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Attractive appearance
Efficient plan
Location
Suitable material
Workmanship
Sound financing
Competent Management
Developing an efficient design is a complex sequential process requiring intense interaction of many
professionals to successfully planned, designed and operate all facilities. The result of participation will surface
following decisions: i)
Manage all services
ii)
Prepare a programme defining requirements for all services and operations
iii)
Apply principles of design and layout to service facilities
iv)
Select most appropriate equipment for all services provided by the Hotel
These design programmes will fall into two basic categories i.e.
1.
2.
Guiding programme
Confirming programme
Guiding Programme:
Guiding programme will be written prior to undertaking design process. The programme inputs will be
gathered all appropriate sources.
Confirming Programme:
This programme will be written after the facility design process is well under way which contains both
basic criteria and describe design philosophy, constrain and capability to develop. This programme is
used to provide with all available information to the designer. A working copy of the programme is to
be continuously updated during design process.
Attractive appearance
Efficient plan
Location
Suitable material
Workmanship
Sound financing
Competent Management
1.
Attractive appearance:
All over appearance of a Hotel is one of the very important considerations for a Hotel. It should be
attractive and should reflect the architecture of that area and should also have character of the services
being provided in that Hotel.
INSTITUTE OF HOTEL MANAGEMENT CATERING AND NUTRITION, KUFRI, SHIMLA |
Efficient Plan:
The plan of the Hotel should be such that it should be functional and also appeal to the eye. All the
services should be so designed that it meets various principles of layout and design.
3.
Location:
The design of the Hotel will be guided by the geographical location of the Hotel e.g. if a Hotel is
situated near the airport or railway station, the reception of the Hotel will be designed in such a way
that it could handle large number of guests at one time because there is a possibility of guest checking
in large groups and around the clock. Similarly, Hotel situated at hill stations, beaches and the Hotels
located in heart of the cities and metros will be designed differently.
4.
Suitable Material:
The Hotel should be designed in such a way that it should be able to use the material locally available,
which will be cost effective and efficient.
5.
Workmanship:
6.
While designing a Hotel one should consider the fact that what kind of workmanship is available and
designer should take advantage of local expertise. This will not only make the hotel efficient but also
will be economical.
Sound Financing:
One of the very important factors is finance in designing the Hotel. The availability of ready funds and
management of finance is a crucial factor and it should be considered very carefully in Hotel Design.
Competent Management:
7.
The design of a Hotel will depend upon the quality of management available to operate the
establishment. If we have the quality management and manpower only then Hotel should be designed
for sophisticated equipment and high tech gadgets.
These are some of the consideration, which affect the design of hotel.
PRODUCT (MATERIAL)
QUANTITY (VOLUME)
ROUTING (PROCESS)
SUPPORTING SERVICES
TIME (TIMING)
By Product (or material or service) we mean the goods produced by the company or area in question,
the starting materials (raw materials or purchased parts), the formed or treated parts, the finished goods, and / or
service items supplied or processed.
Products may be termed, varieties, models, styles, part numbers,
formulations, product groups, or material classes. By Quantity (or volume) we mean the amount of goods or
services produced, supplied, or used.
Quantity may be termed number of pieces, tons, cubic volume, or value of the amount produced or
sold.
In terms or unlocking layout problems these two elements represent the handle of any key we must
grasp. For it seems obvious that if we are planning the layout of a Hotel or department, the layout must
accomplish something. That something is certain products in certain quantities.
After obtaining the product and quantity information, we must next learn about the routing (or process).
The routing refers to how the product or material will be made.
By routing we mean the process, its equipment, its operations and their sequence. Routing may be defined by
operation and equipment lists, process sheets, flowsheets, and the like. The machinery and equipment used will
depend on the operations selected to change the form or characteristics of the material. Similarly, the movement
of work through the area to be laid out is dependent upon the sequence of the operations. Therefore, the
operations involved in the process and their sequence become the body (or stem) of our key. Backing up the
direct forming or assembly operations the producing activities or areas are a number of supporting services. In a
sence these are the things that give strength to the producing operations, for without adequate support, the
producing equipment and workers could not function adequately.
By supporting services we man the utilities, auxiliaries, and related activities or functions that must be provided
in the area to be laid out, so that it will function effectively.
P. PRODUCT
MATERIAL
WHAT IS THE
PRODUCT
S. SUPPORTING SERVICES
WITH WHAT
SUPPORT
R. ROUTING - PROCESS
HOW IT WILL BE FORMED
Q. QUANTITY VOLUME
HOW MANY OF
EACH ITEM TO
THE PRODUCT
WILL PRODUCTS
BE BASED
T. TIME - TIMING
WHEN WILL
W H Y ?
The above figure shows the elements as a key. But note that these letters at the business end of the
key; W H Y. These are an essential reminder to the layout man to question the basic data - to check with
reliable sources or his top management find out the basic figures on which lay out planning will depend.
Therefore a few challenging W H Ysmay be necessary to be sure the starting data is sound.
Phases of layout planning
The four steps that the layout planner takes may be translated into what is known as the Four Phases of
Layout Planning. These include the following:
Phase I - Location
Determine the location of the area to be laid out.
This is not necessarily a new site problem. More often it is one of determining whether the new layout (or
re-layout) will be in the same place it is now, in a present storage area which can be made free for the purpose,
in a newly acquired building, or some other potentially available space.
Guest Rooms: The total square footage of the guest room block is typically 65-75 percent of the total
floor area of the entire hotel.
The net guest room area (includes living space, bathroom, and closet) for typical room:
Budget
Standard
First Class
Luxury
Square feet
200-275 (1&2 star including Motel)
275-325 (3&4 star)
325-375 (5 star)
375-450 (5 Deluxe)
To determine the total square footage of the guest room block (including corridors, elevators,
stairways, linen closet, vending areas and storage) generally add 50 per cent to the net guest room are
(assumes & single-loaded corridor).
-
II
For strium hotels, add 60 percent of the net guest room area (assumes a single loaded corridor).
The total square footage for some extremely efficient hotels may be as low as 35 percent of the net
guest room area (assumes a double-loaded corridor)
Very inexpensive hotels very too dramatically for a general rule; consider them on a case by case
basis.
The minimum finished width of a room is generally 12 feet.
The minimum finished width of corridors on guest room floors is
usually 6 feet, which may be
reduced to 5 feet if the guest room doors are recessed.
Public Facilities: The amount of space allocated to the various public facilities shown below will
fluctuate dramatically. However, except for budget hotels or those with no restaurant or meeting
facilities, it typically approximates 10 to 20 per cent of the total floor area of the entire hotel.
7.0 - 10.0
0.7 - 1.0
3.0 - 4.0
0.5 - 1.0
0.5 - 1.0
Retail Shops: A gift/sundry shop is generally included with 1.0 to 1.5 square foot per guest room; the
size of other retail outlets can range from 100 to 1,200 sq. ft. or more depending on whether they are
desk operations for car rentals or airline tickets, or regular shops. The scope of what is
recommended in dependent on market requirements.
-
Dining rooms and lounges: typically 4 to 6 percent of the total floor area of the hotel, the size of
outlets will be dependent on the market and assumed utilization.
Square feet Per Seat
15-18
18-20
20-22
15-18
Function space: can range from none to extensive depending on market requirements; when meeting
space is included, it typically ranges between 1.0 and 2.0 meeting seats per guest room.
Square feet required
Ballroom
10-12 per person (seat)
Meeting rooms
10-12 per person (seat)
Boardrooms/hospitality suites
12-16 per person (seat)
Pre-function area
25-40 per percent of Ballroom area
Public washrooms:
Men
Women
Coatroom
III
Recreational facilities: can range from none to extensive depending on market requirements.
Square ft. required
Swimming pool & deck
10-20 per guest room
Lockers/Shower/Toilet Area
2 per guest room
Health Club
2 per guest room
Putting Green
1500
Circulation: from 15 to 20 percent of the total public area (excluding the ballroom) should be added to
allow for circulation; the circulation related to the ballroom was included above in the pre-function area
allocation.
Support Facilities and Services: the amount of space allocated to various support facilities and services
will vary considerably based on the public facilities included, the concept of operation (full-service versus
no frills), and the facilities provided for employees. The space required typically ranges between 10 and
15 percent of the total floor area of the hotel.
Food Preparation
Coffee shop kitchen
Main Dining Room Kitchen
Banquet Kitchen
Room Service
Food & Beverage Storage Area
Sq.Ft. Required
10-25% of coffee shop
30-45% of dining room area
20-30%of ballroom meeting space
1 per guest room
30-45% total kitchen space
Receiving:
Office
Platform
Housekeeping
Laundry
Linen Storage (not on guest floor)
Guest laundry
Uniform Issuing
10
IV
1.0-1.8
1.3-2.0
1.0-1.5
Hotel Administration: the amount of space allocated to administrative offices typically ranges between
1 and 2 percent of the total floor area of the hotel. It includes the executive offices as well as the sales,
accounting, personnel and any other administrative support offices. A total of 10 square feet per guest
room is generally allocated to this category.
Sq. ft.
81250
Rationale
325 sq. ft. per room net
50% of net area
40625
--------121875
--------300
5000
800
1200
-----7000
-----Function Space
Ballroom (banquet area)
Meeting rooms (2)
Pre-function area
Publish washrooms
Coatroom
Recreational Facilities
Outdoor swimming pool
Circulation
3000
11
1740
1350
Room Service
Food & Beverage storage
1390
250
------4730
------Receiving
Office
Platform
125
200
----325
-----
1500
560
-----2060
-----Housekeeping:
Laundry
Linen storage
Guest laundry
Uniform issuing
1750
750
250
250
------3000
------Other Storage, Maintenance, Miscellaneous
Hotel general storage
Ballroom/meeting room storage
Miscellaneous storage(garbage)
Telephone switchboard & equipment
Computer room
Mechanical electrical & air
Handling rooms & systems
Maintenance shop
Security
Circulation for support facilities
1000
3750
600
250
500
250
1250
100
1520
--------6620
---------
16735
Hotel Administration:
12
2500
III
121875
16735
2500
73.1%
15.4%
10%
1.5%
166825
100%
25715
Total
IV
Percentage
Distribution
Hotel design is an interactive process bringing together the skills and expertise of owners, managers,
Architects, builders and a host of others to conceive and construct a building that meets a variety of Travel and
business objectives. The people involved in designing and constructing the hotels are:a)
b)
c)
Owner
Consultant
Architect and others
Owner
Sees
a hotel
Consultant
Expects
a hotel
Architect
involves
13
A site exists in a particular location and the study is conducted to explore the feasibility for
development as a hotel.
It is considered that a particular town or area offers opportunity and it is studied in order to confirm this
or otherwise.
b)
Whatever the starting point happens to be, the methodology remains the same which is to
study the market feasibility. The feasibility should include the P.P.P.P. i.e.
-
Physical facilities
Place
Price
Promotion
2.
3.
4.
Development process
The development process starts with
PRE-DESIGN PHASE which includes the following activities:INSTITUTE OF HOTEL MANAGEMENT CATERING AND NUTRITION, KUFRI, SHIMLA |
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(Action by Owner/Developer)
vi)
Conduct market study and prepare financial analysis.
vii)
Recommend Architect, establish design and operating criteria.
(Action by consultant)
viii)
Analyse site.
ix)
Prepare initial conceptual design.
x)
Review programme and Budget.
(Action by Architect)
The space allocation program.
Among the many tasks of the development team is to establish a space allocation program. The
allocation of space among the principal functions in a hotel varies from property to property. The most obvious
difference among properties is the ratio of guest room space to public space and support area space. This varies
from 90% in budget hotels and many motels to 50% - 65% in large commercial hotels.
Architectural Consideration will include the Site Design and the Design Phase.
Site Design The Architect is responsible for site planning, analysis of site, its constraints and opportunities.
Before firming up design, the Architect must consider:i)
ii)
iii)
iv)
v)
vi)
vii)
Visibility and Accessibility: Consider road access and surrounding street patterns.
Surface Conditions: Analyse terrain, vegetation, existing buildings and roads and environmental
constraints.
Sub Surface Condition: Confirm location and underground utilities, height of the water table, bearing
capacity of the soil, existence of environmental hazards.
Regulatory restriction: Height restrictions, parking requirements, Highway restrictions etc.
Site Character: Describe qualities of the site such as surrounding uses and views.
Orientation: for Sunlight.
