosperity declined, largely due to the collapse of the pearling industry. Everything changed in 1958 when oil was discovered, and it is from this date that the development of modern Abu Dhabi can be said to have commenced. The current ruler, Sheikh Zayed bin Sultan al-Nahyan, staged a coup against his brother, then the ineffectual ruler, in 1966. Sheikh Zayed subsequently used his vast diplomatic skills to be the main player in creating the UAE and became its first president, a role he held up until his death in November 2004. Sheikh Khalifa bin Zayed al-Nahyan, Zayed‘s oldest son, became ruler of Abu Dhabi and was elected President of the UAE soon after. Read more: http://www.lonelyplanet.com/united-arab-emirates/abu- dhabi/history#ixzz2AmytOFeS 112 ABU DHABI HISTORY
    • RULER OF ABU DHABI & PRESIDENT OF UAE HIS HIGHESS SHEIKH KHALIFA BIN ZAYED AL-NAHYAN 113
    • ABU DHABI’S FACTS & FIGURES
    • Abu Dhabi is the largest and most populated of the seven emirates that make up the United Arab Emirates, with over 80% of its landmass. The emirate's population, now over 1.6 million, is expected to reach 3 million by 2030. Across the UAE, Emirati citizens make up nearly 20% of the total population; the other 80% are expatriates from Asia, Africa, Australia, Europe and North America. The UAE is four hours ahead of UTC (Co-ordinated Universal Time - formerly known as GMT) and there is no daylight saving. Hence, when it is 12.00 midday in Abu Dhabi, it is 3am in New York, 8am in London, 10 am in Johannesburg, 1.30pm in New Delhi, and 6pm in Sydney (not allowing for any summer time saving in those countries). Generally speaking, government departments, embassies and consulates work from 8am to 4pm. Embassies and consulates may designate specific times of day for processing certain requests (such as passport applications) so always call before you visit. The Islamic holy day is Friday and most organisations operate a Friday / Saturday weekend. Shops and visitor attractions are open on both days, though usually towards the end of the day or in the early evening on Fridays. During the holy month of Ramadan shops often change their hours by closing during the day, re-opening an hour or two after sunset, and staying open later at night. Food outlets and restaurants generally remain closed or offer takeaway services only during the day and then open up for Iftar after sunset. 115 ABU DHABI FACTS & FIGURES
    • Abu Dhabi Expat women, what you should know. What do Abu Dhabi expat women imagine about life in Abu Dhabi. Covering up and not be allowed to drive? Being gawked at by hordes of men? Unable to buy the latest shade of lipstick? This ain't Saudi Arabia. Conventions. You're free to dress as you like for the most part. For example girls wearing shorts and relatively low cut tops is considered acceptable. Yet dressing conservatively is a good idea in certain situations, for example when at work or visiting a local's home. Going to bars alone can be a bad idea, as it sends out strong signals. Men here assume that women sitting alone are looking to be hit on. Safety. Abu Dhabi is a safe city. On the odd occasion you might be stared at or approached by someone, but this is true of any country. The number of traffic lights also makes getting out of cabs relatively easy if you meet an overly friendly taxi driver. In Abu Dhabi the crime fits the punishment and the prospect of prison is enough to keep people in check. Shopping Abu Dhabi is home to the top brand names such as Marks and Spencer's, Boots the chemist and the Body Shop. The malls are teaming with clothes shops. The good sales are on in January and June, with shops knocking as much as 70% off prices. 116 ABU DHABI FACTS & FIGURES
    • ABU DHABI’S ATTRACTIONS
    • ABU DHABI’S ATTRACTION SHEIKH ZAYED GRAND MOSQUE CENTER This architectural work of art is one of the world‘s largest mosques, with a capacity for an astonishing 41,000 worshippers. It features 82 domes, over a 1,000 columns, 24 carat gold gilded chandeliers and the world's largest hand knotted carpet. The main prayer hall is dominated by one of the world‘s largest chandeliers –10 metres in diameter, 15 metres in height and weighing twelve tonnes. The mosque's first ceremony was the funeral of its namesake, Sheikh Zayed, who is buried at the site. Reflective pools surround the mosque, amplifying its beauty. The striking white and gold colours shining in the sun are transformed at night by a unique lightning system which reflects the phases of the moon. Website: www.szgmc.ae 118
    • ABU DHABI’S ATTRACTION FERRARI WORLD ABU DHABI It‘s fast and furious fun for all ages at Ferrari World Abu Dhabi - the world‘s first Ferrari theme park and the largest attraction of its kind. The park tells the Ferrari story with passion and excitement through more than 20 exhilarating and educational rides and attractions, interactive shopping and authentic Italian dining experiences. Beneath its huge, iconic red roof, attractions include: Formula Rossa, the world‘s fastest roller coaster, reaching speeds of 240 kmph; Galleria Ferrari, the world‘s largest Ferrari gallery outside Maranello with an interactive display of cars from 1947 through to the present; Speed of Magic, a fantastic 4-D adventure through deep green jungles, icy caves and ravines and to the mouth of a fiery volcano. Those wanting to start their Ferrari World Abu Dhabi experience in top gear will get their adrenaline fix at G-Force blasting through the red roof, before dropping from a hair-raising height of 62 metres. Website: www.ferrariworldabudhabi.com 119
    • ABU DHABI’S ATTRACTION YAS WATERWORLD For a full day experience, this futuristic Yas Island waterpark spans an area of around 15 football pitches, with 43 rides, slides & attractions – five of which are one of-a-kind. Yas Waterworld visitors will be able to try the 238-metre long, world‘s first, and largest hydromagnetic-powered, six-person tornado waterslide. For adrenaline seekers there are three-metre high waves on Bubble‘s Barrel, which has the world‘s largest surfable sheet wave for flowboards and bodyboards. The Bandit Bomber, a 550– metre coaster, is the first with onboard water and laser effects. Riders can shoot jets of water at targets, drop water bombs and trigger special effects, while people below can spray them with water as they pass. Sitting atop Jebel Dana, the towering core of the park‘s altitude-defying summit and measuring eight metres in diameter, the park‘s gigantic pearl is Yas Island‘s newest landmark. The park draws on Abu Dhabi‘s heritage and has ‗The Lost Pearl‘ as its theme. Visitors follow the story of a young Emirati girl on a quest to find a legendary pearl as they make their way around the attractions, which include a souk and pearl-diving exhibits. Website: www.yaswaterworld.com 120
