The document discusses disaster risk management for public buildings like hotels. It provides examples of hotel fires around the world over the last 20 years, noting the location, deaths, injuries, and damage. It also examines the MGM Grand Hotel fire in 1980 as a case study, describing the fire's cause and spread. The text emphasizes the importance of emergency preparedness, training, and systems like sprinklers to minimize loss of life from fires, especially in high-rise buildings.
The document discusses the importance of fire departments reviewing construction plans before construction begins. It outlines the key reasons for plan review, including verifying compliance with fire codes to prevent tragic incidents. The summary lists some of the main items fire departments typically review in site and building plans such as fire department vehicle access, fire protection systems, means of egress, and construction type and location. The benefits of fire department involvement in the review process for both public safety and the business community are also highlighted.
The document discusses AREVA's 15 years of presence in Mongolia exploring for uranium. Key points include:
- AREVA has been exploring for uranium in Mongolia for 15 years, holding 12 exploration licenses in the Sainshand basin and 15 licenses in the Dariganga area.
- AREVA intends to mine the uranium deposits it has discovered and the mining process will take 15-60 years from exploration to production to environmental monitoring.
- AREVA and Mongolia have partnered for 15 years, making their first significant uranium discovery at Dulaan Uul and confirming its potential for mining.
- A corporate structure has been established with Mongolian companies to oversee
This document summarizes Mongolia's recent macroeconomic conditions and banking sector trends. It notes that Mongolia's GDP growth has slowed in recent years due to weak commodity prices and currency depreciation. The banking sector has seen rapid growth in loans and deposits but this growth has now stopped. Non-performing loans have risen due to the economic downturn and now stand at 7% of total loans. Several initiatives have recently been implemented to strengthen Mongolia's financial sector regulations and governance.
The document discusses the challenges facing the mining industry in Mongolia, including uncertainty in regulations leading to project delays and production issues. This has made business planning difficult and forced companies like Wagner Asia Group to take steps like cutting costs, shedding assets, and laying off over 500 Mongolian employees over the past 18 months to deal with declining revenues and profits. These outcomes have also led to increased operating costs, cash flow challenges, and higher bad debts.
The document provides a summary of business and economic news from Mongolia in Issue 166 dated May 6, 2011 of the Business Council of Mongolia NewsWire. It highlights several stories including GE opening an office in Mongolia, analysts downgrading shares of Ivanhoe Mines, Sharyn Gol announcing plans for expansion and strategic review, and AIDD winning a large drilling contract in Kazakhstan. It also summarizes economic reports and statistics as well as political news briefs from Mongolia.
The document discusses the importance of fire departments reviewing construction plans before construction begins. It outlines the key reasons for plan review, including verifying compliance with fire codes to prevent tragic incidents. The summary lists some of the main items fire departments typically review in site and building plans such as fire department vehicle access, fire protection systems, means of egress, and construction type and location. The benefits of fire department involvement in the review process for both public safety and the business community are also highlighted.
The document discusses AREVA's 15 years of presence in Mongolia exploring for uranium. Key points include:
- AREVA has been exploring for uranium in Mongolia for 15 years, holding 12 exploration licenses in the Sainshand basin and 15 licenses in the Dariganga area.
- AREVA intends to mine the uranium deposits it has discovered and the mining process will take 15-60 years from exploration to production to environmental monitoring.
- AREVA and Mongolia have partnered for 15 years, making their first significant uranium discovery at Dulaan Uul and confirming its potential for mining.
- A corporate structure has been established with Mongolian companies to oversee
This document summarizes Mongolia's recent macroeconomic conditions and banking sector trends. It notes that Mongolia's GDP growth has slowed in recent years due to weak commodity prices and currency depreciation. The banking sector has seen rapid growth in loans and deposits but this growth has now stopped. Non-performing loans have risen due to the economic downturn and now stand at 7% of total loans. Several initiatives have recently been implemented to strengthen Mongolia's financial sector regulations and governance.
The document discusses the challenges facing the mining industry in Mongolia, including uncertainty in regulations leading to project delays and production issues. This has made business planning difficult and forced companies like Wagner Asia Group to take steps like cutting costs, shedding assets, and laying off over 500 Mongolian employees over the past 18 months to deal with declining revenues and profits. These outcomes have also led to increased operating costs, cash flow challenges, and higher bad debts.
The document provides a summary of business and economic news from Mongolia in Issue 166 dated May 6, 2011 of the Business Council of Mongolia NewsWire. It highlights several stories including GE opening an office in Mongolia, analysts downgrading shares of Ivanhoe Mines, Sharyn Gol announcing plans for expansion and strategic review, and AIDD winning a large drilling contract in Kazakhstan. It also summarizes economic reports and statistics as well as political news briefs from Mongolia.
1) The document summarizes plans by Sharyn Gol JSC to significantly expand its coal mining operations in Mongolia over the next several years.
2) It currently produces 0.5 million tonnes per year but has outlined plans to ramp up production to 1 million tonnes initially and eventually to 2.5 million tonnes through opening a new pit and expanding existing operations.
3) Sharyn Gol has a large JORC-compliant coal resource base of over 374 million tonnes that can support expanded mining for over 100 years at the planned higher production rates.
The document provides a summary of business and economic news from Mongolia. Key highlights include:
- Prophecy Coal signing an agreement with a major power company to develop the Chandgana Power Plant.
- Wagner Asia complaining that police in Ulaanbaatar are unlawfully stopping trucks in the city.
- Petrovis facing potential fines or loss of permits for raising gas prices.
- Turquoise Hill reporting a large increase in quarterly income primarily due to gains in derivative values.
- Kincora raising $4.6 million through a private equity placement to fund exploration at its Bronze Fox project.
The document summarizes the signing of an agreement between the Mongolian government and mining companies Ivanhoe Mines and Rio Tinto regarding development of the Oyu Tolgoi copper-gold mining project in Mongolia. Key details include:
- Ivanhoe Mines chairman called the agreement "the godfather of new beginnings" for Mongolia.
- Representatives from Ivanhoe Mines and Rio Tinto praised the Mongolian government's commitment during negotiations.
- The agreement will make Oyu Tolgoi one of the largest copper and gold mines in the world, operating for at least 60 years.
The document provides a summary of business, economic, and political news from Mongolia based on a newsletter from the Business Council of Mongolia dated October 23, 2009. Some of the key highlights include Entrée Gold supporting the Oyu Tolgoi investment agreement, Mongolia Energy announcing coal resources at its Khushuut mine, and Rio Tinto posting a record 12% increase in iron ore output for the third quarter. The document also announces an upcoming meeting for BCM members to discuss topics such as the mining and healthcare sectors in Mongolia.