Adaptability: Potential for future development
DESIGN PHASE:
Commences with the preparation of schematic design (set of alternate plans) and establish
design directions considering the space allocation programme. Provide design team with approvals.
Establish design schedule, Freeze structural drawings and specification of finishes etc.
While working for design, it is important to consider:1.
Site Benefit: Potential sites needs to be considered in relation to the main tourist and service
attraction. View influences the plan from, compensatory attraction (garden view, recreational
focuses) should be provided for disadvantages rooms. The orientation of sun, shade and
prevailing winds will affect building design.
2.
15
Density and Height: The density and massing of building is dictated by location, land costs
and local regulation.
4.
Circulations: The movement and guests, non-resident visitors, staff and supplies in a hotel
tend to flow distinct, circulatory patterns. Where practical, guest, supply and staff circulation
be kept separate.
5.
Guest Room Plans: Guest room may be arranged in rows or one on both sides, of the corridor
forming a slab plan or stacked around the circulation core of a tower structure, which are
explained as under:a)
b)
c)
Slab Plan: Can be double loaded slab or a single loaded slab. In double loaded slab
the rooms are laid out on both sides of the corridor whereas in single loaded slab, the
rooms are only on one side of the corridor. Double loaded corridors are most
efficient so far as space utilization is concerned and work out to be more cost
effective and economical.
Atrium designs: These are internal corridors overlooking the central space which
may be open or sub-divided by mezzanine extensions to increase utilization.
Elevators extending through the atrium are invariably transparent. The guest rooms
are arranged in a single loaded corridor.
Tower Structure: The rooms are spread over around a central core which enable the
guest rooms to be cantilevered, propped or suspended around the sides. The
proportion of space taken up in circulation, including corridors on each floor, is high
and tower structures are generally used for high rise buildings where the advantages
of view justify the higher costs.
16
CHAPTER 3 -
********
CHECK LAST CHAPTER OF THIS DOCUMENT
*******On Page No:- 61*******
17
CHAPTER 4 - KITCHEN
EQUIPMENT REQUIREMENT FOR COMMERCIAL KITCHENS
There are various heavy and light equipments required for the commercial kitchens. Determining the specific
equipment required for the proposed kitchen is one aspect of design on which considerable time can be spent.
During this part of the planning process the food service facility consultant has to estimate accurately the
capacity of each of the various types of kitchen equipment to be used. If these capacity estimates are too low,
the result will be delays and bottleneck in the food production process. Estimates that are too high will result in
expensive and inefficient piece of equipment. The consultant should be careful to take into account any
projected increase in business volume, that would require increased equipment capacity, and plan accordingly.
At this juncture, he has to make decision about the manufacturer, the model number, attachments, special
accessories.
A systematic method of determining equipment capacity required is to analyse each food item appearing on
the menu. Whether a la carte (or) daily change menu as in the case of buffets a sample of the typical menus may
be sufficient. First, we have to estimate the number of portions to be prepared for a particular period. This
estimate is made for every menu item requiring equipment. Next the standard portion size of the each food item
has to be fixed. For e.g. (soup-240 ml., coffee-180 ml., etc.) multiplying the estimated number of portions by
the portion size will give the total volume if food to be prepared.
Once the volume of food to be prepared is arrived, the capacity of the equipment should be determined with
future changes anticipated. Trends can be studied, and then any anticipated changes in foods, sales volumes or
meals offered can be projected to see if drastic changes in equipment are necessary. For e.g.: perhaps no freezer
space will be required currently, but if the need for freezer space is highly probable is 5 or 10 years, space can
be left to add it then conveniently and economically.
The method of preparations and production for each item is then evaluated. Possible alternatives may
include a) items individually prepared to order. b) Items prepared in small batches in anticipation of orders, c)
item prepared in large batches, d) item that are partially batch prepared and finished when orders are received.
The batch size is next determined for those items that are to be prepared batches. The selection of the
batch size is one way that the food service facility consultant can control the capacity of the equipment. Smaller
and more frequently prepared batches are desirable because they require less equipment capacity and the foods
are fresher when served. Some items that can be held swell after cooking can be made in larger batches.
For those items to be prepared and cooked to order, the maximum no. Of portion to be made at one time is
evaluated on the basis of the no. of customers, their menu preference, their arrival pattern.
After determining portions, equipments catalogs may be consulted to match the capacity needed for
production with the available sizes of standard equipment. The designer is also careful when sizing some
equipment that may have a usable capacity that is somewhat less than the standard capacity.
Equipment Check list
The equipment required for the kitchen varies from one type of operation to another depending on the menu
offerings, the nature of food materials, method of preparation, service, personal desire of the owners, manager,
or chefs. The following list of equipment is grouped by typical functional areas.
Refrigerated, storage
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Dairy
S.S.Trolleys
Vegetables
FreezeRoom:
- Fish
- Meat
Cold Kitchen
-
Meat Saw
Gravity feed slicer
Meat Block
Reach in Refrigerator
Reach in Freezer
Scales
Work Table with service and drain board
SS Utility Trolley
Mincer Chopper
Sausage Stuffer
Buffalo Chopper
French-fry cutter
Peeler
SS preparation table
Salad rack
Vegetable cutter
Slicer/Chopper
Pantry
-
Griddle
Microwave oven
SS worktable sink drain board
Toaster
Salamander
Reach in Refrigerator
Bread Cabinet
Juice extractor
Coffee/Tea Pantry man
Ice Cream cabinet
19
S.S.Work Table
Bread Moulder
Bread Slicer
Cooling rack
Convection oven
Deck own
Dough divider
Dough rounder
Dough sheeter
Dough kneader
Weighing scale
Planetary Mixer
Proofing cabinet
Proofing rack
Ice cream machine
Snacks bar
-
S.S.Counter
Coffee maker
Food warmer
Freezer
Fudge warmer
Griddle
Grill
Gas range
Work table
Working table with sink and drain board
Slush Machine
Juice dispenser
Pastry cabinet
S/W grill
Soda fountain
SS utility trolley
Bain Marie counter
Chaat Counter
Dosa Plate
20
Pot rack
Shelves
Sink
Pre rinse faucet
Water agitator
Drying rack
Wet Grinding
-
A complete discussion of selecting and sizing of all the different types of kitchen equipments is beyond the
scope of this study material. A brief discussion of frequently specified major items of equipments would serve
to illustrate this part of the planning process.
A: DEEP FAT FRYERS:
Deep fat fryers are available in a variety of types, capacities and degree of automatic operation desired. The
productive capacity of a fryer is related to the litres of fat in the fryers, the heat input, and the cooking time
required for various foods. Typical designs of fryers are based on a fat-to-food ratio 6:1. This indicates that
each kg. of food to be fried requires 6 lits. of oil (or) fat in the deep fat fryer. Conventional fryers are tailor
made to the requirement of the client to various capacity, 1/2 lit, 1 lit. 3, 5, 7 and so on.
Pressure fryers make another category of deep fryers they are sealed to permit steam pressure to build up
between the lid and the fat surface. The steam is generated from the foods fried or by water injectors. The
pressure fryer reduces the loss of moisture from foods. Heat transfer in a pressure fryer is greater than a
conventional fryer and consequently the cooking time is shorter. The food is brown outside, moist and juicy on
the inside.
21
H. IDLI STEAMER:
Idly steamers are S.S. cabinets with tight fitting doors with gaskets. Steam is injected into the cabinet to pre
heat to the required temperature. Idly plates are made of S.S./Alum. with different combinations. The steam is
injected from the sides, top and bottom. These cabinets are tailor made to accommodate 2-4-6 idly plates at a
time. It is advisable to have 2 plate compartments because steam is lost during the process of loading the idly
plates.
STANDARD:
After determining the type and capacity of the equipments required for a particular kitchen, the next phase
involves selecting the specific characteristics that are desired. Factors such as
Materials
Constructions techniques
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Special features
Maintenance consideration
are evaluated.
STAINLESS STEEL:
Stainless steel is an alloy containing minimum amount of chromium and nickel and maximum amount of
other alloying elements such as manganese, silicon and carbon. Its use in kitchen equipments is based on the
following characteristics:
TYPES:
Kitchen equipments manufacturers and fabricators select from the stainless steel referred to have Type 304
and 302 (food grade). These stainless steel sheets produced in India, according to the standards of Steel
Authority of India that controls the amount of alloying materials.
The corrosion resistance of stainless steel is attributed to the addition of Chromium to the alloy. Nickel
lowers the thermal conductivity of the alloy and increases its co-efficient of expansion, allowing it to be formed
into various shapes more easily. The amount of carbon is restricted so that the alloy can be welded without
forming chromium carbide, which lowers corrosion resistance.
Stainless steel is produced in sheets, plates, bars, wires, pipes and tubing.
===============================================
ELEMENT
TYPE 302 %
TYPE 304 %
===============================================
CHROMIUM
17-19
18-20
NICKEL
8-10
8-12
MANGANESE
2 max.
2 max.
SILICON
1
1
CARBON
0.15
0.08
===============================================
FINISH:
A number of degrees of finishing are available for Stainless steel. There are 8 designated types of
finish for stainless steel. They are achieved by standard guiding, polishing and buffing. The finish used for
surfaces that are in direct contact with food or exposed is standard polish No.4. Non-food contact surfaces and
non-exposed supporting frames and sheets can have a duller finish, which is less expensive than polished finish.
THICKNESS:
The Swiss Wire Gauge (SWG) usually designates metal thicknesses. Although other gauges are
manufacture, typical gauge numbers of metals used for kitchen equipments ranges from 6 to 24 (6 is the thickest
and 24 is the thinnest). The actual dimensions for these typical gauges are given below:
======================================================
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23
GALVANISED STEEL:
Coating the steel with a layer of Zinc produces galvanized steel. The preferred method of producing
galvanized steel is by electroplating, which gives the best bond between the steel and zinc. The quality of
galvanized steel is dependent upon the thickness of the zinc coating.
Galvanized steel can be satisfactorily used for kitchen equipments, where there is no food contact or where
abrasion is not evident. Sinks, tables, counters, shelves, racks are manufactured with galvanized steel
framework.
CONSTRUCTION STANDARDS:
Equipment manufacturers to produce the finished product utilize several fastening methods. The fastening of
materials in the food zone has to be capable of meeting sanitary requirements while in non-food zones.
There are 3 fastening methods
Welding
Soldering
Mechanical fasteners.
WELDING:
Welding is the preferred methods of joining sheets of metal that cannot be formed into the desired shapes.
Heliarc welding is used on stainless steel if there is sufficient thickness of metal. The heliarc welding utilises an
inert gas as the flux, resulting very smooth or strong weld. The weld can be ground and polished to the extent
that the joint is equivalent to No.4 finish.
Heliarc welding is preferred for all kitchen equipments with food contact zones. Electric arc welding is as
smooth or even as the heliarc welds. They may be used in non-food contact equipments. Acetylene welding
may be necessary for thin metal sheets, since the other two will burn through the metal easily.
SOLDERING:
Soldering is different from welding in that the metal to be joined are bonded rather than fused together.
Soldered joints do not have the strength of welded joints, and should be used appropriately in those applications
that are not subjected to stress. Tin and lead are the basic solders used, the presence of these metals prevents
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MECHANICAL FASTENERS:
The use of bolts, screws, rivets and studs are undesirable in the food zones of kitchen equipments for sanitary
reasons. They may be used only in non-food zones if other joining techniques are not practical. Low profile
fasteners are preferred in order to facilitate cleaning of the area where the fasteners protrude.
EDGE TREATMENT:
Exposed edges on kitchen equipments are formed to provide safe and sanitary conditions. Nosings are either
open with sufficient room for cleaning are completely closed. If open edges are to be used at least 3/4 space
between the edge and the body is required. On equipments where spillage is anticipated such as soiled dish
landing table, the edges are turned up a sufficient height to contain the material.
LEGS AND FEET:
Unless the equipment is to be placed on a raised platform, seated to the floor, or wall hung, legs and feet may
be specified for support. Tubler or square legs are usually used to raise the equipment so that the lowest
horizontal part is 6 above the floor. The legs and feet should be rigid enough to support the weight of the
equipment with minimum cross bracings.
CASTERS AND ROLLERS:
Mobile equipments are becoming popular in kitchen equipment, because it provides greater flexibility to
accommodate different work place arrangements for handling changes in menu items. Casters and rollers are
selected to assure that one worker can easily move the equipment. It also helps in cleaning the equipment better
than the fixed ones. A wheel tread that is smooth and wide enough to prevent damage to the floor material is
desirable.
