TRANNG REPORT

NDU8TRAL TRANNG'
Training period - 2
nd
May 2011 to 31
st
Oct 2011

AT
HOTEL LEELA KEMPAN8K
MUMBA

EPPL PRADEEP BALAJ
GROUP -4 8YBsc{Hs_ ROLL NO.: 11

An]uman--slam's College of Hotel And
Tourism Management 8tudies and Research


BACHELOR OF HOTEL MANAGEMENT & CATERNG
OPERATON8
AFFLATED TO THE UNVER8TY OF MUMBA



TRAINING REPORT


Name - Toscano Vinay Joseph

Roll no .- 40

Batch Sy BSc (HS) Gr.:1

Hotel name - NOVOTEL MUMBA JUHU BEACH

Training period 2
nd
May 2011 to 31
st
Oct 2011



















ACKNOWLEDGEMENT


My Grateful Thanks to Ms Harish 8uvarna

Principal - An]uman--slam's College of Hotel And
Tourism Management 8tudies and Research


Ms. Delsy Joseph our Training Co-coordinator
for providing an opportunity to working at one of the
best and a prestigious property.



would also like to thank Mr. Xavier Cappuet- General
Manager

The Novotel ]uhu , Mumbai under whom had the
privilege to receive my training & their guidance
during my training.






INTRODUCTION

a) History & Growth of the HoteI:-

Company History:
Paris-based Accor S.A. is Europe's leading hospitality group with almost 4,000 hotels in
85 countries around the world. Accor provides hotels in every range, from the five-star
Sofitel chain to budget-priced Formule 1, Etap, and bis in Europe, Motel 6 and Red
Roof nns in the United States, and midrange Novotel and Mercure in Europe and the
Asia/Pacific Rim region. n addition to its hotel properties, Accor is active in travel and
leisure through its half-interest in Carlson Wagonlit Travel, offering package tours and
resorts in 33 countries. Accor also provides its worldwide customer base with
foodservices (restaurants and employee vouchers), casinos, and onboard railway
services (sleeping berths and dining).

EarIy History: The 1960s and 1970s

n 1967 Grard Pelisson and Paul Dubrule opened their first Novotel hotel on a roadside
near Lille in northern France. Travel was booming in France in the 1960s and the hotel
industry had not yet expanded to meet the demand. French hotels, in general, were
either rural inns or luxury hotels in city centers. Dubrule decided to build American-style
highway hotels in the medium price range and collaborated with Pelisson, a former
head of market research at BM-Europe. Through Pelisson's connections the partners
were able to secure a bank loan, and the Novotel firm was launched. The company's
ensuing success was in large part due to its being first to break into the unexploited
European market for highway lodging. Each Novotel provided standardized rooms,
ample parking facilities, and restaurants featuring local cuisine. Soon Novotels also
were established at airports and popular vacation sites, such as the seaside and
mountain areas.
Pelisson and Dubrule developed their expanding company with a philosophy of
decentralized management and a unique dual chairmanship. Although to comply with
French law the partners took turns holding the official position of chairman, they made
all decisions jointly and shared responsibilities, immersing themselves in all aspects of
the business. The company's specialty became variety, providing hotel chains to fit
every need. n 1973 Sphere S.A. was created as a holding company for a new chain of
two-star, no-frills hotels, called bis; the first bis was opened the following year. During
this time, the company also acquired Courte Paille, a chain of roadside steakhouses


founded in 1961, which reflected many of the same priorities as Novotel: practicality,
easy parking, consistent quality, and quick service.
The acquisition of the Mercure hotel chain in 1975 pushed the company into
metropolitan areas and the business traveler market, and these hotels varied according
to regional demands in style, character, and restaurant offerings. By the end of the
1970s Novotel had become the premier hotel chain in Europe with 240 establishments
in Europe, Africa, South America, and the Far East.

New Ventures in the EarIy 1980s

n 1980 Novotel invested in Jacques Borel nternational, which owned restaurants and
the luxury Sofitel hotel chain. Jacques Borel had begun his career with the
establishment of one restaurant in 1957 and by 1975, when he took over Belgium's
Sofitel chain, he was Europe's top restaurateur. After losses in the hotel business forced
Borel to sell the Sofitel chain to Pelisson and Dubrule in 1982, Novotel and its holdings
were incorporated under the name Accor and became one of the top ten hotel operators
in the world, an elite group typically dominated by American firms. The merger doubled
the partners' holdings and infused new talent into the senior management, as Bernard
Westercamp became Accor's vice-president and general manager. Sofitel's luxury
services, aimed at business and holiday travelers and located in the center of
international cities, near airports, and in prestigious tourist areas, introduced Accor to
the higher-priced end of the hospitality industry.
Accor's initial expansion into the American market, which began in 1979 with the
opening of a hotel in Minneapolis, was not as successful as its ventures in Europe due
to a saturated U.S. market and Accor's slow development. The company brought
Novotel, bis, and Sofitel hotels to the United States, as well as a chain of eateries in
California called Seafood Broiler, but all operated at a loss. Nonetheless, Pelisson and
Dubrule made American-style service culture fundamental to their business in Europe.
After visiting training schools at McDonald's Corporation and Disneyland, they opened
Accor Academy at the company headquarters in vry in 1985. The academy offered
seminars ranging from phone etiquette to team-building skills and the exploration of new
technologies. Accor spent a reported 2 percent of its annual payroll on training.
During the mid-1980s Accor developed investments in restaurant and travel businesses.
The company opened Pizza del Arte, a chain of talian restaurants, in 1983 in
commercial and city centers and entered a partnership with the bakery and catering
company Lentre two years later. Accor also entered the travel industry during this time,
buying into Africatours, the largest tour operator to Africa, which became the third of its
major investments, along with hotels and restaurants. The company expanded its tour
operations to North and South America, Asia, and the South Pacific through the
purchases of Americatours, Asiatours, and Ted Cook's slands in the Sun. n an effort to
attract weekend clientele in Europe, Accor developed pisodes, an agency specializing
in weekend rates for rooms usually occupied by business travelers during the week.
n 1985 Hotec, a subsidiary of Accor, brought forth a completely new idea in the hotel
industry with the creation of Formule 1, a one-star budget hotel chain with no reception
staff, no restaurant, and no private bathrooms. Travelers simply inserted a credit card at
the entrance to gain access to the rooms, which were plain yet practical and cost $15 a


night. Formule 1 hotels appealed to vacationing young people and families with limited
financial resources. Costs were kept to a minimum by the use of prefabricated
construction and staffs of only two to run each 60-room hotel. Occupancy rates were
high and ten Formule 1s were in operation by early 1987 with another 30 under
construction across Europe.

Continued Expansion in the Late 1980s

By 1986 Accor's revenues had reached around $2 billion, with net profits of $32 million.
Novotel, with hotels in 31 countries, remained the most profitable while Sofitel faced stiff
competition in the luxury hotel market, particularly from American properties.
Nevertheless, Accor expanded at a far swifter rate than its international rivals, becoming
the largest operator in Europe. t led the market in France and West Germany, and
expanded in the medium and economy range in Spain, taly, and Britain with its $75
million investment budget. The company's European base provided three-quarters of its
revenue, with more than half coming from hotels and the rest from its foodservices.
n 1985 Accor took control of Britain's Luncheon Voucher, the company that invented
meal tickets, which companies distributed to their employees as a benefit. Accor
overhauled the company's communications and management systems and restored its
market presence through a new sales drive. By 1987 Accor was the world leader in
restaurant vouchers for employees and was exploring similar voucher programs for
child care and groceries.
n 1987 Accor exploited another growing market: homes for the elderly. The company's
Hotelia homes provided 24-hour medical and nursing care, as well as more traditional
hotel services. n addition, Accor created the successful Parthnon chain of residential
hotels in Brazil, and initiated a large-scale reorganization to better cope with its
diversification of products and growth. Accor was restructured according to product, so
each chain had its own general management, though the company was still committed
to decentralization and expected management to act autonomously. Pelisson and
Dubrule maintained a flexible, dynamic structure and remained accessible to their
expanding management teams.
The following year, in 1988, Accor invested in France Quick, ranked second in the
French fast-food market, and launched the Free Time fast-food chain. With several
partners Accor then invested in Cipal-Parc Astrix, a theme park north of Paris, based
on a Gallic cartoon character, and expressed interest in providing catering and lodging
for the then-projected EuroDisney amusement park. Accor's rapid growth was not
without its setbacks, however, as it made a failed bid for the Hilton Hotels empire and
an unsuccessful merger with Club Mditerrane.
As the restructuring took hold, Accor revenues improved with 1989 profits up 30 percent
from 1988, on sales of $3.6 billion. Accor enjoyed 12 percent earnings-per-share
increases annually from 1983 to 1989. Steady growth allowed the company to sell
equity, including a $340 million issue in January 1990.