The document proposes introducing a "Business Education & Career Guidance Program" called "Business Academy for Children" (BAC) in Mongolia. The BAC would be an after-school program to empower high school students with business and leadership skills. It would have three components: an information platform, educational courses on business/entrepreneurship, and networking opportunities. The program aims to address issues like education-occupation mismatch and lack of career guidance. It plans to reach 1,000 students annually and gradually expand nationwide.
This document provides a summary of business, economic, and political news from Mongolia in its Business Council of Mongolia NewsWire issue 179 dated August 5, 2011. Key highlights include that Centerra Gold hopes to produce an initial resource statement on its Altan Tsagaan Ovoo prospect by the end of 2011. Construction at the Oyu Tolgoi project is 32% complete and under budget. Ivanhoe Mines CEO estimates the company is worth at least double its current value given the quality of its Oyu Tolgoi asset. Erdenes Tavan Tolgoi began shipping coal to Chinese company Chalco and hopes to export 1 million tons of coal in 2011.
The document summarizes business, economic and political news from Mongolia reported in the Business Council of Mongolia NewsWire issue 216 dated April 6, 2012. On the business front, it reports that Chalco will buy a controlling stake in SouthGobi Resources and that Trafigura purchased a 5% stake in Golomt Bank. It also discusses Prophecy Coal's plans to raise funds to build a power plant, exploration activities by companies like Black Ridge and Guildford Coal, and operations by companies like PetroChina and CGBEM. On the economic side, it notes Mongolia's relations with countries like South Korea, Germany and the US. And on the politics side, it provides brief updates on legislation being considered
- The document summarizes news from the Business Council of Mongolia newsletter, covering business, economic, and political news in Mongolia.
- In business news, precious metals production is helping offset costs at the Oyu Tolgoi mine, Rio Tinto increased its stake in Ivanhoe Mines, and Voyager Resources discovered a new copper intersection. Aspire Mining received a positive report on its Ovoot coal mine's product quality. Petro Matad shifted drilling operations due to technical difficulties. Prophecy Coal signed coal sales agreements.
- Economic news included Mongolia excelling in 2011 and consumption and mining spurring economic growth.
- In politics, employees may strike at Erdenes T
XacBank is one of Mongolia's leading banks, known for its strong asset quality, capitalization, and corporate governance. It has experienced consistent growth over time, with total assets increasing from MNT 468.4 billion in 2010 to MNT 895.4 billion in the first half of 2012. XacBank aims to maintain its leadership position in retail banking while expanding its presence in the growing SME and corporate sectors. It is committed to contributing to Mongolia's social and economic development through a strategy focused on responsible growth, customer service, and corporate social responsibility.
The Development Bank of Mongolia (DBM) was established in 2011 to foster Mongolia's economic and infrastructure development through long-term financing. DBM plans to finance over 1.3 billion MNT for rail, road, housing, and industrial projects in 2012. Major projects include constructing 1,500 km of roads, housing districts, engineering utilities, and the first phase of a new national railway system. DBM also aims to develop Mongolia's first industrial park in Sainshand through financing various mineral and energy processing plants. Implementation of these large infrastructure ventures faces challenges of contractor capacity and finalizing technical plans.
The document summarizes news from the Business Council of Mongolia newsletter. It includes the following key points:
- Rio Tinto warns that renegotiating Mongolia's investment agreement for the Oyu Tolgoi project risks damaging the country's reputation with foreign investors.
- Ivanhoe Mines and Rio Tinto have an uneasy relationship as partners in the Oyu Tolgoi project, made more difficult by disputes between the companies and potential government interference.
- Petro Matad receives encouraging initial results from its Davsan Tolgoi 4 exploration well in Mongolia, indicating a high quality oil without water.
This document discusses plans for the Shivee Ovoo intermodal terminal project in Mongolia. It begins with background on Mongolia's mining-driven economic growth and potential as a coal exporter. It then discusses the current lack of transportation infrastructure and established supply chains as problems. The proposed solution is to construct an intermodal terminal to facilitate coal, mineral and goods transportation for mines. Analysis of demand, location, design concepts, costs, financing, and projected profits are provided. The terminal aims to capture 10% of Mongolia's planned increased coal exports and meet demand from new industries. Risk analysis suggests the investment would be financially feasible.
The document is a newsletter from the Business Council of Mongolia providing news and updates on business and economic matters in Mongolia. It announces that the newsletter will be on hiatus for the Tsagaan Sar holiday and then resume on March 2nd. It then provides highlights on various business, economic and political stories in Mongolia, including updates on mining companies, infrastructure developments, government policies and meetings/events from the Business Council of Mongolia.
The document summarizes business and economic news from Mongolia. It discusses several topics:
- Authorities have opened a new investigation into a mining company for obtaining licenses. State-owned company losses have narrowed due to improved management.
- A Mongolian energy company partnered with a Chinese SOE to develop a $1 billion coal power plant. Two meat producers received approval to export meat to Russia.
- A dairy farm opened with imported cows. A construction company launched a factory to produce drywall compound. Mongolia's first B2B database went live.
- A fashion brand is crowdfunding a project working with herders in Mongolia and producers in Britain to create clothing from yak
The document discusses listing Erdenes Tavan Tolgoi (ETT) on the Mongolian Stock Exchange (MSE) as an alternative to an international IPO. Listing ETT on the MSE would be significantly less expensive, avoiding the $10 million cost of an international IPO. It would also help develop the local capital market by increasing the MSE's market capitalization and trading volumes. This option is lower risk than attempting an international IPO during current market conditions and negative sentiment towards Mongolian assets. Listing ETT domestically could serve as an example for future privatizations and help distribute shares to Mongolian citizens as promised.
The American University of Mongolia (AUM) was founded in 2011 by Mongolian and American businessmen, educators, and community leaders to bring American-style higher education to Mongolia. AUM's presentation to the Business Council of Mongolia outlines its mission to integrate liberal education into its programs to teach skills like communication, cultural sensitivity, and its current offerings including an English language institute, executive education programs, and a partnership with Indiana University's business school. AUM is seeking support from the council for its planned expansion of academic programs and new facilities.
The document provides a case study of how social media amplified a crisis for BHP Petrol. It summarizes:
1) A student died in a car crash after a passerby's request for a fire extinguisher from a nearby BHP station was refused.
2) The story spread rapidly on social media, generating negative publicity for BHP as their denials contradicted the online evidence.
3) BHP's shifting explanations and cancelled press conference failed to effectively address the crisis, which was exacerbated by social media visibility.
1. Dell responded quickly to the laptop battery crisis, notifying customers of the recall and setting up a website for safe replacements.
2. It worked with safety authorities to monitor the situation and assured customers of the products' safety to maintain trust.
3. Sony took longer to acknowledge the problem and execute a large global recall, hurting its reputation and profits in the process.