DOORS AND PANELS:
Doors that are used to enclose opening and provide access to interior areas are usually of two types,
Single panel
Double panel
Double panel doors may include insulators heat transmission is to be minimized. They are used on
refrigerators, freezers and oven. Hinges are kept minimum because it is difficult to maintain them.
Gauges commonly recommended for kitchen equipment
Equipment
Bain Marie
Drain board
Sink
Work table
Counter
Steam kettle
Shelves
Sides and bottoms
Legs
Cross bracings
Doors - outer pan
Doors - inner pan
25
For e.g.:
Gas burners - United Works, Mumbai, I.S.I Mark.
Heaters - Escorts/Racold
Thermostat - EGO
Compressors - Kirloskar
PROPRIETORY SPECIFICATIONS:
Proprietary specifications call for material, equipment or products by trade name, model number and
manufacturers. This type of specification is the easiest to write because the commercially available products
and equipments set the standard of quality acceptable to the specification writer.
For e.g. :
Kitchen equipments - LL equipments, Continental etc.
Vertical chopper - Hobart,
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Ascertain the overall size of the equipment; overall size means, the length, breadth, and the height of
equipment from the ground level in mm. (1 foot = 300 mm).
2.
3.
Framework to be used.
Briefly describe the top and 3 sides of the equipment with gauge of metal. Then the interior of the
equipment, (shelves, racks etc.) with gauge, distance between the racks and shelves.
4.
Then express in brief about the 4th side i.e. the door, (swing door or sliding door) metal gauge used, type of
insulation to be used.
5.
Specify the electrical attachment required for the equipment - compressor on top (or) bottom, location of
the panel - left / right/side. Specify the make of the electrical attachment to be used.
6.
If sinks have to be made/in built with the table the overall size of the sink, the side on which it is required:
LHS/RHS/Middle.
7.
Bain marie containers, whether dry heat/moist heat, which side the bain marie containers are required and
the size of the containers L/B/D.
8.
Chute : whether chute is required, size of the chute, location of the chute, length of the chute, and finish.
9.
Gas burners: type of burners, T-35, T-22, Chinese, specify the type of burners and the make to be used.
10. Wet Grinder: specify the make, capacity, if possible the model number.
Now we
The unit shall be of open frame construction with 12 Stainless steel panels on all sides with loovers.
The framework of the dosa plate is 12 SWG S.S. Rods.
One under shelf shall be provided - 20 swg. 200 mm from GL.
INSTITUTE OF HOTEL MANAGEMENT CATERING AND NUTRITION, KUFRI, SHIMLA |
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The unit shall be open frame structure provided with cross bracings.
Top S.S.sheet shall be 16 SWG.
S.S.panels upto 12 from the top shall be 18 SWG.
The vessel rests shall be of cast iron size 450 x 450 mm.
S.S. spillage or drip tray to be provided.
2 Nos. high-pressure burners - T.22 United (Mumbai) make along with pilots.
Provision of gas inlets shall be on both sides.
Exhaust loovers on all 3 sides of the panel.
Needle control valve to be provided.
Marine edges to be provided.
O.S. 1500 x 700 x 600 mm.
No.4 finish.
IDLI STEAMER:
All stainless steel 18 gauge unit shall be steam injected on all sides.
The capacity of the unit 108 idlies per batch.
The unit shall have 2-chamber model with each unit having chamber to prepare 54 idlies per batch.
Stainless steel idly trays shall be provided to make 9 idlies each tray.
Door shall be insulated and provided with rubber gaskets.
Hinged mechanism for doors closing.
Water outlet for the unit to be provided.
The unit shall be open frame structure with under shelf (20 SWG)
Under shelf 6 above ground level.
Stainless panel of 12 width shall be provided on all sides with loovers.
A splash back 150 mm shall be provided.
The chapatti plate shall be a one-piece machine polished 5/8 thick plate.
The puffer shall be a cast iron with vents.
V burner to be used. 2 for chapatti plate and 1 for puffer
INSTITUTE OF HOTEL MANAGEMENT CATERING AND NUTRITION, KUFRI, SHIMLA |
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A complete discussion of selecting and sizing of all the different types of kitchen equipments is beyond the
scope of this study material. A brief discussion of frequently specified major items of equipment would serve to
illustrate this part of the planning process.
29
Materials or products
Machines and equipments
Workers
Movement.
1.Materials or products
The products should be designed for ease of production.
Raw materials used should require minimum no. of processing steps.
The layout should protect the material from detrimental factors such as moisture, dust, vibration and
temperature changes.
To provide flexible layout to handle change with product
Material storage area should facilitate taking inventory.
Provide facilities for storing waste and scrap materials.
2.Machines and Equipments.
The equipment provided in the layout should be united to the required processes.
Maximum use of the equipments should be planned.
Layout should provide for each operations of the equipment.
Layout should facilitate movement of mobile equipments.
Sufficient access space for equipment maintenance should be provided.
Proper ventilation and exhausting of equipment to be provided.
3. Workers:
Layout should safeguard the workers by eliminating hazards.
Adequate light should be provided.
INSTITUTE OF HOTEL MANAGEMENT CATERING AND NUTRITION, KUFRI, SHIMLA |
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4.Movement:
Layout should provide for easy movement of material and workers.
Provide for smooth flow into and out of work place
Layout should prevent back tracking
Delays in movement of material should be minimised.
Layout configuration
The arrangement of equipment and work places for functional areas is usually is the form of a straight line or
in combination and modifications of straight line configurations. The basic patterns that may be used include;
Single straight line arrangement: This is the simplest of designs, but it is limited in the number of
pieces of equipment or work places that can be arranged. The straight line arrangement may be placed
along a wall or take the form of an island.
L Shaped arrangement: This is a modification of the straight line arrangement to accommodate more
equipments and work places, it is sometimes used where linear space is limited. The L shaped
configuration is suitable for seperating two major groups of equipment. One group of equipment
would be placed on one leg of the L, the other group forming the second leg.
U shaped arrangement: U shaped configuration is ideal for small areas where only one or two
employees are working. One disadvantage of this configuration is that straight line flow through the
area is not possible.
Paralell, back to back arrangement: This configuration is an arrangement of two parallel lines where
the backs of the equipment and/or work places on each line are adjacent to each other. This
arrangement centralizes the utility lines required for the equipment. Some time a short wall is
constructed between the two rows of equipment, in which case provision for cleaning and maintenance
should be provided.
Parallel face to face arrangement: This arrangement utilises two straight lines of equipment and work
places where the front face each other and are separated by an aisle space. This is very common
configuration that can be used in many areas of facility. This configuration requires two separate
utility lines for equipment as compared to the single utility line used in the parallel back to back
arrangement.
The final arrangement for most facilities is usually composed of a combination of configuration of
equipment and work places. Only the smallest of operations would use a single configuration of the
layout facilities.
After arriving at the total area requirement for the main kitchen, the following is the estimated
percentage of production/space for functional areas:-
Functioning area
Receiving
Food storage
Pre-preparation
Cooking
Baking
Potwash - KSD
Traffic aisles
Space allotted %
5
20
20
12
10
5
16
31
Garbage wet/dry
Employee facilities
Miscellaneous
5
5
2
If you understand the basic principles of kitchen layout will help take much of the mystery out of the design
process. The most basic layout principle is the work triangle. The work triangle is the line drawn from each of
the three primary work stations in the kitchen - the food storage, cooktop, and sink. By drawing these lines, you
can see the distance youll walk to move to and from each area.
The sum of the ideal triangle is supposed to be between 15 and 22 feet, putting each of the three appliances
within two or three steps of one another.
The three primary kitchen work stations which create the work triangle are:
1. Food storage - Your refrigerator and pantry are the major items here. Cabinetry like lazy susan or swing-out
pantry units add function and convenience. Options like wine racks, spice racks, and roll-out trays help to
organize your groceries.
2. The preparation/cooking station - Your range, oven, microwave, and smaller appliances are found in this
area. Counter space is important in this section. Conserve space by moving appliances off the counter with
appliance garage cabinets and space-saving ideas like towel rods and pot lid racks.
3. The clean-up station - Everyones least favorite activity is one of the kitchens most important - clean-up.
This area is home to the sink, waste disposal, and dishwasher. Cabinetry for this station is designed to organize
with the trash bin cabinet and roll-out tray baskets for storage convenience.
Your kitchen is probably more than just a place to cook and eat. You may choose to include a breakfast bar,
desk, bookshelves, computer station, a TV or whatever in your kitchen.
Triangle reloaded
The work triangle, however is experiencing a remodel of its own. The work triangle was designed for an age
when there was only one cook, and only three appliances (fridge, stove, sink).
Here are a few top tips:
No leg of the triangle is supposed to be less than 4 feet or more than 9 feet.
There should be no human (well, or non human, of course) traffic flow cutting through the triangle.
Place the microwave near the refrigerator for convenience
Walk space should be 42 wide to account for traffic flow and clearance of large appliance doors or
large relatives
Counter space on either side of the range or cooktop should be a minimum of 15 inches
An 18-inch counter should be adjacent to the fridge on the same side as the handle
The food prep area (minimum counter space 36 inches) is ideally located between the fridge and the
sink; If the food prep area is between the sink and the range or cooktop, it will involve more travel.
A lower surface is best for food prep (measure 7 to 8 inches below your elbow height)
In two-cook kitchens, the fridge and range/cooktop are usually shared.
Two triangles can share a leg, but shouldnt overlap
An island with a second sink creates at least one more triangle, and adapts to many uses: wet bar
location, flower cutting and arranging, homework station etc.
32
This shape offers the most efficient use of space, making it the choice of many
professional chefs. The two rows allow room for lots of preparation space, and moving
between activity areas can be as easy as turning around. However, this shape is not ideal
if the corridor is open at both ends, since it can cause traffic congestion.
Make sure there is enough room for opposite drawers to be open at the same time (at
least 48). Another important consideration is to keep the cleaning and cooking areas on
the same side in order to minimize the risk of accidents while moving hot pans between
the sink and range.
This is a very popular kitchen layout - ideal for a family kitchen, or for entertaining guests,
since it can easily accommodate table and chairs in the same room. Using two adjacent
walls, the kitchen also benefits from the lack of through-traffic. The sink, range and fridge
should be separated by a preparation area.
33
A very popular kitchen type, the island layout is perfect if you plan to entertain but
requires more floor space. An independent island unit can face a dining or living area,
allowing the cook to socialise while preparing. A sink here provides the optimal
arrangement in terms of the kitchens working triangle. Otherwise, a cooktop with a
canopy over the island can form a stunning focal point to the kitchen.
Built very much like the U-Shaped with the addition of an elongated partial wall, the
G-Shaped kitchen offers a great deal of space.Ideal for larger families needing extra
storage space Plenty of counter and cabinet space Multiple cooks can function well in
this layout Can convert one cabinet leg into a breakfast bar or entertaining area
34
35
36
37
38
39
40
Ramps giving access to most public spaces such as the lobby, the restaurants and public restrooms
Seated check-in and check-out available in the reception area or the guest room.
Escape chairs available in all fire exists of the guest room floors
Guest Rooms:
2) Sink
Clearance below the sink is 69 cm in height between the floor finish and the apron to allow access to
wheel chairs users
41
3) Shower
4) Bath tub
42
Introduction
PERT and CPM are two well known network techniques or models especially useful for planning, scheduling
and executing large time-bound projects which involve careful co-ordination of a variety of complex and
inter-related activities and resources. PERT is the abbreviated form for Program Evaluation and Review
Techniques and CPM for Critical Path Method. Both the techniques were developed in U.S.A. during the late
1950s. PERT was developed by US Navy Engineers to plan and control the huge Polaris Submarine Program.
CPM was developed by E.I. Dupont Nemours & Co., U.S.A. and the Univac Division of Remington Rand
Corporation in 1956 in connection with the periodic overhauling and maintenance of chemical plants. It
resulted in reducing the shut-down period from 130 hours to 90 hours and saving hours and saving the company
$1 million.
Both the techniques have been applied successfully to improve efficiency of execution of large projects within
pre-determined time and cost limits. Any new venture may be regarded as a project, such as constructing a new
plant, bridge, dam, shopping centre or residential complex, design of a new aircraft, manufacture of ships, R& D
projects, introduction of a new product, installing pipeline, floating a new issue of shares, major repairs and
overhaul of plant and machinery units, organizing a large conference/convention, handling an earthquake relief
work and so on.
