Coronavirus Impact Assessment And Mitigation Strategies In Hotel Industry Complete Deck

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C ronavirus Impact Assessment
and Mitigation Strategies in
HOTEL INDUSTRY

Marketing Plan to Address Future Demand
Hotel Sector Overview
• Hotel Industry Overview during COVID 19 Pandemic
• Impact on GDP Growth Forecast in 2020
• Economic Impact of US Hotel Industry
• Decline in Hotel Occupancy Impacting Hotel Industry,
Local Communities and National Economy
• Scenario Analysis for Hotel Sector Revival
• Impact of Coronavirus Spread on Various Segment
Risk 1: Disruption Due to Social Distancing
• Determining Impact of Social Distancing due to Virus
Transmission
• Devastating Impact in Hotel Occupancy due to Social
Distancing
Risk 2: Plummeting Employee Productivity
• Reduced Employee Productivity during COVID 19
• Risks Associated to Hotel Staff Productivity
Risk 3: Stressed Supply Chains
• How COVID 19 Creating Supply Chain Disruption
Risk 4: Recession, Unemployment and
Investment Pull-back
• Determine Recession in Hotel Industry
• Rise of Unemployment in Hotel Sector due to COVID 19
• Investment Pullback in Hotel Sector due to Pandemic
• Fall in Stock Price of Major Hotel Chains due to
Pandemic
Risk 5: Economic Instability and Civil Unrest
• Rise in Economic Instability due to COVID 19
• How Risk of Civil Unrest Prevailing due to Pandemic
Business Impact Analysis
• Pandemic Severity Impact Assessment
• Business Impact Assessment during COVID 19
Pandemic
How Risks are mitigated
Risk Readiness Assessments
• Readiness Assessment to Ensure Business
Preparedness during Pandemic
• Evaluating Financial Practices in Firm
Business Continuity Plans
• Preparing COVID 19 Hotel Recovery Strategy by
Determining Travel Demand
• Establishing Stop Gap Plan for Business Continuity
• Hotel Reopening Plan Post COVID 19 Pandemic
• How to Handle Supply Chain Disruption
• Digitalizing Hotel Premises to Maintain Social
Distancing during COVID 19
• Ensuring Safety of Hotel Staff
• Hotel Staff Assistance Program
Policy Management
• Essential Cleanliness and Safety Policies for Smooth
Functioning of Hotel
• Hotel Reservation and Cancellation Policies
• How Different Hotels are Responding during
Pandemic
Incident Management
• Measures to Prevent Incidents at Hotel Premise
• Ensuring Hotel Staff Safety to Avoid Critical Incident
• Incident Management Summary Report
• Essential Communication to Guests
Risk Maturity Model Survey
Questionnaire
• Addressing Present State of Risk Maturity Model
• Determine Enterprise Risk Management Growth
• Determining Various Departments Crucial for ERM
Implementation
• Determine Critical Functions Performed by Risk
Managers using ERM
Risk Management Plans
• Risk Response Plan for Hotel Sector during COVID
19 Pandemic
• Risk Assessment Matrix in Pandemic Situation
• Hotelier Contingency Plan for COVID 19
• Risk Management Action Plan
Role of Government in Reviving Hotel Industry
Risk Response Plan for Hotels during
COVID – 19
Table of Contents for Coronavirus Impact Assessment and
Mitigation Strategies in Hotel
2

• Hotel Industry Overview during COVID 19 Pandemic
• Impact on GDP Growth Forecast in 2020
• Economic Impact of US Hotel Industry
• Decline in Hotel Occupancy Impacting Hotel Industry,
Local Communities and National Economy
• Scenario Analysis for Hotel Sector Revival
• Impact of Coronavirus Spread on Various Segment
Table of Contents for Coronavirus Impact
Assessment and Mitigation Strategies in Hotel
01.
3
Hotel Sector
Overview

Hotel Industry Overview during COVID 19 Pandemic
4
This slide covers information regarding the overview of hotel sector and how the sector has affected due to recent COVID 19 pandemic outbreak.
Hoteliers find no sector reviving before Oct’ 20
Many hotels had faced sudden rise in cancellations
of individual reservations and group events
Complete lockdown in in many cities in Asia – Pacific
restricts growth of hotel sector
Key companies in hotel industry affected that are
existing in the market include – Four Seasons
Holdings Inc., InterContinental Hotels Group PLC,
Marriott International Inc., Expedia Group
Occupancy rate in China was 15% during
March 2020
Occupancy rate in North America and Europe
was 25% during March 2020 as compared to
70% during same month in 2019
7.7 million
jobs at risk due to
pandemic $25 billion
is already lost in
room revenue by
US hotels
$2.4 billion
earnings are lost
every week
$400 million
loss of room
revenue per day
This slide is 100% editable. Adapt it to your needs and capture your audience's attention.
$2.8 billion is
estimated every week loss
with increase hotel closures

Impact on GDP Growth Forecast in 2020
5
This slide covers information about the COVID – 19 impact on major economies GDP growth due to coronavirus outbreak.
Note It shows how GDP growth has been affected due to impact of coronavirus outbreak by comparing current year GDP 2020 to previous year GDP 2019
2019 2.9%
2020
0.7%
FranceUK ItalyUSA
Country
2019
2020
2.3%
-0.4% -0.7% -0.8% -1.9% -1.2%
3.6%
0.2%
-2.5%
1.4% 1.3% 0.2% 0.6%
5.3% 6.1%
0.8%
Germany India
Japan
China
Real Y-O-Y GDP Growth (%)

Economic Impact of US Hotel Industry
6
This slide covers information about the COVID – 19 economic impact on US hotel sector.
Annually
01
Monthly
02
› Aids 1 in 25 American jobs
o 2.3 million direct jobs
o 8.3 million total jobs
› Wages and salary income - $97
billion
› Contribution to US GDP -
$660 billion
› Small businesses – 33,000
comprising 61% of hotels nationwide
› 105 million room nights
› Contribution to US GDP - $55
billion
› Tax revenue - $15 billion
› Guest spending - $46 billion
› $102 billion of total business
sales
› 3.5 million room nights
› $3.4 billion of total business
sales
› Contribution to US GDP -
$1.83 billion
› Guest spending - $1.53 billion
› Tax revenue - $500 million
Daily
03

