The Capital Hotel Operations Audit

Does the hotel's visual identity consistently reflect the brand's standards? Assessing exterior / curb appeal / landscaping / signage / lighting / interior

Are all marketing materials, including digital and print, in alignment with brand guidelines?

Have all vacant positions been advertised/displayed as per procedure in Staff Canteen and Back Office notice boards?

Are all staff members adhering to the dress code with proper identification (name badges)?

Is the staff meeting conducted monthly with actionable outcomes documented/actioned timously?

Are staff training and development initiatives up to date and communicated?

Are performance reviews conducted for all staff, where performance concerns have been identified?

Is there a recognition program for outstanding staff performance?

Is staff wellness/moral regularly assessed and address when needed, together with staff wellness programs offered from Support Office?

Is the staff canteen areas maintained as per set brand standards, creating an environment that meet staff needs and also area for communication/display of our values.

Are operational controls for OE (all departments) and Linen effectively managed? Ensuring corrective action is taken for unacceptable losses/damages.

Is the guest ledger accurately maintained and reporting done timeously, with relevant/latest data?

Are emergency and crisis management protocols up to date and practiced / actioned as per Compliance Report received from Risk Consultants?

Are buffets set up according to brand standards and maintained for full service periods?

Is the restaurant maintaining high cleanliness standards during service hours?

Are management effectively managing peak dining times?

Have recommendations from the latest FCS Audit been implemented?

Are food and beverage quality consistent with guest expectations?

Are table setting standards / OE brand standards being followed for all the service periods (e.g. breakfast, lunch, dinner, room service)?

Is service levels efficient and guest-centric?

Are all controls related to revenue / stock / cash adhered to as per SOP's.

Is the kitchen following R638 guidelines - are all staff members trained on the latest food safety and hygiene practices?

Have recommendations from the latest FCS Audit been implemented?

Is wastage / portioning managed properly to limit impact on COS?

Is equipment maintenance and cleaning documentation up to date?

Are all controls related to revenue / stock adhered to as per SOP's.

Are event spaces prepared in accordance with brand standards?

Is AV equipment checked and all in working order?

Are weekly revenue / pipeline meetings held as per established practice to drive revenue?

Are rooms regularly inspected by Senior Management to assess / address shortcomings in brand standards?

Are housekeeping process additional to daily cleaning in place, i.e. high dusting/mattress turning

Are special cleaning project followed by Management, i.e. carpet cleaning/pest control?

Are public areas within the hotel maintained to the highest cleanliness standards?

Are cost control processes followed daily and reviewed by GM?

Is the Capicare program being followed and reviewed by GM?

Is there a preventative maintenance schedule in place and is it adhered to?

Are guest-reported maintenance issues reviewed and additional project implemented where applicable?

Do maintenance practices comply with health and safety regulations?

Is the Pragma management tool being utilized as per procedure

Are monthly Guest Survey/Review results analysed by Senior Management and corrective actions plan implemented to address shortcomings?

Are all staff members trained on guest centric actions as per brand standard recipe / best practices / SOP, ensuring guest satisfaction is top of mind?<br>

Is the check-in/check-out process streamlined for efficiency and guest satisfaction?

Are front office staff knowledgeable about hotel services and local attractions?

Are the Front Office Team engaged with regarding revenue targets and incentive in place?

Are there regular reviews to identify cost-saving opportunities in operations?

Is the GM utilising system information and addressing concerns with utility cost if applicable?

Are inventory levels optimized to reduce waste and excess stock?

Is there an effective labor management system to align staffing with occupancy levels?

Are financial reports reviewed and queries raised timously to ensure they reflective accurately on the hotel's operations?

Are COS and margins reviewed and necessary action taken to ensure the set targets are achieved?