Acquisitions in the EarIy 1990s
Accor made a major move into the U.S. market when it purchased the Dallas, Texas-
based budget hotel chain Motel 6 in 1990 for more than $1.3 billion. The deal made
Accor the second largest hotel company in the world in terms of rooms (157,000) and
represented an attempt by Pelisson and Dubrule to build an American hotel empire to
match their successful European operations. Accor paid a hefty price to enter the
crowded U.S. market and took on an additional $1 billion debt from the sale. The
partners, however, were committed to expanding in the United States with the same
cost-cutting measures that had worked so well for Formule 1, including credit card
payment and limited maintenance staff.
Accor used a radio ad campaign and transatlantic marketing to lure Europeans to Motel
6. Although Accor agreed not to overhaul the management of Motel 6's parent
company, Motel 6 G.P. nc., it did sell a 60 percent stake in the budget chain to French
investors. n 1991 Accor bought 53 Regal nns and Affordable nns from RHC Holding
Corporation to make Motel 6 the preeminent budget hotel company in the world. Motel
6's success in the early 1990s was due in part to Accor's financial backing and ability to
pay cash, as well as its decision to purchase company-owned properties outright rather
than franchising them.
n 1990 Accor and Socit Gnrale de Belgique bought a 26.7 percent stake in
Wagons-Lits, a Belgian company that dominated the European railroad sleeping car
business and was the second largest hotel chain in continental Europe, owning about
300 hotels in Europe, Thailand, and ndonesia. n 1992 the European Community
approved Accor's nearly $1 billion bid for a 69.5 percent controlling interest in Wagons-
Lits. At the end of the year, Accor became the world leader in its industry with 2,100
hotels, 6,000 restaurants, and 1,000 travel agencies.
With the privatization of industry in Hungary, Accor entered a partnership in 1993 to buy
51 percent of the hotel company Pannonia from the Hungarian government. Pannonia
owned medium-priced hotels in Hungary, Germany, and Austria and gained exclusive
rights to develop under Accor in Bulgaria, Albania, Romania, Slovakia, Hungary, and
the former Soviet Union and Yugoslavia, as well as to develop the Mercure chain in
Austria. Accor also launched the Coralia label in 1993 to distinguish holiday hotels from
business hotels. Around 30 Accor hotels in the Mediterranean and ndian Ocean
regions added the Coralia label by 1994 and more were planned in the Caribbean,
Central America, and Venezuela.
n the early 1990s Accor's Atria subsidiary was developing economic centers in cities
and towns composed of conference centers, offices, and hotels, particularly Novotels
and Mercures, in conjunction with local chambers of commerce. The company also had
investments in Thalassa nternational spas and luxury hotels and casinos in France.
Accor began a hotel-rebranding strategy in June 1993 to eliminate the Pullman Hotels
nternational chain, acquired in 1991, while expanding its Sofitel and Mercure brands.
Through renovations, the company transformed 27 Pullman hotels into Sofitels, while
another 25 Pullman hotels became Mercure hotels.
Accor similarly expanded its restaurant business in the early 1990s with L'Arche
cafeterias, L'cluse winebars, Boeuf Jardinier steakhouses, Caf Route highway cafs,
Actair airport restaurants, Terminal train station buffets, and Meda's Grills in Spain. The
company increased its partnership in France Quick and began building independent


villas for Pizza del Arte. n 1994 Lentre, the bakery and catering chain Accor had
developed in six countries, merged with Rosell, a chain specializing in organization,
expansion, and management of catering services, for mutual advantages.
With the Dutch Wagons-Lits, Accor continued its expansion in restaurants and sleeping
compartments on trains. n the car rental business, the company shared control of
Europcar nterrent nternational with Volkswagen AG in 89 countries in Europe, Africa,
and the Middle East. n March 1994 Accor agreed to merge its travel agency business
with Carlson Travel Network, a subsidiary of Carlson Companies, to form a network of
4,000 agencies in 125 countries worth $10.8 billion. The new enterprise, named Carlson
Wagonlit Travel, would be jointly owned (half-interest each) by Carlson and Accor. The
integration of the two businesses occurred gradually over the next several years.

Divesting Assets in the MiddIe and Late 1990s

Accor's rapid expansion lost some momentum in the mid-1990s as its debt accumulated
and a recession hit the travel industry. One of the first signs its steamrolling expansion
would not continue was the loss of Accor's 1994 bid for a majority stake in the four-star
Meridien hotel chain. Although Accor found funding through the Saudi hotel financier
Prince Al Waleed, the company's bid still fell short.
n 1994 Accor sought to reduce its debt and free up funds for further expansion by
selling some of its real estate and noncore businesses. ts principal strategy was to sell
its expensive hotel real estate, but to continue managing the properties through leases.
The same year Accor sold several Dutch Wagons-Lits enterprises and in 1995 sold its
catering operations. Despite its divestments, Accor's nonhotel businesses were taking
an increasingly prominent position in the conglomerate. The Carlson and Wagonlit
Travel partnership was thriving, with sales rising from FRF 19.4 billion in 1993 to FRF
21 billion in 1995. Europcar, Accor's joint venture with Volkswagen, had become
Europe's largest car rental company; in addition to its car rental fleet, by 1995 the
company had 3.2 million leased vehicles. Net overall income for Accor had been rising
since its 1993 low of FRF 423 million, to reach FRF 923 million in 1995.
Accor's hotel operations, however, remained the company's mainstay. By 1997 Accor
operated 2,605 hotels with 289,200 rooms around the world. Sales from its hotel
operations rose 16.6 percent in 1997 to FRF 18.6 billion. The company had placed its
hotels in two groups: the business and leisure group, which consisted of Mercure (with
43,000 rooms), Novotel (with more than 50,000 rooms), Coralia (with 23,500 rooms),
and Sofitel (with 20,500 rooms); and the economy group, which consisted of Motel 6
(84,500 rooms), bis (45,000 rooms), Formule 1 (22,000 rooms), and Etap Hotel (13,000
rooms). Accor continued to open new hotels, especially internationally. ts Asia-Pacific
subsidiary, which the company had launched in 1993, controlled 144 hotels in 18
countries by 1996. With 56 more projects in the works, Accor Asia-Pacific had become
that region's leading hotel group; its Africa/Middle East group operated 99 hotels by
1997, and its Latin America group, 89 units.
n 1997 the company's founders, Dubrule and Pelisson, reorganized the management of
the company to reduce their involvement in the day-to-day decision making. The two
chaired the new supervisory board but ceded the management board to Jean-Marc
Espalioux. The same year, the merger of the travel agency businesses of Accor and
Carlson was completed, making Carlson Wagonlit Travel one of the largest travel


agencies in the world. Accor unveiled a restructuring plan in 1998 to substantially
reduce its debt load through workforce reductions, selling numerous hotel properties in
the United States and Europe (in favor of leasing them), and selling its Spanish
concession restaurant subsidiary, General de Restaurantes S.A. Proceeds from these
measures fueled expansion in the Asia/Pacific region and the 1998 acquisition of
Postiljon, a Dutch hotel group the company planned to incorporate into its Mercure
chain.
As the century drew to a close Accor made another pivotal move into the U.S.
hospitality industry, buying Red Roof nns for $1.1 billion. Red Roof, considered a step
or so above Motel 6, brought in revenues of more than $375 million in 1998 and net
income of more than $34 million. Accor had raised the majority of the funds by selling
hundreds of its Motel 6 properties in lease-back deals to generate cash for the Red
Roof nn purchase and other hotel properties in Western Europe and Australia. Accor
also entered a joint venture with the Moroccan and Tunisian governments to build and
manage resorts and spas in those countries, with an investment of at least $250 million
in 1999.

The New MiIIennium: The EarIy 2000s
n the first year of the new millennium, Accor was determined to lure Americans to its
popular Sofitel luxury hotel brand. Five-star Sofitels were built in major metropolitan
areas such as Chicago, Dallas, Houston, Los Angeles, Miami, New York City, San
Francisco, and Washington, D.C., along with several European cities. Accor opened a
total of 254 new hotels during 2000, of which 12 were Sofitels. The company also
launched its first web site, Accorhotels.com, offering information and online booking
services that received some 12 million hits during the year. n addition, Accor sold its
half-ownership of Europcar, its car rental agency, to partner Volkswagen; opened a
Novotel and an bis in the Sydney, Australia Olympic Village; and expanded into srael
through a stake in Clal Tourism. Accor finished 2000 with revenues of EUR 7.01 billion,
with hotels bringing in EUR 4.74 billion, services EUR 437 million, and its travel
agencies, casinos, restaurants, and onboard rail services the remaining EUR 1.83
billion.
By 2001 Accor took its Sofitel brand to Asia, opening luxe establishments in China and
Vietnam, and bought a minority stake in Century nternational Hotels, based in Hong
Kong. While its Asia/Pacific region experienced solid growth, Accor also expanded its
reach in Latin America (opening its 100th hotel in Brazil), the Middle East (building new
hotels in Dubai, Bahrain, and Yemen), and Australia (taking over a landmark hotel in
Sydney). Revenues for 2001 reached EUR 7.29 billion with hotels, with the company's
upscale and business establishments almost equal to the combined bookings of its
economy accommodations in the United States and Europe: EUR 2.7 billion for the luxe
rooms versus EUR 2.4 billion for the economies (EUR 1.02 billion in Europe, EUR 1.33
billion in the United States). Although all figures represented a relatively strong year, the
last quarter of 2001 and first half of 2002 were greatly affected by the travel industry
slump after the terrorist attacks in the United States on September 11.
For 2002 Accor continued its Asian expansion, buying the remaining interests in its
Hong Kong partner, Century nternational, and China's Zenith nternational Hotels. The
company also bought stakes in hotel chains in Poland (Orbis), Germany (Dorint AG),


and Egypt (El-Gezira Hotels); opened 14 new Sofitel hotels in major metro areas; and
its newest brand, Suitehotel (launched the previous year), designed for both the comfort
and functionality of extended-stay customers, gained popularity in Europe. Revenues
for 2002 rebounded nicely in the second half of the year to reach EUR 7.14 billion, with
its U.S. holdings--Motel 6 and Red Roof nn--down significantly from the previous year
due to the terrorist attacks.
Accor continued its rapid expansion plans in the United States for its Motel 6, Red Roof
nn, and Sofitel brands, while concentrating on Novotel, bis, Sofitel, and Suitehotels in
Europe and Asia. The company, which had seen its online reservations grow at
breakneck speed, teamed with rivals Hilton nternational and Six Continents to launch a
new reservations service called WorldRes.Europe. The new site, cleared by the
European Commission in 2003, allowed travel agencies, hotel personnel, and travel
sites to reserve and hold bookings for each hospitality giant in real-time. While hopes
were high for the new web site, Accor and competitors were hurt by a sharp downturn in
travel and tourism in Europe and Asia. n Asia the SARS outbreak shut down travel in
and out of the region, while the war in raq and political woes affected travel in France
and the United Kingdom. Despite the circumstances, Accor maintained its expansion,
hoping to bring its total number of hotels worldwide to 4,000 by the end of 2003.
At the close of 2003 Accor had almost met its goal with 3,894 hotels and 453,403
individual rooms worldwide. Revenues for 2003 were EUR 6.83 billion, with the
company's European properties still outpacing its American holdings. The U.S. hotel
chains (Motel 6 and Red Roof nns) were down more than 18 percent from 2002 to
2003, while Accor's upscale and economy chains in Europe posted slight gains of 1.3
and 2.3 percent, respectively. All other segments--restaurants, casinos, rail, and travel
agencies--experienced declines as well, with foodservice and gambling in the double
digits (15.6 and 16.2 percent, respectively). Accor's travel agency unit was poised for
major growth after the merger of Carlson Wagonlit Travel and the Lyon, France-based
Protravel S.A. Accor hoped the merger would unseat American Express as one of
France's top travel agencies. Combined revenues for Carlson and Protravel for 2003
were EUR 2.3 billion ($2.75 billion).
Accor opened its fifth Sofitel in Bangkok, Thailand, in 2004, bringing its total properties
in Asia to more than 200 hotels in 15 countries. Worldwide, Accor was ranked fourth
largest behind Cendant, nterContinental, and Marriott nternational, though the
company was the leading hospitality firm in Europe, ahead of nterContinental, Best
Western, and Hilton nternational. What distinguished Accor from its rivals, however,
was its broad coverage of the hospitality and leisure market with establishments for all
budgets, from one- to five-star properties. Formule 1, Etap, Motel 6, and Red Roof were
bargain priced with few amenities; bis and Suitehotel offered more services at a
reasonable price; Mercure and Novotel offered travelers midscale accommodations with
comfort and a measure of sophistication; and Sofitel served the luxury market with
gourmet restaurants and upscale architecture in major international locations.
As Accor entered the mid-2000s the company had not only gained worldwide respect
for its burgeoning empire, but was able to settle an old score when it bought a 30
percent stake in Club Mditerrane S.A. for EUR 252 million ($305 million). Back in the
1980s Accor had tried, without success, to merge with Club Med at the height of its
popularity; by 2004 Club Med had been upstaged by such rivals as Sandals nc. and