Decline in Hotel Occupancy Impacting Hotel Industry, Local Communities and National
Economy
7
This slide covers information about the COVID – 19 impact in Hotel occupancy severely affecting hotel industry, local communities and national economy.
Room Nights -380 million -570 million -760 million -950 million
Total Business Sales -$370 billion -$558 billion -$740 billion -$925 billion
Direct Hotel Jobs -690,000 -1.04 million -1.38 million -1.73 million
Total Jobs* -2.6 million -3.9 million -5.2 million -6.5 million
Wages* -$120 billion -$180 billion -$240 billion -$300 billion
Gdp -$200 billion -$300 billion -$400 billion -$500 billion
Guest Spending -$166 billion -$249 billion -$332 billion -$415 billion
-20% -30% -40% -50%
Percentage Decline in Occupancy Rate Average Rate is 66%
I
m
p
a
c
t

Scenario Analysis for Hotel Sector Revival
8
This slide covers information the scenario analysis to determine the revival of hotel sector.
Scenario 1: Demand picks up in July*
The total loss faced by hotel industry is determined
using two scenarios by assuming demand growth will
resume before the end of year 2020
In Indian hotel sector, overall revenue loss is between
$8.85bn to $10bn
Hotel sector facing the ripple effects of global COVID –
19 during end of Feb’20
This effect get worse in the beginning in Mar’20
Hotel owners will also face losses associated to fixed
operating expenses, debt repayments, interest payments
and additional compliances needed for the sector
Occupancy in hotels across several key cities decline at
rapid rate
This kind of steep decline has not been witnessed before
by the hotel sector
Branded
Revenue loss USD 3.35 Bn USD 0.9 Bn USD 4.4 Bn
Occupancy 16.7 percentage points
RevPAR 31%
UnorganisedSemi-Organised
Scenario 2: Demand picks up in October – November*
Branded
Revenue loss USD 4.1 Bn USD 1 Bn USD 4.95 Bn
Occupancy 20.5 percentage points
Rev 36.2%
UnorganisedSemi-Organised

Impact of Coronavirus Spread on Various Segment
9
This slide covers information about the COVID – 19 pandemic impact on various segment such as supply chain disruption, local and global demand, financial stress, change in customer buying pattern, etc.
Supply Chain
Disruption
• Dependence for raw material
and immediate materials imports
on China
• Decrease in capacity building
due to high input prices leading
to reduction in profitability
Local and
Global Demand
• Movement restrictions and stay
at home orders have significant
impact on consumer spending
• Fall in share price results in
wealth reduction
• Disruptions in production and
profitability is affecting business
investments
• Consumer spending has been
reduced due to employment loss
Financial
Stress
Evolving
Consumer Patterns
• Consumer will adopt short term
behaviors during pandemic by
changing online platform
behaviors
• Shift to digital shopping platform
• Stressed industries exposure
• High unemployment rate leads in
consumer loan rise
• Bank stress affect credit growth
Banks
• Decline in stock market
• Expensive borrowing
Capital Market

• Determining Impact of Social Distancing due to Virus
Transmission
• Devastating Impact in Hotel Occupancy due to Social
Distancing
02.
10
Risk 1: Disruption
Due to Social
Distancing

Determining Impact of Social Distancing due to Virus Transmission
11
This slide provides information regarding the impact of social distancing due to COVID – 19 outbreak. The duration of social distancing unclear due to unclear information on seasonal transmission variation.
• Amount of social distancing required in
order to combat COVID – 19 pandemic
is unclear as no information regarding
the seasonal transmission variation
• Single time intervention will be not
capable enough in handling COVID -19
widespread presence in critical care
facility
• There is potential chance of virus
resurgence due to seasonal variation in
transmission
• In worst case scenario such as no
vaccines developed, social distance will
be practiced till 2022
• Increase in critical care facility can
reduce COVID 19 pandemic duration by
ensuring critically ill patients' treatment
Volatile Situation
Creating Issues in
Making Predictions
No Single Time
Intervention
Approach Required
Social Distancing
will Persist till 2022
Globally in Worst
Case Scenario

Devastating Impact in Hotel Occupancy due to Social Distancing
12
This slide covers information about the COVID – 19 impact in Hotel occupancy due to social distancing orders in order to reduce the virus exposure.
-60
-40
-20
0
20
40
60
80
Dec-19 Jan-20 Feb-20
Global Reservation trend (% Change )
Bookings Done in the Month for the same Month
Bookings Room Nigths Room Revenue
Travel restrictions and social distancing order
have unprecedented impact in Hotel industry
Hotel occupancy has dropped to 38% (53%
in US)
Revenue per room available has declined by
32.5% for week ending March 14
Impact in Hotel industry is 8x worse than 9/11 Approximately 50% revenue decline in 2020 with loss
of $124 billion out of $240 billion in total
Estimated occupancy rate for year 2020 is
worse than 1933 during Great Depression
Year 2020 is forecasted as worst year on
record for hotel occupancy
8 in 10 hotel rooms are empty
Forecasted
Month
58% 60% 61% 62% 64% 65% 65% 66% 66% 66%
38%
0
10
20
30
40
50
60
70
80
90
100
2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020
Hotel Occupancy Rates
(2010-2020)

• Reduced Employee Productivity during COVID 19
• Risks Associated to Hotel Staff Productivity
03.
13
Risk 2: Plummeting
Employee
Productivity

Reduced Employee Productivity during COVID 19
14
This slide covers information regarding the employee productivity which is getting affected due to coronavirus outbreak.
Maintaining safety and security of employees and guests is the
highest priority at present
Hospitality services are halted and except for hotels, homestays, lodges and
motels that are catering stranded tourists, medical and emergency staff with
air and sea crew
Employee productivity will be affected as employee work away from
office, but firms need to ensure that employees are engaged and
productive in the new secured working environment adapted
Employee productivity will be affected due to reduced payroll as a
measure of cost cutting by hotels and many hotels are laying off and
temporarily cut staff
Some hotels are partnering with firms in various sectors such as
retail, grocery, senior living, etc. that are actively hiring short –
term/part – time employees to place their staff (might lose their job)
Some hotels are setting up Emergency Employee Fund to keep staff
paid during COVID – 19

