【正文】 gress of rebranding Famp。 public area cleaning Linen control Room inspection Bathroom inspection Baby sitting Lost and found Guest laundry presentation Laundry order taking Laundry valet service Guest laundry check sequence Drycleaning sequence Guest garment finishing quality control Sorting function sequence Sorting categorization Linen processing Washroom function sequence Drying – area function sequence Flat work function sequence Uniform laundering process Laundry daily operation Unsanitary laundry pickup Linen management Damaged laundry Laundry record Linen chute Fire safety policy Smoke detector work Sprinkler work Hose cabi preventive maintenance Manual call point Fire extinguisher preventive maintenance Fire control panel Fire pumps Fire pumps preventive maintenance Fire stairs evacuation system Alarmactivated devices Fire detection Evacuation procedure Security evacuation Human resources evacuation Finance evacuation Sales amp。 medical service Accident/incident handling Guest property loss/damage/ handling Guest room missing article allegation Disturbance amp。 electricity supply review labor law review all kitchen amp。 condition Blankets spec amp。Take Over amp。 quantity Pillows spec amp。 bakery equipment amp。 dispute Fire alarm amp。 requests Executive amp。 associated equipment audit TV reception review satellite/cable TV provider contract Mini bars Takeover and Rebranding This segment of the critical path deals with the rebranding plan. It consists of listing all the physical areas requiring close attention that can be monitored on a twiceweekly basis, on the progress report. All items mentioned on this section should be similar to the one mentioned in the progress report Example: Executive office Accounting office General store Steward store Staff canteen Guest rooms 16/F All the mentioned areas should state the starting date of the monitoring of the status of the rebranding and the projected pletion. Formulate Critical Path The Data formulated in the Tasks Assignment Check List is to be used as the base for the formulation of the “Critical Path” report. The first thing to establish is the Relaunching date of the Hotel. Secondly, the data from the tasks assignment check list is transferred into the critical path with reference to the rebranding of each area and ultimately the relaunching date. Formulate a Grid sheet which contains all the critical path with a section for each department using the legends of: Starting Date Progress Delay Completion Date Late Completion Relaunching Date All tasks should be monitored and updated twice weekly with a review meeting for all concerned. Whilst this may seem a tedious and time consuming exercise it will ensure that each area of the Hotel is fully ready to be Operational on the Relaunching Date. Note: The Critical Path should be formulated in a Data Base Software format as per the example attached to allow the efficient, Any Date Order, or Person Responsible, Sorting. List of rebranding reports and meetings to be formulated Twice weekly critical path meeting minutes operational meeting weekly minutes design and printing weekly minutes Famp。 condition Uniforms ordering Review uniforms policy Review pest control contract Review valet prices Review guest storage policies Review policy of fruit basket Review policy for flowers Review procedures – mini bar Review all forms Review room set up Review suites set up Review par stocks Identify areas requiring concentrated cleaning Action by Starting date Completion date Review PA cleaning schedules Review duty roster Review emergency procedures Review laundry volume Review laundry budget Review valet prices Relaunching amp。 REBRANDING MANUAL House Keeping ACCOR HOTELS April, 2020 INTRODUCTION This manual is intended as a reminder and checklist for the many tasks and actions required to successfully take over and rebrand an already operating hotel to an ACCOR branded property. However due to the very nature of hotel take overs, in that each property is unique in terms of age, condition, facilities, market positioning, location, etc, this should not be construed as a plete and entire manual of the tasks to be done. This should be regarded as a very broad and general guideline that should be adapted to each situation. In the formulation of the take over task and consequent action plan, the long and short term objectives of the Owners and Accor and the should be clearly established in order to ensure the final product meets the expectations of both parties. It is critical that through a rebranding process the property’s image and profile should be enhanced and that with the provision of Accor’s management and marketing expertise, tangible value will be added as a result. As previously mentioned and should be strongly emphasised, each Hotel is unique and the information within this manual should be adapted so as to meet the specific requirements of the project and location. It should be seen as a base from which to begin and a general guideline, not as a definitive plan to all takeover and rebranding projects. BRIEFING of DIVISION HEADS Project in general General Discussion on Owning Company and management Agreement. Discussion of any Hotel or Location idiosyncrasies Progress on any refurbishments and possible relaunching dates. Progress reports from Task Force mem