1. Dell determined the cause was a contaminated battery from supplier Sony and executed a costly but safety-focused recall of over 4 million laptop batteries.
2. It worked closely with regulators to announce the recall and set up a website to help customers check if their units were affected.
3. Dell assured customers that replacement batteries would be safe, prioritizing people's safety and protecting its reputation.
McDonalds Golden Arches Hotel_ifmr : Case StudyArokia Rexton
McDonald's opened two hotels in Switzerland under the name "Golden Arch" in an attempt to diversify. However, the hotels failed to meet customer expectations for a four-star property and did not understand the target market. Located in an isolated area, the hotels lacked amenities and the "Golden Arch" name was not well-received. McDonald's sold the hotels after only 18 months, realizing they could not be profitable given the competitive hotel industry in Switzerland.
This document discusses safety and security systems in hospitality facilities. It covers fire prevention through proper kitchen ventilation and maintenance. Detection systems include heat detectors and smoke detectors. Notification is through emergency instructions, alarms, and voice messages. Suppression includes sprinklers, extinguishers, and kitchen hood systems. Evacuation requires clear egress, signage, and emergency lighting. Security addresses theft, forced entry, and personal harm through measures like electronic locks, barriers, cameras, and personnel training. The next class will feature a guest lecture on development and a discussion of water and wastewater systems.
1) The document summarizes plans by Sharyn Gol JSC to significantly expand its coal mining operations in Mongolia over the next several years.
2) It currently produces 0.5 million tonnes per year but has outlined plans to ramp up production to 1 million tonnes initially and eventually to 2.5 million tonnes through opening a new pit and expanding existing operations.
3) Sharyn Gol has a large JORC-compliant coal resource base of over 374 million tonnes that can support expanded mining for over 100 years at the planned higher production rates.
The document provides a summary of business and economic news from Mongolia. Key highlights include:
- Prophecy Coal signing an agreement with a major power company to develop the Chandgana Power Plant.
- Wagner Asia complaining that police in Ulaanbaatar are unlawfully stopping trucks in the city.
- Petrovis facing potential fines or loss of permits for raising gas prices.
- Turquoise Hill reporting a large increase in quarterly income primarily due to gains in derivative values.
- Kincora raising $4.6 million through a private equity placement to fund exploration at its Bronze Fox project.
The document summarizes the signing of an agreement between the Mongolian government and mining companies Ivanhoe Mines and Rio Tinto regarding development of the Oyu Tolgoi copper-gold mining project in Mongolia. Key details include:
- Ivanhoe Mines chairman called the agreement "the godfather of new beginnings" for Mongolia.
- Representatives from Ivanhoe Mines and Rio Tinto praised the Mongolian government's commitment during negotiations.
- The agreement will make Oyu Tolgoi one of the largest copper and gold mines in the world, operating for at least 60 years.
The document provides a summary of business, economic, and political news from Mongolia based on a newsletter from the Business Council of Mongolia dated October 23, 2009. Some of the key highlights include Entrée Gold supporting the Oyu Tolgoi investment agreement, Mongolia Energy announcing coal resources at its Khushuut mine, and Rio Tinto posting a record 12% increase in iron ore output for the third quarter. The document also announces an upcoming meeting for BCM members to discuss topics such as the mining and healthcare sectors in Mongolia.
The document proposes introducing a "Business Education & Career Guidance Program" called "Business Academy for Children" (BAC) in Mongolia. The BAC would be an after-school program to empower high school students with business and leadership skills. It would have three components: an information platform, educational courses on business/entrepreneurship, and networking opportunities. The program aims to address issues like education-occupation mismatch and lack of career guidance. It plans to reach 1,000 students annually and gradually expand nationwide.
This document provides a summary of business, economic, and political news from Mongolia in its Business Council of Mongolia NewsWire issue 179 dated August 5, 2011. Key highlights include that Centerra Gold hopes to produce an initial resource statement on its Altan Tsagaan Ovoo prospect by the end of 2011. Construction at the Oyu Tolgoi project is 32% complete and under budget. Ivanhoe Mines CEO estimates the company is worth at least double its current value given the quality of its Oyu Tolgoi asset. Erdenes Tavan Tolgoi began shipping coal to Chinese company Chalco and hopes to export 1 million tons of coal in 2011.
The document summarizes business, economic and political news from Mongolia reported in the Business Council of Mongolia NewsWire issue 216 dated April 6, 2012. On the business front, it reports that Chalco will buy a controlling stake in SouthGobi Resources and that Trafigura purchased a 5% stake in Golomt Bank. It also discusses Prophecy Coal's plans to raise funds to build a power plant, exploration activities by companies like Black Ridge and Guildford Coal, and operations by companies like PetroChina and CGBEM. On the economic side, it notes Mongolia's relations with countries like South Korea, Germany and the US. And on the politics side, it provides brief updates on legislation being considered
- The document summarizes news from the Business Council of Mongolia newsletter, covering business, economic, and political news in Mongolia.
- In business news, precious metals production is helping offset costs at the Oyu Tolgoi mine, Rio Tinto increased its stake in Ivanhoe Mines, and Voyager Resources discovered a new copper intersection. Aspire Mining received a positive report on its Ovoot coal mine's product quality. Petro Matad shifted drilling operations due to technical difficulties. Prophecy Coal signed coal sales agreements.
- Economic news included Mongolia excelling in 2011 and consumption and mining spurring economic growth.
- In politics, employees may strike at Erdenes T
XacBank is one of Mongolia's leading banks, known for its strong asset quality, capitalization, and corporate governance. It has experienced consistent growth over time, with total assets increasing from MNT 468.4 billion in 2010 to MNT 895.4 billion in the first half of 2012. XacBank aims to maintain its leadership position in retail banking while expanding its presence in the growing SME and corporate sectors. It is committed to contributing to Mongolia's social and economic development through a strategy focused on responsible growth, customer service, and corporate social responsibility.
The Development Bank of Mongolia (DBM) was established in 2011 to foster Mongolia's economic and infrastructure development through long-term financing. DBM plans to finance over 1.3 billion MNT for rail, road, housing, and industrial projects in 2012. Major projects include constructing 1,500 km of roads, housing districts, engineering utilities, and the first phase of a new national railway system. DBM also aims to develop Mongolia's first industrial park in Sainshand through financing various mineral and energy processing plants. Implementation of these large infrastructure ventures faces challenges of contractor capacity and finalizing technical plans.
The document summarizes news from the Business Council of Mongolia newsletter. It includes the following key points:
- Rio Tinto warns that renegotiating Mongolia's investment agreement for the Oyu Tolgoi project risks damaging the country's reputation with foreign investors.
