Presentation for the IFMA facility of the year 2011 award nomination of the Sir Plantin Hotel Antwerp by Wim Van Respaille

1. &

3. Living room concept

4. Great significance for money

7. Complementary services & addedvalue as free minibar, free Express Sir’s Grab & Run breakfast and free Wi-Fi

13. 1 partner (ISS)

14. ISS

15. Cleaningfrom rooms, public & back of house areas

16. Washroom services

17. Night survaillance with soft check-in and check-out facilities

18. Setting up meetingroom

19. Catering (breakfast, banqueting, bar and seminar service)

20. Windowcleaning, gardening, handyman service, pest control, HVAC, snowplowing, Christmas decoration

23. Report all maintenance faults + monitore on a daily/weekly basis

25. Meeting and events

28. Providing solutions to the flexibility-problems who frequently occur to hotels

29. Facility services have an impact on the organisation and HR workforce of the hotel + customer experience

31. Different stadia?

32. Bidding and negotiations phase of the project

33. Detailed constructive phase

34. Major pre opening clean-up (also industrial cleaning)

35. Startup phase / daily operations of the project

36. Implementation completed?

37. Our cooperation has no end-date

38. Evaluation degree of success?

42. About 25 people from different divisions

43. Management and operational

44. Commercial

46. The general manager

47. Operations manager

48. Front Desk

49. Survace?

52. Reduction indirect costs (No HR department and related cost)

53. Scalability of the cost in function of the hotel’s occupation

54. Quality service

55. Housekeeper manager on duty who co-ordinates with the hotelmanagment

56. Innovativeness?

57. Budget and cost control

58. Integrated facility outsourcing

59. Evolution?

60. From supposed high internalstaff count (50+) to a small headcount of approx. 15 co-operators

61. Expected results? A successful company where bookers, guests, employees, shareholders, management company and all stakeholders such as ISS are satisfied

63. Purchasing, Finance, Logistic

64. Reducing workload purchasing

65. No HR inside Sir Plantin

66. Simplification budget A&G

67. Involvement Senior Management?

68. Follow-up

69. Major decisions and changes

70. Evaluation of provided facility services

71. External help of consultants?

74. Recruitment of qualified staff

75. Planning of flexible work schedule

76. Budgeting of facility costs

77. Cost-analysis for facilities

78. Social HR-aspect

79. Objectification and quantification of needs?

80. Based upon ‘Outsourcing Quickscan’- document

81. Evaluation of the necessary investments?

82. Saving time from recruitment & setting up HR department

83. Purchase & contract negotiation with suppliers

84. Training of staff

85. Preparation of the action plan and the procurement?

86. Preparation of action plan and the procurement by making discussions with potential facility providers

87. Dialogue between all departments

88. Establishment of a pro- and counter plan per department

90. Comments of our guests

91. Reviews directly or through third party given at the hotel

92. Management by ‘walking around’

93. Through which information sources?

94. By guest-questionnaire

95. Assessment pages on the websites of third-party booking channels

96. Evaluation reports from our mystery guests

97. Use of specific instruments to determine success?

98. Every guest rates hotel facilities at a number of criteria

99. Daily evaluation reports

100. Biennial audit of a mystery guest who is also specialized in the field of hotel facilities

101. Have been used for this project?

103. The management was narrowly involved

104. Few communication problems where solved by

105. Team room of ISS

106. Central management and easy access to documents

107. The management was involved in commercial and transition steps

108. Involvement suppliers and staff?

109. Staff of Sir Plantin Hotel were informed in early stage

110. Communication with suppliers from different pathways

111. Press Releases

112. Social Media, such as Facebook/Twitter/ LinkedIn

113. Management communication by Sir Plantin during periodic meetings within the tourism organization of Antwerp

114. Within ISS through a news-mail and intranet + staff magazine

115. Directly affected users?

116. Guests are not directly informed

117. The objective is to optimize customer service

120. Regular adjustments depending on the situation

121. Review of the concept to the legal framework to achieve a workable and manageable task within the partnership

122. Solutions?

123. Open communicaton between hotel & facility providers

124. Implementation within time frame?

125. The main deadlines were not met as was evident by the numerous changes of the new hotel opening date

126. Which delays were incurred of the time table?

127. With a delay of time in opening date this project was pushed back which put the flexibility of both companies to the test

128. Could these delays be caught up again?

129. It was impossible to restore the time lost

132. Costcontrol in the areas of:

133. HR

134. Executive housekeeper and supervisors

135. Less confrontation with:

136. Fluctuating schedules (weekends – weekdays)

137. Absenteeism problem

138. Associated costs

139. What is in this perspective the return on investment?

140. Startup of the hotel gives fluctuating occupancy -> outsourcing has a positieve influence on the ROI

141. Simplify the procedures?

142. Simplification of internal stress and worries

143. Less own employees

144. Fewer staff expertise (HR, Exec HK)

145. Clearer procedures

146. Increase of the efficiency & quality?

147. High flexibility and quality service (ISO norms)

148. Assurance of quality is important in a service providing organization like ours

150. Increased guest satisfaction

151. Less stress moments provided by secured service

152. Higher expectations of the guests

153. Which positive impact the project had on the environment?

154. ISS helps us in different ways:

155. They have the ISO14001 tag

156. Partnerships with suppliers of green cleaning lines

157. Based on several initiatives regarding diversity

158. Golden Service Award in 2010 for Sustainability

159. Which impact has the project on the company / community?

160. A positive working environment within the company

161. Happy Staff = Happy Customers = Happy Employers

164. Learning experience for our hotel, our management company and as a fact for the Belgian hotel sector in general as we are experimenting the implementation of the first full integrated facility concept

165. To what extent is this project a model for best practice case against the art of Facility Manager?

166. Deeper penetration in the non-core activities of the hotels -> possibility of greater service delivery and on-site management to take on

167. Its evolution into a total provider of facility services