    • ABU DHABI’S ATTRACTION EMIRATES PALACE A real iconic Abu Dhabi landmark, this luxurious hotel blends Arabian splendour with the latest technology to create a magical and memorable experience. During daytime, the hotel‘s golden-sandy colour contrasts with its fresh green gardens, silvery water fountains and the blue sky. At night, the hotel‘s lighting changes subtly, featuring a majestic rainbow-changing effect over the main dome. The main Palace building stretches over a kilometre from wing to wing, and its gardens and surroundings spread across 100 hectares. The hotel features 114 domes, with the central dome at an imposing 72.6 metres above ground. Gold, mother of pearl and crystals dominate the interior. The Palace has 1,002 chandeliers, the largest weighing 2.5 tonnes. Another memorable Palace feature is its two handmade wall display carpets, portraying the Palace itself and each weighing a tonne. Website: www.emiratespalace.com 121
    • ABU DHABI’S ATTRACTION ABU DHABI CORNICHE The Corniche Road spreads across an impressive eight kilometres of manicured waterfront that includes children‘s play areas, separate cycle and pedestrian pathways, cafés and restaurants, and the Corniche Beach - a lifeguarded beach park. 122
    • ABU DHABI’S ATTRACTION Corniche Beach This lengthy stretch of beach extends along Corniche Road from near the Hilton Hotel to beyond Al Khaleej Al Arabi Street, where you‘ll find its main entrance. During the week you can usually find a beach umbrella, but during the weekend they may all go quickly. You can‘t swim out very far; floating fences keep you within 40 metres of the beach, and there are plenty of lifeguards around. Abu Dhabi‘s pristine Corniche beachfront has been awarded coveted Blue Flag status - the internationally renowned eco-label for beaches and marinas that guarantees clean and safe bathing water. Some 30,000 to 50,000 visitors flock to the Corniche every month, enjoying three separate sections for families, singles and the general public. There are more than 1,100 free parking spaces with a five minute walk of the beach, which charges AED 10 (US $2.7) entry to the family and singles sections. Entry to the public beach is free. 123
    • ABU DHABI’S ATTRACTION Corniche Pedal Power A fun and healthy way to tour the Corniche is to hire a bicycle. FunRideSports hires out a selection of cycles - from mountain bikes, to city bikes which can fit two or three passengers on the back, and even specially designed bikes for ladies wearing abayas.FunRideSports has four rental stations along the Corniche boardwalk with its main station outside The Hiltonia Beach Club. Hire starts at AED 20 (US$ 5) per hour for adults and AED 15 (US$ 4) for children. Voucher booklets for 15 hours of cycling are also available for AED 200 (US$ 54). 124
    • ABU DHABI’S ATTRACTION ARABIAN NIGHT HERITAGE VILLAGE On a dedicated Al Khatem plot in Al Ain, deep in Abu Dhabi‘s heritage heartland, the Arabian Nights Heritage Village harnesses the soul and essence of old Arabia. Conceived to give visitors a chance to experience the mythical and timeless beauty of the desert and traditional Emirati life, the Arabian Nights Heritage Village is not a hotel, but by no means a rustic camp. Although internet is available for emergencies, there are no televisions on-site, inviting the guests to enjoy an authentic, serene experience. The village – for all its traditional practises – utilises a mix of ancient and futuristic technologies to ensure everything runs smoothly and, vitally, sustainably. The Heritage Villages utilises the area‘s natural resources, with a specialist water treatment facility extracting and treating water on-site. Drinking water comes from a 65 metre deep well. The village also uses treated waste water to irrigate trees and its landscaped gardens. The site is powered by four sound-proofed generators and there are three types of room available, Beit Al Barr, traditional mud houses of the desert, Beit Al Bahr, the original houses of Emirati sea-dwellers which are made from palm fronds, and Beit Shaar, or woven tents. There is also an idyllic 200m² swimming pool – the ideal place to cool down after a spot of dune bashing, quad biking, sand surfing or falconry. 125
    • ABU DHABI’S ATTRACTION JEBEL HAFEET Rising 1,240 metres, Jebel Hafeet is the emirate‘s highest peak, and UAE‘s second. This towering rocky height, which stands guard over Al Ain and borders Oman, is forged out of craggy limestone that has been weathered over millions of years. Significant fossil discoveries have been made in the area, which are vital pieces in the jigsaw of the city‘s ancient history. Over 500 ancient burial tombs dating back 5,000 years have been found in the Jebel Hafeet foothills. You can drive or, if you have the stamina, cycle to the top via a winding highway, which edmunds.com (the automotive information online source) describes as ―among the world‘s greatest driving roads.‖ Once you reach the top, you'll be rewarded with magnificent views over Al Ain, where you can take a break at the Mercure Jebel Hafeet hotel near the Jebel‘s peak. 126
    • ABU DHABI’S ATTRACTION ABU DHABI NIGHT LIFE Abu Dhabi offers full freedom to all non-Muslims to have a gala time enjoying the late nights at the nightclubs. The nightclubs in Abu Dhabi have got different styles, but items like dancing and stage shows are common in almost all the nightclubs. Most of the nightclubs and bars are located in luxurious hotels. There are dress codes observed in some of the night clubs. Nightlife in Abu Dhabi can be enjoyed at its peak on Wednesdays, Thursdays and Fridays and the clubs usually open until late night. Few of them also organize Ladies Night on some specific days with special deals on drinks. 127
    • GETTING AROUND TRANSPORTATION
    • Getting around Abu Dhabi is easy and taxis are reasonably priced and plentiful and can be flagged down at the roadside or booked by phone through the TransAD hotline 600 535353. Street taxis are easily recognised. They are either silver with a yellow roof sign (newer taxis) or white and gold with a green roof sign (older taxis). Both old and new taxis are metered, yet many of the old taxis may negotiate the fare in advance. A tip is not expected but always welcome. Shopping centres have specific taxi stands, and most Abu Dhabi roads are equipped with taxi drop-off / pick-up areas. After 10pm there will be a minimum charge per fare of AED 10 / US$ 2.72. (If cost of fare is below AED 10, the passenger will have to pay the minimum fare of AED 10, regardless of what the meter shows. If the cost of the trip is above AED 10, then the passenger pays the actual cost displayed on the metre). The event flagfall is AED 20 / US$ 5.5 (for taxis picked up at special designated areas close to events). If the passenger books a taxi through the Call Centre to pick them up from the event area, the starting fee will include the booking charges (AED 3 or 4 depending on time of day) plus AED 20 event flagfall, so a total of AED 23 / US$ 6.26 or AED 24 / US$ 6.54. 129 TAXIS