- Ivanhoe Mines and Rio Tinto have an uneasy relationship as partners in the Oyu Tolgoi project, made more difficult by disputes between the companies and potential government interference.
- Petro Matad receives encouraging initial results from its Davsan Tolgoi 4 exploration well in Mongolia, indicating a high quality oil without water.
This document discusses plans for the Shivee Ovoo intermodal terminal project in Mongolia. It begins with background on Mongolia's mining-driven economic growth and potential as a coal exporter. It then discusses the current lack of transportation infrastructure and established supply chains as problems. The proposed solution is to construct an intermodal terminal to facilitate coal, mineral and goods transportation for mines. Analysis of demand, location, design concepts, costs, financing, and projected profits are provided. The terminal aims to capture 10% of Mongolia's planned increased coal exports and meet demand from new industries. Risk analysis suggests the investment would be financially feasible.
The document is a newsletter from the Business Council of Mongolia providing news and updates on business and economic matters in Mongolia. It announces that the newsletter will be on hiatus for the Tsagaan Sar holiday and then resume on March 2nd. It then provides highlights on various business, economic and political stories in Mongolia, including updates on mining companies, infrastructure developments, government policies and meetings/events from the Business Council of Mongolia.
The document summarizes business and economic news from Mongolia. It discusses several topics:
- Authorities have opened a new investigation into a mining company for obtaining licenses. State-owned company losses have narrowed due to improved management.
- A Mongolian energy company partnered with a Chinese SOE to develop a $1 billion coal power plant. Two meat producers received approval to export meat to Russia.
- A dairy farm opened with imported cows. A construction company launched a factory to produce drywall compound. Mongolia's first B2B database went live.
- A fashion brand is crowdfunding a project working with herders in Mongolia and producers in Britain to create clothing from yak
The document discusses listing Erdenes Tavan Tolgoi (ETT) on the Mongolian Stock Exchange (MSE) as an alternative to an international IPO. Listing ETT on the MSE would be significantly less expensive, avoiding the $10 million cost of an international IPO. It would also help develop the local capital market by increasing the MSE's market capitalization and trading volumes. This option is lower risk than attempting an international IPO during current market conditions and negative sentiment towards Mongolian assets. Listing ETT domestically could serve as an example for future privatizations and help distribute shares to Mongolian citizens as promised.
The American University of Mongolia (AUM) was founded in 2011 by Mongolian and American businessmen, educators, and community leaders to bring American-style higher education to Mongolia. AUM's presentation to the Business Council of Mongolia outlines its mission to integrate liberal education into its programs to teach skills like communication, cultural sensitivity, and its current offerings including an English language institute, executive education programs, and a partnership with Indiana University's business school. AUM is seeking support from the council for its planned expansion of academic programs and new facilities.
The document provides a case study of how social media amplified a crisis for BHP Petrol. It summarizes:
1) A student died in a car crash after a passerby's request for a fire extinguisher from a nearby BHP station was refused.
2) The story spread rapidly on social media, generating negative publicity for BHP as their denials contradicted the online evidence.
3) BHP's shifting explanations and cancelled press conference failed to effectively address the crisis, which was exacerbated by social media visibility.
1. Dell responded quickly to the laptop battery crisis, notifying customers of the recall and setting up a website for safe replacements.
2. It worked with safety authorities to monitor the situation and assured customers of the products' safety to maintain trust.
3. Sony took longer to acknowledge the problem and execute a large global recall, hurting its reputation and profits in the process.
1. Dell determined the cause was a contaminated battery from supplier Sony and executed a costly but safety-focused recall of over 4 million laptop batteries.
2. It worked closely with regulators to announce the recall and set up a website to help customers check if their units were affected.
3. Dell assured customers that replacement batteries would be safe, prioritizing people's safety and protecting its reputation.
McDonalds Golden Arches Hotel_ifmr : Case StudyArokia Rexton
McDonald's opened two hotels in Switzerland under the name "Golden Arch" in an attempt to diversify. However, the hotels failed to meet customer expectations for a four-star property and did not understand the target market. Located in an isolated area, the hotels lacked amenities and the "Golden Arch" name was not well-received. McDonald's sold the hotels after only 18 months, realizing they could not be profitable given the competitive hotel industry in Switzerland.
This document discusses safety and security systems in hospitality facilities. It covers fire prevention through proper kitchen ventilation and maintenance. Detection systems include heat detectors and smoke detectors. Notification is through emergency instructions, alarms, and voice messages. Suppression includes sprinklers, extinguishers, and kitchen hood systems. Evacuation requires clear egress, signage, and emergency lighting. Security addresses theft, forced entry, and personal harm through measures like electronic locks, barriers, cameras, and personnel training. The next class will feature a guest lecture on development and a discussion of water and wastewater systems.
Ehab EL Sayed EL Barbary is seeking a position as a Security Assistant Manager. He has over 15 years of experience in security roles, most recently as Security Supervisor at Shangri-la Hotel Qaryat Al-Beri in Abu Dhabi since 2011. Prior to that, he held security roles in Oman and Dubai. He has a Bachelor's degree from Mansura University in Egypt and certificates in first aid, fire safety, and security systems.
The document discusses the growth of the hotel industry and the role of housekeeping. It provides details on 5 chains of Trident Hotels in India and 5 chains of The Ritz Carlton internationally. It describes the key responsibilities of the housekeeping department, including cleaning rooms and public areas, and subdepartments like laundry and flowers. The document was written by Ganesh Kumar Mallick for his hospitality course assignment.
The document is the June 2016 issue of HOTELS magazine. It includes articles on various hotel industry topics such as new hotel openings, interviews with hotel executives, trends in design, food and beverage, and technology. The issue highlights what is currently popular and innovative in the hotel world.
The document provides an overview of the hotel industry and classifications within the industry. It discusses that the hotel industry is cyclical, following economic trends. It also outlines several unique characteristics of the hotel business, including perishability of unsold rooms, importance of location, fixed supply of rooms, high operating costs, and seasonality. The document then covers traditional classifications within the hotel industry, including size based on number of rooms, class determined by price and rating systems, type between commercial, resort, and residential hotels, and meal plan options. It concludes by mentioning some other classifications like bed and breakfasts, Airbnb, boutique hotels, and trophy hotels.
The document provides instructions for creating an account and submitting an assignment request on the HelpWriting.net website. It describes a 4-step process: 1) Create an account with an email and password. 2) Complete a form with assignment details, sources, and deadline. 3) Review bids from writers and choose one. 4) Review the completed paper and authorize payment or request revisions. It emphasizes the site's bidding system and satisfaction guarantee with revisions and refunds.