Risks Associated to Hotel Staff Productivity
15
This slide provides information regarding the risks associate to employee productivity which depends upon risk of job security, risk related to work and risk of getting stressed.
There will be Reduction In Employee Productivity
…as they might be unable to work due to sickness, stress, etc.
• Uncertainty about future of workplace and employment
Risk Related to Job Security
• Risk of workers being exposed to virus at hotel premises
• Lack of essential tools and equipment needed to perform operational tasks
• Difficulty in learning new tools and dealing with technical difficulties
• Adapting to various work schedules
Risks Associated to Work
• Take care of personal and family needs during working
• Managing different workload
Risk of Getting Stressed
Current
Pace
Today
2.5 – 3.9 Million Jobs Lost
Occupancy Drop
30%
40%

• How COVID 19 Creating Supply Chain Disruption
04.
16
Risk 3: Stressed
Supply Chains

How COVID 19 Creating Supply Chain Disruption?
17
This slide covers information regarding the supply chain disruptions at global scale affecting the hotel industry.
Supply shortages of products across
the extended supply network resulting
in significant supply chain disruption
Demand and required supply
fluctuations are difficult to handle and
hence create bull whip effect in entire
supply chain creating
artificial shortages
Slowdown in China leads has affected
Chinese exporters
Business related to travel and tourism that
are facing losses are not recoverable
Inventory and demand management is disrupted
due to manufacturing factory closures and
economic slowdown
Coronavirus related transportation restrictions
result in global supply chain disruptions

• Determine Recession in Hotel Industry
• Rise of Unemployment in Hotel Sector due to COVID
19
• Investment Pullback in Hotel Sector due to Pandemic
• Fall in Stock Price of Major Hotel Chains due to
Pandemic
05.
18
Risk 4: Recession,
Unemployment and
Investment
Pull-back

Determine Recession in Hotel Industry
19
This slide covers information about recession that hotel industry will face during and post pandemic.
Consumer spending in Hotel
accommodation is directly
correlated with GDP performance
Recent situations have most
widespread impact on demand
shocks in hotel sector
Short term lag in industry that
is entering recession with fixed
contracts and pre bookings
H
O
T
E
L
Recession of 2001 and 9/11
Total lost jobs (in millions) Hotel occupancy
Recession of ‘07 – ‘09
Covid-19 Projected Impact
30%
40%
50%
60%
70%
-2
-1.5
-1
-0.5
0
Mar-
01
Sep-
01
Mar-
02
400,000
lost jobs
59%
occupancy
30%
40%
50%
60%
70%
-2
-1.5
-1
-0.5
0
Jan-
08
Jul-
08
Dec-
09
470,000
lost jobs
54%
occupancy
20%
30%
40%
50%
60%
70%
-6
-5
-4
-3
-2
-1
0
Jan-
20
Jul-
20
Jan-
21
25%
occupancy
3.3 to 3.9 million
lost jobs
This graph/chart is linked to excel, and changes automatically based on data. Just left click on it and select “Edit Data”.

Rise of Unemployment in Hotel Sector due to COVID 19
20
This slide covers information regarding the rise of unemployment in hotel sector with the coronavirus outbreak.
20
50
90
7
14
5
0
20
40
60
80
100
Select-Service
Hotel
Full- Service Hotel Reset Hotel
Staffing Level for Average Hotel
# of Employees
Pre-Crisis Apr-20
70% of hotel employees will be
fired in future times
Approximately 1.6 million Hotel
employees are out of work
Weekly lost wages due to
pandemic comprise of
$2.4 billion
Approximately 3.9 million of total
hotel – assisted jobs are lost during
pandemic

Investment Pullback in Hotel Sector due to Pandemic
21
This slide covers information about the investment pullback situation that is existing in hotel industry with severe market conditions as result of pandemic outbreak.
Economic downturn in hotel sector is critical demand shock from investment and operational perspective as it impact revenues and capital expenditure
Hoteliers need to balance short term cash requirement and long-term strategy such as pricing, service and product levels
Extreme volatility rise due to pandemic
Hotels are long term investment assets with assumption of minimum 10 year holding periods
Investors that invested in hotel sector 2009 and 2010 have realized short term gains
Hotel asset performance outlook is negative from stable/negative due to new supply and economic conditions
Revenue per available room growth to get flatten in 2020 and will decrease in single digit percentage by 2021
Decline in hotel cash flows and rising expenses from wages and real estate taxes
Hotels with casinos will have deteriorated performance
Investors will start losing trust in
deteriorating hotel sector conditions
due to recent pandemic outbreak
H
O
T
E
L

Fall in Stock Price of Major Hotel Chains due to Pandemic
22
This slide covers information about the decline in major hotel chain’s stock price due to pandemic outbreak.
0
5
10
15
20
25
24-Jan 13-Feb 6-Mar
Park Hotels & Resorts Inc
NYSE:PK
6.89 USD-2.42 (25.99%)
Closed:17 Mar,7:44 am GMT-4 ‘ Disclaimer
Pre-market 7.22+0.33 (4.79%)
1 Day 5 Days 1 Month 6 Months YTD 1 Year 5 Years Max
80
100
120
140
160
24-Jan 31-Jan 21-Feb 12-Mar
Marriott International Inc
NASDAQ: Mar
86.42 USD-9.19 (9.61%)
Closed:17 Mar, 7:44 am GMT-4 , Disclaimer
Pre-market 67.09 +0.67 (0.78%)
1 Day 5 Day 1 Month 6 Months YTD 1 Year 5 Years Max
20
25
30
35
40
45
13-Jan 3-Feb 25-Feb 17-Mar
Accor SA
EPA:AC
24.97 EUR +0.81 (3.35%)
17 Mar, 12:35 pm GMT + 1; Disclaimer
40
60
80
100
24-Jan 13-Feb 6-Mar
Hyatt Hotels Corporation
NYSE:H
49.61 USD-5.33 (9.70%)
Closed:17 Mar,7:00 am GMT-4 , Disclaimer
Pre-market 50.22+1.19 (2.40%)
49.61 USD Mon,16 Mar 86.42USD Mon, 16 Mar
20
30
40
50
60
24-Jan 13-Feb 6-Mar
Wyndham destinations Inc
NYSE:WYND
25.20 USD-6.44 (20.35%)
Closed:16 Mar,5:20 pm GMT-4 ‘ Disclaimer
Pre-market 25 20 0 00 (0.00%)
60
70
80
90
100
110
24-Jan 13-Feb 6-Mar
Choice Hotels international Inc
NYSE:CHH
65.44 USD-8.69 (11.72%)
Closed:16 Mar,4:11 pm GMT-4 , Disclaimer
Pre-market 65.44 + 0.0024 (0.0037%)
65.44 USD Mon,16 Mar
25.20 USD Mon,16 Mar
COVID 19 is considered as bigger crisis than SARS outbreak, 9/11
incident and 2008 financial crisis
Stock price of every major hotel chain has declined
The downturn is as a result of COVID – 19 pandemic outbreak