PERT and CPM converge on several aspects, and are almost treated as twins; there are, however, some points
of difference between them which will be discussed later. The techniques recognize the systems or inter-related
nature of activities on large work projects and translate the job proposed into a model by drawing a network of
the activities involved. They are used in planning and controlling (monitoring) the projects. Planning in this
context implies developing the overall layout of the project with estimates of time, the resources required and
the detailed time scheduling and sequence of various jobs to be performed. The control, on the hand takes place
during the work on the project. Gradually as resources get used and completion times are obtained, project
management techniques can be used to reallocate, if necessary, the rescues, according to the revised criticality
rankings of the jobs remaining to be done. In general the application of PERT and CPM is intended to answer
the following:
1.
2.
3.
In fact, PERT and CPM are suitable for any situation where
a.
b.
c.
if the resources
Thus precedence
For example, the
the infrastructure
43
The application of PERT and CPM for project management involves the following steps:
1.
Establishment of objectives: The first step in the development of a PERT network is the
establishment of objectives. There will be a major objective to be accomplished, linked by supporting
objectives. When these are identified, they must be linked together so as to enable to planner to see the
project in its true perspective.
2.
Identification of all key activities and events or phases for completion of the project. In this
connection, the term activity is defined as an operation or job to be carried out which consumes time
and resources. In the AOA network diagram, activities are denoted by arrows (). An event is
defined as a beginning or completion of an activity. It is denoted by a circle (O). while identifying the
key activities, sequencing activities and estimating activity times, both technical and managerial
persons should work together.
3.
Determination of sequence of activities and events in a project and arranging them in a network that
brings out their interrelationship to satisfy the technological sequencing requirements. The network
diagram so constructed is a beginning point for the project. For the sake of convenience, each event is
given a serial number. In a project, some activities have to be undertaken sequentially while others
may be carried out concurrently. All these form part of the project network. The network so formed,
shows a number of paths of activities and events from beginning to completion.
4.
Determination and assignment of time for starting and completion of each activity in the network,
which will help to arrive at the total time required for completion of the project. In CPM only one time
rating per activity is used. In PERT, three estimates of time span for completion of each activity are
evaluated. They are optimistic time (shortest time denoted by t o), pessimistic time (longest time
denoted by tp) and normal time (most likely time denoted by t m). After these three time estimates have
been made, they are combined into a single workable time value known as expected time (denoted by
te). This is done algebraically by using a weighted average.
te
=
tp + 4tm + tp
6
where te is the expected time, to optimistic time, tp pessimistic time and tm normal time.
The three time estimates are used in PERT because the originators of PERT thought that the estimated
time for an activity is better described by a probability distribution than by a single estimate.
44
Determination of the total period of time required for completion of project. This calls for
identification of the sequence of those activities, the completion of which is critical for the timely
completion of entire project. The line connecting the critical activities from start to finish of the project
is the critical path. The completion time of activities along the critical path cannot be delayed.
Any delay in completion of activities that lie on the critical path, will delay the entire project.
The critical path is the path with the longest duration (compared to all the other possible paths) running
through the network in a continuous manner from the beginning to the end. It is of the longest duration
since it allows for the fact that certain activities cannot be started unless certain other related activities
that precede them are completed. It also is the period of time required for completion of the project.
Other useful figures that may be calculated for control are event slacks, activity floats, variability
duration and the probability of completing the project or part of it by or within a particular time.
6.
Implementing the network model created as a tool of control once the project commences. This
stage calls for periodic updating of the network amongst other tings to monitor the progress of the
project. This is done by comparing the actual activity completion times with their estimated times.
Necessary changes are made in schedules in case of intolerable deviations to ensure completion of the
project as close to the target time as possible.
7.
Resource Allocation and Scheduling: Based on the network calculations and assessment of resources
required for each of the activities, the plan is translated into a time schedule. If it is possible to
expedite the activities by incurring additional cost, the economics of doing so are also examined before
finalising the schedule.
Each person who participates in the application of PERT to the control of the project should have some basic
familiarity with the general nature of the work and with the ultimate objective desired.
For information purpose only, there exists another manner called the Activity On Node (AON) diagram to
present the project logic. In this, the activities are represented on the node (and not the arrow) and the
precedence relationships are represented by the arrows. This technique of project networking was developed by
John W Fondahl in USA and by Bernard Roy in France, at about the same time when PERT and CPM came into
existence. All of these techniques were developed independent of each other. Fondahl called his technique of
AON diagram by the name precedence diagram. The AON diagram is claimed to have some merits as
compared to AOA diagram as it does not require dummy activities, and because it is considered to be simple
and easier to explain as well as to understand and facilitates revision and updating. Irrespective of these
advantages, the AOA diagrams continue to be more popular than the AON diagram and the AOA diagrams add
dynamism to the network. Both types have their relative advantages and disadvantages and have carved their
respective niches in terms of application and usage.
Assumptions of PERT/CPM
1.
2.
The precedence relations of project activities can be completely represented be a non-cyclical network
graph in which each activity connects directly into its immediate successors.
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Activity items may be estimated either as single-point estimates or as three-point PERT estimates and
are independent of each other.
4.
In CPM, the duration of an activity is linearly (and inversely) related to the cost of resources applied to
the activity. (This means less the time more the cost as it happens when crashing activity time).
5.
In PERT model, activity duration is assumed to follow the beta distribution, the standard deviation of
the distribution is assumed to be 1/6th of its range, the mean is approximated by 1/6 th (to+4tm+tp) and the
variance in length of project is assumed to be equal to the sum of the variances of activities on the
critical path.
6.
Cost time-trade off for deriving the cost curve slopes are subjective again and call for great deal of
expertise of the technology as well as genuine efforts to estimate.
In networks, an activity is a clearly identifiable and manageable operation or an element of work entailed in the
project and it is represented by an arrow. An event (or node), is the and/or finish of an activity or group of
activities. Others terms used are junction, milestone or stage. In general milestone is reserved for particularly
significant events that require special monitoring. An activity arrow (i, j,) extends between two nodes, the tail
node (or event), i, represents the start of an activity and the head node (event) j, represents the completion of an
activity as shown below:
Activity
(i)
Starting event
(j,)
completion event
Activities may also be termed jobs, tasks or operations. Activities which must be completed before a certain
other activity starts are called the predecessor activity starts are called successors activities.
Predecessor activity: Activities that must be completed immediately prior to the start of another activity called
predecessor activities.
Successor activities: Activities that cannot be started until one or more of the other activities are completed, but
immediately succeed them are called successor activities.
Concurrent activity: Activities which can be accomplished at the same time are known as concurrent activities.
Path: An unbroken chain of activity arrows connecting the initial event to the final event via other events is
called a path.
46
Following are some of the rules that have to be followed while constructing a network:
1.
Each defined activity is represented by one and only one arrow in the network. Therefore, no single
activity can be represented more than once in the network. These arrows should be kept straight and
not curved. Sometimes bending activity arrows so that the main portion of the arrows both straight and
parallel to the main horizontal axis of the diagram will improve the appearance of the network. This is
illustrated below:
1
2
1
Angles between arrows should be as large as possible. Arrows should not cross each other. Where crossing
cannot be avoided, the method shown below should be adopted.
3
1
2.
Before an activity can be undertaken all activities preceding it must be completed. Thus, a network
should be developed on the basis of logical or technical dependencies between various activities of the
project. The discipline of networking requires that the project be considered in a thorough and analytic
manner and the predecessor-successor relationships between the various activities clearly laid.
3.
The arrows depicting various activities are indicative of the local precedence only. The length and
bearing of the arrows are of no significance, although arrows in network diagrams should be drawn to
show time flow left to right i.e. in the forward direction.
The arrow direction indicates the general progression in time. Each activity must start and end in a
node (or event). The tail of an activity represents the point in time at which the activity start occurs
and the node marking this start is called the tail event for this event. The head of an activity represents
the point in time at which the activity completion occurs and the node marking this termination is
called the head event for that activity.
4.
5.
When a number of activities terminate at one event, it indicates that no activity emanating from that
event may start unless all activities terminating there have been completed.
3
INSTITUTE OF HOTEL MANAGEMENT CATERING AND NUTRITION, KUFRI, SHIMLA |
3
47
4
5
Fig.(I)
Fig.(ii)
6.
Events are identified by numbers. Each event identified by a number higher than that allotted to the
event immediate preceding one. I.e., events should be numbered such that for every arrow (i,j) (i, < j).
In assigning numbers to the events, care should be taken that there is no duplication of event numbers
in a network. The event numbered 1 denotes start of the project and is called initial node (or event)
while the event carrying the highest number denotes the final event in the network. A network should
have only one initial and one terminal node. (Students are advised to keep the project start event and
the project completion event in a straight line for a more aesthetic looking network diagram).
7.
The activities are identified by the numbers of their starting and the ending events. They are expressed
as i,j, where i represents the starting event, or the tail node number, and j represents the ending event or
the head node number. Naturally head nodes always have a higher number than tail nodes. No two
activities may be described by the same set of ordered pairs. All activities emerging (or taking off)
from event 1 should not be preceded by any other activity or activities. In fig.I activities B, C, D and E
can be expressed as 3-6, 4-6, 5-6 and 6-7 respectively. Event 3 represents the beginning of the activity
B while event 6 represents the completion of activities B, C and D, and the beginning of the activity E.
8.
An event which represents the joint completion of more than one activity is known as a merge event,
while an event which portrays the initiation of more than one activity is called the burst event. In
Fig.(I) above event 6 and event 2 in Fig (ii) is a burst event.
9.
Parallel activities between two events, without intervening events, are prohibited. Thus two or more
activities cannot be identified by the same beginning and ending events. By implication, any two
events should not be connected with more than one arrow. When two or more activities in a project
have the same head and tail events, dummy activities are needed in constructing the network. The
figure on the left is the wrong way to represent the two activities while the figure on the right shows the
correct representation of the two activities using a dummy.
WRONG
RIGHT
A dummy used in this manner is called an identity dummy. Dummies do not consume time or
resources. As a result of using dummy activities, other activities can be identified by unique endevents. Dummy activities are usually shown by arrows with dashed lines.
Dummy activities are also very useful in establishing proper logical relationships in the networks
which cannot, otherwise, be adequately represented. Known as logic dummies they are used when two
chains of activities have a common event, although they are in themselves wholly or partly independent
48
Dummy
If a dummy is the only activity emanating from a node, it can be eliminated. If a dummy activity converging to
its final node, it can be eliminated. Dummy activities which portray predecessor relations that are already
implied by other activities may be removed as redundant.
A third reason to use dummies is to improve the layout of a network when they may not be strictly necessary to
represent the logic involved. This often happens at the start or finish of a network where a number of activities
either start from a certain point, or coverage to a particular point. In this way, the need for curved activities is
avoided.
10.
loop
11.
49
In this network activity 4-5 dangles which is not permitted when drawing network diagrams.
Numbering the events (Fulkersons Rule)
After the network is drawn in a logical sequence, every event is assigned a number which is placed inside the
node circle. The number sequence should be such so as to reflect the flow of the network. The rule devised D R
Fulkerson is used for the purpose of numbering and involves the following steps.
1.
2.
3.
4.
The initial event has all outgoing arrows with no incoming arrow is numbered 1.
Delete all the arrows coming out of node 1. This will convert some more nodes (at least one) into
initial events. Number these events 2,3
Delete all the arrows going out from these numbered events to create more initial events. Assign the
next numbers to these events.
Continue until the final or terminal node, which has all arrows coming in with no arrow going out, is
numbered.
Consider the following notations for the purpose of calculating the various times of activities.
Estij
=
Earliest start time for activity (i,j) is the one at which the activity can start without affecting
the total project time.
LEstij =
Latest start time for activity (i,j) is the latest possible time by which it must start without
affecting the total project time.
Eftij
=
Earliest finish time for activity (i,j) is the earliest possible time by which it must finish without
affecting the total project time.
Lftij
=
Latest finish time for activity (i,j) is the latest possible time by which it must get completed
without delaying the project completion.
tij
Es+t
and
Lst
= Lft- t.
Latest event time (L) for any event is the latest possible time by which all the activities terminating at that
event can be ought to be completed without the project completion time being altered. Effectively, L for any
event is the minimum of the Lst of all activities at that event.
50
How to find the critical path using forward pass and backward pass technique
Normal project cost: This is calculated by adding up all the (direct) costs of each activity and possibly the
indirect costs for that much time.