This document discusses lessons learned from incidents involving high risk plant. It provides examples of incidents involving suspended scaffolds, mobile elevating work platforms, tower cranes, and amusement devices. The key lessons identified include issues with design, inspection and maintenance, operator competence, and overreliance on safety systems. Solutions discussed include upgrading older plant, complying with inspection and maintenance requirements, ensuring operator training, and not assuming safety systems eliminate all risks.
A maintenance technician was severely injured in an electrical welding accident. The technician knelt in a puddle of water on the floor while welding, receiving an electrical shock that caused burns and cardiac issues. An investigation was conducted to determine the root causes and recommend corrective actions. Key factors identified included a lack of equipment inspections, safety policies and training, as well as an unrepaired water leak and lack of adjustable work surfaces. Recommended actions focused on assigning responsibilities, conducting repairs and training, and updating safety policies and procedures.
Presentation Plan Develop n Support Crisis CommunicationSharonChan86
Samsung experienced a major crisis when their Galaxy Note 7 smartphone exploded due to flaws in the battery design and manufacturing. This led to two recalls of the 3.5 million Note 7 devices already sold, costing Samsung $5 billion and significantly damaging their reputation. Key stakeholders like airlines banned the phone from flights and media coverage was overwhelmingly negative. Surveys found that many Samsung customers lost trust in the brand and planned to switch to other smartphone makers. Samsung worked to address the crisis by maintaining transparency, holding press conferences on their findings, and setting up exchange booths at airports.
This document contains information about Marriott International's hotel brands, markets, and performance. It discusses Marriott's portfolio of 30 hotel brands targeting different market segments. It also analyzes Marriott's global presence, financial performance from 2008-2012, and strategies for working with partners and developing new markets. Recommendations are provided around developing new express brands and markets in developing countries and business travelers.
This document outlines 15 trends that hotels can expect to see over the next few years. Some of the key trends include hotels replacing mini-bars with mini-fridges, adding hotel pantries to replace vending machines, expanding bathroom spaces and amenities to create a more luxurious feel, incorporating book libraries and social spaces to make lobbies more inviting, and focusing on health, wellness, and personalized guest experiences. Hotels are also looking to technology, sustainability practices, and high-end design to enhance the guest experience.
Hatch cover operations for marine students.pptxCaptMadanKumar
The document provides guidance on safely operating hatch covers and describes a fatal incident that occurred when a crew member was crushed between a gantry crane and stacked hatch covers. Key details include dos and don'ts for hatch cover safety, a background on the cargo loading, and a description of how the second officer was trapped and crushed when he walked between the moving crane and covers. Lessons identified are the need for clear communication during operations, ensuring situational awareness to prevent entrapment, using warning devices on cranes, enforcing drug and alcohol policies, and having effective safety procedures and culture.
Magicman - The Cruise Industry's Best Kept SecretMagicmanRepair
Magicman is a UK-based company established in 1993 that specializes in repairing, restoring, and resurfacing damaged surfaces. It has nearly 100 employees and annual turnover of over £5 million. Magicman uses innovative techniques to repair items like scratches, chips and holes, often providing more cost-effective solutions than replacement. It works with many industries including cruise lines to restore damaged surfaces and extend the life of materials. Magicman also offers training programs and has invested in new facilities to expand its training academy.
This document describes the services offered by Straightline Hospitality Corporation, a consulting firm focused on hospitality real estate development. Straightline assists master developers with project concept development, facility programming, business structuring, branding, budgeting and financing, selection of project teams, and management of hospitality operating teams. The firm brings extensive experience in major hospitality development projects worldwide through its president, Kenneth Free, who previously oversaw hundreds of projects totaling billions of dollars during his career at Hilton Hotels Corporation.
Similar to 11.11.2015 public building and disaster risk management sam sallam -best western (20)
After careful consideration for the preservation of the region’s environment, culture, and people, Jalsa Urubshurow opened Three Camel Lodge in 2002 as the only luxury eco-lodge in the Gobi Desert. Built by and staffed by locals, Three Camel Lodge offers travelers a way to experience the nomadic spirit of the region alongside modern comforts while protecting the natural beauty and culture.
After careful consideration for the preservation of the region’s environment, culture, and people, Jalsa Urubshurow opened the only luxury eco-lodge in the Gobi Desert, Three Camel Lodge, in 2002. Built by and staffed by locals, Three Camel Lodge offers travelers a variety of activities to learn about nomadic culture while enjoying modern comforts in a way that showcases the nomadic spirit without destroying the natural environment of the region.
The Business Council of Mongolia published its January 2020 Macroeconomic Updates report which contained the following key points:
1) Mongolia's GDP grew 6.3% in Q3 2019 while inflation was at 5.2% in December 2019. Exports reached a historic high of $7.6 billion in 2019, driven by record coal exports.
2) Foreign direct investment in Mongolia totaled $21.5 billion as of 2019, with the majority from Canada, China, Singapore, and Luxembourg invested mainly in mining.
3) The Mongolian currency, the togrog, depreciated 3.8% against the US dollar in 2019 as the central bank supplied $2.
Faro Foundation Mongolia is a non-governmental organization that promotes digital literacy and safe internet use in Mongolia. It works to educate the public on topics like online safety, proper social media use, and cyberbullying prevention. The organization's primary goal is to create positive social change through social media. It has developed a digital literacy curriculum and library on Facebook to teach essential digital skills to students, teachers, and parents.
The Business Council of Mongolia (BCM) is an independent non-profit organization established in 2007 to advocate for economic freedom and a competitive business environment in Mongolia. It has over 240 member organizations from various sectors. The BCM aims to equip its members with policy research, training, and networking opportunities. It is organized with a Board of Directors, Executive Committee, and six working groups focused on key issues. The Growth and Innovation working group works to promote digital transformation in Mongolia.
The One-Stop-Service Center (OSSC) was established in February 2019 under the Prime Minister's order to provide centralized public services to investors in Mongolia. The OSSC was created as part of Mongolia's three-pillar development policy and on the recommendation of the Investment Protection Council. It allows five government bodies, a bank, and notary office to render services to foreign investors from one location.
Mongolians are building a competitive Fintech sector with international ambitions by cultivating agile and innovative teams combining specialists and experts from 6 nationalities. To become truly internationally competitive, Mongolia must train professionals and executives to international standards by growing their next generation of innovative leaders and skilled experts. Overcoming these challenges will allow Mongolia to solve growing issues and compete in international markets.
The document discusses competitiveness rankings for Mongolia and its provinces. It analyzes Mongolia's performance in the IMD World Competitiveness Ranking, where Mongolia ranked 62nd out of 63 countries in 2018. The ranking evaluates countries across 4 factors: economic performance, government efficiency, business efficiency, and infrastructure. The document also summarizes findings from a provincial competitiveness report for Mongolia, which evaluated and ranked the competitiveness of Mongolia's 21 provinces. Finally, it outlines criteria and results from a competitiveness ranking of districts in Ulaanbaatar city across 5 factors of quality of life, living environment, safety and security, governance, and economic performance.