• Rise in Economic Instability due to COVID 19
• How Risk of Civil Unrest Prevailing due to Pandemic
06.
23
Risk 5: Economic
Instability and Civil
Unrest

Rise in Economic Instability due to COVID 19
24
This slide covers information about the COVID – 19 impact on US economy in terms of its impact on GDP.
-11.9%
-6.5%
-2.4%
1.5% 1.7% 0.1% 2.6%
-2.6%
-85.5%
-52.4%
-43.8%
-38.7% -37.4% -37.2% -35.7% -34%
-100%
-80%
-60%
-40%
-20%
0%
20%
Italy Greece Luxembourg Spain Netherlands Germany France Belgium
Feb-20 Mar-20
PercentagechangeinRevPAR
*RevPAR – Revenue per Available Room
Current projections
estimates deep
contraction in H1 of
the year 2020,
followed by bounce
back in H2
Sharp bounce back
will be avoided due
to prolonged
economic uncertainty
US hotel industry
expected to get
affected with fall in
visitors from China
US Hotel rooms in
2020 will be 4.6 million
with estimated 65% of
Chinese visitors that
stay in hotel for an
average of 15 nights
Increased price
sensitivity will results
in demand decline,
reduced occupancy

How Risk of Civil Unrest Prevailing due to Pandemic
25
This slide provides information regarding the risk of civil unrest prevailing due to COVID 19 pandemic with increase in protests during lockdown.
With more than 24 lakh cases of COVID – 19 and over 1,64,000 deaths,
various countries are following different degrees of restrictions and
lockdown measures to combat virus
Anti lockdown protests and civil unrest are being witnessed in several
countries due to potential rise in poverty and inequality
Civil unrest have been taken places in developing countries such as
Kenya and Lebanon as well as developed countries like US and Italy
Hundreds of people are protesting against coronavirus stay at home
orders in various parts of world as nearly 2 billion of people across the
globe depend upon daily work for survival

• Pandemic Severity Impact Assessment
• Business Impact Assessment during COVID 19
Pandemic
07.
26
Business Impact
Analysis
How Risks are mitigated

Pandemic Severity Impact Assessment
27
The retail firm can examine severity impact assessment by identifying various concerns and their impact on business functioning and how much these concerns have drastically impacted the firm’s
performance.
1 (least) 2 3 4 5 (Greatest) Comments
Reduced Occupancy Add text here
Shortage of supplies Add text here
Halted operations Add text here
Add text here Add text here
ImpactArea
Impact Severity

Business Impact Assessment during COVID 19 Pandemic
28
This slide provides information regarding the business impact assessment that will cater critical issues that needed to be addressed in certain period and assessing their impact on business operations.
Critical Function: Hotel Staff get exposed to infected coronavirus person
BIA Owner: Stella Thetcher
Assessment date: 3 May 2020 Review date 4 May 2020
Critical Function Priority: Very High
Time People Premises Technology Information
Suppliers &
Partners
First 24 hours
Quarantine affected person and his
coworkers
Sanitize area
Necessary communication to
stakeholders
Necessary communication
24-48 hours
Up to 1 week
Up to 2 weeks
Requirements for Recovery
Time Impact
First 24 hours Halt operations
24-48 hours Sanitize workplace
Up to 1 week
Up to 2 weeks
Impact on Business

• Readiness Assessment to Ensure Business
Preparedness during Pandemic
• Evaluating Financial Practices in Firm
08.
29
Risk Readiness
Assessments

Readiness Assessment to Ensure Business Preparedness during Pandemic
30
This slide covers information regarding the readiness assessment to ensure hotel is well prepared to resume operations during and post pandemic.
Response
Is hotel prepared for the impact of COVID – 19 and assuring hygiene and sanitization as key priority
Yes
No
Is firm able to continue business operations if many hotel staff is sick and unable to work
Yes
No
Does hotel have right resources in place to execute critical business and operational processes
Yes
No
Is hotel capable in handling permanent changes to hotel operations that needs to be taken in considerations
Yes
No
Does hotel as prepared itself in taking opportunities that arise
Yes
No
Is hotel capable in handling changed demand patterns post pandemic
Yes
No
Is hotel capable enough in resuming its normal business operations after major disruption to business
Yes
No

Evaluating Financial Practices in Firm
31
The firm can track the financial performance by looking the financial practices it follows in order to avoid any early signs of financial distress.
Met Needs work Not Applicable
Our firm follows accounting practices which confirm to generally accepted standards ❑ ❑ ❑
The firm has appropriate system to provide information needed by Board and
employees to make sound financial decisions and to fulfill government requirements
❑ ❑ ❑
The firm prepares financial statements on a budget vs actual for better understanding
of finances
❑ ❑ ❑
The firm prepares annual comprehensive operating budget which includes all
operational costs and all source of funding
❑ ❑ ❑
The firm reconciles all cash accounts monthly ❑ ❑ ❑
The organization prepare cash flow projections to ensure enough cash in one hand to
pay short term expenses
❑ ❑ ❑
Add text here ❑ ❑ ❑
PARAMETERS

• Risk Response Plan for Hotel Sector during COVID 19
Pandemic
• Risk Assessment Matrix in Pandemic Situation
• Hotelier Contingency Plan for COVID 19
• Risk Management Action Plan
09.
32
Risk Management
Plans