had fallen on hard times. Accor intended to bolster its presence in the leisure market,
while continuing its plans of opening a total of about 200 hotels annually for the next
several years, especially in Asia. These plans were disrupted, however, when a tsunami
in December 2004 devastated many countries in the Asia/Pacific Rim region and hit
Accor's Sofitel hotel in northern Phuket, Thailand, killing hundreds of employees and
guests. Two other establishments in the area sustained damage but had no casualties.
Accor immediately sent representatives with food, clothing, and water to the region.























































NOVOTEL MUMBAI JUHU BEACH

Description:-
Located in the financial capital of Mumbai, the home of Bollywood and the heart of
modern ndia, Novotel Mumbai Juhu Beach is ideal for business guests, as well as
those on holidays. Situated on the beach overlooking the Arabian Sea, Novotel Mumbai
JuhuBeach is just 20km from downtown Mumbai and offers 203 contemporary rooms,
each with a media hub for connectivity and entertainment, plus an array of restaurants
and bars, a spa, outdoor swimming pool, health club and sauna.
t was the first hotel by Accor group in ndia and accor tied up with nterglobe and now
they are coming up with 20 new properties in india with in a span of 5 years.

HoteI HighIights:-
At Novotel Mumbai Juhu Beach, guests enjoy a choice of four restaurants serving
regional, international, Chinese and Mediterranean cuisine, plus an inviting terrace bar
and a Premier Lounge exclusively for Premier Floor guests.

From breakfast to lunch, dinner or a tasty little snack, Novotel provides balanced
choices and la carte service 24/7 at all its hotels.At Novotel, you can count on
enjoying a relaxing meal in a friendly, stylish setting.




















RONT OICE

a) Organization & Mission Statement:-
To fully understand the needs of our guest and associates in order to exceed the
expectations and consistently deliver personalized and perceptive service.

b) Introduction:-
Novotel Mumbai Juhu Beach is ideally situated on the beautiful and culture rich
Juhu Beach. The Front Office is located at the lobby area and is segregated into
three desks which are the front desk, the concierge and the cashiers desk. The
front desk is manned 24 hours with each and every staff having a pleasant smile
on their face and greeting the guest with folded hands "Namaste which was the
standard of the hotel. The Front Office is also divided into two parts i.e the front
office and the back office.
The Front Office is the face of the hotel where the maximum guest interaction
occurs and all guest related work such as explaining the categories and facilities
of the room to the guest, informing the rack rates, blocking of rooms handling
guest calls issuing of the room keys is carried out.
The Back Office of the hotel is the place where all secondary work related to
guests such as photocopying, printing of documents filing etc. are done. The
back office of the hotel adds as a support to the front office.


c) Types Of Rooms:-
There are in all 203 rooms in the hotel. The rooms are categorized as- Superior
rooms, Premiere rooms and Suite rooms.
O Superior rooms- 131
O Premiere rooms- 60
O Suite rooms- 11
O Presidential suite- 01


d) Rack Rates:-
O Superior rooms- Rs. 10,500
O Premiere rooms- Rs. 14,000
O Suite rooms- Rs. 25,500
O Presidential suite- Rs. 35,000


e) ood & Beverage OutIets:-



THE SQUARE A colourful dining experience focusing on local ndian
and international favourites. Open all day and night, it features a number
of live cooking show kitchens for entertainment while you eat.
Opening hours : 24 hrs

SAMPAN- Sampan is a Chinese specialty restaurant serving a range of

dishes and cuisines, from Cantonese to Sichuan, and offering a variety
of legendary favourites.
Opening hours : 12:30-15:00 / 19:30-23:00

BAGEECHA- Take a seat at the alfresco beachside setting at
Bageecha, an ndian barbeque restaurant, and treat yourself to a range
of mouthwatering dishes.
Opening hours : 12:30-15:00 / 19:30-23:00

OLIO- Offering traditional Mediterranean dining, Olio features live
cooking stations, as well as Turkish and talian wood fired pizza ovens,
two open kitchens, a private dining section and snack bar.
Opening hours : 12:30-15:00 / 19:30-23:00

GADDA DA VIDA- This inviting terrace bar is ideal for enjoying a drink
at the end of the day. Kick back and unwind before the magnificent
Arabian Sea sunset at Gadda Da Vida.
Opening hours : 11:00 - 3:00

PREMIER LOUNGE- Enjoy tailored services with exclusive Premier

Lounge access: breakfast, unlimited nternet, secretarial services,
business centre/meeting room use, express check in/out, airport
transfers, tea/coffee, and evening cocktails. Upgrade fee applies.
Opening hours : 6:00 - 23:00



f) aciIities Provided:- there are different types of facilities being
provided to the guest such as follows

a) Complementary services
O 24 hr services
O Web corner on a mac
O Wi fi in all rooms and public places
O Espresso coffee machine in a room
O home docking station with alarm and FM radio
O Free late check out until 1600hrs
O Bathrobe in room
O Free internet
O Full range of amenties
O Unlimited bottled water


g) GoaIs and strategies:- To fully understand the needs of our guests
avd associates in order to exceed their expectation and consistently
deliver personalized and perceptive service

PICTURES:-

RONT OICE









LOBBY LEVEL










2) Duties and responsibiIities of :-

SectionaI Manager- A front office manager is responsible for supervising all duties
of the front desk. They are also a liaison for all interdepartmental communications,
requiring excellent communication and leadership skills.
Front office manager is responsible for all operations of the front desk and guest
services, including the concierge, transport and luggage services. They are also
responsible for the management of front office personnel such as staff training and shift
scheduling. (MR.Anant Leekha)

Asst front office manager-

RESPONSIBILITIES :-

O To be proactive to the needs of clients
O To keep an over eye on the security, cleanliness and maintenance of the hotel
O To be fully conversant with the hotel operation as a whole
O Meeting all VP guests on arrival
O Ensuring that room blocking is done on time and information disbursed
O Proactive to arrangements for large lock or VP movements
O Ensures smooth group check ins in co ordination with the group coordinator
O Double checking car pick ups for all VP guests
O VP escorting support
O Maintain close contacts with long stay guests
O Handling long stay billing
O Follow up on credit
O Follow up incomplete billing
O Authorizing bills on hold
O Removal of liquor and stationary
O Verify discrepancy reports
O Updating the scanty baggage
O Double checking the market segmentation
O Daily analysis of allowances
O Authorizes liquor amenities


O Authorizes wash and change rooms
O Authorizes usage of lockers
O To attend meetings as required




3)Training scheduIe: - 2
nd
May to 31
st
Oct 2011

4) unction performed at front office:-

BeII Desk:- The bell desk deals with guest requirements. The main functions are to
take up the luggage when the guest check in. also when the guest checks out the bell
boys carry the luggage out of the room. A variety of news papers at the bell desk are
stored and they are also sent up to the rooms every morning at 4 am.
The bell desk is in charge of storing guest packages in the storeroom. Luggage can also
be stored on a temporary basis in the luggage room. This service is complimentary and
free of charge. A temporary luggage pass with details like name of the guest, pieces of
luggage, time, room number, and the bell boys signature is tied to the luggage.
The bell desk is responsible for storage of medicine, postage, stamps, newspapers etc.
it also delivers guest messages at all times on breakdown of telephones system or
when requested by the guest, delivers wake up calls.
A control chart of the bell boys is maintained at the bell desk counter by the bell captain.


DUTIES O THE BELL DESK:-

O To deliver newspapers in the guest room early in the morning
O To deliver guest messages, packages, faxes and parcels to the guest.
O To page the guest in case they are not in their rooms.
O To help the guest in shifting from one room to another
O To distribute requisition slips, occupancy list, expected arrival sheet, group in
formation sheet to various departments of the hotel like the room service, house
keeping, main kitchen, pantry, telephones, reception, reservation, engineering
and F & B outlets.
O To deliver the meal coupons to the guest before their meal. To store the luggage
of the guest even after the guest has checked out but does not mean to carry the
luggage along.






EXTRA SERVICES PROVIDED TO THE GUEST:

O To arrange for transport for in house guests within the city

O To give information to the guest about places of interest within the city
O To handle guest complains and to follow it
O To provide stamps, postcards etc to the guest.
O To arrange for the medicines required by the guest
O To get the repair work done of the shoes, bags, clothes etc. for the guest.
O To post letters, get money orders, parcels, couriers done for the guest.

SHIT DUTIES :-

The following mentioned are the various shifts and specific functions carried out:

MORNING SHIT :-

Timings 0700 hours to 1530 hours
Staff structure- bell captain and three bell boys

UNCTIONS :-
O Read the log book.
O Read the arrival list.
O Reliever to give the keys of the drawers, baggage store etc.
O Deliver lunch coupons.
O Prepare scanty baggage statement and hand over to the lobby manager.
O At the end of the shift gives hand over to the reliever.
O Leaves at 1530.

ATERNOON SHIT :-

Shift timings 1330 to 2230
Staff structure bell captain and three bell boys.

UNCTIONS:-
O Read log book.
O Read expected arrival list and departure list.
O Take the handover of keys and parcels.
O Deliver dinner coupons to the guest.
O At the end of the shift gives handover to the reliever

NIGHT SHIT:-

Timings 2230 to 0730

Staff structure bell captain and three bell boys.