    • BUSES Abu Dhabi‘s modern air-conditioned buses operate round-the-clock. The service is easy to use, with passengers hopping in and out of any bus by placing two Dirham coins in the collection box next to the driver. If you are planning to use the bus on a regular basis, day passes - monthly passes at AED 80 (US$ 21.8) are also available. Travelling by bus is complimentary for senior citizens above the age of 60 and for people with disabilities. Visitors who qualify need to apply online for their free pass and can collect it from Abu Dhabi‘s Central Bus Station. For more information on bus services, fares and schedules, or to download bus routes, visit www.ojra.ae 130
    • CAR RENTAL You will find all major car rental companies in Abu Dhabi, plus a few extra, and it's worth remembering that larger, more reputable firms generally have more reliable vehicles and a greater capacity to help in an emergency (an important factor when handling the trying times following an accident). All rentals are inclusive of registration, maintenance, replacement, 24-hour assistance and insurance (comprehensive insurance with personal accident cover is advisable). For short term rental, many companies offer daily rates - there are booths at the airport and most of the major hotels, and there are numerous shops dotted throughout the city. It's worth ringing around for rates, although usually the most competitive rates can be found online. To hire any vehicle you will need a passport copy, credit card and a valid driving licence from your home country, or a valid international driving licence. If you have a UAE residence visa, you will need to have a valid UAE driving licence. 131
    • CLICK TO EDIT MASTER SUBTITLE STYLE 132 HUMAN RESOUCES POLICIES & PROCEDURE
    • A brief summary of our policies, processes and benefits is listed below. More information regarding each matter is available in your Human Resources office. Policies and procedures are reviewed on an on-going basis and may change from time-to-time. You will be notified in advance of any changes. There are several procedures and steps involved since the day that you applied for a permanent role here at Aloft. You‘ve been very lucky to be one of the talent who‘s CV has been short listed, among thousands. You did your behavioral interview and you did well, so we‘ve sent you an offer letter, which you signed and returned back to us. If you are keen, ask your talent coach sometime why you were Successful! It is because of great attitude to customer service and teamwork. Wherever applicable you did your medical checks back in your home country, and the results showed no complications. In other words – a healthy result! All of a sudden you receive an e-ticket in your e-mail account‘s inbox and you know for sure that you‘re coming to Abu Dhabi! Your airplane arrived and someone from Aloft Hotel was there to pick you up and take you to your new home. You got a day to settle in and already the next day you‘re reporting at the Human Resources office. Welcome onboard! At the Human Resources office you were asked to read the Policy against Insider Trading and Code of Business Conduct. You were asked to sign the acknowledgements for these and to fill in some forms so we get some more information about you. You‘ve handed in your passport to the Public Relations Officer received a copy for you to keep, and handed in a few passport-size photos with a white background. Now you‘ve been taken to your department and your immersion training starts, and your wardrobe has been fitted, but that doesn‘t mean that the process is over! Here is a lineup of the rest of the things in next page. 133 FIRST DAY IN ABU DHABI
    • RESIDENCE PERMIT Those passport-sized photos that you‘ve handed in are used for you Residence Permit, but there‘s a bit more that needs to be done. As per UAE laws, you will need to undergo another medical test in Abu Dhabi. You also need to register your fingerprints, Eye Scan and your blood type needs to be identified. MEDICAL & FINGER PRINT The PRO and hotel nurse will either contact you directly or contact your department to inform you when exactly you will go for your medicals. Once the results from the medical check have been approved you are able to register for your fingerprints and eye scanning. Again, you will be contacted by a member of the Human Resources team for the date and time for the process. But always keep an eye on the notice board for any updates. The transportation to go the medicals and fingerprints / eye scanning will be provided for you. The medical check needs to be done within the week of your stay. Please note that the PRO Coordinator will schedule an appointment for you. Please make sure you get to your appointment in time! PLEASE NOTE! Please keep track of the validity of your Residency Permit, Emirates ID, Passport, and Health Card. If any of your documents is about to expire, immediately stop by the Human Resources office to re-submit your documents. Also be aware that if you want to go on a holiday, your documents need to be up to date when you get back. So if you have any doubts, do not hesitate to stop by the Human Resources office to get more information. Like any other country, cannot leave or enter the country without a valid Residency visa and passport! 134 POLICIES & PROCEDURES
