RUES Hotel Management & Consulting

Safety Guide

The “Safety Guide” of the former Sheraton served also as our “Training Tool” for our recovery plan for managing “Opportunities.” That is an instrument to manage hotels in “Turbulent Times.” But, there is no standard rule of security and crisis measures because every situation and hotel is different and possible threats get more sophisticated in 2009 and beyond:

1. Safety and Security
Safety, Security and the Protection of human lives are equally important to guests and staff: “Key Priorities without Exception.”

2. Leadership 
To confront the crisis with firm determination; 
To show good “Leadership in Action’ not in Words” in turbulent times; 
To teach “Self Development” to all staff of all levels, management and line; 
To practice “Social Responsibility” within the hotel and out side the hotel.

3. Management by Example 
To provide the best example of both leadership and management approach within any situation and for multiple tasks;                  To place human lives, safety of patrons and staff above everything;                                                                                                               To love, care, respect and motivate continuously all your staff.

4. Risk and Crisis Committee
To launch and implement a Risk and Crisis Committee integrated within the Safety and Security Committee: Headed by the Chief Crisis Manager and formed by the GM, and all key department heads of the hotel;
To implement an emergency plan, covering most threats in your area; guerilla attack, terrorism, fire, earthquakes, hurricanes among others;
To be in constant contact with local authorities, military, police, crisis departments, fire fighter stations, hospitals, and all foreign embassies represented among others in the particular country.

5. Preparation
To be prepared; before the crisis hits the hotel;
To hold “bi-weekly crisis training workshops and drills” lead by the crisis committee and key departments, for all the staff: That, include alternative topics, from guest rescue assistance, fire drill, first aide help, self defense, among others;
Stay calm, all the time.

6. Assessing the problems of the crisis
To investigate and learn constantly about any suspicious threats; and communicate them immediately all to all heads of the Risk and Crisis Committees;
To keep security measures confidential, only share them with the respective committees.

7. Improvisation
To resolve smaller crisis or problem immediately as they come along;
Be practical not theoretical. Time is of the essence;
Larger crises require the collaboration of government, embassies and crisis experts. As well sound analysis and time to resolve.

8. Innovation
To create constantly new measures of protection and safety. And stay updated with the newest trends. Each new measure creates another security tool; the snowball effect.

9. Flexibility
To exit the crisis, the fastest and best way possible. In any crisis there are two alternatives: to survive (win) or to die (loose). There are circumstances where the only option is to survive.

10. Making the Right Decisions
Right decisions are made based on in depth analysis, diverse alternatives and through participative management. And practicing two way communications between, crisis management teams, department heads, loyal guests and all actors involved.

11. Authority and Power of Decisions
"Equal authority - equal responsibility" for the three key actors within the security team: General Manager, Chief Security and Head of Security Committee Team.

12. Calculated Risks 
All businesses have their risks. We have to risk in order to win. If possible only minimum calculated risks should be taken, during turbulent times.

13. Professional Ethics
All negotiations although in crisis situations are to be based on fairness, justice, honesty and mutual benefits.

14. Human Resources Management
Human Resources represent “the most important asset in the Hospitality and Tourism Industry:” Even more so in crisis situations.

The 14 principles mentioned before had an enormous influence toward all the staff of the hotel. In order to achieve the set goals of survival, guest satisfaction, keeping staff employment, productivity and small benefits during the period of reactivating the hotel in three years amidst the Guerrilla War of El Salvador, the staff had to adhere to these principles.