UNCTIONS :-
O Read log book.
O Read expected arrival and departure list.
O Take the handover of keys and parcels.
O Deliver breakfast coupons to the guest.
O Deliver news papers to all the rooms.
O Leave at 0730 hours



) JOB RESPONSIBILITIES O THE BELL DESK :-

BELL CAPTAIN

PRIMARY UNCTION :-
He is responsible to the senior bell captain and works at the bell captains desk in the
lobby controlling activities of the bell boy during the course of the shift.


DUTIES AND RESPONSIBILITIES
O Role and responsibility of the bell captain
O Taking over properly from the other duty bell captain
O Taking stock of the luggage, parcels etc.
O Taking the stock of the bell boys reporting for duty
O Thoroughly knows the topography of the hotel, airlines, shops and executive
offices.
O Handling luggage of FTS, groups etc.
O Bell boys briefing the guest about the hotel while taking them to their rooms.
O Thorough procedure on arrival and departure filling out bell boys errand cards for
departure.
O To be able to carry out different errands for the guest
O Proper distribution of news papers
O Keeping stock of the equipments, trolleys and ensuring that they are in working
order
O Upkeep of the lobby and lounge area
O Reporting to seniors if any untowed incidents happen
O Luggage storage procedure and upkeep of baggage room
O Maintaining and keeping the bulletin board


O Paging the guest
O Prompt in attending the telephone
O Vigilant and alert on duty
O Always smiling on duty


6) SPECIAL OBSERVATION AT THE BELL DESK:-
On arrival guest luggage is taken on the trolley into the hotel and the bell boys wait at
the reception to get the check in procedure completed. Luggage is then carried to the
allotted room. Guest is explained about the fittings and facilities in the room. Arrival and
departure of the guest is notified in the bell captains control sheet. Scanty baggage
guests are marked and the report is signed at the reception.
The bell boys errand card is taken before taking the guest to the room, so that the lobby
attendant addresses him by name. if he is a regular guest then bell boy escorts him to
the room and leaves the luggage but in case of a new guest, he is explained about the
fittings and the facilities.
Early morning newspapers are received and hanged on the doors by the night shift.
The hotel is given a general and financial newspaper. nternational newspapers are
given on request and a newspaper request list is maintained. VPs and regular guests
are given extra newspapers.





LUGGAGE ROOM :-

The luggage room is usually situated near the bell desk but at The Park it is situated
across the lobby on the opposite side. When a guest requests for his luggage to be
stored in the luggage room, a tag is attached to the luggage and a receipt is given to the
guest with the room no., and type of baggage. A luggage room register is maintained
which is then cancelled when the guest takes back his luggage.
n-house report, room verification report and expected arrival report is received from the
reception and is helpful in the functioning of the Bell Desk.
Guest special request are answered by bell boys like buying some things from market
etc. Guest mails are mailed at a cost.
As soon as information about requests for departure is received either by telephone or
by reception and a departure card is prepared and the bell boy goes to the floor with the
trolley and brings down the luggage. He then takes the luggage along with the guest to
the lobby and after the guest clears his bills or clearance is received from the cashier,
the luggage is loaded onto the guest vehicle. C form delivery is also the duty of the bell
boys.





7) KNOWLEDGE GAINED :-

REGISTERS MAINTAINED AT THE BELL DESK
LET LUGGAGE REGISTER:-

t contains all the information regarding the type of baggage left by the guest, date of
check out, expected date and time of luggage pick up.

LOG BOOK:-

t contains all sorts of instructions, pending jobs that need to be done by the next shift.
t also records the particulars of parcels etc. to be handed over to some other person
left by the guest.

ATTENDANCE REGISTER:-

t records all the number of days a staff member is present. Attendance is taken shift
wise.

SCANTY BAGGAGE REGISTER:-

The particulars of all the guests carrying scanty baggage are recorded in order that the
guests should not leave the hotel without settling the bills.

BAGGAGE TAG:-

A baggage tag is always used mainly for the purpose of identification. The name of the
guest, address, room no are noted down on the tag

CONCLUSION :-

This department needs to be experienced as it involves direct guest handling and
understand the needs of the guests and deliver personalized and perceptive service
















HOUSEKEEPING

1. INRODUCTION:-
Housekeeping plays a very crucial role in the smooth functioning of a hotel. The
Housekeeping control desk is considered the nucleus of the entire department. t is
the responsibility of the control desk to handle difficult situations, such as dealing
with agitated and impatient guests. The housekeeping department not only
responsible for the upkeep of the rooms also of the various public areas which guest
frequents. The various public areas especially the lobby go a long way in influencing
a guests and may result possible increase in the prospective and existing room
sales.
The housekeeping department in a hotel is a very demanding job that requires
considerable technical skills. The housekeeping department works in a collaboration
With other departments to create (A home away from home)


INTERDEPARTMENTAL RELATIONSHIP :-

The house keeping department maintains a proper communication and departmental
coordination with the following departments

O Front office

O Engineering and maintenance

O Food and beverage service

O Kitchens



HOUSEKEEPING AND RONT OICE :-

O Departure rooms which are cleaned and checked are notified to front office.
O All stay over guests information is sent to the front office.
O All sleep out room information is sent to the front office.


O Rooms blocked for repairs, spring cleaning or maintenance are informed to
front office.
O f any extra person is staying in the room, it is to be informed to the front
office.
O Any unusual observation in the guest room or any other area of the hotel is to
be informed to the front office.
O Discrepancy report is sent to the front office daily.
O D N D rooms are informed to the front office.
O Details about lost and found articles are also given to the front office.
O The guest laundry bills are sent to the front office cashier.


HOUSEKEEPING AND MAINTENANCE :-

Good co-operation between the housekeeping and maintenance department of a
hotel is very essential for the smooth functioning of the hotel. Whenever there is a
problem with the electricity, plumbing etc. it is to be informed to the maintenance
department.
Maintenance job information is sent from housekeeping department to a
maintenance department to do a job on floors or public areas.
Schedule for spring cleaning or blocking of floor is given to the maintenance so that
the jobs could also be carried out in that area

HOUSEKEEPING AND & B SERVICE :-

Housekeeping is responsible for cleaning various outlets like banquets, coffee shops
and restaurants. The supply of linen and the uniforms of the staff are provided by
the housekeeping.


HOUSEKEEPING AND KITCHENS :-

Housekeeping is responsible for cleaning the kitchen uniforms



2. HOUSEKEEPING :-

O Definition:- The housekeeping department in a hotel is responsible for
cleanliness, maintenance and aesthetic upkeep of the hotel. the role of
housekeeping entails keeping a house safe, comfortable and impeccably
clean Their role is an extension of basic home keeping in commercial
proportion. The housekeeping department takes pride in keeping the hotel
clean and comfortable so as to create "A home away from home ".


The house keeping department of any hotel plays an important role in the
maintenance of the revenue earning potential of the organization, because the
sale of rooms constitutes a minimum of 75% of the hotel profit and the house
keeping department is responsible for the up keeping of the same.
Room sales in a hotel is a department on many factors concerning the room itself,
like the facilities, dcor, cleanliness etc. rooms once made can be redesigned to
meet changing guest requirements, but the maintenance and upkeep of the same
is still to be handled by the housekeeping department.
Since the choice varies the task of appealing to all kinds of guests become quiet
difficult. To make the room appealing ta guest, is the task of the housekeeping
department


O Housekeeping office:- This is the main administrative centre of the
department. t is the office of the housekeeping manager. ts situated at
basement 1 of the hotel. The office is adjacent to the desk control room with a
glass paneled wall to enable the housekeeper to keep a close scrutiny on the
activities taking place outside his office.

O ControI Desk:- t is situated on the service floor near the executive
housekeeper's office. t is the central nervous system of the housekeeping
department. From here all the information is passed and taken from the
various outlets and floors.
.
UNCTIONS O THE DESK :-

Attending guest calls and handling complaints on the phone.
Taking the departure room from the Front Office and releasing the cleaned
rooms.
nforming the room attendants for work like putting extra water in the guest
room.
nforming the maintenance department about maintenance job in floor or
public areas
Filling the lost & found register, making the lost and found slip and putting
these items in the lost and found cupboard.
ssuing floor keys and collecting them during different shifts.
Filling the log book at the end of each shift.






O Number of Rooms:- There are in all 203 rooms in the hotel. The rooms
are categorized as- Superior rooms, Premiere rooms and Suite rooms.

O Superior rooms- 131
O Premiere rooms- 60
O Suite rooms- 11
O Presidential suite- 01

O Types of rooms:- There are different types of rooms in novotel Mumbai
juhu beach such as

City facing rooms:- These are those rooms having facilities in the rooms such
as Mini bar, SD phone, voice mail, international direct dial, email, internet
facilities, safe deposit lockers, multichannel color television, in room
temperature control, hairdryers, in house laundry, choice of news paper,
doctor on call, no smoking rooms, 24 hours currency exchange, 24 hrs car
hire, free car parking, confectionary shop, complimentary breakfast.

Ocean view rooms:- These rooms are having luxury facilities such as TV,
CD player, fax, modem line, mini bar, SD phone, voice mail, email, internet
facilities, in room safes, minibar, in room temperature control, choice of news
paper, doctor on call, no smoking rooms, 24 hrs currency exchange, valet
services, complimentary breakfast, baby sitting.

Premier rooms:- These rooms are actually being situated at premier floors
having wie range of facilities such as Personal fax, VCD player, laptop on
request, safe deposit box, Jacuzzi, 24 hrs one touch residence service,
motorized curtains, remote control lighting, private lounge, butler service,
complimentary airport pick up and drop, express check in and check out, late
check- out facility, complimentary wine bottle, choice of newspaper,
complimentary power breakfast, happy hours in the residence lounge, voice
messaging, hair dryer in every bathroom, doctor on call, 24 hrs currency
exchange, free car parking, confectionary shop and travel services.

Suite rooms :- Rooms having a royal facilities with different types amenities
such as Personal fax, VCD player, laptop on request, individual digital safe,
private Jacuzzi, 24 hrs one touch residence service, motorized curtains,
private lounge and library, butler service, complimentary airport pick up and
drop, express check in and checkout, complimentary bottle of wine, choice of
news paper, complimentary power breakfast, happy hours, 2 line telephone, 4
feature bathroom, hair dryer in every room, doctor on call, no smoking rooms,
24 hrs currency exchange, baby sitting, free car parking, sauna facilities.