    • CONFIDENTIALITY Talent with access to confidential information about Aloft hotel and its operations must not disclose that information to any unauthorized person. No Aloft documentation or manuals are to be copied without specific authorization and are not to be taken off the property. Please note that this not only a part of the Code of Conduct, but also a gross misconduct under the UAE Labour Law. On your first working day, you have acknowledged the Code of Conduct, so please insure that any violation against the policies could lead to termination. Please see social media policy in regards to posting on social media outlets for personal or work related matters that involve the hotel or Starwood in any way.All talents must protect and keep confidential all non-public information belonging to, in the possession of, or about our hotel owners, guests and talents. Information concerning our guests and talents should not be disclosed to anyone. Talents must not share confidential information with friends, relatives or non-talents or discuss confidential matters in public places, such as elevators, airplanes or restaurants. These obligations continue even after talents leave the company. You are expected to respect the privacy and security of our guests and talents by: Keeping names, room numbers or any information pertaining to our Guests and their visitors confidential. Keeping anything personal might see or hear to yourself. Keeping company business private, rather than discussing it with guests. Please ensure that you report any questionable, suspicious or criminal activities to your department heads and our Risk Management team immediately. For more information, please refer to the Code of Business Ethics. 135 POLICIES & PROCEDURES
    • GRIEVANCE It is the hotel‘s policy to encourage on-going open communication between all talent to ensure that questions, concerns or problems arising during employment can be aired and resolved quickly in a fair and consistent manner to the satisfaction of all parties. Should there be any concerns or problems, do not hesitate to bring it up to the attention of your Talent Coach. If the situation involves your Talent Coach, then you will need to bring it up to your manager at the next level above. At any time, feel free to bring your concern to the attention of a member of the Human Resources Team. DRESSING ROOM The dressing room is provided for your convenience and comfort. Each Talent member that is required to wear the hotel wardrobe will be assigned a locker for clothing and shoes and one key will be issued. We advise not to keep valuables or large cash amounts in your locker. Any valuables and / or cash kept in the locker are your sole responsibility. Although you are responsible for it, the locker and key remain the property of Aloft Hotel and as such, no stickers/labels and foreign objects can be attached to the locker. Food, perishable, inflammable materials, alcohol, illicit or non-prescription drugs, weapons or explosive or soiled clothing must not be stored in lockers. Hotel equipment is not to be stored in your locker but rather always kept in its rightful place in your area. If you lose the locker key, you will be charged to replace it. It is everyone‘s responsibility to keep both lockers and the dressing room clean and tidy. Please report any damage to Human Resources immediately. Note that the dressing room is a NON smoking area. 136 POLICIES & PROCEDURES
    • UNIFORMS Upon joining, talents will be provided with a uniform whereby at the end of the shift talents will deposit the uniform at the laundry room for cleaning. Clean uniforms must be stored in the lockers when not on duty and should not be worn outside of the hotel premises. EQUAL OPPORTUNITY Aloft Abu Dhabi Hotel takes this opportunity to reiterate our corporate commitment to equal opportunity for employment, advancement and training to qualified individuals regardless of race, color, religion, sex, age, national origin, or mental or physical disability. This same commitment to equal opportunity shall apply to all other Human Resources functions and all talent are expected to comply as per the Equal Opportunity policy. Please note that we have a zero-tolerance policy to unlawful discrimination and harassment. RIGHT OF SEARCH The hotel reserves the right to search the person or personal effects of any Talent. This will always be carried out by a properly authorized person and if you wish, in the presence of a witness you may nominate. This right extends to the lockers in the dressing room. 137 POLICIES & PROCEDURES
    • SPEAKING TO MEDIA Journalists are, by nature and trade, inquisitive, and will always be on the lookout for a story both positive and negative. Please do not be tempted to speak to the media on behalf of the hotel. The only person authorized to act as spokesperson for the property is the General Manager. Should a reporter ask you any questions about the hotel and its operations, check as to whether the above mentioned are available for interview. If not, politely ask for the reporters‘ details and the General Manager will contact them directly. Please see social media policy regarding using social media as a form of communication. TALENT MEMBER ENTRANCE & EXIT You are required to enter and exit the hotel through the designated entrance. 138 POLICIES & PROCEDURES
    • WORKING HOURS The working hours shall be 48 working hours per week (8 working hours a day), 6 days a week with one weekly day off. Shift time can start and finish at anytime of the day and will count as ordinary hours depending on the business nature of the department and as per the HOD recommendations. Talents are entitled for one hour break per day for rest, meals, praying etc. which could be taken in one time or in piecemeal depending on the business requirements. For non operational eligible talents only as specified in the internal policies and procedures, the working hours shall be 48 working hours per week, 5 days a week with two weekly days off. WORK SCHEDULE Your exact hours and days off work may vary, depending on the specific needs of your department. Any hours worked in excess of your regular workweek must be approved in advance by your immediate supervisor or department head. Overtime pay will be determined in accordance with local legislation. Your Department Head will post a schedule in your work area for the upcoming week. Please do not assume that your hours will always remain the same. Because of the demands of the hospitality industry, your schedule may be adjusted to meet business demands. 139 POLICIES & PROCEDURES
    • ATTENDANCE Absenteeism and tardiness hurt your fellow staff members as well as Aloft Hotel as a whole. Since our work depends upon teamwork, when you are not on the job, everyone else must adjust to assume your workload. It is your responsibility to report for your scheduled shifts of work on time and appropriately attired. If you are going to be late or are unable to report to work, contact your supervisor immediately. You must make sure your supervisor knows why you will be late or absent, and when you can be expected to arrive or return. If you are absent from work without proper notice for three consecutive days, you will be considered to have resigned voluntarily. If you are absent due to illness, a doctor‘s note may be required when you return to work. Unexcused absenteeism may result in corrective action up to and including termination. 140 POLICIES & PROCEDURES
