Across the world, hotels and restaurants have been subject to terrorist attacks on numerous occasions. Nowadays any hotel or restaurant can be the target of a terrorist attack. This may make the personnel of the hotel or restaurant handle a bomb threat, dealing with suspicious items left in or around the premises or delivered through mail, amongst other emergencies. Whereas the city of Toronto is not particularly vulnerable to terrorist attacks, the rise of terrorist movements in North America means that there should be safeguards to protect the city and its assets, one of which is the Hilton Hotel.
It is established that there is a need to preserve a welcoming and friendly atmosphere within the environment of the hotel, however, this Business Continuity Plan is not meant to create the mentality of a fortress. Nonetheless, a balance needs to be created where the individuals in charge of security are updated that there are strong protective measures that can reduce the threat of terrorism. For instance, vehicle access controls in areas that are crowded and defense from flying glass. Terrorism can manifest itself in many shapes, not just a physical attack on limb and life. It can include economic damage, business disruption, and interference with critical information and communication systems. Some attacks are easier to execute if the terrorist receives help from an inside party or someone with special access to the premises. Terrorism also includes threats that are designed to intimidate and scare. These attempts have been witnessed at various hotels around the world. This BCP, will facilitate a plan that will help Hilton Hotel, Toronto to handle terrorist attack so that it goes on with its normal operation mode. The BCP includes the organizational structure of the hotel, the Business Impact Analysis, the security plan, the training exercise and schedule, as well as the audit plan and schedule.
The main goal of this Business Continuity Plan is to provide security advice to those who work in Hilton Hotel, Toronto. It will assist the hotel in reducing the risk of a terrorist attack and restrict the damage that might result from an attack. It also highlights the vital part that the hotel staff can play in Toronto’s counter-terrorism strategy. This document will act as a reference tool for the required actions during or immediately after an incident that threatens to interfere with normal activities.
An emergency is an actual or imminent scenario that may result in injury, death, destruction of property, or result in a loss, disturbance, or interference to normal operations to a degree it poses a threat (Frey, Luechinger, & Stutzer, 2007). On the other hand, an incident is any occurrence that may be or may result in a disruption, interruption, crisis or loss (Frey, Luechinger, & Stutzer, 2007). The plan will guarantee the continuation of operations at the hotel and at the same time will reduce the effect of any damage to guest, staff, equipment, records or premises.
The objectives of this plan include:
- Facilitation of a prepared method to an emergency in the event of a terrorist attack.
- Ensuring a coordinated and organized response to an incident.
- Provision of an accepted framework within which individuals can work in a determined manner to solve problems caused by a terrorist attack.
- Help in identifying the actions that could be taken before a terrorist attack to minimize the risk of it occurring.
- Organizational Chart
Figure 1: The organizational chart for Hilton Hotel, Toronto.
- The Teams
Front Office Team
The front office team is typically referred to as the nerve center of the hotel since it is in constant contact with Hilton’s guests, and it experiences the most diverse exposure. The front office act to ensure that authorized individuals enters and exits the premise. Also, the in and out movement in the hotel is monitored with the use of CCTV camera to survey any suspicious persons within the premises to ensure the security is up to date at all times.
The Housekeeping Team
The housekeeping team has a keen eye for detail to facilitate guests with an incredible service (Yeh, 2013). Hilton’s housekeepers are responsible for almost every aspect of a guest stay. Effective work of the team is critical to the success of the hotel. Also, they are tasked with a role of ensuring safety within the rooms at all times by reporting any suspicions to the security personnel as a way of making sure that people are safe at all times.
The Maintenance Team
The operation of an efficient hotel requires hard work and careful planning. It is inevitable for equipment to break down which means that routine repairs and maintenance are needed around the hotel. The maintenance team engages in a wide range of fundamental tasks to ensure the hotel operation runs smoothly. Also, as part of crisis management scheme, they work to make sure that no flaws exist within the structure that can accelerate the suspicious activities such as repairing premise structures.
The Finance Team
The finance team facilitates the hotel with accurate forecasts and financial data which are used for decision making to ensure that the business is profitable (Lee, Back, & Chan, 2015).
Food and Beverage Team
The food and beverage team is made up of those working in the kitchen and bar to provide the guests with an enjoyable dining experience. Also, they embrace best practices by providing safe food to clients at all times. As such, food attacks are eliminated.