3. HEAD O THE DEPARTMENT:-


Executive housekeeper:- Mr.Parimal Agashe
Assistant house keeper:- Mr.Sridhar Chippa
Ioor supervisor:- Mr. Ajit
PubIic area supervisor:- Mr. mran
Desk controI supervisor:- Mr. Kyle
Linen room supervisor:- Mr. Janardhan
Laundry manager :- Mr. Nilesh More
Mini bar supervisor:- Mr. Khadak.



4. DUTIES AND RESPONSIBILITIES :-

1) Executive housekeeper :- The executive housekeeper is also referred to
as the housekeeping manager . He is the head of the department and is
responsible for total maintenance, cleanliness, and aesthetic upkeep of the hotel.
The housekeeping manager accomplishes this job with the help of available at
her disposal. These resources include manpower ,material, machines, money,
space, and time.


ResponsibiIities:-

O t is the regular work of executive housekeeper to organize, supervise, and
coordinate the staff.
O Ensure excellence in housekeeping safety, comfort, and aesthetic for hotel
guests motivate his staff and keep their morale high.
O Establish and maintain standard operating procedures for cleaning and to initiate
new procedures to increase the efficiency of labour and product use.
O Search constantly for and test new techniques and products
O He maintains an in inventory of the furniture, linen and movable equipment in the
rooms and related premises and to ensure they are regularly checked.
O nspect and approve all supply requisition for the hk department and to maintain
par stock, inventory control, and cost control procedures for all materials.
O Check the reports filed and the registers maintained.
O Ensure observance of hygiene and safety precautions.
O He supervises the discipline and conduct of her staff.


O He use to the HR department concerning selection , recruitment, replacement,
duty alteration, up gradation, etc.


2) Assisant housekeeper :- The assistant housekeeper usually reports. t is
incumbent upon the resources given to hi by Executive housekeeper. The
assistant aims at achieving the common objective of maintaining , cleanliness,
hygiene and exquisite beauty of the hotel.


ResponsibiIities:-
O To be responsible for the efficient and orderly management of cleaning,
servicing, and of guestrooms.

O To be responsible for the hotel linen and check its movements and its
distribution to room attendants.
O To keep an inventory of all housekeeping supplies and check it regularly.
O To assist room attendants in their works.
O To provide the front office with a list of rooms ready for allotment to guests.
O To organize the flower arrangements.
O To arrange the training of staff and substitute for the executive housekeeper in
case of his absence
O To update record books, register and files.
O To check the VP and OOO rooms.



3) Ioor Supervisor:- The floor supervisor reports to the assistant
housekeeper and executive housekeeper. Floor housekeeper have final
responsibility for the condition of guestrooms . Each floor housekeeper is
assigned thee or more floors. He gives the room attendants their room
assignment and the floor master keys, which are returned at the end of the day.

ResponsibiIities:-

O Supervise the handling over of soiled linen to the laundry and the requisitioning
of fresh ones from housekeeping.
O Ensure supply of equipment and maintenance and cleaning supplies to floos and
pubic areas
O To issue floor keys to room attendants.
O To supervise spring leaning.
O To report on maintence work on his floor.
O To maintain par stock for the respective floors.
O To co ordinate with the front office manager.
O To prepare housekeeping status reports.


O To supervise cleaning on the allotted floors and areas including guestrooms,
corridors, staircases, and floor pantries of the allotted floors.



4) PubIic Area Supervisor :- The public area supervisor reports to the
assistant housekeeper. Public areas are the "front of the house areas such as
the entrance, lobby, guest corridors, etc. Since much of the public area cleaning
is done in the night, good coordination with the night supervisor is in this role.

ResponsibiIities :-

O . Keep all public areas and other functional areas clean at all times
O Organize special cleaning of public areas.
O All maintenance jobs are done in co ordination with the maintenance department
O See all the flower arrangement are placed in appropriate places in the public
areas.
O Ensure that banquet halls and conference halls are ready for functions.


) Room boy:- The room attendants reports to the floor supervisor. They are
responsible for cleaning of a guests rooms.

ResponsibiIities:-

O Setting of trolleys as per the requirement.
O Responsible for cleaning and maintaining of guest room and floors in terms of
hygiene and sanitation.
O Ensure that all the guest supplies and requirements are provided in their proper
places.
O ntimate the supervisor about the status of each room to assist in preparation of
floor occupancy report.
O Depositing all the unclaimed and lost articles, found in the guest rooms, to the
floor supervisor.
O Attend to all guest request and complaints such as providing of drinking water,
extra bed, etc.
O nforms the housekeeper about any pending work or messages to be conveyed
to the next shift.








6) Housemen:- They are responsible for the cleaning of public areas allotted to
them Apart from this, sometimes they also carry out the process of special
cleaning in guest rooms , which includes spring cleaning, cleaning of windows,
polishing of brass, etc.



ResponsibiIities:-

O Collect fresh linen and transport to the floor pantry.
O Disposing off the garbage in the trolley.
O Cleaning of pantry and service area.
O Help room attendant in spring cleaning.
O Do heavy cleaning windows, under the bed etc.
O Dusting all furniture's and accessories.
O Dry mopping of floors respectably.
O To remove garbage and clean out ashtrays.
O To brasso all door handles, brass plates and other brass fixtures.
O To clean glass surfaces.
O Banquet houseman is also in-charge of the banquet courtyard

. UNCTION PERORMED AT HOUSEKEEPING DEPARTMENT :-

CLEANING PROCEDURES O A GUEST ROOM :-

Vacant Room:-

O A vacant room is one which has not been let out last night i.e. there is no
guest in the
O Open out the curtains.
O Put off the bedside light.
O Remove the Breakfast Door knob order and replace on the bedside table
ledge.
O Convert night- bed to day- bed.
O Change the drinking water.
O Dust all the furniture, bath and wash basin.
O Flush the toilet daily.
O f a room is vacant for several days then:
O Wash the bathroom floor.
O Vacuum clean the carpet






Occupied Room:-

O A stay over room has guest staying, who are not due to leave on that day i.e. the
room maintains the occupied status.
O The following procedure is to be followed while cleaning an occupied room:
O Place trolley outside the room, in the corridor.
O Pull back the curtains, open windows to ventilate the room.
O Empty the ashtrays and waste basins.
O Remake the bed.
O Clean the bathroom.
O Remove all soiled linen.
O Check the room for cobweb or any insect.
O Close the windows.
O With a damp duster dust the furniture.
O Check that all electrical fittings are working.
O Replace ashtrays.
O Vacuum the floor.
O Check the room appearance, straighten as necessary any pictures, curtains etc.


Departure Room :-

O Cleaning of a departure room is carried out very carefully. The following steps
are to be taken:
O Place trolley outside the room.
O Pull back the curtains, open windows to ventilate the rooms.
O Empty the ashtrays.
O Remake the bed.
O Remove all soiled linen.
O Close the windows.
O With the damp duster dust the furniture.
O Replace ashtrays.
O Vacuum the floor.
O Make sure that the room is locked properly while leaving the room.











Guest bathroom :-

A clean bathroom gives the guest an idea about the hygiene standard of the hotel.
The following steps are to be followed:

O Empty and clean the sanibin.
O Clean the glass shelf.
O Clean the bathtub, shower curtains , towel rack, soap holder.
O Clean the WC using toilet brush, and wipe the outside.
O Wash your hands and clean the washbasin in.
O Place clean towels on the towel rack, check toilet paper.
O Wash floor using the bucket from trolley and sponge mop.


O Turndown Service:-

The evening service is given between 5pm and 7pm. All rooms whether
vacant or occupied, require the turn down evening service to prepare the
rooms for the night. The following steps to be followed:

O Prepare the bed for the night. Keep the bedcover aside, folding it in a
specific manner. Turn back the blanket, bottom sheet, top sheet, at one
side of the bed, making a neat diagonal fold and adjusting the pillows
properly. This service is also referred to as ' turn down service'.
O Remove the empty bottles and used crockery. Clean the glasses and
ensure that there is fresh drinking water.
O Supplant the dirty towels in the bathroom with fresh ones. Also, clean
and dry the wash basin.
O Empty and clean the ash trays, waste paper basket and tidy up the room


CLEANING PROCEDURES O A PUBLIC AREA:-

The Public area reefers to those areas of the hotel which are commonly used by
the guest. These are used as a common place to gather for social or official
purposes. The facilities offered in the public areas vary from hotel to hotel in
accordance with the standard, size, capacity and policy of the management .

LOBBY CLEANING:-

O The lobby is the area that requires a constant vigil not only because of heavy
public traffic but the dirt caused by mark mitts passage by foot prints, cigarette
stubs, and dust.
O Matting or carpet put down at the entrance can be helpful, but if the crowd
comes and goes frequently then a house man should be assigned to see that


the entrance is kept mopped throughout the day and no litter is there in the
lobby.
O Night house mans jobs for the lobby are scrubbing of the lobby floor, vacuum
and shampooing the carpets, cleaning the glasses, polishing doors etc.


GUEST ELEVATORS :-

O Like lobby the elevators are used frequently. Due to heavy flow of guests, with
their luggage, in the elevators the floor and the wall of elevators are damage.
Therefore a constant cleaning and maintenance is required.




STAIRWAY:-

O All stairs are to be mopped daily. These should be regularly polished and
checked for maintenance.

CORRIDORS :-

O Clean corridors reflect the cleanliness standards of the hotel. A very important
aspect to be checked is that the room service trays should never be placed along
the corridors. The top and the ceilings should also be cleaned for any cobwebs.

RESTAURANTS:-

O Restaurants are the privilege of the hotel. They should live upto the reputation of
the hotel. Thus, constant care of the restaurant to make it look presentable is a
must. This is a place where chances of left- over food debris which may lead to
the inflow of rodents and insects. Thus the restaurants should be sprayed with
pesticides.
O Cleaning work in the restaurants should be done during the night because that is
the time when the restaurant is least occupied.
O The following is to be carried out:
O Clean tables and chairs thoroughly.
O Wipe the window edges and window pane.
O Do dusting or remove stains, if any, on walls.
O Vacuum the carpet.








