ifma facility management of the year award 2011 sir plantin hotel antwerp presentation
DESCRIPTION
Presentation for the IFMA facility of the year 2011 award nomination of the Sir Plantin Hotel Antwerp by Wim Van RespailleTRANSCRIPT
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Sir Plantin Hotel Antwerp
• Trendy lifestyle hotel
• Living room concept
• Great significance for money
• Added value and service concepts
Our competitive edge :
• An excellent prize-quality ratio
• Exceeding expectations of our guests
(also in the high housekeeping standards)
• The offering of warranty-concepts like Sir’s ‘No Excuse’ program
and the ‘100 % Conference Satisfaction Guarantee’
• Complementary services & added value as free minibar, free
Express Sir’s Grab & Run breakfast and free Wi-Fi
Brief presentation Sir Plantin Hotel
Summary of the facility organization
• Increase strength by thinking cost effective
• 1 partner (ISS)
• ISS
• Cleaning from rooms, public & back of house areas
• Washroom services
• Night survaillance with soft check-in and check-out facilities
• Setting up meetingroom
• Catering (breakfast, banqueting, bar and seminar service)
• Windowcleaning, gardening, handyman service, pest control,
HVAC, snowplowing, Christmas decoration
• Direct communication between Housekeeper Manager and
Operation Manager of Sir Plantin & decisions will be taken together
Housekeeping Manageru
= A critical role to the success of the operation
• Has complete ownership and responsibility of the Housekeeping service
• Is our contact person for all the services provided
Supervision
• Responsible for checking the quality of cleaning and standard on a daily
basis
• Report all maintenance faults + monitore on a daily/weekly basis
• All supervisory lever employees will have previous experience of the role
in a similar brand hotel or will have been recognized as a ‘star of the
future’ and will be fast tracked through a supervisory training program
Catering
• Breakfast (Express grab and run and Breakfast Buffet)
• Meeting and events
• Bar
General description of the project
• Starting up a new hotel -> decision: outsourcing of certain services
• Providing solutions to the flexibility-problems who frequently occur to
hotels
• Facility services have an impact on the organisation and HR
workforce of the hotel + customer experience
• Quality control of the facility services = based upon measurable
results (customer comments, visits from mystery guests, routine
inspections & daily reports from the responsible from the hotel)
Detailed description
• Start April 2010
• Different stadia?
• Bidding and negotiations phase of the project
• Detailed constructive phase
• Major pre opening clean-up (also industrial cleaning)
• Startup phase / daily operations of the project
• Implementation completed?
• Our cooperation has no end-date
• Evaluation degree of success?
• After the startup phase we noticed
from our own monitoring reports
the success of the operation
• Booking.com 8,5/10 based
upon 248 guest comments
till 21/03/2011
• Investment project?
• ISS carried certain investment fees
(Eg purchasing of housekeeping trolleys, installation of
linnen and storage room, housekeeping office,
working equipment, staff uniforms and lockers,
products,...)
• Involvement ISS?
• About 25 people from different divisions• Management and operational
• Commercial
• Implementation & representation for each division
(Eg pest control, catering, washroom services, window
cleaning…)
• Involvement Sir Plantin?
• The general manager
• Operations manager
• Front Desk
• Survace?
• 8370 m²
Objective of the project
• Situation added value?
• Reduction indirect costs (No HR department and related cost)
• Scalability of the cost in function of the hotel’s occupation
• Quality service
• Housekeeper manager on duty who co-ordinates with the
hotelmanagment
• Innovativeness?
• Budget and cost control
• Integrated facility outsourcing
• Evolution?
• From supposed high internal staff count (50+) to a small headcount
of approx. 15 co-operators
• Expected results?
A successful company where bookers, guests, employees, shareholders,
management company and all stakeholders such as ISS are satisfied
• Concerned departments?
• Purchasing, Finance, Logistic• Reducing workload purchasing
• No HR inside Sir Plantin
• Simplification budget A&G
• Involvement Senior Management?
• Follow-up
• Major decisions and changes
• Evaluation of provided facility services
• External help of consultants?
• The project was initiated by the management of the Sir Plantin
Hotel Antwerp and was developed with the local team
Project Management
• Management of initial problems?