The Security Team
The role of the security team is to protect the staff and guests of the hotel, as well as to ensure that their property is safe (Lee, 2015). They form the central system that deals with attacks and any security issues within the firm. Therefore, any type of suspicion that may threaten the peaceful coexistence within the firm is reported to them so that they can take appropriate steps to curb the issue. Security officers work to alleviate any security threat within the premise and keeps 24-hour surveillance.
The Management Team
As the final decision maker, the management team plays a critical role in the hotel (Karatepe, 2014). The team includes various department heads and is steered by the General Manager and Director of Operations. In the event of crisis management, especially one’s threatening peace, they are tasked to make final decisions through discussions.
- Job Descriptions
Executive housekeeper oversees the housekeeping attendants and ensures that all rooms are cleaned and equipped to the required standard (Jung & Hye, 2015). He/she also makes sure the requests, and special needs of VIP guests are satisfied. What is more, executive housekeeper caters to the needs of the rest of the staff. Also, they are expected to monitor suspicions within their jurisdictions.
The executive chef is in charge of the kitchen. He/she plans the menus for every meal in accordance with the hotel’s policies and guidelines (Jung & Yoon, 2015). Additionally, he/she supervises all other cooks and kitchen employees. Furthermore, they are tasked with food security issues and impose the same in their area of work.
The chief engineer manages the maintenance operations of the hotel to ensure the safety and comfort of staff and guests. Also, he functions to supervise all work that is carried out in the maintenance department. They work to detect problems that may threaten the security nature of the premise and find a solution for the same.
Director of Finance
The Director of Finance is accountable for the financial stability of the hotel (Jung & Yoon, 2015). It involves managing every aspect of the hotel’s finances, including financial statements, reporting, adhering to tax and legal obligations, profit and loss, and reporting results to the executives.
Duty Manager (Day and Night)
The duty manager is in charge of the front office (Jung & Yoon, 2015). He/she supervises the team that is on shift and handles the keys and banking transfers from each department. They keep a log of every item that is passed through the front office.
Human Resource Manager
The HR manager is responsible for the recruitment process and handles all the related documentation. He controls salaries, training areas, and staff attendance.
- Business Impact Analysis
- a) Objectives
The objective of this business impact analysis (BIA) is to highlight the departments and processes that are fundamental to the survival of Hilton Hotel, Toronto. The BIA will identify how rapidly key business processes and units should return to resume full operation after the occurrence of a disaster.
The objectives of the BIA include:
- Estimation of the financial effect for each for each business process, that is, the assumption of a worst-case scenario.
- Evaluation of the operational effect of each business process in the worst-case scenario.
- Highlighting the hotel’s business processes and the estimated time of recovery for each process.
- b) Policy
The Facility Business Continuity Planner shall conduct a BIA on all business process to determine the key process to Hilton Hotel, Toronto and to determine the effects to the firm, if those processes were interfered with. It shall highlight the Recovery Point Objectives, key business process, recovery Time Objectives and the related risks in the case the processes were not available.
Each unit within Hilton Hotel, Toronto should possess a Business Impact Analysis which includes each process and department within the hotel.
- Business Impact Analysis Scores
The scores below have been developed to facilitate robust tangible and intangible exposure groups for the purpose of comparison between the various departments.
Total Dollar Loss (Tangible)
|2||≥ $1,000 < $5,000|
|3||≥ $5,000 < $10,000|
|4||≥ $10,000 < $25,000|
|5||≥ $25,000 < $50,000|
|6||≥ $50,000 < $100,000|
|7||≥ $100, 000 < $150,000|
|8||≥ $150,000 < $250,000|
|9||≥ $250,000 < $500,000|
Goodwill and Customer Service Ranges (Intangible)
Business Impact Assessment Table
|Business Process||Tangible Loss||Intangible Loss|
|Food and Beverages||4||6|
- The Plan
- a) Readiness Procedures
- Routine change of security practices and patterns- A regular and apparent change of security changes will make the hotel a harder target for potential attackers since it creates uncertainty.
- Development of a crisis plan through an objective assessment of the hotel’s weak points.
- Synchronization of plans and procedures which include cooperation with local law enforcement agencies.
- Training and exercise of the hotel staff so that they would know how to act in the event of an emergency.
- b) Authority and Team Functionality
Basic Housekeeping- Good housekeeping reduces the chances for planting suspicious packages and assists to deal with hoaxes and false alarms.
Security awareness- The awareness of the hotel’s staff, including maintenance and cleaning staff is critical to the protective measures as they can identify items out of place or suspicious behavior.
Access routes- An efficient front desk is fundamental to controlling access, with rear and side entrances denied to everybody but the authorized personnel.