SWIMMING POOL:-

O Early in the morning the pool must be cleaned. The pool side floor have to be
scrubbed. Pool side toilets are to be cleaned thrice a day. The pool side chairs
and lawns are to be cleaned.

PUBLIC AREA RESTROOMS :-

Public area restrooms should be cleaned at all the times. The restroom in the
lobby, restaurants and banquets should be thoroughly cleaned in the night.


6.GUEST SUPLLIES AND AMENITIES:-

GUEST SUPPLIES :- ' Supplies' are those items provided to guest for their
convenience, but in cost are included in the room rates.

GUEST AMENITIES:- 'Amenities' are those services offered to guest or placed
in the rooms for convenience and comfort at no extra cost.


Following supplies and amenities are mostly likely to be placed in the guest rooms:-

Beside table Bible 01
Telephone directories
Pen/ Pencil 01


Complimentary- Scribbling pad
Pen/Pencil
Mineral Water with tags
Telephone
Drinking glasses
Lampshades
T.V. control remote



Wardrobe - Laundry Bags 02
Valet Bags 02
Laundry slips 02
Hangers 6-8
Bathrobe
Bathroom Slippers
ron and ironing board




Writing Table - Guest folder 01
Letterheads 02
Envelops 02
House rule card 02
Tariff Card 01
Doorknob Breakfast Hanger 02
Ashtrays 01
Match box


Writing table drawer- Serving kit 01
Business kit 01


Bathroom - Vanity
Soap 02
Shampoo 01
Shower cap 01
Tooth paste kit 01
Comb 01
Moisturizes
Facial tissues
Shoe shines
Face towel 02
Toilet tissues 01
Bath towels 02
Hand towels 02
Bath mat 01
Disposal Bags 01

Back of the door Knob hangers do not disturb sign, please clean my room,
collect my laundry and fire exit map on the door.

7. EQUIPMENTS AND CLEANING AGENT USED :-

Equipments :- There are various types of equipments used in housekeeping
department are as follows-

O Vaccum Cleaner

O Carpet shampooing machine

O Floor polishing machine

O Jet Spray



O Ladder

O Wipper

O Mop dry and wet both

O Water cady


Cleaning agent :- Cleaning agents normally water solutions that might be acidic,
alkaline or neutral depending on the use. Cleaning agents may also be solvent
based or solvent containing and is then called degreasers.


O Acidic

O Alkaline


O Neutral

O Solvent




























8. LINEN ROOM:- The linen room usually serves as the base of operation for
housekeeping departments and is usually under the control of a supervisor has the
responsibility for issues and control of all linen. Linen room are sub department for
uniforms and linen repair. n the linen room all staff uniforms and linen are kept. Linen
and uniforms are issued to the staff on the basis of 'Clean for Dirty'. Mending work of
the linen and uniform is done in the linen room.
Uniforms are arranged number wise, that is, all the staff are given a number which is
written on their uniform and with their department code.
The linen room is open from 6.30 a.m. to 8 p.m. The soiled linen and uniform is
counted and given to the laundry twice a day. Clean linen and uniforms are received
from the laundry at 2 p.m.
Linen room is managed by one linen room supervisor, one tailor and one houseman.
Fresh uniform for the staff is made in the linen room.

INDEX:-

O Space for keeping trolleys containing soiled/ dirty linen
O Space for staircase or ladder
O Wash basin
O nspection table
O Chair and desk for the linen keeper
O Shelves and racks
O Sewing machine
O Work table for tailor
O Hanging space














RuIes for exchange of Iinen/uniform:-

Linen:-

O The linen is brought to the linen room.
O The room attendant counts the soiled linen of each floors
O Two copies of the control sheet are sent with the soiled linen to the linen room
O The linen supervisor issues clean linen against the soiled linen received


Uniform:-

O For regular employees uniforms are issued at a stipulated time
O Uniforms are checked for damages
O Each uniform is tagged with the name or number code for easy recognition of
all employees
O ssuing is done on the basis of one against one




9.LAUNDRY:-

The laundry is an important sub-department of the housekeeping department. The
various services provided by the laundry are:

Guest laundry the guests clothes are taken from the guest room after receiving a call
from the guest. A laundry list is placed in the room which the guest fills, of which one
copy is given to the guest and other two are for the front office cashier and the laundry
records. Laundry charges are posted in the guest room account

O Dry cleaning service.

O roning.
O Hotel linen washing.

EQUIPMENT USED :-

O Washer (capacity 50 kg.) Snow white engg. Co.
O Two hydro machine (capacity 25 kg.) Stefab Engg. Co.
O Washer (capacity 100 kg.) Snow white engg. Co.
O Vamp-o-jet
O Calendaring machine.

CLEANING AGENTS :-

O Clax 100 detergent
O Clax boost whitener
O Clax Hour Removes yellow tinge
O Clax Comfort Provides softness and perfume
O Liquid Bleach To remove stains

10. LOST AND OUND PROCEDURES:-

Often the guests forget some of their belongings in the room while checking out of the
hotel. Such items when found by any of the hotel staff are to be deposited in the
housekeeping department.
Whenever an item is found, an entry is made in the log book. f the item is not useful to
the guest then the guest gifts it to the room boy. A non-returnable gate pass is made in
the name of the finder. t is then signed by the executive housekeeper and the lobby
manager. An entry is made in the lost and found register.
The guest is reminded thrice, if he does not respond within six months of the finding of
the article, then it is either auctioned or given to the finder of the article.
All lost and found are classified into the following types:
Valuables e.g. gold items, money, camera etc. f these items are found in the room then
are kept for one year.
nvaluable e.g. clothes, books, toys etc. if these items are found in the room then they
are kept for three months.
Perishable e.g. edible items, drinks like beer, scotch, whisky are given in the food and
beverage department. Edible items are given to the finder.
All valuable items are kept with the executive housekeeper. Whenever the guest comes
to collect the item, he signs in the register for the item.

KITCHEN


1. INTRODUCTION :- The provision of food for all people of all ages in all
walks of life shows the variety of scope which is found in the catering industry, it
indicates the importance of food production department in a catering establishment
since this department holds such an important place it should be properly organised
and supervised.
The kitchen should have the proper facilities to carry out the cooking work in a
smooth way. Adequate amount of manpower the sections such as indian section.
Bakery, Confectionary, Garde manger etc should be separate in terms of area, staff,
equipment, utensils, etc. The organisation will vary from establishment mainly due to
its size and type. But even in kitchens of similar nature the internal organisation will
vary as each chef will have his own way of running their kitchens.



2.THE NOVOTEL KITCHEN :-

The Novotel kitchen is functioning under the supervision of skilled chefs. This
kitchen has 8 sections which work with coordination for the success of the
department as a whole.
This kitchen caters to the banquet demands, daily coffee shop buffets as well as the
ala carte orders. t also caterers to the staff cafeteria.


The Sections are -
O Pantry
O Garde manger
O Butchery
O ndian section
O Continental section
O Bageecha kitchen
O Bakery
O Olio kitchen
O The aboyers places behind the phone counter in the main kitchen from where he
announces the remaining orders.




3.HIERACHY O THE KITCHEN STA:-

Executive chef

Sous chef
Kitchen executive

Chef de partie

Demi chef de partie

Commis I

commis II

Commis III

Apprentice

Trainee.


4. JOB DESCRIPTION :-

EXECUTIVE CHE :-
The master of the kitchen and heads the entire department He carries out both
cooking and administrative work he must have a strict sense of economy and
efficiency. He is fully aquatinted with the prices, market trends, and commodities
in season and customer requirements. His principal function is to plan, organize,
and supervise the work of the kitchen. His principal function is to plan, organize
and supervise the work of the kitchen. He prepares the pre-determined
percentage of profit and works in accordance with the policy of the establishment


He is responsible for staffing, selection and dismal in consultation of the
personnel department. The chef is responsible for the quality of food and its
presentation. He organizes food festivals, designs menu card.
SOUS CHE:-
The sous chef is the assistant chef. Who understudies the executive chef in all
his duties. t is the Sous chef who calls out the orders in the kitchen and
supervises the service. He is mainly responsible for the efficient day-to-day
functioning of the kitchen. The sous chef supervises the practical kitchen
activities.
THE CHE DE PARTIES :-
For the different sections in the kitchen there are Chef DE partie, each chef is
assisted according to the production load by one or more Commis. t is sometimes the
practice where long operational hours apply. All the Chef De partie's may be regarded
as foreman or supervisors of their sections. He is responsible for making the days
indent for ingredients.
COMMIS:-
The commis actually prepare the food and assist the chef. They keep the mis-en-
place ready for the next day. They ensure the section is clean. They are also
responsible for proper storage of foodstuff. They maintain and are responsible for


proper functioning of all the equipment's used in the kitchen. Chef de partie's supervises
them.
. SUB-SECTION O THE OOD AND BEVERAGE DEPARTMENT :-
THE MAIN KITCHEN :-
The main kitchen is located on the ground floor level. t is the nerve center of the food
production unit. The main kitchen is further divided into four sections, which are
O THE NDAN KTCHEN -
The ndian kitchen is divided into 2 sections The South and The north ndian

a. The NORTH NDAN SECTON - Prepares the different gravies,
Biryanis, pulaos, kurmas, kababs, roties, nans, and parathas. They also
prepare the ndian dishes for the lunch buffet.


b. THE SOUTH NDAN SECTON - prepares the breakfast such as
dosas, dlies, for the Citrus and room service. Each day a variety of
dishes are prepared according to the menu .


O CONTNENTAL KTCHEN
This sections all the orders from the restaurant Square. t is one of the busiest sections ,
responsible for all the dishes for the buffet. They also manage the display kitchen and
wood fired oven at the Square. The display kitchen at the Square prepares the
continental breakfast, meat and seafood barbecues and sandwiches. The continental
kitchen sometimes serves soups, snacks and main courses to the kitchen.


O ORENTAL KTCHEN
This kitchen is responsible for making Thai, Chinese, Japanese cuisine for sampan
restaurant .All the ingredient are imported from Thailand and Japan. They prepare a lot
of different dishes like sushi, dim shum, prawn packet, chicken dim shum.
O Garde manger

t is the most spectacular room and busiest as these are responsible for all the salad,
breakfast and hors-d' oeuvre, buffet, banquet and room service.

The ladder room is responsible :-

Check all the quality and quantity of food stuff delivered

That all food stuff are stored at required temperature

Portion control

Avoid keeping excess stock of ingredients

To maintain highest possible standard of hygiene

O To prevent spoilage of food.