Digital transformation involves using digital technology in new ways to solve traditional business problems and drive organizational change. The presentation discusses how digital transformation differs from related concepts like digitization, analytics, and outsourcing. Key aspects of digital transformation include leveraging data as a strategic asset, adapting to digital natives, and undergoing cultural and technological changes. Methods like agile project management and design sprints are presented as ways to accelerate transformation. The presentation also provides examples of how companies have transformed, such as Domino's Pizza using digital strategies to regain market share.
DBS Bank was named the world's best digital bank by Euromoney in 2016 and 2018, beating competitors like Citi, BBVA, and ING. The CEO of DBS Bank, Piyush Gupta, accepted the award and said that banks of the future will be fundamentally different than today's banks due to their digital transformation. DBS Bank has spent three years focused on digital initiatives by changing employee mindsets and technology infrastructure to make banking simple and seamless for customers.
Mongolia transitioned to democracy in the early 1990s after a peaceful revolution. It now has a multi-party parliamentary democracy with freedoms of religion, expression, and private property rights guaranteed in its constitution. Mongolia's economy depends heavily on its mineral and agricultural sectors as it continues developing a market economy after transitioning from Soviet control.
The document discusses the Growth & Innovation Working Group of the Business Council Mongolia. The working group aims to:
1. Promote and advance business growth and innovation in Mongolian society through educating businesses, government, and the public on opportunities in research and development.
2. Enable all organizations to grow and innovate, not just start-ups or sectors traditionally thought of as innovative.
3. Focus on key objectives like digitalization, infrastructure, financial technology, data security, efficiency, public investment policy, and intellectual property protection to support the digital transformation of consumer and enterprise services through technologies like IoT, AI, fintech, blockchain, and more.
The working group plans events
The BCM held its January monthly meeting to discuss organizational updates. Key points:
- The BCM elected a new 15-member Board of Directors and appointed an Executive Committee and Working Groups.
- Two presentations were given on legal environments for asset management in Mongolia and on responsible mining.
- The BCM revised its mission statement to focus on providing members with policy research, training, and networking support for business in Mongolia.
- The BCM reorganized its working groups, which are now chaired by Board members, and strengthened its secretariat.
The document discusses Mongolia, Russia, and China's economic corridor program. It notes that the program aims to improve connectivity between the three countries through projects involving railway, roads, energy transmission lines, gas and oil pipelines, and high-speed internet. There are currently 32 projects across areas like infrastructure, energy, agriculture, border cooperation, trade, environment, education, medicine, and more. The document also discusses plans to establish a joint center for investment planning and projection in Ulaanbaatar to facilitate implementation of the economic corridor program projects and further trilateral cooperation.
This document provides information on business opportunities through procurement for Mongolia's Second Compact Agreement with the Millennium Challenge Corporation (MCC). It outlines that the total grant value is $350 million to fund activities supporting economic growth and poverty reduction in Mongolia. Key business opportunities include consulting services, goods, and construction works valued at approximately $44 million for the base year. The presentation also reviews MCC's procurement principles of transparency, fairness and competitiveness. It provides details on the procurement process and how opportunities will be advertised.
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This presentation is a curated compilation of PowerPoint diagrams and templates designed to illustrate 20 different digital transformation frameworks and models. These frameworks are based on recent industry trends and best practices, ensuring that the content remains relevant and up-to-date.
Key highlights include Microsoft's Digital Transformation Framework, which focuses on driving innovation and efficiency, and McKinsey's Ten Guiding Principles, which provide strategic insights for successful digital transformation. Additionally, Forrester's framework emphasizes enhancing customer experiences and modernizing IT infrastructure, while IDC's MaturityScape helps assess and develop organizational digital maturity. MIT's framework explores cutting-edge strategies for achieving digital success.
These materials are perfect for enhancing your business or classroom presentations, offering visual aids to supplement your insights. Please note that while comprehensive, these slides are intended as supplementary resources and may not be complete for standalone instructional purposes.
Frameworks/Models included:
Microsoft’s Digital Transformation Framework
McKinsey’s Ten Guiding Principles of Digital Transformation
Forrester’s Digital Transformation Framework
IDC’s Digital Transformation MaturityScape
MIT’s Digital Transformation Framework
Gartner’s Digital Transformation Framework
Accenture’s Digital Strategy & Enterprise Frameworks
Deloitte’s Digital Industrial Transformation Framework
Capgemini’s Digital Transformation Framework
PwC’s Digital Transformation Framework
Cisco’s Digital Transformation Framework
Cognizant’s Digital Transformation Framework
DXC Technology’s Digital Transformation Framework
The BCG Strategy Palette
McKinsey’s Digital Transformation Framework
Digital Transformation Compass
Four Levels of Digital Maturity
Design Thinking Framework
Business Model Canvas
Customer Journey Map
Anny Serafina Love - Letter of Recommendation by Kellen Harkins, MS.AnnySerafinaLove
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Understanding User Needs and Satisfying ThemAggregage
https://www.productmanagementtoday.com/frs/26903918/understanding-user-needs-and-satisfying-them
We know we want to create products which our customers find to be valuable. Whether we label it as customer-centric or product-led depends on how long we've been doing product management. There are three challenges we face when doing this. The obvious challenge is figuring out what our users need; the non-obvious challenges are in creating a shared understanding of those needs and in sensing if what we're doing is meeting those needs.
In this webinar, we won't focus on the research methods for discovering user-needs. We will focus on synthesis of the needs we discover, communication and alignment tools, and how we operationalize addressing those needs.
Industry expert Scott Sehlhorst will:
• Introduce a taxonomy for user goals with real world examples
• Present the Onion Diagram, a tool for contextualizing task-level goals
• Illustrate how customer journey maps capture activity-level and task-level goals
• Demonstrate the best approach to selection and prioritization of user-goals to address
• Highlight the crucial benchmarks, observable changes, in ensuring fulfillment of customer needs
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This PowerPoint compilation offers a comprehensive overview of 20 leading innovation management frameworks and methodologies, selected for their broad applicability across various industries and organizational contexts. These frameworks are valuable resources for a wide range of users, including business professionals, educators, and consultants.
Each framework is presented with visually engaging diagrams and templates, ensuring the content is both informative and appealing. While this compilation is thorough, please note that the slides are intended as supplementary resources and may not be sufficient for standalone instructional purposes.
This compilation is ideal for anyone looking to enhance their understanding of innovation management and drive meaningful change within their organization. Whether you aim to improve product development processes, enhance customer experiences, or drive digital transformation, these frameworks offer valuable insights and tools to help you achieve your goals.