Security passes- A staff pass system that will be tightly controlled and reviewed consistently should be set in place. Visitors should always be escorted and given temporary passes that are clearly marked.
An integrated security system – CCTV, lighting, and intruder alarms will be used to detect offenders, deter crime and delay the actions of potential attackers. All this equipment will be integrated so that they can perform in a coordinated and effective manner.
- c) Check List of Responsibilities
- All staff should always be vigilant.
- The front desk office should thoroughly scan guests.
- The head of security should be the first to respond in the event of an emergency.
- Housekeepers should be keen on suspicious items whenever they are cleaning the rooms.
- In the event of an attack, the employee at the scene should first call the police.
- Training Exercises and Schedules
Quarterly meetings and presentations, a library of digital resources, and educational handouts will be effectively used for training. Threat awareness will be the foundation of the exercise; employees will be trained to comprehend the threat situation and identify suspicious activities. Certain acts are strong pointers of terrorist planning, particularly when they occur close to key infrastructure, or other places that are high profile or crowded.
Numerous resources will be used for training the executives, managers, and the general workforce. For instance, the U.S Department of Homeland Security (DHS) launched a countrywide campaign called If You See Something, Say Something. The campaign enhances awareness of the public of the signs of terrorism and crimes that are terrorism-related, including the importance of reporting suspicious behavior to law enforcement. Such a video will be helpful for the training exercise.
An effective strategy to prepare the staff is to hold a group viewing of the videos. The session will be followed up by a discussion and employees will give their feedback. A facilitator will ask questions about what types of suspicious acts were observed in the video and the way of reporting what they have seen. For it to be more efficient, the conversation will be tailored to suit the hotel. The employees will be queried on what suspicious acts they should be keen on reporting at the hotel, the vulnerabilities of the hotel, and how a terrorist might survey the premises. Additionally, they will be asked what types of individuals, movements or group may want to target the hotel, with a focus towards particular procedures, techniques, and tactics they may apply.
Through the use of a simple video and discussion, the workforce will be energized to reason about terrorists in ways that were previously unknown to them. The simple exercise of passive and dynamic learning can significantly enhance the chances of a worker identifying and reporting activities that are suspicious behavior, and potentially prevent a deadly attack. Also, the hotel will make use of the DHS campaign website for details on accessing materials such as digital signage, web graphics, posters and brochures that will be utilized around the hotel and distributed among employees to ensure safety at the hotel premises.
- Audit Procedure and Schedule
During the process of recruitment, each candidate should:
- Confirm their full name and date of birth with an official document issued by the government.
- Give their unique government -issued number such as the National Insurance number.
- Hand in evidence of professional or academic qualifications. Any references form schools and previous employers should be checked with the originators to make sure they are genuine.
- Give details of previous convictions. It should be noted that a previous conviction should not be used as a basis to deny a candidate employment.
- Hand in a proof that they are eligible to work in Canada in the case of foreigners.
After this information has been acquired by the recruiter of Hilton hotel, it should be verified since one can easily find false documentation of good quality on the internet. The recruiter should be on the lookout for inconsistencies and obvious gaps in the applicant’s employment history. Overall, all candidates should be warned that falsifying information could be considered a criminal offense.
|Food and Beverages||x||x||x|
Table 2: Internal Audit Schedule Form
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Karatepe, O. M. (2014). The importance of supervisor support for effective hotel employees an empirical investigation in Cameroon. Cornell Hospitality Quarterly, 55(4), 388-397.
Jung, Hyo Sun, and Hye Hyun Yoon (2015). “Understanding pay satisfaction: The impacts of pay satisfaction on employees’ job engagement and withdrawal in deluxe hotel.” International Journal of Hospitality Management 48 : 22-26.
Jung, H. S., & Yoon, H. H. (2015). The impact of employees’ positive psychological capital on job satisfaction and organizational citizenship behaviors in the hotel. International Journal of Contemporary Hospitality Management, 27(6), 1135-1156.
Lee, J. J. (2015). Drivers of work engagement: An examination of core self-evaluations and psychological climate among hotel employees. International Journal of Hospitality Management, 44, 84-98.
Lee, J. S., Back, K. J., & Chan, E. S. (2015). Quality of work life and job satisfaction among frontline hotel employees: A self-determination and need satisfaction theory approach. International Journal of Contemporary Hospitality Management, 27(5), 768-789.
Yeh, C. M. (2013). Tourism involvement, work engagement and job satisfaction among frontline hotel employees. Annals of Tourism Research, 42, 214-239.