    • TIME RECORDS You are expected to report for duty at the rostered time. It is essential for the smooth running of the hotel operations that every talent adheres to the strict observance of good timekeeping. Every talent should be aware that not reporting for duty at the required time, not only hinders the department in which you work, but also your fellow colleagues who may be waiting to finish duty on your arrival. For safety and security reasons, a special sign in-out system has been installed. This means that all Talent needs to punch IN and OUT whenever you enter or leave the hotel. This system is used to check who is inside the hotel. In case of an emergency the system will provide us with the report of who exactly are in the hotel. This means that whenever you leave or enter the hotel you need to punch in and out The fingerprint scanners are located at three locations, namely: 1. Loading Bay Entrance (beside security office) – with 2 scanners. 2. 8th Floor Offices (via Adnec Lifts) – with 1 scanner. 3. Operations Office – with 1 scanner. 141 POLICIES & PROCEDURES
    • OVERTIME Talents may also be required to work overtime hours. Remuneration for these hours will be paid, or lieu days will be given to cover extra hours worked, subject to hotel policy. There may be occasions when talents are required to work outside their rostered hours. Overtime / working on a day off or Public Holiday will be offered at following rates: Hourly rate: 1:1.25 times on a normal working day and 1:1.50 times on day off or Public Holiday. SALARY & PAY ADJUSTMENTS Details of your monthly pay are printed on your pay slip for your information and understanding. Please bring any errors or discrepancies in your monthly pay to your manager‘s attention immediately so it can reviewed and corrected as applicable. If you are unfamiliar with any deductions please contact your Supervisor or Payroll personnel. 142 POLICIES & PROCEDURES
    • PUBLIC HOLIDAYS Aloft Hotel offers talents leave entitlements as outlined below. PUBLIC HOLIDAYS Whenever announced by the local authorities, public holidays are confirmed through memo released by Human Resource Department. Public Holidays occur on several occasions throughout the year. If you are required to work on a day that has been declared a Public Holiday, you will be remunerated according to the hotel policy. There are 10 Public Holidays per year as follows: New Years Day (Al-Hijra) – 1 day New Years Day (Christian) – 1 day Feast of Lesser Bairam – 2 days Feast of Greater Bairam and Eve of Greater Bairam – 3 days Birthday of Prophet Mohammad – 1 day Nocturnal Journey and Ascension of the Prophet – 1 day National Day – 1 day 143 POLICIES & PROCEDURES
    • ANNUAL LEAVE Talents are entitled to annual leave for every year of service. The employer has the sole right to determine the date of such annual leave in accordance with the operating requirements of the hotel. The allocation of vacation days is thirty calendar days after the completion of one year of service. After successfully completing their 3 months‘ probation period, annual leave due to the talent will be calculated on a pro-rata basis until completion of one (1) year service at which point you will have earned your full 30 days Annual Leave entitlement. Request for annual leave should be made through your Department Head. Please ensure that annual leave is requested in advance and the appropriate form is completed. Annual Leave must be used in the calendar year, or may be assigned by your supervisor if a mutually agreed upon date cannot be determined, bearing in mind operational requirements & business needs. If you do not return to work on the approved date of return, you will be contacted by your department head & if no communication has been received within 7 days from you then you will be deemed as absconded. Absconded cases will have their residency cancelled with the Ministry of Labour for the UAE and an immigration ban will be applicable. MATERNITY LEAVE A pregnant talent shall be entitled to 45 days paid leave, not included in her other leaves, for delivery including the period preceding and the period following her confinement on the condition that she has been in service for a continuous period of not less than one year. If the female talent has not completed the foresaid period of service, she shall be entitled to 45 days leave with half pay. 144 POLICIES & PROCEDURES
    • SICK LEAVE As per UAE Labor law, talents are not entitled to any paid sick leave during their probationary period. Any sick leave taken will be considered as unpaid leave and needs the HOD prior approval. Talents who completed their probation period and fall ill, shall be entitled to sick leave not exceeding 90 days whether continuous or otherwise, in respect of every year of service as follows: 15 days Full pay 30 days Half pay 45 days Without pay UNPAID LEAVE For personal leave of absence, you may be granted a leave of absence at hotels‘ discretion. A leave of absence without pay may be granted for bona fide reasons such as family, personal, education, or if your spouse is transferred to a new location. All outstanding annual leave (including ―banked‖ days) must be used prior to the leave of absence. Vacation will not accrue while on unpaid personal leave. 145 POLICIES & PROCEDURES
    • HAJJ LEAVE (PILGRIMAGE) Muslim talent members shall be entitled, once in the course of his/her entire service, to special leave without pay for performing pilgrimage; such leave shall not be deducted from other periods of leave due to him/her and shall not exceed 30 days. SPECIAL OCCASION LEAVE Although this is not an eligibility as per UAE Labor Law, Aloft Hotel at its own discretion shall grant 1 day paid leave in the case of marriage and 1 day paternity leave if the talent‘s wife has given birth in UAE. 146 POLICIES & PROCEDURES