Float or Slack: Slack is with reference to an event and float is with respect to an activity. In other words, slack
is used with PERT and flat with CPM, but they may be interchangeably used in general practice. Float or slack
means extra time over and above its duration, which a non-critical activity can consume without delaying the
project.
Total Float: The total float for an activity is given by the total time, which is available for performance of the
activity, minus the duration of the activity. It represents the amount of time by which it can be delayed without
delaying the project completion date. In other words it refers to the amount of free time associated with an
activity minus the earliest start time for the activity. Thus,
Total flat
Lst Est
Where Lst
Free Float: This is that part of the float which does not affect the succeeding activities. This is the float which
is obtained when all the activities are started at the earliest. This is given by the equation.
Free float = Earliest start time for following activity the earliest completion time for this activity.
Alternatively,
Free float = Total flat Head slack
INSTITUTE OF HOTEL MANAGEMENT CATERING AND NUTRITION, KUFRI, SHIMLA |
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Independent Float: If all the preceding activities are completed at their latest, in some cases, no float may be
available for the subsequent activities which may, therefore, become critical. On the other hand, in some cases,
even after completion of the activities at their latest, there may still be some float left.
The part of the float, which remains unaffected by utilization of float by the preceding activities and does not
affect the succeeding activities is called Independent float. Independent float is given by the equation:
Independent float Est for the
=
following
activity
Duration of present
preceding
activity
activity
In the case of independent float and interfering flat if negative figures are obtained the float is taken as zero.
Students are requested to put down the negative fitures (if any result) as the answers.
By employing network techniques like PERT and CPM one can plan, schedule and control a given
project very effectively. Discuss.
Planning and control are two of the most important functions of management. Planning involves the
formulation of objectives and goals that are subsequently translated into specific plans and projects. The
function of control is to institute a mechanism that can trigger a warning signal of actual performance in
deviating from the plan. The PERT and CPM models are extremely useful for the purpose of planning,
analysing, scheduling and controlling the progress because:
Each activity involved in the project is mapped on the network in a logical sequence with timings of
each activity marked.
Critical activities are identified which have no slack.
The non-critical activities are identified and free as well as total float is calculated.
Est, Eft, Lst and Lft are marked on the diagram.
Critical path is identified and in case of hindrance additional resources can be employed to keep to the
time schedule.
Crashing of the activities is made feasible to conform to the changing considerations.
PERT/CPM give us a lot of flexibility as regards resource, time and cost.
The Three Time Estimates of PERT: If the activity durations in a project are uncertain then activity
scheduling calculations are done by using the expected values of the durations. Sometimes, such expected
duration estimations may not give an accurate answer. Thus, rather than estimating directly the expected
completion time of an activity, three values are considered. From these times a single value is estimated for
future consideration. This is called three-time estimates in PERT. The three time estimates are as under:
1.
Optimistic time (to): This is the shortest possible time to perform the activity, assuming that
everything goes perfectly well with no complications.
52
Pessimistic time (tp): This is the maximum time that is required to perform the activity, under
extremely bad conditions. It is thus the longest time conceivable and it includes time for unusual
delays. However, such conditions do not include acts of nature like earthquakes, floods, etc.
3.
Most likely time (tm): This is the most often occurring duration of the activity. It would be the best
estimate of what normally would occur. Statistically, it is the model value of duration of the activity.
The differences in these three times give a measure of the relative uncertainty involved in the activity. These
activity duration are bound to follow a probability distribution called Beta () distribution.
The three time estimates are reduced into a single expected time (t e) with the weighted average formula
=
te+4 tm + tp
te
Further, to determine duration variance in PET, we find an interval of variate values of six standard deviations
to contain the large majority of the distribution. Hence in PERT, the standard deviation is expressed as the onesixth of the range assumed by the variate.
Standard deviation ()=
tp to or variance (2)
[tp to /6 ] 2
Variance of the project length is found by adding all the variances (2) of the activities lying on the critical path.
Standard deviation () of the project length is given by
________________________
variances of activities on critical path
___________
=
Before calculating the above we would have to find and consequently 2 for each activity of the network.
The standard deviation may be used to calculate the normal deviate Z and the corresponding probability of
occurrence of that event by the following formula.
tS tE
Advantages of PERT
a.
b.
c.
This technique gives the management the ability to plan the best possible use of resources to achieve a
given goal within the overall time and cost limitations.
It helps management to handle the uncertainties involved in programmes where no standard time data
of the Taylor-Gantt variety are available.
It presses for the right action, at the right point, and at that right time in the organisation.
Limitations of PERT
a.
b.
c.
The basic difficulty comes in the way of time estimates for the completion of activities because
activities are of non-repetitive type.
This technique does not consider resources required at various stages of the project.
Use of this technique for active control of a project requires frequent updating and revising the PERT
calculations and this proves quite a costly affair.
Advantages of CPM
a.
b.
c.
53
It provides a standard method for communicating project plans, schedules, time and cost performance.
It identifies the most critical elements and thus more attention can be paid to these activities.
Limitations of CPM
a.
b.
c.
1.
2.
3.
CPM is activity oriented, i.e. CPM network is built on the basis of activities. Also results of various
calculations are considered in terms of activities of the project. On the other hand, PERT is event
oriented.
CPM is a deterministic model i.e., it does not take into account the uncertainties involved in the
estimation of time for execution of a job to an activity. It uses a single time estimate. It completely
ignores the probabilistic elements of the problem. PERT, however, is a probabilistic model. It uses
three estimates of the activity time: optimistic, pessimistic and most likely; with a view to take
into account time uncertainty. Thus the expected duration of each activity is probabilistic and
expected duration indicates that there is fifty percent probability of getting the job done within that
time.
CPM places dual emphasis on time and cost and evaluates the trade-off between project cost and
project time. By deploying additional resources, it allows the project manager to manipulate project
duration within certain limits so that project duration can be shortened at an optimal cost. One the
other hand, PERT is primarily concerned with time. It helps the manager to schedule and coordinate
various activities so that the project can be completed on scheduled time.
It is difficult to say with certainty which approach is commonly used. The nature of the project generally
dictates the use of an approach. CPM is commonly used for those projects which are repetitive in nature,
(e.g., construction projects) and where one has prior experience of handling similar projects. PERT is
generally used for those projects where time required to complete various activities is not known apriori.
Thus, for planning and scheduling research and development projects, PERT is widely used. For such project it
is very necessary that the project is completed in time, PERT can determine the probabilities of completing
various stages of such projects. It can identify the activities which have high potential of causing delays in
completing the project scheduled date so that the manager can take preventive measures to reduce possible
delays to maintain the project schedule.
However, the differences have almost faded and both these tools have merged together to provide a single tool
of management control.
54
1.
2.
3.
4.
PROBLEM:
For the network shown below normal time, crash time, normal cost and crash
cost are given in the table. Contract the network by crashing it to optimum and calculate the
optimum project cost and saving.
Indirect cost is Rs.100/- per day
Activity
Normal
1-2
2-3
2-4
2-5
3-4
4-5
Time in days
3
6
7
8
4
5
Crashing
Cost in Rs.
300
480
2100
400
320
500
4100
Time in days
2
4
5
6
3
4
Cost in Rs.
400
520
2500
600
360
520
Solution:
Step-I
Project duration
Normal cost
18 days
Rs.4100/-
55
Step-II
To contract the network identify the activities on critical path which have cost slope less than
the indirect cost.
Cost slope
Activity
1-2
2-3
2-4
2-5
5-4
4-5
Step-III: Crashing activity having minimum cost slope i.e. 2-3 and 4-5
Critical path:
15 days
56
Introduction
Lot of money is involved for completing various activities in a project. Hence, the project manager always
remains conscious of time as well as costs involved. CPM assumes direct relationship between time and cost
and uses time-cost trade-off concept, which is its unique feature. This concept relates to the fact that on a crash
basis, it will cost a little more but even this increase in cost may prove economical in various ways. As such the
project manager will keep in mind the time-cost consideration before taking decisions regarding the project and
its different activities.
Crashing
Crashing is employed when we want to shorten the project completion time by spending extra resources i.e.
ultimately more money. In real life, it is always possible to employ more resources. Consider, for example, the
activity of laying bricks which requires a gang of a mason assisted by a few labourers. By increasing the
number of labourers the activity duration can be shortened or crashed. But there is a limit to this. Too many
labourers per mason would not reduce the duration any more since they are liable to jam up. Concerned
specialists would have to estimate the crashing limit for each activity as also the extra money for crashing each
activity. Once these estimates are made available an analysis can be made to determine the time-cost trade-off
curve i.e. what cost it takes to crash the project to a given duration. In other words, crash time is the minimum
activity duration to which an activity can be compressed by increasing the resources and hence by increasing the
direct costs.
The process of shortening a project is called crashing and is usually achieved by adding extra resources to an
activity. Project crashing involves the following steps:
Step one: Find the normal critical path and identify the critical activities. List all possible paths starting with the
critical path and followed by sub-critical paths. Write the duration of each path.
Step two: Calculate the cost slope for the different activities by using the formula.
Cost slope
57
Step three: Rank the activities in the ascending order of the crash slope and mark a tally for the number of days
each activity can be crashed.
Step four: Crash the activities on the critical path beginning with those that are the least expensive to crash until
they are crashed to maximum possible extent. If an activity selected for crashing lies on any other listed path it
will reduce the duration of those paths as well. Find the additional direct cost resulting from cashing the activity
as well indirect cost now expended and add the two to the normal direct cost to achieve the total cost. The
following table will be of great use to systematize the crashing process.
1
2
3
4
5
6
7
Activities crashed
No. of days crashed
Revised Project duration
Normal Direct (Activity) costs
Direct costs of crashing (cumulative
Indirect costs involved (if any)
=4+5+6 Total cost
Step five: As the duration of the critical path gets reduced, other paths too get critical. Now further reduction in
project duration is only possible if the critical paths are crashed simultaneously. The problem (of crashing)
ends when one of the co-critical paths to be crashed runs out of crashing time.
Students are requested to carefully note whether they have been asked minimum project duration and associated
cost or optimum project duration and associated cost after crashing. Optimum project duration is when the
costs associated with the project are minimum. Minimum project duration is the shortest project completion
time irrespective of the cost involved.
Note: crashing may also be more conveniently carried out, when the network is plotted on a time graph, which
we call a scheduled network or a squared network.
1.
C & D starts concurrently, after completion of A&B which are independently. E follows C & F follows D.
Job ends after completion of E & F.
58
3.
3.
A & B starts the job concurrently. C follows A & D follows B. E starts after completion of C & D. F
follows E and it is the last activity.
Operation
Post Operation
precedes
--
C, D, E
--
--
--
4.
Activity
4
2
Immediate predecessor
Days
B, C
B,C,D
59
1
2
5
5.
Activity
Immediate predecessor
Days
D, F
E, G
60
CHAPTER 3
STAR CLASSIFICATION OF HOTEL
CRITERIA FOR STAR CLASSIFICATION OF HOTEL
Geographical location
The tariff
The facilities provided
Star classification
Out of the above four systems, star classification is most scientific and accepted all over the world. It has
certain advantages and disadvantages. In spite of disadvantages, it is most accepted official system.
Three different committees do the star classifications. The constitution of these committees is as follows:
Chairman
Chairman
(in some states, even three star is classified by the committee which is for one and two star).
61
CHECKLIST FOR
FACILITIES &
1
SERVICES
General
Primarily transient, full N
time operations, 7 days a
week in season
120
120
140
140
200
25%
25% 50%
100% 100%
Bedrooms,
bathrooms,
public areas and kitchens
fully serviced daily
All floor surface clean
and in good repair
Guest Rooms
Minimum 10 lettable
rooms. All rooms without
side windows / ventilation
Minimum
size
of
bedroom
excluding
bathroom in sq.ft
Air-conditioning
5/5D
Comments
62
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
Suites
Bathrooms
Percentage of rooms with
dedicated
(private)
bathrooms with room
Minimum
Size
of
Bathroom in square feet
Communal Bathrooms on
same floor as rooms for
1 & 2. Access not
through Public areas,
Kitchens etc.
1 bath towel and 1 hand
towel to be provided per
guest
One W.C. brush per toilet
seat
Guest toiletries to be
provided. Minimum 1
new soap / guest
A clothes-hook in each
bath/ shower room
A sanitary bin
25%
ALL
30
30
36
36
45
NA
NA
NA
attached,
63
N
In 4 plus hotels, some rooms should
offer this option to the guest.