Risk Response Plan for Hotel Sector during COVID 19 Pandemic
33
This slide covers information regarding the risk response plan for hotel sector during COVID 19 pandemic.
Hotels needs to build swift and
responsive communications with
investors in order to develop trusted
assessments of short-term consequences
Stay active for optimally capturing and
leveraging government incentives
Replicate the timing and impact of
various economic scenarios on
property and portfolio performance
Capital reallocation to affected areas of
business and short- term credit security
Prepare weekly cash flow forecasts to
ensure sufficient working capital for
business expenses and continuity
Address liquidity inflows to severely
affected operational areas
Track capital markets for stabilization
before raise of new capital for refinancing
and acquisitions
Develop contingencies for investors,
owners and operators

Risk Assessment Matrix in Pandemic Situation
34
The risk assessment matrix is an effective tool that helps in evaluating risk by considering the probability of risk to happen against the severity linked with potential risk available.
Very Likely
Likely
Unlikely
Very Unlikely
Extremely Unlikely
Minor Limited Serious Very Serious Catastrophic
Risk 4
Risk 3 Risk 2
Risk 1
L
I
K
E
L
I
H
O
O
D
S E V E R I T Y

Hotelier Contingency Plan for COVID 19
35
The risk management worksheet will help in keeping the track of various issues(concerns) that are existing in the firm by looking at the initial level of risk associated with them and the residual risk that is the
amount of risk which remains after the inherited risk which the firm has tried to reduce through risk control measures.
Risk Priority
(1-5)
Identified Risk Initial Risk Risk Likelihood Risk Severity
Implement
Controls
Residual Risk
Responsible
Person
1
Coronavirus
transmission through
exposure to infected
person
High Likely Very Serious
• Personal
Protective
Equipment
• Workplace
sanitisation
Low Store Manager
2 Supplies shortage High Unlikely Very Serious
Supply and
distribution planning
on weekly basis
Add text here
Procurement
Manager
3 Add text here Add text here Add text here Add text here Add text here Add text here Add text here

Risk Management Action Plan
36
The risk management action plan will help in keeping the track of potential risks that are existing and what are their level, what are the resources required to handle them. The person responsible in handling
the risk will keep track of the risk resolve duration and will check whether the risk is treated or not.
Coronavirus
transmission
through
exposure to
infected person
High
Confidential
information
security at risk
Quarantine
person
Sanitize area
Personal
protective
equipment
Store
manager
Within
24 hrs
Coordination
with health
association
Yes
4 May
2020
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Potential
Risk
Risk
Level
Reason for
Risk Rating
Action Required
Resources
Responsible
Person
Duration Communication Risk
Treated
Review
Date
Risk level - Low – L Moderate - M Extreme - E

• Preparing COVID 19 Hotel Recovery Strategy by
Determining Travel Demand
• Establishing Stop Gap Plan for Business Continuity
• Hotel Reopening Plan Post COVID 19 Pandemic
• How to Handle Supply Chain Disruption
• Digitalizing Hotel Premises to Maintain Social
Distancing during COVID 19
• Ensuring Safety of Hotel Staff
• Hotel Staff Assistance Program
10.
37
Business Continuity
Plans

Preparing COVID 19 Hotel Recovery Strategy by Determining Travel Demand
38
This slide covers information regarding the planning of recovery strategy for hotels by assessing travel demand is paused, initial rise, and getting stronger.
When Travel is Paused
As many hotels are closed and many
people are not travelling
With rise in travel demand, hotels
needs to restore marketing efforts
With increased in people
planning for travel
Hotels needs to leverage the brand
relationship with past and future potential
guests through editorial content
Address people who are interested in
rebooking and planning vacations
Enforce marketing efforts
focusing on intent
Ensure flexible cancellation
policy available
Target potential customer with right
demographics and feeder markets with
appropriate messaging and packages
When Travel Demand Rise
in Initial Stage
When Travel Demand
Gets Stronger

Establishing Stop Gap Plan for Business Continuity
39
This slide covers information regarding the stop gap plan established by hotels in order to continue their business operations.
Engage minimum business operations essential for quick
resuming of hotel operations during the opportunity prevails
Engagement with suppliers and vendors to address their capacity
and re engagement when hotel will resume its operations
Prepare and maintain communication lines with key
stakeholders such as customers, team members
Implement digital and social media marketing strategy in
order to regain/retain mindshare of customers
Hotel should be in consistent communication/discussion
with local government authorities
Prepare reopening plan and budget
Utilize the period of lockdown for upgradation

Hotel Reopening Plan Post COVID 19 Pandemic (1/3)
40
This This slide covers information regarding the hotel reopening plan in order to resume hotel operations post COVID 19 pandemic including, establishment of task force, regaining front house facilities, etc.
• Development of operational
task force team to implement
“Reopening Plan”
• Task force team is responsible
in short term recruitment to
bridge gaps during operations
• Ensure adequate support to
employees that are rejoining in
order to restart their work life
• Sufficient assistance in matters
such as housing, etc.
• Plan training for employees
reengagement for their specific
duties and departments
• Opening of various front of
house facilities such as
restaurants, hotels should be
done based on demand
pattern
• With increase in demand,
hotels should gradually open
temporarily shut down areas
• Hotels should divert their focus to
non core revenue generating
sources such as spas, gyms, etc.
• Hotels can offer their core
offerings such as food delivery
through online platform
• Hotels can also lease their
kitchens for cloud kitchen
requirements
Establish Task Force
Management Team
Team Members
Rejoining Support
And Re- Engagement
Regaining Front
House Facilities
Increase
Ancillary Revenues

41
This slide covers information regarding the hotel reopening plan in order to resume hotel operations post COVID 19 pandemic including encouraging prudent pricing, ensuring compliances, etc.
• Hotels should focus on long term vision and promotion of value added services with flexible booking terms
instead of lowering rates
• Preparing customized packages and promotions by bundling services without increasing hotel’s cost and
strengthen hotel’s exclusive characteristics
• Offer flexible cancellation and rebooking policy to reassure existing and potential guests
Maintaining Pricing
Charts
• Avoid any form of spending that do not include direct revenue benefit
• Retain cost saving measures even after the demand is getting normal in order to recover losses incurred
during pandemic
Encourage Prudent
Spending
• Ensure hotel complies with revised government and brand norms
• Ensuring hotel continues to follow health and cleanliness guidelines
• Assuring guest and employees by rigorous routine maintenance and increase deep clean measures
Ensuring Compliances
• Assess supplier capability and all operating supplies such as perishable items
• Prioritize items based on importance
• Procurement team to ensure sufficient stock piling
Managing Vendors