INCLUDED FRAMEWORKS/MODELS:
1. Stanford’s Design Thinking
2. IDEO’s Human-Centered Design
3. Strategyzer’s Business Model Innovation
4. Lean Startup Methodology
5. Agile Innovation Framework
6. Doblin’s Ten Types of Innovation
7. McKinsey’s Three Horizons of Growth
8. Customer Journey Map
9. Christensen’s Disruptive Innovation Theory
10. Blue Ocean Strategy
11. Strategyn’s Jobs-To-Be-Done (JTBD) Framework with Job Map
12. Design Sprint Framework
13. The Double Diamond
14. Lean Six Sigma DMAIC
15. TRIZ Problem-Solving Framework
16. Edward de Bono’s Six Thinking Hats
17. Stage-Gate Model
18. Toyota’s Six Steps of Kaizen
19. Microsoft’s Digital Transformation Framework
20. Design for Six Sigma (DFSS)
To download this presentation, visit:
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2. Overview
• Facts on disaster losses of global hotel cases
• Expect the unexpected be ready and train all involved. How
to train and have a fire brigade within your establishment
train and have ready to act 24/7 holidays and weekends
regardless of time of the day or night.
• Owners or operators of hotels, especially high rises,
residential high rises , shopping malls and any locations that
has crowds and where the risk of fire and other disasters
exist
• Public liability – moral and material responsibility towards
your guests, tenants, general public, employees
• Minimize loss of life or eliminate loss of life, where
evacuations could be seen as a problem for high rises/
cease fire
3. Important to note…
• Natural disasters are unpreventable
occurrences that take place, ranging from
mild to absolutely destructive.
• Natural disaster losses are enhanced by man
made mistakes
• Construction of poorly designed buildings,
inadequate protection, preparation against
potential risks are the main cause of human
loss
• Fire is the most common hazard after an
earthquake.
4. Hotel fires around the world / last 20 years /
Year Hotel Country Life
Loss
Injured Damage Sprinkled
2012 Hotel Prince Japan 7
2012 Falmouth Beach Hotel England
2011 New Year fire destroys China hotel China
2009 Beijing Hotel Fire China
2008 Fire Burns Las Vegas Hotel AGAIN USA
2006 Hotel Fire in Downtown Reno Kills 12 USA 12 31
2006 Five victims in NE China China 5
2006 Hotel Fire in Atlanta Kills One USA 1 12
2005 2,000 evacuated in Disneyland hotel USA
2005 Hilton New York hotel USA 33
2005 Paris Hotel Fire France 20 50 Not
2005 Grandview Inn USA
2005 Williamsburg hotel USA
2005 Fredericktown hotel USA
2005 Schloss Elmau –Bavaria Germany Not
2005 Richmond hotel Canada 1 14
5. Year Hotel Country Life Loss Injured Damage Sprinkled
2005 Lakeview Hotel CBC 5
2005 Riverside Tower Hotel USA 6
2005 Park Hotel, Broxton USA
2004 Sheraton Hotel Fire USA
2004 Jinja Hotel Fire Uganda $15
2004 Westin Hotel Fire USA
2004 San Diego Hotel fire USA 1 17 $1 M Not
2004 Houston Hotel Fire USA
2004 Maui Hotel Fire. Hawaii USA $1 M
2004 Osceola County Hotel .Florida USA
2004 Parco dei Principi Hotel ,Rome Italy 3 Not
2004 Provincial Hotel Fire .Gananoque Canada 1 $ 0.5 M
2004 Luoyang hotel fire China 7 17 Not
2004 Greenville Hotel USA 6 Not
2003 Canadian Hotel Fire Canada
2003 Rand Inn International Hotel South Africa 6 67 Not
Hotel fires around the world
6. Year Hotel Country Life Loss Injured Damage Sprinkled
2003 Tiantan Hotel China 33 16 Not
2002 Çiragan Palace Hotel Kempinski,Ist Turkey
2002 Marriott's Grand Hotel,Alabama USA $40 million.
2002 Oklahoma City Hotel USA $1 million
2002 Redding Hotel,San Francisco USA $3.5 million Not
2002 Sunset Hotel ,San Bernardino USA,Ca 4 18 $150,000
2002 Pretoria South Africa 2 20
2002 Days Inn Hotel ,Wisconsin USA $1 million
2001 Holiday Inn,Kansas City International USA 4 $35,000
2001 Palomar Hotel USA,La 2 6
2001 Louvre,Paris France 4 18
2001 Kazakhstan Hotel in Alma Ata Kazakhistan 4 14
2001 Greater Manchester,Bolton GB 2 6
2001 Gold Strike Hotel-Casino,Las Vegas USA $30 million
2001 Manor Hotel Philippine 70 50 Not
2001 South Valley Hotel USA $ 300,000
Hotel fires around the world
7. Year Hotel Country Life Loss Injured Damage Sprinkled
2001 Kashmir India 14
2000 Childers Australia 15
2000 Marriott Vail Mountain Resort USA $20 million
1999 West Side Transient Hotel USA 15
1999 Crown Plaza Hotel,Madison USA $20,000 Yes
1999 Mars Hotel ,Seattle USA $3 million
1999 Beijing Hotel China 9 14
1998 Days Inn,Oregon USA $500,000
1998 Hotel Vintage Plaza,Oregon USA $400,000
1997 Delta Hotel.San Fransisco USA 6 Not
1997 Yanshan Hotel i,Changsha China 30 24
1997 Shenzen Hotel China 29 13
1997 Pattaya Royal Resort Thailand 91 51 $40 million. Not
1996 Tozbey Hotel,Istanbul Turkey 18 41
1995 St. George Hotel Fire USA
1994 Antwerp Switel hotel Belgium 15 160
1994 Hotel Wakagi Japan 5
1993 Paxton Hotel,Chicago USA 19
Hotel fires around the world
9. The employee repeatedly attempted to contain
the fire but - by that time - the heat, smoke and
pressure buildup was so intense that he was
knocked down each time he tried to enter the
Deli. Realizing the gravity of the situation, he
decided to leave the area.
At the same time, other employees noticed the
spreading fire and tried unsuccessfully to
extinguish the growing flames.
Within six minutes of the time of discovery, the
total casino area was involved in fire, at a burning
rate of approximately 15 to 19 feet per second!
The Clark County Fire Department received the call
reporting the fire at 7:17 a.m. Captain Rex Smith,
Engineer Chad Marshal, and Firefighters Bert
Sweeney, Toby Lamuraglia, and Ted Singer arrived
in Engine 11 at 7:19 a.m. They positioned the 1,500
GPM fire engine at the North entrance of the casino
and implemented the High Rise Preplan.