N
N
D
N
D
N
N
N
N
N
N
Public Areas
A lounge or seating in the N
lobby area
Reception facility or
means to call attention
Accommodation, F & B
and other tariffs available
Heating and cooling to be
provided in enclosed
public rooms
Public rest rooms for
Ladies and Gents with
soap and clean towels, a
washbasin with running
hot and cold water, a
mirror, a sanitary bin
with lid in Unisex &
ladies toilet
Public restrooms to have
low height urinal (24"
Max)
Ramps with anti-slip
floors and handrails at
the entrance. Minimum
door width should be 32"
to
allow
wheelchair
access and other facilities
for
the
physically
challenged
Facilities for aurally /
visually handicapped
64
making facility.
Meal times to be displayed. Service to
start by 7 am and finish no earlier than
10 pm. Minimum one hour per meal
service. Break fast may be Continental.
1 hotel without dining room must offer
service in rooms.
D
D
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
Garbage to be segregated N
wet and dry
Receiving and stores to be N
clean and distinct from
Vegetables
65
D
D
N
D
15% 20%
25%
30%
D
D
N
D
N
N
N
N
N
N
N
N
N
N
N
N
N
N
Guest Services
Valet (Pressing) services
to be available
Laundry
and
Drycleaning service to be
provided
Paid transportation on
call
Shoe cleaning service
Ice from drinking water
on demand
CHECKLIST FOR
FACILITIES &
SERVICES
Acceptance of common
credit cards
Assistance with luggage
on request
A public telephone on
premises. Unit charges
made known
Wake up call service on
request
Messages for guests to be
recorded and delivered
Name,
Address
and
telephone numbers of
doctors with front desk
Stamps
and
mailing
facilities
Newspapers available
N
N
N
D
5/5D
66
N
N
D
N
D
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
D
N
N
N
N
N
N
N
and 3 hotels
This need not be on premise for 1 to 3
hotels
This must be in a lockable room / 24
hour staffed area.
This may be a chargeable item
5/5D
Comments
67
Fax
and
photocopy
service
In
Room
Internet
connection / dataport
Business Centre
N
Swimming Pool
Parking Facilities
Conference facilities
Note: D = Desirable, N=
Necessary. There is no
relaxation
in
the
necessary criteria except,
as specified in the
comment column.
68
Government of India
Department of Tourism
( H & R Div ision)
G uid el ines for A pprov al & C l assific ation of A partment H otel s
a n in t e g r a l p a r t o
t h e m c a n m a k e o r
b e c o m in g p o p u la r
m e n t s , f o r f a m ily
t o g e t h e r . W it h t
t h e t o u r is t s , t h e
t a r y s c h e m e f o r
e f o llo w in g c a t e g o
x e , 5S t a r , 4S t a r
f a t o u r is t ' s v is it t o a p la c e a n d t h e s e r v ic e s
m a r a v is it c o m p le t e ly . A p a r t m e n t H o t e ls a r e
w it h b u s in e s s t r a v e le r s w h o c o m e t o I n d ia f o r
h o lid a y s , e t c . W h ic h a r e s o m e t im e s s t r e t c h in g
h e a im o f p r o v id in g s t a n d a r d iz e d , w o r ld c la s s
G o v e r n m e n t o f I n d ia , D e p a r t m e n t o f T o u r is m
c la s s if ic a t io n o f f u lly o p e r a t io n a l A p a r t m e n t
r ie s :
, a n d 3S t a r ,
AR
H o t e ls a r e
o f f e r e d b y
in c r e a s in g ly
s o m e a s s ig n
f o r m o n t h s
s e r v ic e s t o
h a s a v o lu n
H o t e ls in t h
5S t a r D e lu
KU
T h e H o t e l & R e s t a u r a n t A p p r o v a l & C la s s if ic a t io n C o m m it t e e (H R A C C )
in s p e c t s a n d a s s e s s e s t h e h o t e ls b a s e d o n f a c ilit ie s a n d s e r v ic e s o f f e r e d .
P r o j e c t a p p r o v a l s a r e a l s o g i v e n i n a l l t h e a b o v e -m e n t i o n e d c a t e g o r i e s a t t h e
p r o j e c t im p le m e n t a t io n s t a g e .
p a r
a n d
s id e
t e d
t m
f a
s ,
in
e n t H
c ilit ie s
g e t t in
I n d ia a
o t e
t h
g
n d
ls / a p p r o v e d p r o j e c t s a r e e lig ib le f o r v a r io u s
a t a r e a n n o u n c e d b y t h e G o v e r n m e n t f r o m t im e
w o r ld w id e p u b lic it y t h r o u g h t h e I n d ia t o u r is m
a b r o a d .
ie d A
s io n s
e b e
s lo c a
C la s s if
c o n c e s
t o t im
O f f ic e
AR
* * * * * A n A p a r t m e n t H o t e l is m e a n t f o r u s e o f t e m p o r a r y s t a y t h a t s h o u ld
n o t e x c e e d b e y o n d 9 0 d a y s in a n y c ir c u m s t a n c e s
I n n o c ir c u m s t a n c e s a p a r t m e n t s in t h e A p a r t m e n t
in d iv id u a lly f o r r e s id e n t ia l o r a n y o t h e r p u r p o s e .
D e t a ils o f t h e
d o c u m e n t .
c r it e r ia
s e t
a n d
t h e
d o c u m e n t s
H o t e l
r e q u ir e d
a r e
w ill
g iv e n
b e
s o ld
in
t h is
F o r c la s s if ic a t io n / r e c la s s if ic a t io n a n d p r o j e c t a p p r o v a ls o f A p a r t m e n t
H o t e ls , t h e a p p lic a t io n s a lo n g w it h t h e r e q u is it e f e e s m a y b e s e n t t o :M e m b e r S e c r e t a r y (H R A C C )/ H o t e l a n d R e s t a u r a n t s D iv is io n ,
D e p a r t m e n t o f T o u r i s m , G o v e r n m e n t o f I n d i a , C -1 H u t m e n t s , D a l h o u s i e
R o a d , N e w D e lh i 1 1 0 0 1 1 .
G E N E R A L TE R M S , C O N DI TI O N S & A P P L I C A TI O N A T P R O J E C T L E V E L
&
C L A S S I F I C A TI O N / R E C L A S S I F I C A TI O N
F O R M A T F O R P R O J E C T
A P P R O V A L O F A P A R TM E N T H O TE L S
2 . P r o j e
o f I n
t h e h
A p a r
D e
e b
f it
m e
p a r t
a s e d
s f r
n t s r
c t a p p
d ia , D
o t e l b
t m e n t
m e n t o f T o
o n d o c u m e n
o m
t h e g o
e q u ir e d f o r
r o v a ls
e p a r t m
e c o m e
H o t e l
a r
e n
s o
m u
u r
t a
v t
p r
is m a
t io n ,
. a s
o j e c t
p p
w h
a n
a p
r o v e s
ic h e n
n o u n c
p r o v a
e v a lid f o r 5y e
t o f T o u r is m c
p e r a t io n a l e v e n
s t a p p ly f o r c la
A p a r t m e n t h
a b le s t h e h o t
e d f r o m
t im
ls a r e lis t e d b
T h e
s t a g
b e n e
d o c u
a r
e a
if
s s
s . P r o j e c t a p p r
s e 3m o n t h s f r
a ll it s r o o m s a
if ic a t io n w it h in
KU
1 .
AR
A pprov al at P roj ec t L ev el
o t e ls a t p r o j e c t
e ls t o g e t c e r t a in
e t o t im e . T h e
e lo w .
o v a
o m
r e
t h
ls o f t h
t h e d a
n o t r e a
e s e 3m
e G
t e
d y .
o n t
o v t .
t h a t
T h e
h s .
t o
3. T h e D e p a r t m e n t o f T o u r i s m , G o v t . o f I n d i a r e s e r v e s t h e r i g h t
m o d if y t h e g u id e lin e s / t e r m s a n d c o n d it io n s f r o m t im e t o t im e
AR
4. A p p l i c a t i o n f o r m . T h i s c o v e r s
i. P r o p o s e d n a m e o f t h e A p a r t
ii. N a m e o f t h e p r o m o t e r s w
a n t e c e d e n t s
iii. C o m p le t e p o s t a l a d d r e s s o f
iv . S t a t u s o f t h e o w n e r s / p r o m
1 . I f P u b lic / p r iv a t e lim
M e m o r a n d u m a n d A r t
2 . I f P a r t n e r s h ip , a c o
c e r t if ic a t e o f r e g is t r
3. I f p r o p r i e t a r y c o n c
p r o p r ie t o r / c e r t if ic a t
v . L o c a t io n o f A p a r t m e n t H o t e
v i. D e t a ils o f t h e s it e
m e n t H o t e l
it h a n o t e o n
t h e ir
b u s in e s s
t h e p r o m o t e r s / t e l./ f a x / e m
o t e r s
it e d c o m p a n y w it h c o p ie s
ic le s o f A s s o c ia t io n
p y o f p a r t n e r s h ip d e e d
a t io n
e r n , n a m e a n d a d d r e s s
e o f r e g is t r a t io n
l s it e w it h p o s t a l a d d r e s s
a il
o f
a n d
o f
AR
8 . D
a
e p r
w in g
1 . S it e p la n
2 . F r o n t a n d s id e e le v a t io n s
3. F l o o r p l a n s f o r a l l f l o o r s
4. D e t a i l o f g u e s t r o o m a n d b a t h r o o m w i t h d i m e
in s q .f t .
5. D e t a i l s o f F i r e F i g h t i n g M e a s u r e s / H y d r a n t s
6 . D e t a ils o f m e a s u r e s f o r e n e r g y c o n s e r v a t io
w a t e r h a r v e s t in g .
-c o n d i t i o n i n g d e t a i l s f o r g u e s t r o o m s , p u b l i c a r e a
a l a p p r o v a ls b y
1 . M u n ic ip a l a u t h o r it ie s
2 . C o n c e r n e d P o lic e A u t h o r it ie s
3. A n y o t h e r l o c a l a u t h o r i t y a s m a y b e r e q u i r e d .
AR
v iii. B lu
s h o
r e a (in s q . m e t e r s )
it le o w n e d / le a s e d w it h c o p ie s o f s a le / le a s e
e e d
o p y o f L a n d U s e P e r m it f r o m lo c a l a u t h o r it ie s
is t a n c e s f r o m
R a ilw a y s t a t io n , a ir p o r t , m a in
h o p p in g c e n t e r s (in K m s )
o f t h e p r o j e c t
C o p y o f f e a s ib ilit y r e p o r t .
t a r c a t e g o r y p la n n e d
u m b e r o f a p a r t m e n t s a n d a r e a f o r e a c h t y p e o f
o o m ( in s q .f t .)
u m b e r o f a t t a c h e d b a t h s a n d a r e a s ( in s q .f t .)
e t a ils o f p u b lic a r e a s L o b b y / lo u n g e , r e s t a u r a n t s ,
a r s , s h o p p in g , b a n q u e t / c o n f e r e n c e h a lls , h e a lt h
lu b , s w im m in g p o o l, p a r k in g f a c ilit ie s e t c .
F a c ilit ie s f o r t h e p h y s ic a lly c h a lle n g e d p e r s o n s .
E c o -f r i e n d l y p r a c t i c e s a n d a n y o t h e r a d d i t i o n a l
f a c ilit ie s .
( p le a s e in d ic a t e a r e a in s q .f t f o r e a c h f a c ilit y
e n t i o n e d a b o v e a t 5, 6 & 7 )
a t e b y w h ic h p r o j e c t is e x p e c t e d t o b e c o m p le t e d
n d o p e r a t io n a l.
in t s / s k e t c h p la n s s ig n e d b y o w n e r s a n d a r c h it e c t
KU
1 . A
2 . T
d
3. C
4. D
s
v ii. D e t a ils
1 .
2 . S
3. N
r
4. N
5. D
b
c
6 .