    • TALENT DINING FACILITIES (PIT STOP) Meal periods are to be taken in the Staff Dining Room (Pit Stop) and are to be scheduled according to your departmental policy. The Staff Dining Room is located in the heart of the house and is open for Breakfast, Lunch, Dinner & Night Supper. HEALTH CARD The Human Resources Department will apply for your health card. As soon as your health card is ready you will be contacted by the Human Resources team for pick up. You will need to carry your health card at all times. SERVICE CHARGE In line with all other Starwood Hotels & Resorts in Abu Dhabi and as per ADTCA regulations, Aloft hotel will be distributing 20 % of the service charge collected as incentive to the talents in addition to their usual salaries and benefits. The incentive will be paid in equal amounts to all talents with exemption of PMIP eligible talents. The monthly service charge payment will be 75 % of the available amount and the remaining 25 % will be maintained in a separate balance sheet account to be paid as a yearend incentive to all talents, with exemption to PMIP eligible talents. 147 POLICIES & PROCEDURES
    • VACATION TICKETING Aloft hotel provides vacation ticket to talents and eligible family members wherever applicable as per the contract of employment as follows: Annual ticket eligibility - After the completion of 12 months of continuous service Ticket every two years eligibility – After the completion of 24 months of continuous service To enable Aloft hotel to purchase tickets on the desired date of travel, it is recommended that the talent submits the request for vacation ticket preferably 2 months in advance. Late submission of application may result in non availability of tickets for which Aloft hotel will not be responsible for. POLICIES & PROCEDURES
    • SUMMER ALLOWANCE For all talents working fulltime in an outdoor environment during the summer period (Jun, July, Aug, September) for more than 28 days continuously in a month, a monthly summer allowance of AED 150.00 will be provided as an allowance (including supervisory level talents) on top of the usual salaries and wages. NIGHT ALLOWANCE To provide a monetary allowance for talents who are working night shifts to compensate for their loss of their day time Aloft Hotel will pay a monthly night allowance of AED 150.00 as an allowance to all talents (including supervisory level talents) working more than 28 days‘ continuously on fulltime night shifts. POLICIES & PROCEDURES
    • CASH ADVANCE FOR NEW JOINERS To provide financial assistance to the newly joined talent to facilitate his / her settling down smoothly in the new work environment. New talents mobilized from abroad may apply for ―Cash Advance‖ by completing the appropriate ―Cash Advance Request Form‖. For newly joined talents, the amount of the cash advance can be up to 50% of the basic salary. Such advance will be recovered in 1 installment starting from the talent‘s first full month remuneration. PROBATION PERIOD Talents are engaged on probation period of three months and in other circumstances not exceeding six months during which the employment contract may be terminated by the employer without prior notice or severance pay. POLICIES & PROCEDURES
    • PMP ‘PERFORMANCE APPRAISALS’ Aloft Abu Dhabi believes that an effective performance appraisal system is essential for talent and manager development and satisfaction. The Performance Management Process (PMP) ensures that all talents including managers have clear, aligned and attainable objectives, performance feedback and an opportunity to grow and develop through individual development plans. Each talent should be given a performance review as often as necessary to accomplish the objectives of the program. Although the format of the review may vary depending upon grade level, the same general guidelines may be followed: A minimum of once a year, if a talent remains in his present role. Whenever a promotion occurs, if 6 months have elapsed since the previous review. Towards the end of a probation period. 151 POLICIES & PROCEDURES
    • F&B ENTITLEMENT Talents are eligible to dine in the hotel‘s restaurant outlets while enjoying 50% discount on Food & Beverage with a maximum number of 4 pax (talent plus 3 guests). Please refer to the talent F&B entitlement policy for more details. RECOGNITION AWARDS To recognize the outstanding performance talents from all departments on monthly basis, considering their commitment, enthusiasm and loyalty towards their job and guest satisfaction, every month two talents will be selected for the talent of the month award, and every quarter two supervisors will be selected for the supervisor of the quarter award. The Talent / Supervisor of the year will be selected from the talents who have been previously chosen on a monthly / quarterly basis. One talent from the front of the house, and one talent from the heart of the house, one supervisor from the front of the house and one supervisor from the heart of the house will be chosen. Winners will received a monetary award and a certificate of appreciation. 152 POLICIES & PROCEDURES
    • CAREER DEVELOPMENT We are committed to your career growth and development through continuous learning opportunities, and by promoting from within Aloft hotel through internal transfers. On the Job Training Checklist We will ensure that you receive skills training for your new position at Aloft Hotel Abu Dhabi. To ensure consistent and effective training procedures, a detailed Job Task Checklist is available for each position. These checklists are used by the departmental trainer to ensure a consistency of skills training to all new talents. Once completed, the checklist is signed off by the Departmental Trainer, the trainee and the department head and placed in the talents file. Internal Transfers – Within Aloft Hotel Abu Dhabi If you wish to transfer to another department at Aloft Hotel Abu Dhabi, you may apply for any vacant position advertised internally after the completion of probationary period and with no disciplinary actions on file. Applications will only be accepted in response to vacant and posted openings. Eligibility is based on the appropriate qualifications (which include, but are not limited to, essential skills, capability, knowledge and experience required to perform the job) and satisfactory performance in your current position are required. Prior to submitting your application to the Human Resources Office, written approval by your Department Head is necessary on the internal application form. 153 POLICIES & PROCEDURES