42
This slide covers information regarding the hotel reopening plan in order to resume hotel operations post COVID 19 pandemic by ensuring working capital.
• Ensuring all equipment are functional and
adequately safe
Power and Equipment
• Ensure working capital credit line for initial
90 to 180 days
Ensure Initial Working Capital
• Reestablish connections with all customers
from available channels
Sales and Marketing
• Implement digital and social media strategies
as part of communication plan
• Instead of focusing on global level, focus on local
customers as demand from outstation and foreign
travelers will be low in 2020
• Introduce experiential packages and
promotions targeting local customers

How to Handle Supply Chain Disruption
43
This slide provides information regarding how supply chain disruption are handled by streamlining overseas operations, optimizing sources, better decision making.
• Firms can manage end to end supply
chain by implementing centralized
cloud- based solutions for all systems
integrations aiding procurement
teams to handle critical supply chain
activities and financial inventory
Streamlining
Overseas Operations
• Optimize supplier auditing,
compliance verification, supplier
selection and onboarding processes
Optimizing
Sourcing
• Automate invoice auditing in order to
gain visibility about additional tariffs
• Cloud based supply chain
management platform will allow firm
in contractor management, risk
management, and compliance
Better Decision
Making
• It will aid distributors while entering
new markets or new supply partners
to handle new tariffs in order to get
insights about new contractor and
supplier requirements

Digitalizing Hotel Premises to Maintain Social Distancing during COVID 19
44
This slide covers information regarding the digitalizing of hotel premises in order to execute the practice of social distancing and reduce virus spread and exposure during pandemic.
Hotel industry is conservative in terms of
technology advancement
More emphasis on face to face interaction
between staff and guests
Digital access tools will enable will enable
travelers completely bypass front desk and
contact with other guests
Travel notify hotel through SMS text
message when in route to facility
Front desk attendants can check in guests
through digital room keys in smartphones
Hotel service information can be accessed
through mobile application eliminating the
requirement of front desk assistance
Travelers can control the experience and
room environment with least social
interaction
Hotel operators can strengthen digital communication
channels for employee interaction and share procedural
modifications with current working and yet to return
employees
New cleaning processes with social distancing
parameters must be enforced
Curtailing employee movement around property
Hiring infectious disease specialists to ensure
procedures are following to avoid spread disease
on premises
Installation of thermal cameras to detect high body
temperatures and installation of plexiglass in public
areas to isolate staff from guests

Ensuring Safety of Hotel Staff
45
This slide provides information regarding the ensuring safety of hotel staff at workplace through engineering control, administrative control, use of personal protective equipment, etc.
Engineering Control
• Hotel Staff can be separated from
general public by installing-
• Customer service windows
• Cash register lanes
• Usage of physical barriers
• Instruction signage for
individuals waiting in line
Administrative Control
• Establish standards and supplies
to disinfect frequently touched
surfaces at hotel premises
• Develop staff schedule by
considering additional short
breaks to increase frequency at
which staff sanitize themselves
Ensure Safe Work Practices
• Hotel staff needs to avoid
touching faces, including eyes,
noses and mouths till they have
thoroughly sanitize their hands
after work completion and
removing PPE
• Encouraging hotel staff to
frequently wash their hands with
soap and water for at least 20
seconds or alcohol – based hand
sanitizer with at least 60% alcohol
Personal Protective Equipment
• Hotel staff in housekeeping
segment require PPE for eye and
face protection with gloves for
cleaning and disinfecting
frequently touched surfaces

Hotel Staff Assistance Program
46
The hotel staff assistance program will help hotel in enhancing their well being at workplace and enable them to handle critical situations during pandemic. This program will render services like clinical
services, work and life services and employer services, etc.
Clinical Services
Face-to-face consultations
Personal/family, work related,
substance abuse and
emotional health issues
Legal Consultations
Work & Life Services
Financial Consultations
Concierge Services
Referral
Child/elder care consultation and
Employer
Services
Management Consultations
Formal Referrals
Critical incident stress debriefings
(CISD)
Training and organizational
Development
Online Resources
• Articles
• Content and Interactive
Tools for Wellness
• Emotional Health
• Work
• Life
• Financial and Legal issues
Offline Resources
• Wellness Expert
• Consultant
• Add text here
• Add text here
• Add text here
• Add text here

• Essential Cleanliness and Safety Policies for Smooth
Functioning of Hotel
• Hotel Reservation and Cancellation Policies
• How Different Hotels are Responding during Pandemic
11.
47
Policy Management

Essential Cleanliness and Safety Policies for Smooth Functioning of Hotel
48
This slide covers information about the necessary cleanliness and safety policies essential for smooth functioning of hotel.
Ensure all employees to engage in frequent hand sanitization
Place hand sanitizer at check in counters and all touch points
Staff training to prevent close contact and practice social distancing
Addressing staff on improved and increased sanitation measures and to sanitize key cards,
public areas, public restrooms, specific touchpoints
Perform necessary adjustments to breakfast offerings in accordance to food safety
recommendations
Preparing staff training on new housekeeping procedures such as room disinfect
Communicate essential initiatives taken by hotel to potential guests so they can be assured
that hotel and its staff are maintaining high standards of cleanliness in such critical times

Hotel Reservation and Cancellation Policies
49
This slide covers information regarding the hotel reservation and cancellation policies which are upgraded during pandemic.
Follow force majeure standards
Allow guests to cancel their reservations
without penalties in order to ensure positive
public relations
Communicate essential updated
policies in Hotel website
With hotel closures and staff reduction in motion, hotels are
implementing flexible rebooking and cancellation policies
Practice local ordinances for rules of housing agents,
especially in case of self – quarantine guests
Consider current rates that are to be competitive as
well as reflective of the nature of the pandemic
Add text here