7 .
ix . A ir
x . L o c
n s io n s
e t c .
n a n d
s
4. A p p r o v a l / N O C f r o m A i r p o r t A u t h o r i t y
f o r p r o j e c t s lo c a t e d n e a r A ir p o r t s
p o n
e m
f o
b le
s ib ilit y
a y b e .
r a n y
t o b e
AR
m e n t io n e d a p p r o v a ls / N O C s a r e t h e r e s
m o t e r s / c o n c e r n e d c o m p a n y a s t h e c a s
r t m e n t s a p p r o v a l i s n o
s u b s t it u t e
a p p r o v a l a n d t h e a p p r o v a l g iv e n is lia
in c a s e o f a n y v io la t io n s w it h o u t n o t ic e .
d c a p it a l s t r u c t u r e
o t a l p r o j e c t c o s t
a . E q u it y c o m p o n e n t w it h d e t a ils o
c a p it a l
b . D e b t w it h c u r r e n t a n d p r o p o s e d
f u n d in g
e t t e r o f a c c e p t a n c e o f r e g u la t o r y c o n d it io n s .
le a s e in d ic a t e w h e t h e r t h e p r o m o t e r in t e n d s
e w r o o m s o r a ll r o o m s o n a t im e -s h a r e b a s is .
p p lic a t io n F e e
x ii. L
x iii. P
f
x iv . A
a b o v e
h e p r o
D e p a
u t o r y
d r a w n
r o p o s e
1 . T
I n d ia
p a id
u p
s o u r c e s o f
t o g iv e
KU
T h e
o f t
T h e
s t a t
w it h
x i. P
o f
5. I n t h e e v e n t o f a n y c h a n g e s i n t h e p r o j e c t p l a n s , t h e a p p r o v a l m u s t b e
s o u g h t a f r e s h .
6 . A u t h o r is e d o f f ic e r s o f t h e D e p a r t m e n t o f T o u r is m s h o u ld b e a llo w e d
f r e e a c c e s s t o in s p e c t t h e p r e m is e s f r o m t im e t o t im e w it h o u t p r io r
n o t ic e .
AR
7 . T h e A p a r t m e n t H o t e l m u s t im m e d ia t e ly in f o r m t h e D e p a r t m e n t o f t h e
d a t e f r o m w h ic h it b e c o m e s o p e r a t io n a l a n d a p p ly f o r c la s s if ic a t io n
w it h in 3m o n t h s o f t h is d a t e .
8 . T h e f e e s p a y a b le f o r t h e p r o j e c t a p p r o v a l a n d s u b s e q u e n t e x t e n s io n ,
if r e q u ir e d a r e a s f o llo w s . T h e d e m a n d d r a f t m a y b e p a y a b le t o " P a y &
A c c o u n t s O f f ic e r , D e p a r t m e n t o f T o u r is m , N e w D e lh i " .
S t a
5- S
4- S
3- S
r C
t a
t a
t a
r
a t e g o r y o f A p a r t m e n t H o t e ls
A m o
1 5, 0
1 2 ,0
8 ,0 0
u n t in R s .
0 0
0 0
0
9 . T h e p r o m o t e r s
q u a r t e r f a ilin g
w it h d r a w n .
s m
N o
D o
E n
u s t b e v a lid
t a r y m u s t
c u m e n t s in lo
g lis h / o f f ic ia
a t t h e t im
d u ly c e r t
c a l la n g u a
l la n g u a g e
e o f a p
if y c o
g e s s h o
a n d b e
p lic a
p ie s
u ld b
d u ly
t io n a n d
f u r n is h
e a c c o m
c e r t if ie
a G a z e t t e d
e d t o t h e
p a n ie d b y a
d .
AR
1 0 . A ll d o c u m e n t
o f f ic e r o r
D e p a r t m e n t .
t r a n s la t io n in
m u s t f o r w a r d r e g u la r p r o g r e s s r e p o r t s f o r e a c h
w h ic h t h e p r o j e c t a p p r o v a l w o u ld b e c o n s id e r e d
1 1 . P r o j e c t s , w h e r e it is p r o p o s e d t o le t o u t p a r t o r w h o le o f t h e
A p a r t m e n t H o t e l o n t im e s h a r e b a s is w ill n o t b e e lig ib le f o r a p p r o v a l.
KU
1 2 . F o r a n y c h a n g e in t h e c a t e g o r y t h e p r o m o t e r s m u s t a p p ly a f r e s h w it h
a f r e s h a p p lic a t io n f o r m a n d r e q u is it e f e e s f o r t h e c a t e g o r y a p p lie d
f o r .
1 3. A n y c h a n g e s i n t h e p r o j e c t p l a n s o r m a n a g e m e n t s h o u l d b e i n f o r m e d
t o t h e D e p a r t m e n t o f T o u r i s m w i t h i n 30 d a y s o t h e r w i s e t h e a p p r o v a l
w ill s t a n d w it h d r a w n / t e r m in a t e d .
1 4. A p p l i c a n t s a r e r e q u e s t e d t o g o t h r o u g h c a r e f u l l y t h e c h e c k l i s t o f
p r o v is io n o f f a c ilit ie s a n d s e r v ic e s a s c o n t a in e d in t h e G u id e lin e s
b e f o r e a p p ly in g .
AR
1 5. I n c o m p l e t e a p p l i c a t i o n s w i l l n o t b e a c c e p t e d .
1 6 . T h e G o v t . o f I n d ia D e p a r t m e n t o f T o u r is m r e s e r v e s t h e r ig h t
m o d if y t h e g u id e lin e s / t e r m s a n d c o n d it io n s f r o m t im e t o t im e .
t o
* * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * *
A partment H otel - C l assific ation/ R ec l assific ation G uid el ines
1 .
C la s s if ic a t
w it h in 3m
O p e r a t in g
H o w e v e r ,
r e c la s s if ic
c la s s if ic a t
io n f o r n
o n t h s o f
A p a r t m e
t h o s e
a t io n o n e
io n .
e w
c o
n t
s
y
ly o p
m p le
H o t
e e k in
e a r p
e r a t
t io n
e ls m
g
r io r
io n a l A p
o f a p p r
a y o p t
r e -c l a s s
t o t h e
a r t m e n t H
o v e d A p a r t
f o r c la s s if
if ic a t io n
e x p ir y o f t
o t e
m e
ic a
s h
h e
ls m
n t H
t io n
o u ld
c u r
u s t b e s
o t e l p r o
a t a n y
a p p ly
r e n t p e r
o u g h t
j e c t s .
s t a g e .
f o r
io d o f
AR
2 . I f t h e A p a r t m e n t H o t e l f a ils t o r e a p p ly 1 y e a r b e f o r e t h e e x p ir y o f
t h e c la s s if ic a t io n o r d e r , t h e a p p lic a t io n w ill b e t r e a t e d a s a f r e s h
c la s s if ic a t io n c a s e .
f o r
s s if
d t
e
lic a
5(F
ic a t
h a t
m e n
t io n
iv e ) y e a r
io n f r o m
t h e a p p
t io n e d a
s w ill n o t
KU
4. C l a s s i f i c a t i o n w i l l b e v a l i d
o r d e r s o r in c a s e o f r e c la
la s t c la s s if ic a t io n p r o v id e
w it h in t h e s t ip u la t e d t im
d o c u m e n t s . I n c o m p le t e a p p
3. O n c e a n A p a r t m e n t H o t e l a p p l i e s f o r c l a s s i f i c a t i o n / r e -c l a s s i f i c a t i o n ,
it s h o u ld b e r e a d y a t a ll t im e s f o r in s p e c t io n b y t h e H R A C C . N o
r e q u e s t s f o r d e f e r m e n t o f in s p e c t io n w ill b e e n t e r t a in e d .
s f
t h
lic a
b o v
b e
r o m
e d
t io
e ,
a c
t h
a t e
n h
a lo
c e p
e d
o f
a s
n g
t e d
a t e
e x
b e e
w it
.
o f
p ir
n
h
is s
y o
r e c
a ll
u e o f
f t h e
e iv e d
v a lid
H o t e ls a p p ly in g f o r c la s s if ic
u m e n t a t io n .
a t io n F o r m d e t a ilin g
N a m e o f t h e A p a r t m e n t H o t e l
N a m e a n d a d d r e s s o f t h e p r o m
o n t h e ir b u s in e s s a n t e c e d e n t s
iii. C o m p le t e p o s t a l a d d r e s s o f t h e
n o / f a x / e m a il
iv . S t a t u s o f t h e o w n e r s / p r o m o t e
1 . I f P u b lic / p r iv a t e lim it e
M e m o r a n d u m a n d A r t ic le
2 . I f P a r t n e r s h ip , a c o p y
c e r t if ic a t e o f r e g is t r a t io
AR
6 . A p a r t m e n t
f o llo w in g d o c
a . A p p lic
i.
ii.
5. A p a r t m e n t H o t e l s w h i c h p r o p o s e t o l e t o u t p a r t o f o r a l l i t s r o o m s o n
t i m e -s h a r e b a s i s a r e n o t e l i g i b l e t o b e c l a s s i f i e d .
a t io n
m u s t
p r o v id e
t h e
o t e r s / o w n e r s w it h a n o t e
A p a r t m e n t H o t e l w it h t e l.
r s
d c o m p a n y w it h c o p ie s o f
s o f A s s o c ia t io n
o f p a r t n e r s h ip d e e d a n d
n
AR
KU
AR
3. I f p r o p r i e t a r y c o n c e r n , n a m e a n d a d d r e s s o f
p r o p r ie t o r / c e r t if ic a t e o f r e g is t r a t io n .
v . D a t e o n w h ic h t h e A p a r t m e n t H o t e l b e c a m e o p e r a t io n a l.
v i. D e t a ils o f A p a r t m e n t H o t e l s it e w it h d is t a n c e f r o m
A ir p o r t / R a ilw a y S t a t io n / C it y C e n t r e / D o w n t o w n s h o p p in g
a r e a (in k m s )
v ii. D e t a ils o f t h e A p a r t m e n t H o t e l
1 .
A r e a (in s q . m e t r e s ) w it h t it le o w n e d / le a s e d w it h
c o p ie s o f s a le / le a s e d e e d
2 .
C o p y o f L a n d U s e P e r m it f r o m lo c a l a u t h o r it ie s
3.
S t a r c a t e g o r y b e in g a p p lie d f o r
4.
N u m b e r o f r o o m s a n d a r e a f o r e a c h t y p e o f r o o m
in s q .f t . ( s in g le / d o u b le / s u it e s )
5.
N u m b e r o f a t t a c h e d b a t h s
6 .
D e t a ils
o f
p u b lic
a r e a s
L o b b y / lo u n g e ,
r e s t a u r a n t s ,
b a r s ,
s h o p p in g
a r e a ,
b a n q u e t /
c o n f e r e n c e h a lls , h e a lt h
c lu b , s w im m in g p o o l,
p a r k in g f a c ilit ie s , f a c ilit ie s f o r t h e p h y s ic a lly
c h a l l e n g e d p e r s o n s , E c o -f r i e n d l y p r a c t i c e s a n d a n y
o t h e r a d d it io n a l f a c ilit ie s . T h e a r e a f o r e a c h
f a c ilit y s h o u ld b e in d ic a t e d in s q .f t
7 .
N o . o f b a t h r o o m s w it h d im e n s io n s in s q .f t .
8 .
D e t a ils o f F ir e F ig h t in g M e a s u r e s / H y d r a n t s e t c .
9 .
D e t a ils o f m e a s u r e s f o r e n e r g y c o n s e r v a t io n a n d
w a t e r
h a r v e s t in g
a n d
o t h e r
E c o - f r ie n d ly
p r a c t ic e s , m e a s u r e s a n d in it ia t iv e s .
1 0 . A i r -c o n d i t i o n i n g d e t a i l s f o r g u e s t r o o m s , p u b l i c
a r e a s
v iii. C e r t if ic
a )
C
t
a
b )
C
D
A
c )
C
O
a t e s / N o
e r t if ic a t
o s h o w t
n A p a r t m
e r t if ic a t
e p a r t m e
p a r t m e n
le a r a n c e
f f ic e r /
O b j e c t io n C e r t
e / lic e n c e f r o m
h a t y o u r e s t a b
e n t H o t e l
e /
lic e n c e
n t
a u t h o r iz in
t H o t e l
C e r t if ic a t e
S a n it a r y I n s p
if ic a t e ' s (a t t e s t e d c o p ie s )
M u n ic ip a lit y / C o r p o r a t io n
lis h m e n t is r e g is t e r e d a s
g
f r o m
c o n c e r n e d
t h e
r u n n in g
f r o m
e c t o r
P o lic e
o f
a n
M u n ic ip a l H e a lt h
g iv in g c le a r a n c e t o
j )
k )
l)
m )
o v
ib
a y
r y
n
e -m e n t i o n e d
ilit y o f t h e
b e . T h e D
a p p r o v a l a n
o t ic e in c a s e
a b
o n s
m
u t o
o u t
AR
T h e
r e s p
c a s e
s t a t
w it h
7 . A ll a p p
c o m p le t
p r e s c r ib
is lia b le
n )
AR
h )
i)
e )
f )
g )
KU
d )
y o u r e s t a b lis h m e n t f r o m s a n it a r y / h y g ie n ic p o in t o f
v ie w
N o O b j e c t io n C e r t if ic a t e w it h r e s p e c t t o f ir e
f ig h t in g a r r a n g e m e n t s f r o m
t h e F ir e S e r v ic e
D e p a r t m e n t (L o c a l F ir e B r ig a d e A u t h o r it ie s )
P u b lic lia b ilit y in s u r a n c e
B a r L i c e n c e ( n e c e s s a r y f o r 4* , 5* & 5* -D o n l y )
M o n e y C h a n g e r s L i c e n c e ( n e c e s s a r y f o r 4* , 5* & 5* D o n ly )
S a n c t io n e d b u ild in g p la n s / o c c u p a n c y c e r t if ic a t e
I f c la s s if ie d
e a r lie r , a c o p y o f t h e
e a r lie r
" C e r t if ic a t e
o f
C la s s if ic a t io n
is s u e d
b y
D e p a r t m e n t o f T o u r is m
F o r H e r it a g e p r o p e r t y , c e r t if ic a t e f r o m t h e lo c a l
a u t h o r it y s t a t in g a g e o f t h e p r o p e r t y a n d s h o w in g
n e w a n d o ld b u ilt u p a r e a s s e p a r a t e ly .