    • Hot Careers - Wide Internal Job Posting Program Hot Careers is your source for job opportunities throughout the company. If a transfer or a promotion is one of your career goals, this section provides an up-to- date list of posted positions in all Starwood hotels, resorts, and offices globally. Before applying for a position that interests you, please contact your local Human Resources Professional regarding the transfer request policy and how to apply for an open position. Learning & Development Centre There are a number of training programs that are compulsory and a variety of optional development opportunities. Any development opportunities taken need to be completed in full. This is important for your personal and career development as well as the development of the company. Development Training We will provide numerous classes on a variety of topics to enable you to grow professionally and personally. The Learning & development team will keep you updated on availability of the classes and on how to register. The Development Center is Starwood‘s online tool for learning and development resources. This includes web-based and instructor-led training. The resources on the Development Center can be used to develop and meet your individual development plan (IDP). Take advantage of the user friendly Development Center. It will provide learners with a variety of tools for their professional development which is available 24/7. 154 POLICIES & PROCEDURES
    • SECOND EMPLOYMENT Secondary Employment while employed by Aloft Hotel is strictly prohibited. It is illegal within the UAE to be working for anyone other than your sponsor. 155 POLICIES & PROCEDURES
    • CODE OF CONDUCT Proper conduct on the part of all talents is essential to the company‘s efficient and safe operation. Violation of hotel policies disrupts our work performance and lessens the value of our service to our guests. Although no company likes to discipline talents, corrective action will be taken when necessary to enforce our policies. Corrective action is always for the purpose of correcting unacceptable behavior and preventing a recurrence of that behavior. The severity of the corrective action taken will depend upon the circumstances of each case, including the seriousness of the offense, the number and kind of previous infractions and the talent‘s overall past work record. In every case, the facts of the incident will be investigated and you will be given ample opportunity to explain the situation from your point of view. No record will be kept if you are found to be blameless. It is impossible to list all types of behavior that may lead to corrective action. However, certain forms of conduct are clearly prohibited and have been listed below as a guide for talents. Obviously good common sense always is the best guide to proper product. Certain conduct, because it jeopardizes the safety of fellow talents or is so disruptive to the safe and effective operation of our business, are considered so serious that talents who engage in such conduct will be immediately discharged. Examples of such conduct which will result in termination without prior warning include, but are not limited to: POLICIES & PROCEDURES 156
    •  Use, possession or being under the influence of alcohol or illegal drugs on hotel premises  Theft , fraud  Willful destruction of hotel property or the personal property of others  Unauthorized use, possession or removal of material, equipment, records, or other company property from company premises  Tampering with hotel equipment  Fighting or provoking a fight on hotel property  Threatening, assaulting or intimidating other talents or supervisors  Unauthorized removal, copying or divulgence of hotel information or records  Tampering with time records or punching another talent‘s time card  Falsification or altering of hotel records or documents, including time or attendance records or information on employment application and/or health forms  Failure to follow orders or instructions from or refusal to do work assigned by supervisors (insubordination) POLICIES & PROCEDURES 157
    •  Attacking or threatening to attack any talent  Possession of firearms, explosives or other dangerous weapons on hotel property  Sleeping while on duty  Failure to report to work for more than 7 consecutive days without notifying the hotel or receiving prior authorization.  Failure to return from an approved leave of absence on the agreed-upon date  Unsatisfactory work performance  Gambling on hotel property  Sexual harassment 158 POLICIES & PROCEDURES
    • DISIPLINARY The following is a list of behaviors and actions that violate hotel policy and may result in disciplinary action up to and including termination. This section is intended to highlight the type of actions that violate company policy and is by no means all inclusive: Not observing and of the house rules at the place of engagement. Not complying with the laws and customs of Abu Dhabi, UAE. Not maintaining and keeping in good condition all equipment placed at your custody by the hotel whereby talents are responsible to return it back in the same condition. Smoking, gum chewing, eating or drinking in other than designated talent areas. Failure to report for work without a valid reason or giving false explanations of absence or tardiness. Excessive absenteeism or tardiness unless otherwise approved. Repeated failure to be at assigned work station at starting time or returning late from meal breaks Leaving the department or work area during working hours without permission from a Supervisor. 159 POLICIES & PROCEDURES
    • Lying Harassment of other talents Using another talent‘s equipment or tools without permission Violation of the hotel‘s Bulletin Board Policy or other rules governing the posting of notices on hotel property; defacing of bulletin boards; or defacing or unauthorized removal of any material posted in the hotel Interfering with the work performance of other talents Neglect or carelessness in the performance of assigned duties or in the care or usage of hotel property Failure to follow safe work practices or violation of health or safety rules and regulations Failure of properly report an accident Refusal to leave hotel premises upon request of an authorized hotel representative Violation of a hotel rule or policy other than those resulting in immediate discharge Inciting or otherwise inducing another talent to violate a hotel rule 160 POLICIES & PROCEDURES
    • Supplying false or misleading information when applying for employment or at any time during employment. Threatening bodily harm to another individual, i.e., hitting, pushing, or otherwise striking another person, or possessing a lethal weapon, verbal threats of any nature while on hotel premises. Removal, duplication or transferring possession of hotel master keys. Altering a check or credit voucher, forging items to a customer credit card, or knowingly overcharging a customer. Unauthorized use of hotel telephones and customers facilities. Making or publishing false, vicious or malicious statements concerning any talent, guest, supervisor, hotel or the company. Failure to perform job or work assignments satisfactorily, safely and efficiently. Failure to observe established Fire, Safety, Health Rules, or common safety practices, and/or engaging in dangerous horseplay. Failure to report any personal injury sustained while on the job. Unauthorized presence at customer functions and customer areas, on premises, including customer rooms, dining rooms, bars or lounges. Unauthorized social conduct with customers is prohibited. 161 POLICIES & PROCEDURES