Indian Banquets Kitchen:-

Location: Main Kitchen
Cuisine: ndian
Outlets serving to: Banquet functions, Daily buffet for n-House guests at Square
coffee shop.
Quantity Food Preparation for daily buffets & occasional banquet celebration includes:
O 2 types of Dal preparation (lentils)
O 2 Non-Vegetarian Main Course dishes
O A Non-Vegetarian Biryani
O A Vegetarian Biryani
O 2 Vegetarian Main Course dishes
O Plain steamed rice


O Dishes prepared: Dal Makhani, Dal tadka, Dum PukhtSubz Biryani,
MirchKasalan, DopiazaGosht, Sofiyani Biryani, Bhindi Masala, Machisalan,
Mutton Korma, HyderabadiKheema, Khada masala nu Paneer, PaneerAmritsari,
Dum aloo Kashmiri, Paneer Makhani, Qaiya, mutton biryani/ murghdum biryani
etc.

Task allocation:
O Chef de partie in charge of preparing the rice dishes
O A chef de entremetteur with Commis undertaking the preparation of the
vegetarian main course dishes
O A chef de possioner or chef de rotissueurin charge for preparation of the non-
vegetarian main course items
O The sous chef to supervise the working of the section.

Equipment & machinery used: -

O Open element burners
O Tilting skillet also known as the tilting brazier & tilting fry pan, is a versatile &
efficient piece of equipment. t can be used as griddle, frying pan, brazier, stew
pot, stock pot steamer & bain-marie or steam table. The tilting skillet is a large,
shallow, flat bottomed pot. To look at it another way, it is a griddle with 6-inch
high sides & a cover. t has a tilting mechanism that enables liquids to be
poured out of it. Power may be gas or electric.
O Steam cookers pressureless or convection steamers do not operate under
pressure. Jets of steam are directed at the food to speed the heat transfer, just
as a fan in the convection oven speeds cooking. The door can be opened
anytime during cooking.
O Heavy-duty utensils for quantity cooking
O A 4 door reach-in refrigerator having internal temperature -4 degrees.
O A Walk-in refrigerator having storage area of 50 sq. ft. & internal temperature set
to -18 degrees.
Work procedures:
O Weekly preparation of base gravies for a quantity of about 500 pax (40 litre)
required for the main dish preparation utilized for 1 to 2 weeks. Base gravies
include: Makhani Gravy, White (Cashew) Gravy, Brown Gravy (veg), Salan
Gravy.
O Weekly preparation of lentil back-up. Dal Makhani or Black gram & Yellow Dal or
Tur dal approximately 40 litre lasting for single week.


O Preparing ginger-garlic paste approximately 20 litres for a week's consumption.
O Daily lunch & dinner buffet preparation for approx. 200 pax.
O Occasional banquet buffet preparation as per proposed menu & number of pax
expected.


VegetabIe preparation kitchen:-

Location: Main Kitchen

Task Allocation:
O Pre-preparation of vegetables as per requisition by the main sections of the
kitchen involved in preparing dishes,
O An KT (inter kitchen transfer) slip is supplied by these main cooking kitchens
mentioning the vegetable's name, amount & style of cuts required to be supplied
on regular basis. The KT is always issued for the next day to have all pre-
prepared vegetables ready on the same day. The KT can only be issued by the
Chef de partie of the section or by a sous chef.
O Each member is handed an KT of one particular department to have the
requirement completed by the day. Departments issuing KT are: ndian
Banquets kitchen, Western Banquets kitchen, Garde Manger, Coffee shop
South-ndian kitchen, Coffee shop a la carte.
O For bulk requisitions by ndian or Western Banquets, the task can be split among
2-3 members.
Equipment & machinery:
O Masher - Mashing is the process of crushing hot potatoes or malt or grain meal to
a soft pulpy state. The manually operated masher should be washed immediately
after use, then rinsed and dried. The electric masher should have removable
sections, and the main machine must be washed and dried after use. Extra care
should be taken to clean those parts which come into direct contact with food.
O Potato Peelers - Potatoes should be free of earth and stones before loading into
the machine; otherwise damage to the machine will result.Before any potatoes
are loaded, the water spray should be turned on and the abrasive plates set in
motion.The interior should be cleaned out daily and the abrasive plate removed
to ensure that small particles are not lodged below.The peel trap should be
emptied as frequently as required.The waste outlet should be kept free from
obstruction.




Some daily requisitions include:
O Mix vegetable (carrots, French beans, broccoli, baby corn all cut into lozenges;
corn nibs, green peas)
O Saute vegetables (bell peppers, zucchini, baby corn, asparagus, pakchoy,
carrots, French beans cut into paysanne for the a la carte orders
O SubzMiloni (carrots, French beans, cauliflower, asparagus, baby corn all cut into
lozenges)



SQUARE Coffee Shop Pantry kitchen:-

Location: Main Kitchen

Outlet serving: Square Coffee shop, n-Room dining

Dishes prepared in the Pantry kitchen:
O Fresh fruit juices
O Hot sandwiches
O Accompaniments for the sandwiches, chutneys for South-ndian dishes
O Selected salads
O Cold coffees & shakes
O A selection of flavored mayonnaise, relishes
O Mixed assorted nuts
O Waffles batter, Appam batter, Dosa batter, Omelet batter (all required for the live
counter at the daily buffet).
O Variety of Croutons as accompaniment for soups at the buffet
Task allocation:
O Chef de partie in charge of preparing the various batters & room service order
taking
O A Commis with apprenticeundertakingthe sandwiches & fresh juices orders for
room service & Lounge
O Apprentice responsible for live counters at the breakfast, lunch as well as dinner
buffets.
O Preparation of chutneys, mixed nuts, etc. under supervision of the chef de partie

Some selected dishes:


PASTAS to order (Penne, Farfalle, spaghetti)
O Al Arrabiata (Tomato, basil, chili)
O Basil Pesto (basil, pine seeds, garlic, olive oil & parmesan cheese)
O Primevera (fresh seasonal vegetables in cream cheese sauce)
O Marinara (mixed seafood & tomato in white wine sauce)
O Bolognaise (chunky lamb mince sauce perfumed with herbs)
O Alfredo (sauted mushrooms, ham & onion in creamy white sauce)
Sandwiches & Burgers:
O Grilled tomato, cottage cheese, zucchini sandwich
O Hornby's cheese chili toast
O The Hindu Gymkhana club sandwich
O Charbroiled burgers (vegetable/ chicken/ mutton)
O The Parsee Gymkhana club sandwich
O Grilled chicken, ham & cheese sandwich
Equipment Used:
O nduction cooking works by magnetically agitating the molecules in steel or iron
cookware so that the cookware becomes hot. As a result, much less heat is used
& the kitchen stays cooler because only the pots & pans & the contents in them
become hot.
O Microwave oven
O Heavy-Duty broiler
O Salamander
O Juicer&pulverizer
List of the essentials in the pantry:
Basics:
O Extra Virgin olive oil
O Canola oil
O Red wine vinegar
O Good quality Balsamic vinegar
O A pepper-mill and peppercorns
O Bread flour
O Light brown sugar
O Honey
O Nuts and seeds (sunflower, pumpkin seeds, walnuts, almonds)
O Plain sliced tomatoes, sliced onions, sliced cucumber, lemon wedges, and
greenchilies.



Spices:
O Ground cardamom
O Ground cumin
O Cinnamon
O Cumin seeds
O Ground nutmeg
O Ground turmeric
O Garam masala
O Black pepper
O Crushed chili peppers
O Bay leaves
O Curry powder or a good yellow curry paste
O MTR Dosa mix, MTR dli mix, MTR Dhokla mix, MTR Upma mix.
Cans / bottles:
O Coconut milk, unsweetened
O Soy sauce (the lower sodium variety)
O Hoisin Glaze sauce
O Sesame oil
O Dijon mustard
O Tuna packed in water
O Anchovies in small cans
O Tomato paste (in small cans)
Starch:
O Pasta (different ones, whole wheat and regular)
O Arborio rice (for Risotto)
O Basmati rice (for Asian dishes)
O Brown rice, wild rice
O Coarse cornmeal
O Dried lentils
O Dried red beans
O Dried white beans
O Couscous
O Quinoa
O Breakfast cereals
Fresh:
O Onions
O Garlic


O Parsley, Rosemary, Sage, Cilantro, Basil
O Tomatoes
O Potatoes
O Carrots, Zucchini, Fennel, Broccoli
O Fresh fruits like sweet limes, bananas, watermelons, apples, tender coconut
water, pineapples.
O Tetra packed toned milk
O Melted chocolate




















Western Banquets Kitchen:-

Location: 1
st
Floor adjacent to terrace garden

Cuisine: Continental , ndian

Outlets serving to: Banquet functions, Quantity Food Preparation for daily buffets &
occasional banquet celebration includes:

O One vegetarian continental soup preparation
O 2 vegetarian continental dish preparation
O One non-vegetarian continental dish preparation
O The grand dish of the day for daily buffet & grand roast dish as per the proposed
menu for occasional banquet functions.
O Some selected dishes: Cottage cheese & gruyere steaks,
Thai vegetable green curry,
Lasagna,
Gremolata crusted pan fried pomfret,
New Zealand lamb chops,
Grilled Norweigian Salmon steak,
Thai red prawn curry,
Five spiced roast chicken,
Sunday roast chicken.
Task allocation:
O Chef de partie in charge of preparing the grand dishes
O A chef de entremetteur with Commis undertaking the preparation of the
continental vegetarian main course dishes
O A chef de possioner or chef de rotissueur in charge for preparation of the
continental non-vegetarian main course items.
O Commis or apprentice to prepare the snack of the day for the Lounges & pasta
preparation.
O The sous chef to supervise the working of the section.



Equipment & machinery used:
O Open element burners
O Deep fryers to cook food in hot fat
O Steam cookers pressureless or convection steamers do not operate under
pressure. Jets of steam are directed at the food to speed the heat transfer, just
as a fan in the convection oven speeds cooking. The door can be opened
anytime during cooking.
O Grills & ovens used for preparing large portion of food.
O A 4 door reach-in refrigerator having internal temperature -4 degrees

Work procedures:
O Daily lunch & dinner buffet preparation for approx. 200 pax.
O Occasional banquet buffet preparation as per proposed menu & number of pax
expected.
O Daily complimentary snack preparation for the lounge
O Daily grand dish of the day preparation for the buffet
O Preparation of Pasta sauce &Set-up of live pasta/ risotto counters for the daily
buffet.
