How Different Hotels are Responding during Pandemic?
50
This slide provides information regarding various major hotels such as Marriott International, Hilton, IHG, and Hyatt are responding towards the pandemic.
Marriott International
• Existing Reservations
Allowing guests with existing
reservations for any upcoming arrival
date for full changes or cancellation
without any charge for 24 hrs. prior to
arrival
• New Reservations
Allowing guests with existing
reservations for any upcoming arrival
date for full changes or cancellation
without any charge for 24 hrs. prior to
arrival
Hilton
• Existing Reservations
Non cancellable reservations can be
cancelled or altered
• New Reservations
Non cancellable reservations can be
cancelled or altered
Guest assistance team is prepared
available on website app, or hotel
premise for reservation related
assistance
IHG
• Existing Bookings
Non cancellable booking before 6
April, 2020 can be cancelled or altered
by June 30, 2020
Refunds will be issued in 90 days
• New Bookings
Allows flexible bookings Removed
prepaid and non refundable rates till
year 2020
Two available options
• Book Now, Pay Later –
• No deposit needed
• Cancellation possible up to 24
hours
• Best Flexible Rate –
• Maximum flexibility for booking
change or cancellation
Additional savings for IHG rewards
club members
Hyatt
• Existing Bookings
Non cancellable booking before 1 April,
2020 can be cancelled or altered by
June 30, 2020, 24 hrs. before
scheduled arrival
• New Bookings
With certain exceptions, reservations
made before June 30, 2020 can be
cancelled or changed
• Existing Advance Purchase
Rate non refundable
reservations
With certain exceptions, bookings
made before March 8, 2020 for arrival
before June 30, 2020
Guests with full prepaid bookings and
want to travel can opt in in order to gain
10,000 World of Hyatt bonus points
compensation which can be utilize in
future

• Measures to Prevent Incidents at Hotel Premise
• Ensuring Hotel Staff Safety to Avoid Critical Incident
• Incident Management Summary Report
• Essential Communication to Guests
12.
51
Incident
Management

Measures to Prevent Incidents at Hotel Premise
52
This slide covers information regarding the various ways through which incidents can be prevented at hotel premises.
Spread breakfast tables
in order to meet safety
distance standards
Ensure front desk
staff wear
disposable gloves
Lock each stall in public
restrooms to maintain
recommended distance
protocols
Bell truck and luggage carts
should be disinfected after
single use
Availability of staff member
to attend elevator to
disinfect call buttons
Install automated hands-free
hand sanitizer stations through
lobby, elevators and floors
Ensuring safety protocols
needs to be implemented such
as disinfecting fitness rooms
and equipment
Housekeeping staff such as
maids needs to be train on
universal precaution methods
HOTEL

Ensuring Hotel Staff Safety to Avoid Critical Incident
53
This slide provides information regarding ensuring of hotel staff safety at workplace to avoid critical incident.
Implementing Human Capital Management approach in order to manage existing talent gap for
effective management of people
Employee Safety Monitoring Aid employers in tracking their associates during crisis
COVID -19 Learning Portal to aid employers/workers get updates about COVID -19
related resources
Online Employee Wallets helps users to access earned wages on demand and to keep them
financially sound
Helps organizations in ensuring the safety of employees during business operations Effective tool for tracking employee location, health status
and emergency contact information
• Health status of employee is registered in
order to track coronavirus affected
employee and impacted coworker
Health Status Tracking
• Real time location-based notification
and employees get update about
critical health and safety information
Effective CommunicationTracking Employee Location
• Tracking whether employee is working
from home or performing critical tasks
at work location to handle risk of
exposure
Employee Safety Monitoring

Incident Management Summary Report
54
This slide can be utilized to report any workplace incidents. After filling this form it will be forwarded to Business unit safety director and HR representative.
Type of Incident
✓ Coronavirus Exposure Threat
❑ Electrical Shock
❑ Heat Illness
❑ Entrapment
❑ Fainting/Loss of Consciousness
❑ Burn
Employees Involved One
Exact Location of Incident Reception Area, Hotel Premise
PPE Worn by Employee at Time
of Exposure
✓ None
❑ N95 Dust Mask
❑ Eye Protection
❑ Foot Protection
Time of Incident 24 April 2020, 1:00 PM
Outside Emergency Assistance
(check one)
✔ Ambulance ✔Police  Fire  Other
Detailed Description of Event One hotel staff get exposed to infected coronavirus person
Action Duration Within 24 hrs
Corrective Management
Action Plan
✓ Immediate isolation of infected staff is done and informed the coronavirus handling team,
police
✓ Sanitizing the infected area
✓ Quarantine of staff

Essential Communication to Guests
55
This slide covers information regarding the essential communication that hotel and its staff do in order to inform its guests.
Online Platform
Hotel Facility
• Deliver pop up messages to guest about hotel’s current status
• Post in – line messages on website especially on reservation
page in order to update them about property status and latest
reservation and cancellation policy
• Prepare news article of blog post with essential details about
coronavirus and hotel
• Provide hotel’s status on social media platform
• Communicate essential details to strengthen public relations
• Update frequently asked questions (FAQs) so guests should
get aware that hotel is resume it operations and is fully
functional with accepting reservations
• Prepare special pricing and packages for promotional purpose
in order to attract new bookings
• Post public relation letter at front desk to update public
relations response to coronavirus by hotel
• Posting safety signs at front door of the facility that
provides details about hotel’s safety policy before
entering the premises
Hotel should
Utilize Hotel’s Website as It is considered as Primary Source of Communication with Guests
Post Essential and Latest Updates on Website and other Social Media Platforms
Communication
At

13.
56
Marketing Plan to
Address Future
Demand

Marketing Plan to Address Future Demand
57
This slide covers information about the COVID – 19 impact on US economy in terms of its impact on GDP.
Initial Rise in
Travel Demand
Monthly 1
Strategy Focus
• Brand awareness generation
• Focusing on local markets
• Build fly – in markets
• Consider bookings with 30 –
60 day lookback window
Travel Demand
Strengthens
Monthly 2
Strategy Focus
• Target in-market audience
• Website retargeting
• Consider bookings 90 – day
lookback window
Travel Demand
Increases
Monthly 3
Strategy Focus
• Build up lower funnel
targeting and retargeting
Travel Demand starts
to Rebound
4-6Months
Strategy Focus
• Strategy customization due to
evolving travel demand
• Altering loyalty programs
requirements in order to
become more responsive to
customer requirements
TravelDemandIncreases
/HotelOpens
Budget Allocation
80%
20%
60%
40% 40%
60%
20%
80%
Upper Funnel Lower Funnel