    • Failing to maintain and present a high degree of personal cleanliness at all times. Failure to wear proper clothing and approved name badges. Failure to follow departmental or Company dress and grooming codes. Distribution of literature on work time or in public areas or posting of notices or signs in unauthorized areas. Discussing confidential Company or hotel matters with unauthorized personnel or with customers or in any areas where customers or other unauthorized individuals could overhear the conversation. Discriminating against a customer, vendor or fellow talent because of race, color, age, sex, sexual orientation, national origin, marital status, religion or disability. Fund raising, selling lottery tickets, or merchandise, soliciting donations or any other type of money raising on hotel premises without prior permission of the General Manager. Giving information related to the company or hotel to the news media. Being rude or discourteous to customers or talents. Failure to maintain accurate and proper accountability and control of cash banks. Creating or contributing to unsanitary or unsafe conditions. 162 POLICIES & PROCEDURES
    • Working overtime without prior Department Head approval. Parking in unauthorized areas. Demanding or requesting, either directly or indirectly, sexual favours of any kind from any other talents, guests or vendors. Use of personal cellular phones while performing hotel duties is prohibited. Talents carrying mobile phones must place the phone on silent mode and attend to it on their breaks only. Gambling, or participating in gambling as a spectator, during work hours or on hotel premises. Behavior unbecoming of a Starwood talent (i.e., using offensive language such as swearing or loud boisterous talk, disturbing to others). Use, possession, sale, transfer, or storage of an illicit drug or drug paraphernalia, controlled substance or alcohol while in the course of employment, on hotel property, or in hotel vehicles. Further, it is strictly prohibited from reporting for work under the influence of a drug or alcohol, or in an impaired condition. Willful destruction, gross negligence or carelessness of hotel property, property of other talents or guests. Violation of any other established Starwood policy, property or departmental regulation. 163 POLICIES & PROCEDURES
    • It is expected that all talents will conduct themselves in ways that encourage a cohesive and effective team. The most important point to remember is: If you are uncertain whether a particular activity violated company policy, ask your supervisors. 164 POLICIES & PROCEDURES
    • ETIQUETTE As a talent at Aloft Abu Dhabi Hotel, you are expected to conduct yourself in an appropriate manner at all times. Our reputation is in your hands, and it is up to all of us to maintain high levels of service. Following are some etiquette standards that you are expected to maintain while working at Aloft Hotel. Always identify yourself and your department when answering the telephone. D o not to chew gum or similar items while on duty. If around the pool area, sunglasses should be removed when speaking to guests. A friendly smile is part of your uniform. Always use good posture, with no slouching. Make eye contact when talking with anyone and use a firm handshake. Remember to use ―Allow me‖, ―please,‖ ―thank you,‖ and ―excuse me.‖ Open doors for guests. When guests ask for directions, escort them to their destination; don‘t just point. 165 POLICIES & PROCEDURES
    • SMOKING & HEALTH Aloft hotel is a non-smoking workplace. The hotel regards smoking to be harmful to the smoker and also to the non-smoker through the effects of passive smoking. The hotel‘s philosophy is to provide a harmless working environment for all talents. All work areas of the hotel has been declared as Non-Smoking areas including but not limited to: offices, stores, toilets, pantry room, corridors, all public areas, heart of the house areas within the hotel. Smoking is only permitted during your authorized break in the designated area or before or after your scheduled shift. ASSOCIATE PARKING Talents may park their cars in car park A level 1. During events and exhibitions talents may be asked to park their cars in alternative locations which will be advised through a memo issued by the HR department. BULLETIN BOARD Aloft hotel has bulletin boards located throughout the property for the purpose of communicating with you. Postings on these boards are limited to business-related material, including statutory and legal notices, safety and disciplinary rules, memos of general interest relating to Aloft hotel and other approved items. Please keep yourself updated and visit these bulletin boards regularly. 166 POLICIES & PROCEDURES
    • CLICK TO EDIT MASTER SUBTITLE STYLE 167 HEALTH & SAFETY
    • Security like safety is everyone's responsibility. We owe it to our guests and fellow Talent to not only provide a friendly, comfortabl e atmosphere, but one that is safe and secure. ALWAYS BE ALERT! "YOU ARE THE EYES AND EARS OF THE HOTEL" SAFETY & SECURITY
    • All hazards to personal safety must be reported at once to your Talent Coach. BE RESPONSIBLE- if you see a hazard, remember C.L.E.A.R. it: Check fault Locate source Eliminate Alert the others Report HAZARD SPOTTING
    • The Number One Priority Is Sounding The Alarm! Locate the closest alarm devise and pull the trigger. Assist any person in immediate danger to safety, if it can be accomplished without risk to you. (Do NOT use lifts when there is a fire in the building.) Activate the building fire alarm system or designate someone else to do so. Only after having done these two things, if the fire is small, should you attempt to use an extinguish er to put it out. You should learn where the emergency exit is closest to your work area. Evacuation Procedures on hearing the Fire Alarm Please follow the instructions on your Departmental Fire Plan and then evacuate t he building by the nearest exit: Do NOT run; Do NOT panic; Do NOT stop to collect personal belongings; Do NOT use the lifts; Do NOT discuss the fire; Do NOT re-enter the building; FIRE SAFETY & EVACAUATION PROCEDURE
    • HAVE AN EASY BREEZY JOURNEY WITH ALOFT ABU DHABI ! 