EQUPMENT USED:-
1.) Saut pan, great for sauting, braising, risotto
2.) Sauce pan for cooking rice, beans, polenta, sauces
3.) Grill pan, not only good, but good for you! When grilling meat or chicken a lot of
the fat collects in the bottom of the pan
instead of your belly.
4.) Small fry pan (nonstick) for eggs,
bacon, frittatas, and toasting seeds


1.) Fry pan, perfect for sauting fish on the
stove, then finishing it in the oven
2.) Stockpot, for stocks, soups, stews, pasta
3.) Wok (nonstick), stir-fry,Asian dishes
4.) French oven (heavy cast-iron), highly
recommended, for stews, roasts, braising

1.) The contact grill. Very important tool in
my kitchen. Not only will it give you the most
delicious grilled Panini-style sandwiches,
steaks and grilled fish, it's also perfect to grill
vegetables.
2.) The blender. Shakes, soups, purees,
smoothies, Frappuccino and frozen
margaritas. Couldn't live without it!
3.) The food processor. Slices, dices, chops
and purees. Perfect for marinades, sauces
and dressings.
4.) The toaster oven.









1.) Potato masher (left) and meat tenderizer (right).
2.) Ladle (left) and whisker (right).
3.) Slotted spoon (left) and pasta fork
(right)



1.) Garlic press (left) and Grater/Zester
(right).
2.) Tongues (left) and spatula (right).
3.) n vino VERTAS!

























Bakery:-

Location: Main Kitchen

Outlets serving to: Daily breakfast, lunch & dinner buffets at the Square coffee shop,
Banquet events, Room service, Lounges, Restaurant such as Olio,
Sampan, Bageecha , Food Preparation for daily buffets &
occasional banquet celebration includes:
O 3 Different types of bread rolls like garlic bread, plain bread rolls, brown bread
rolls, pizatta bread. Breakfast rolls like croissants, honey dip croissants, etc.
O A chocolate mud pie cake for approx. 100 pax
O A caramel custard for approx. 100 pax
O A bread pudding for approx. 100 pax
O Complimentary PR cakes for anniversary or birthdays or privilege guests.
O Complimentary snacks like cookies, biscotti, lemon bars, cup cakes, etc. for the
Lounges
O 3 different types of mousse served in individual portion cups
O 2 types of gateaux pastries, tarts, pies, Apple strudel, Tiramisu, ndian dishes,
etc.
O Soup accompanying bread sticks & bread like focaccia, brown bread, peta bread,
etc.
Work procedures:
O Daily bread dough preparation by the Chef de partie
O PR cakes to be prepared & kept ready consisting 10 250gm chocolate cakes, 05
500gm cakes, and 05 1kg cakes.
O Daily complimentary tea-coffee snack preparation like biscotti, lemon bars, dark
chocolate, coffee chocolate, cup cakes & muffins, cookies, etc.
O Setting up the dessert section at the daily buffet.









1: Bageecha kitchen

2: Indian Banquets kitchen

3: Sampan Chinese kitchen

4: Garde Manger kitchen

: Confectionery & bakery

7: VegetabIe Preparation Area

8: OIio kitchen



































OOD AND BEVERAGES

The Square

The revamped look of the all day dining restaurant is a modern, global dining
experience. The restaurant has two distinct zones, an indoor al fresco area, and a
casual dining area. The use of glass, stainless steel and dark wood finishes create a
sophisticated, yet casual ambiance. The urban resort feel is achieved with the use of
natural quartz stones on the walls for texture, wood planks for flooring, and a
combination of earthy and cool tones for fabrics. The square provides its guests multiple
cusines like talian,continental,ndian and Chinese. Also there are regular food festivals
like Thai and Mumbai food festival which sets the mood up for the guests..

;D

Culslne lndlan ConLlnenLal
LocaLlonLobby
Covers 120
1lmlngs 24 hrs
Area 3228 sq fL
O 1he cheerful sLyllsh roundLheclock resLauranL
O fferlng gourmeL Leas coffees
O Lavlsh buffeL spreads for all Lhree meal perlods laylng ouL lnnovaLlve
eclecLlc offerlngs







The different meaI timings of square are

O Breakfast -7 to 10.30 am
O Lunch -12.30 to 3.00 pm
O Dinner- 07.30 to 11.30 pm
O Sunday brunch 10.30am to 4.30pm


















.0.

Bageecha is a poolside restaurant at the novotel Mumbai juhu beach,overlooking the

Arabian sea it provides an amazing view and equally delicious food making the
evening even better. The Chefs have mastered the art of using simple traditional
cooking techniques to transform the freshest ingredients of each season into
fabulous dishes

Bageecha-

Cuisine- ndian
Location- Pool side
Covers- 62
Timing- 7.00pm to 11:30pm
















SAMPAN:-

Sampan is an extensive Chinese restraunt in the hotel. The restaurant is rife with
Chinese clichs a dragon on the carpet, China silk on the seats, lanterns on the
ceilings and instrumental music makes ones day. With its presence in the hotel for over
20 years its made its own place in the mind of food lovers. With high profile guests like
the bachans and the kapoors regular it's a place for food lovers


Sampan-

Cuisine- Chinese & Thai
Location- Pool side
Covers- 70
Lunch- 12.30pm to 2.30pm
Dinner- 7.30pm to 11.30pm























































OLIO :-
The Mediterranean restaurant at Novotel Mumbai Juhu Beach, Olio comes
from the word for oil in talian. The name was chosen by Mr. Heinz Egli, General
Manager of the hotel, who also conceptualized the food and dcor. Located at the
ground level, Olio goes back to the basics with serves simple, yet authentic
Mediterranean cuisine and jazz music.

Right from the understated contemporary decor to the simple yet classy table
settings, the eatery embodies modern-day aesthetics. Going away from the staid
fine dining concept, the restaurant presents a gourmet experience that invites
participation and camaraderie.

Open kitchens and wood fired ovens make the cuisine the star of Olio, while at the
same time showcasing for the diners the fine art that is Mediterranean food.


A glass of the finest wines from the extensive wine list, coupled with a variety of
authentic talian, Grecian, Spanish and Turkish cuisine with the right touch of colours
and music basically sums up the experience. Don't miss the Chef's special Paella
and Shawarma.



Olio

Cuisine - talian
Location Pool side
Cover 48
Timing 7.00pm to 11.30pm

































GADDA DA VIDA :-
Overlooking the waters of the Arabian Sea, stands the majestic Gadda Da Vida.
This psychedelic modern jazz terrace bar christened after all-time hit famous
psychedelic rock song ?Gadda da Vida? by the band ron Butterfly has every
characteristic to transport guests to the realms of relaxation.

The bar extends from the main spacious lounge to the outer section, giving the guests
an option of enjoying their food and drinks either comfortably seated inside or relaxing
outside. The expansive main bar also boasts a fine stock of spirits, liquor, cocktails and
a large list of coffees and teas. This quirky place has a unique concept to its credit; that
of the clock chiming at every hour which puts the DJ into a frenzy of spinning the very
anthem ?Gadda da Vida? itself for about 20 seconds. One of the ultra-cool features of
Gadda Da Vida is the lighting, which can be attuned according to the time of the day.






Gadda da vida -
Location Pool side
Timing 4.00pm to 2.00am































ROOM SERVICE :-

Room service department is located at the back area of the lobby level. t is situated
just close to the main kitchen.

The department area is divided into two sections :-

O Order taking section and

O Room service operational section

Shift Timings:-

3.00 pm to 12.00 am Evening shift
7.00 am to 4.00 pm Morning shift
11.00 pm to 8.00 am Night shift
BANQUET:-
At Novotel Mumbai Juhu Beach there are 3 banquets Champagne,Bordeaux and
Burgundy.The banquets have been named after regions in France and there
features are as follows.-



CHAMPANGE BALLROOM :-

A generous pre-function area leads to the ballroom. Exuding grandeur, the ballroom is
pillar less & can comfortably seat around 500 persons. The ballroom can be comfortably
be divided by screens to create three sound proof sections.
High technology is the order of the day in this banqueting area complete with slide down
screens, Bose sound system & mood lightings.


Name: Ballroom
Level: 1
ST
Floor
Pre-function area: 2000 sq. ft.
Area: 4600 sq. ft.
O A 17 ft. high ceiling Ballroom & its 2 conference halls together offer an impressive
6800 sq. ft. of meeting place.
O The Ballroom is rectangular in shape, column less, offering 5000 sq. ft. of
meeting space.
O Can be partitioned into 3 separate rooms, each with its own exclusive pre-
functioned area.
O Can accommodate 500 pax in Ballroom & 100 pax in the Conference hall.


O deal for Symposiums, product launches, social gatherings & corporate meetings.


BORDEAUX :-

The majestic dome area forms the perfect 'Mandapam' if required. Grass lawns, floral
shrubs along with the rugged wooden beamed shade & fountain complete the setting

Location: 1
ST
Floor

Area: 2000 sq. ft.

O An exclusive open air garden space located on the first floor, against the back
drop of the hotel, overlooking the courtyard.
O Capable of accommodating 200 pax.




BURGUNDY:-


Level: 1
ST
Floor

Area: 1200 sq. ft.
O Capacity to accommodate 200 pax
O deal for press events, conference lunch & cocktail dinners.




































WHO'S WHO O NOVOTEL MUMBAI JUHU BEACH:-

GeneraI Manager- Mr.Xavier CappeIut

Director of ood & Beverage- Mr.Gaurav Taneja

Director of SaIes & Marketing- Ms.Amrita GujraI Sachdev

Associate Director of SaIes- Mr.Pankaj Sharma

Marketing & Communications Manager- Ms.Tarika Girdhar

Revenue & Reservations Manager- Mr.MiIton Mascerenhas

Director Of Human Resources- Mr.Vikrant Usgaonkar

inanaciaI ControIIer- Mr.AIwyn Baby

Training Manager- Ms.eroza Khambatta

Executive Chef- Mr.Venkatesan Srinivas

ront office Manager- Mr.Anant Leekha

Executive Housekeeper- Mr.ParimaI Agashe

Security Manager- Mr.VitthaI TeIi

Information TechnoIogy Manager- Mr.Rajesh Sonar