• Recruitment of qualified staff
• Planning of flexible work schedule
• Budgeting of facility costs
• Cost-analysis for facilities
• Social HR-aspect
• Objectification and quantification of needs?
• Based upon ‘Outsourcing Quickscan’- document
• Evaluation of the necessary investments?
• Saving time from recruitment & setting up HR department
• Purchase & contract negotiation with suppliers
• Training of staff
• Preparation of the action plan and the procurement?
• Preparation of action plan and the procurement by making
discussions with potential facility providers
• Dialogue between all departments
• Establishment of a pro- and counter plan per department
• Financial analysis
• Measurable performance indicators?
• Comments of our guests
• Reviews directly or through third party given at the hotel
• Management by ‘walking around’
• Through which information sources?
• By guest-questionnaire
• Assessment pages on the websites of third-party booking channels
• Evaluation reports from our mystery guests
• Use of specific instruments to determine success?
• Every guest rates hotel facilities at a number of criteria
• Daily evaluation reports
• Biennial audit of a mystery guest who is also specialized in the field
of hotel facilities
• Have been used for this project?
• These are commonly used techniques who allow us a finger on
the pulse and quick response to make adjustments
• Communications to the management of the organization:
• The management was narrowly involved
• Few communication problems where solved by
• Team room of ISS
• Central management and easy access to documents
• The management was involved in commercial and transition
steps
• Involvement suppliers and staff?
• Staff of Sir Plantin Hotel were informed in early stage
• Communication with suppliers from different pathways
• Press Releases
• Social Media, such as Facebook/Twitter/ LinkedIn
• Management communication by Sir Plantin during periodic
meetings within the tourism organization of Antwerp
• Within ISS through a news-mail and intranet + staff magazine
• Directly affected users?
• Guests are not directly informed
• The objective is to optimize customer service
• Towards the guests, the hotel retains full responsibility for its
outsourcing policy
Implementation of the project
• Obstacles with the development?
• Regular adjustments depending on the situation
• Review of the concept to the legal framework to achieve a
workable and manageable task within the partnership
• Solutions?
• Open communicaton between hotel & facility providers
• Implementation within time frame?
• The main deadlines were not met as was evident by the numerous
changes of the new hotel opening date
• Which delays were incurred of the time table?
• With a delay of time in opening date this project was pushed back
which put the flexibility of both companies to the test
• Could these delays be caught up again?
• It was impossible to restore the time lost
• Therefor both parties had to make major efforts such as additional
staff, to work under a lot of pressure until creative solutions were
found
Results
• Financial results of the project
• Costcontrol in the areas of:• HR
• Executive housekeeper and supervisors
• Less confrontation with:• Fluctuating schedules (weekends – weekdays)
• Absenteeism problem
• Associated costs
• What is in this perspective the return on investment?
• Startup of the hotel gives fluctuating occupancy -> outsourcing has
a positieve influence on the ROI
• Simplify the procedures?
• Simplification of internal stress and worries
• Less own employees
• Fewer staff expertise (HR, Exec HK)
• Clearer procedures
• Increase of the efficiency & quality?
• High flexibility and quality service (ISO norms)
• Assurance of quality is important in a service providing
organization like ours
• What is the impact of the project on user satisfaction?
• Increased guest satisfaction
• Less stress moments provided by secured service
• Higher expectations of the guests
• Which positive impact the project had on the environment?
• ISS helps us in different ways:• They have the ISO14001 tag
• Partnerships with suppliers of green cleaning lines
• Based on several initiatives regarding diversity
• Golden Service Award in 2010 for Sustainability
• Which impact has the project on the company / community?
• A positive working environment within the company
• Happy Staff = Happy Customers = Happy Employers
• Our customer-driven team can be more focused on guest
satisfaction and offering services beyond expectations
Benchmark
• To what extent is this project a model for the best practice case within
the organization?
• Learning experience for our hotel, our management company and
as a fact for the Belgian hotel sector in general as we are
experimenting the implementation of the first full integrated facility
concept
• To what extent is this project a model for best practice case against the
art of Facility Manager?
• Deeper penetration in the non-core activities of the hotels ->
possibility of greater service delivery and on-site management to
take on
• Its evolution into a total provider of facility services
• This gives hotel the opportunity to focus more on the essence of the
hotel industry and core business success of the company