14.
58
Role of Government
in Reviving Hotel
Industry

Role of Government in Reviving Hotel Industry
59
This slide covers details regarding the government which plays crucial role in reviving hotel industry.
Policy
Assistance
• Extension of annual renewal
of licenses paid for 2020 till
end of 2021 without any
additional charges
Monetary
Assistance
• Providing workforce support fund to
ensure no job loss
• Providing 6 – 12 months period as
moratorium including capital
payments and overdrafts
• Ensuring credit agencies not
downgrading business ratings due
to business volatility
• Due to fall in oil prices, subsidies on
crucial utilities such as light, power
and heat costs should be extended
Fiscal
Assistance
• Develop 12 month corporate tax
holiday to hospitality sectors
• Halt all statutory dues such as
advance tax, custom duties, excise
duties, PF, bank charges, etc. on
central as well as state level for 12
months
Direct Assistance
for Demand Revival
• Reduce/ waive taxes on
products offered by the hotel
sector for period of 1 year

15.
60
Risk Response Plan
for Hotels during
COVID – 19

Risk Response Plan for Hotels During COVID – 19 (1/3)
61
This slide provides information regarding the risk response plan that is implemented by hotels to ensure smooth operations during COVID 19 in terms of employee protection, developing cross functional
response team.
Developing
Cross Functional
Response Team
Description
Actionstep
• Follow conservative guidelines issued by local and global health authorities
• Frequent communication with employees – employee support as per health guidance
• Benchmarking efforts (for ex – avoid employees nonessential travel)
• Dedicated cross functional team governed by CEO
• Develop workstreams such as –
• Employees
• Financial – stress testing and contingency plan
• Supply chain
• Marketing and Sales
• Other essential constituencies
• Establish planned 48 hrs. and 1-week goals for each workstream
• Select minimum viable products –
• 6 – week milestones calendar
• 1 – page action plan for each workstream
• Progress and Triggers dashboard
• Threat map
Employee
Protection

62
This slide provides information regarding the risk response plan that is implemented by hotels to ensure smooth operations during COVID 19 in terms of ensuring liquidity, supply chain stabilization.
Supply Chain
Stabilization
Description
Actionstep
• Develop planning scenario and identify variables that will impact revenue and cost
• Implement cashflow, P&L and balance sheet in each scenario, identify triggers that
significantly impact liquidity events
• Stabilize organization in each scenario with each trigger- based moves in each scenario
such as optimization, cost reduction, portfolio optimization through divestments
• Identify extent and timing of exposure to areas that are facing community
transmission to deal with tier – 1,2,3 suppliers and inventory levels
• Immediate stabilization through –
• Critical parts rationing
• Optimize alternatives
• Increase supplier production at priority basis
• Long term stabilization through –
• Demand planning and network optimization
• Drive flexibility in supply chain
Ensure Liquidity
and Develop
Contingency Plan

63
This slide provides information regarding the risk response plan that is implemented by hotels to ensure smooth operations during COVID 19 in terms of customer centric approach, purpose demonstration,
etc.
Description
Actionstep
• Immediate stabilization such as –
• Inventory planning
• Discounts
• Immediate price changes
• Long term stabilization such as
• Investment in priority segment for long term growth
Stay near to
customers
• Develop activation protocol for several response phases such as contingency planning
In depth exercise
plan with top team
• Considering key activities such as –
• Clarity on decision made by owner
• Well defined roles of team member
• Actions and investments required for plan
• Aid epidemic efforts when necessary
Purpose
demonstration
• Add text here
• Add text here

• Addressing Present State of Risk Maturity Model
• Determine Enterprise Risk Management Growth
• Determining Various Departments Crucial for ERM
Implementation
• Determine Critical Functions Performed by Risk
Managers using ERM
16.
64
Risk Maturity Model
Survey
Questionnaire

Addressing Present State of Risk Maturity Model
65
This slide provides information regarding the addressing of present state of risk maturity model and how many organizations have completed risk maturity model.
› Since 2006, approximately 46% of
world’s nations have organizations
that have completed risk maturity
model
› Add text here
› Add text here

Determine Enterprise Risk Management Growth
66
This slide provides information regarding the growth of enterprise risk management with passage of time and addressing organizations are partially and fully integrated.
10
15
20
25
30
35
40
45
2009 2011 2013
Partially Integrated Fully Integrated
The survey result suggested that almost 63% of organizations
claim to have integrated Enterprise Risk Management programs
partially
Financial department plays vital role in organization’s Enterprise
Risk Management program
Risk Management function handles the Enterprise Risk
Management program
Add text here
Add text here

Determining Various Departments Crucial for ERM Implementation
67
This slide provides information regarding the various departments that are considered crucial for Enterprise Risk Management implementation.
50
23
12
10
2 3
Risk Management Other Audit Legal Compliance strategy
2011 2013
• The survey result covers information regarding the
departments that are responsible for Enterprise Risk
Management implementation
• Various departments are –
• Risk Management
• Audit
• Legal
• Compliance
• Strategy
• The Risk Management department is mostly responsible for
ERM implementation, followed by other department and
audit
• Add text here
• Add text here

Determine Critical Functions Performed by Risk Managers using ERM
68
This slide provides information regarding the addressing of critical functions performed by risk managers using Enterprise Risk Management.
80% 12.6% 34.7% 29.4% 10.5% 25.3% 33.7&
ERM reporting and analysis
Vendor management
Project management
Business continuity
Financial reporting
Internal audit
Project management
Insurance and safety
• Mostly, Risk Manager use ERM for
performing tasks such as ERM
reporting and analysis followed by
business continuity, project
management and insurance and
safety
• Add text here
• Add text here
The Risk
Managers
perform vital
information
such as

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