Upon entering the casino, the crew observed black
smoke emitting from the Deli. They were only forty
feet into the hotel when a huge fireball burst out of
the Deli and rolled into the casino, hustling the crew
out of the building. The company made it back to
the engine as the flames sprang out the front of the
entrance.
Case study: MGM GRAND HOTEL
10. The official investigation report contains a
detailed account of this fire and its cause. As
a result of the many inquiries into this
tragedy, the Clark County Fire Department
has made the findings of their investigation
available to the general public.
Please note that this report is considered
public information and may be distributed or
copied for non-commercial educational
purposes. Altering any part of the report is
strictly prohibited.
Case study: MGM GRAND HOTEL
18. ASEM 2016 – Are we ready?
• The upcoming ASEM in the fall of 2016 when
Mongolia will host 50+ more world leaders,
delegates, VIPs, ministers and others.
• The worlds media will be watching and reporting,
make it all good and POSITIVE
• Inspections by embassies and foreign government
to approve hotels and residences where their
citizens will stay, or warning where not to stay
including countries with sub standards and other
threats by the state department.
• Think of it as if you are hosting the Olympics.
19. What is the difference between
flying and staying in a hotel?
20. What is the difference between flying
and staying in a hotel?
A. When flying:
When you are travelling by air, there is very strict
regulation and legislation concerning passenger
safety.
Demonstrations before take off takes place by the
cabin crew showing the exits also all life safety
requirements as well as videos.
Detailed information and instruction is also found in
the seats in front of every passenger.
Exits are marked clearly and in case of an
emergency and darkness there is floor and ceiling
guided lights to exits.
21. B. When you are staying in a hotel:
• No demonstration is given when you check in.
• It depends on your luck if you are staying with
a known chain or not.
• It depends on the city and country.
• It depends how the policies for safety are
enforced.
• It depends on the ownership and management
understanding of the seriousness of fire and
emergencies.
What is the difference between flying
and staying in a hotel?
22. Hard facts
• Airlines are prepared and ready for emergencies
due to strict regulations and legislations worldwide.
• Hotels are not.
• Airlines have clear compensation in case of death or
injury. Ruled by IATA and Warsaw Convention.
• Hotels are depending on the chains the countries
and the local readiness of cities.
• Airlines have all the emergencies posted and clear.
• The hotels do not do the same.
23. Problem: People and Property at
Risk From Fire & Other Catastrophe
Population of high-rise buildings continues to
increase
Protection of these buildings and people who live
and work in them is very difficult
Hook & ladder rescue vehicles not adequate
Rooftop rescue options limited
Blocked stairwells and exits put firefighters &
people at risk
Excessive time required to climb & carry the
equipment up flights of stairs impairs firemen’s
ability to impact the fire
24. • What are the
global standard in
minimizing fire
losses to people
Living and
Working
in High-Rise
Buildings ?
An example of a
solution:
CeaseFire
Systems, Inc.
High-Rise Rescue
25. Components of Cease-Fire Systems
High-Rise Rescue
1) Roof-Mount System
2) Gondola
3) Transport Vehicle with
Gondola and
Communication System
26. How It Works
Call is received
Transport Vehicle dispatched
Roof-Mount Unit remotely activated
Transport Vehicle arrives and Roof-
Mount Unit lowers cabling
27. How It Works (cont’d)
Transport Vehicle Lift
System attaches cabling
block which is locked to
Roof-Mount Arm
Unmanned Gondola lifted
up exterior wall checking
for temperature, toxic
gases and vapors
Gondola returns at express
speeds and lifts firemen
and equipment to safe
location on upper floors
28. Transport Vehicle
Houses three components:
Body
Control Room
Draw Works
Out-rigger stabilization / self-leveling
Mounted turntable to rotate body of vehicle
CCTV & Communication System linked to Gondola
and Roof Mount
Peterbilt Truck Model 357 tandem axle chassis
325 HP Cummins Diesel
Vehicle owned by fire departments
Operated by certified firefighters - special course required
29. Gondola
Carries firefighters plus equipment to desired floors or roof top
Capacity – Eight firemen with equipment
Travels express elevator speed
Equipped with cameras to monitor occupants & activity
Equipped with high-pressured hose that connects to the building’s
water supply
Furnished with firefighting equipment – window breakers, fire
extinguishers, first-aid supplies, etc.
Housed within Rescue Vehicle
Operated from within the Gondola or from vehicle’s control room
Contains “Block Unit” equipped with a locking mechanism that
attaches to Roof-Mount Cantilever Arm
30. Roof-Mount System (Cover & Structure)
Solid steel structure with lifting mechanism
Moves into position to drop cables on demand
Equipped with Communications Package
Operated remotely or at roof site
Powered by electric hydraulic system
Customized mounting configurations available depending on roof
design
Designed for weight distribution on roof
Structure blends into building motif when not in use
Mobile unit may be positioned on roof by helicopter
Can be room-mounted if roof design non-conducive
31. Communications
Enables Rescue Vehicle Operator to maintain constant audio
and visual communication with rescue personnel
Remote Command Center (RCC)
Redundant to Emergency Rescue Vehicle
Building Top Control System - Remote Terminal Unit (RTU)
Control Interface to Lift Equipment
Motorola MOSCAD RTU
Control Communications
Wireless Broadband and Analog two way radio
Two way link established en route to the site
Wireless Broadband 802.1x
Access Point cluster affixed to roof mount system
32. Communications (cont’d)
Voice Communication
Onsite Repeater housed on rooftop
Frequency coordinated with responding emergency agencies
Camera System
Wireless cameras located on roof top, Gondola, and Rescue Vehicle
TCIP/IP based connected via WLAN
Rescue Operation Center
Equipment Control Center
WLAN System
Video Control System
Battery Backup System
33. Summary Benefits
Saves lives of building occupants & firefighters
Allows firefighters quicker access
Reduces building insurance rates
Pending Insurance Services Office NFPA Standard
Reduces damage to property & lessens personal injury
lawsuits
Progressive image for city – world-wide exposure
Reassures building occupants of their security
34. Methods used for rescue
for high rise buildings as
last alternative to save
lives
35. What to do to improve this situation
• As a hotelier of 45 years, I am taking a crusade and
a mission to enforce that hotels will become as
close as possible in their regulation as to the
airlines.
• Every hotel has to do either a lobby demo or a video
running 24/7 in the lobby area to show exactly the
particular emergency exits and fire plan.
• Each guest checking in will be handed a card
showing what to do in case of fire or evacuation.
• All hotel staff has to be trained on fire and safety.
36. • One life saved is a fulfillment of the
responsibility of ownership and management.
• One life saved bring back a father, a mother or
a child to their family. The smiles you see when
people meet again is worth all the money in the
world.