A n y o t h e r lo c a l a u t h o r it y a s m a y b e r e q u ir e d .
A p p r o v a l / N O C f r o m A A I f o r p r o j e c t s lo c a t e d
n e a r A ir p o r t s
P le a s e in d ic a t e w h e t h e r a f e w r o o m s o r a ll r o o m s
a r e t o b e l e t o u t o n a t i m e -s h a r e b a s i s .
A p p lic a t io n f e e s
lic a t io n s
e in a ll
e d c le a r a n
t o b e r e j e
a p p r o
O w n e r
e p a r t m
d t h e
o f a n y
f o r
r e s p
c e s ,
c t e d
.
v a ls /
s / p r
e n t s
a p p r
v io la
N o O
o m o t e
a p p r
o v a l g
t io n s
b j e c
r s / c
o v a l
iv e n
o r m
t io n C
o n c e r n
is n o
is lia b
is r e p r e
e r t if ic a t
e d C o m p
s u b s t it u
le t o b e
s e n t a t io
e s a r
a n y a
t e f o
w it h
n o f f
e
s
d r
a c
t h e
t h e
a n y
a w n
t s .
c l a s s i f i c a t i o n o r r e -c l a s s i f i c a t i o n m u s t b e
e c t v iz . a p p lic a t io n f o r m , a p p lic a t io n f e e ,
N O C s , c e r t if ic a t e s e t c . I n c o m p le t e a p p lic a t io n
8 . T h e a p p lic a t io n f e e p a y a b le f o r c la s s if ic a t io n / r e c la s s if ic a t io n a r e a s
f o llo w s . T h e d e m a n d d r a f t m a y b e p a y a b le t o " P a y & A c c o u n t s O f f ic e r ,
D e p a r t m e n t o f T o u r is m , N e w D e lh i " .
S t a r C a t e g o r y o f A p a r t m e n t H o t e ls
3-S
4-S
5- S
5-S t a r
C la s s if ic a t io n / R e c la s
s if ic a t io n f e e s in R s .
1 0 ,0 0 0
1 5, 0 0 0
2 0 ,0 0 0
2 5, 0 0 0
t a r
t a r
t a r
D e lu x e
C h a ir e d
r e s e n t a t iv e
ia t o u r is m o
r e p r e s e n t a
r e t a r y w ill
b y
s f r
f f ic
t iv e
c o n s
C h
o m
e / D
(w h
t it
a ir m
F H R
ir e c
o s h
u t e t
a n
(H R A
A I / H A I /
t o r (T ) o f
o u ld b e a
h e o t h e r m
C C ) o r
I A T O / T
t h e c o n c e
G a z e t t e
e m b e r s o
(a )
R e p
I n d
h is
S e c
AR
9 . T h e C la s s if ic a t io n C o m m it t e e f o r A p a r t m e n t H o t e ls w ill c o n s is t a s
f o llo w s :
h is
A A I /
r n e d
d o f f
f t h e
r e p r e
I H M
S t a t e
ic e r )
C o m m
s e n t a t iv e .
/ R D / lo c a l
G o v t . o r
/ M e m b e r
it t e e .
KU
(b )T h e C h a ir m a n a n d a n y 3m e m b e r s w ill c o n s t it u t e a q u o r u m
( c .) T h e m in u t e s w ill b e a p p r o v e d b y t h e C h a ir m a n ( H R A C C ) .
a s e o f a n y d is s a t is f a c t
e n t H o t e ls m a y a p p e a
o r r e v ie w a n d r e c o n s id
m m u n ic a t io n r e g a r d in g
s w ill b e e n t e r t a in e d b e
io n w it h t
l t o S e c r
e r a t io n w
c la s s if ic
y o n d t h is
h e
e t
it h
a t
p e
d e c is
a r y (T
i n 30
io n / r e
r io d .
io n
),
d a
c la
o f H R A C C t h
G o v e r n m e n t o
y s o f r e c e iv in
s s if ic a t io n . N
g
e
f
o
AR
( d .) I n c
A p a r t m
I n d ia f
t h e c o
r e q u e s t
1 0 . A p a r t m e n t H o t e ls w ill b e c la s s if ie d f o llo w in g a t w o s t a g e p r o c e d u r e
a . T h e p r e
t h e e n c
i. N
f
p
s e n c e o f f a c ilit ie s a n d s e r v ic e s w ill b e e v a lu a t e d a g a in s t
lo s e d c h e c k lis t .
e w p r o j e c t s w ill b e r e q u ir e d t o a d o p t e n v ir o n m e n t
r ie n d ly p r a c t ic e s a n d f a c ilit ie s f o r p h y s ic a lly c h a lle n g e d
e r s o n s .
1 1 . T h e A p a r t m e
a ll t im e s . T h
H o t e l a t a n y
t h a t it s m e m
s e r v ic e s .
1 2 . A n
c o
c o
t o
n t H
e C la
t im e
b e r s
d e f ic ie n c ie
m p lie d w it h w
n s u lt a t io n w it
d o s o w ill r e s
s /
it
h
u lt
A p a r t m e n t
t o a p h a
s a n d f a c ilit
f a c ilit ie s a
o t e l is e x
s s if ic a t io
w it h o u t p
b e a c c o m
r e
h in
t h e
in
H o t e ls b e in g c la
s e d
p la n f o r a
ie s f o r p h y s ic a lly
n d s e r v ic e s w ill b
p e c t e d
n C o m m
r e v io u s
m o d a t e
c t if ic a t io n p
t h e s t ip u la t
h o t e l r e p r e
r e j e c t io n o f
t o
it t
n o t
d o
m a
e e
ic e
v e r
o in t e d
e d t im
s e n t a t
t h e a p
in t a in r e
m a y in s p
. T h e C o m
n ig h t t o
o u t
e , w
iv e s
p lic a
s s
d d
c h
e
if ie d w ill n e e d
i n g E c o -f r i e n d
a lle n g e d p e r s o n
e v a lu a t e d a g a in
q u ir
e c t
m it
in s p
e d s t a n d a r d s
t h e A p a r t m e
t e e m a y r e q u e
e c t t h e le v e l
t o
ly
s ,
s t
a t
n t
s t
o f
AR
E x is t in g
c o n f ir m
p r a c t ic e
b . T h e q u a lit y o f
t h e m a r k s h e e
b y t h e H R A C C m u s t b e
h ic h h a s b e e n a llo t t e d in
d u r in g in s p e c t io n . F a ilu r e
t io n .
ii.
A p a r t m e n t H o t e
e y a r e t a k in g s u f
t e r , g a r b a g e s e g r
n t r o l B o a r d (P C B ) n
l m u s
f ic ie n
e g a t io
o r m s
t b e a b le t
t s t e p s t o
n , a n d d is p
a n d f o llo w in
o c o n
c o n s
o s a l/
g o t h
v in c e t h e c o
e r v e e n e r g y
r e c y c lin g a s
e r E c o -f r i e n d
m m it t e e t h a t
a n d h a r v e s t
p e r P o llu t io n
ly m e a s u r e s .
1 4. T h
t h
w a
C o
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1 3. T h e c o m m i t t e e m a y a s s i g n a s t a r c a t e g o r y l o w e r b u t n o t h i g h e r t h a n
t h a t a p p lie d f o r .
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1 5. F o r a n y c h a n g e i n t h e s t a r c a t e g o r y t h e p r o m o t e r s m u s t a p p l y a f r e s h
w it h a f r e s h a p p lic a t io n f o r m a n d r e q u is it e f e e s f o r t h e c a t e g o r y
a p p lie d f o r .
1 6 . A n y
s h o u
T o u r
w it h
c h a
ld b
is m
d r a w
n g e s
e in f
w it h
n / t e
in
t h e p la n s o r m a n a g e m e n t o f t h e A p a r t m e n t H o t e l
o r m e d t o t h e H R A C C , G o v t . o f I n d ia , D e p a r t m e n t o f
i n 30 d a y s o t h e r w i s e t h e c l a s s i f i c a t i o n w i l l s t a n d
r m in a t e d .
1 8 . I n c o m p le t e
a p p lic a t io n s w ill n o t b e
c o n s id e r e d . A ll c a s e s o f
c la s s if ic a t io n w o u ld b e f in a lis e d w it h in t h r e e m o n t h s o f t h e a p p lic a t io n
b e in g m a d e .
1 9 . T h e G o v t . o f I n d ia D e p a r t m e n t o f T o u r is m r e s e r v e s t h e r ig h t
m o d if y t h e g u id e lin e s / t e r m s a n d c o n d it io n s f r o m t im e t o t im e
t o
AR
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* * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * *
F o r m a t o f U n d e r t a k in g f o r P r o j e c t A p p r o v a l/ C la s s if ic a t io n / R e c la s s if ic a t io n o f
A p a r t m e n t H o t e ls
e S
v t .
p a r
N e w D
e c r e t a r y (T )
o f I n d ia ,
t m e n t o f T o u r is m
e lh i.
U N D E R T A K I N G
t o o d a ll
a p p r o v a
d h e r e b
d a r e c
t h e
l/ c la
y a g
o r r e
t e r m s a n
s s if ic a t io
r e e t o a b
c t a n d a
c o n d
n / r e c la
id e b y
u t h e n t
it io
s s if
t h e
ic t
a n d u n d e r s
t o p r o j e c t
H o t e ls a n
t s p r o v id e
n s
ic
m
o
m e n t io
a t io n in
. T h e in
t h e b e
n e d a b o v e
3/ 4/ 5/ 5f o r m a t io n
s t o f m y
S ig n a t u r e a n d n a m e in b lo c k le t t e r s
S e a l o f t h e a p p lic a n t
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P la c e :
D a t e :
r e a d
s p e c t
t m e n t
c u m e n
g e .
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v e
r e
p a r
d o
le d
h a
it h
A
n d
n o w
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T o
T h
G o
D e
Parking
COMMENTS
Mandatory for new hotels.
Local laws may require a
relaxation of this condition.
One parking space per unit
should be provided.
N
N
251350
500650
950
1250
N
N
N
D
N
N
N
N
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Air conditioning
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N
Guesrooms
Minimum 10 lettable rooms .
All rooms with outside window /
ventilation.
Minimum floor area Studio
250
including
sleeping,
living,
bathing, cooking & dining-sqft.
Minimum floor area 1bedroom 500
including sleeping, living bathing,
cooking & dining sqft.
Minimum floor area 2 bedrooms 760
including
sleeping,
living,
bathing, cooking & dining sqft.
Minimum floor area 3 bedrooms 1000
including
sleeping,
living,
bathing, cooking & dining sqft.
N
Dining area
5*&
5*-D
N
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3* &
4*
24 hour lifts for higher buildings
N
then ground plus two floors
conditioning/heating
depends
on climatic
conditions
&
architecture. Room temp.
should
be
between
20&28 Degrees C.For
4*,5* and 5* Deluxe
between 20 and 24
degrees
C.For
3star
minimum 50% of the
apartments should be air
conditioned.
GENERAL
For
star
and internet
N
1
1 1/2
2 1/2
3 1/2
36
40
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Public Areas
A lounge or seating in the lobby
area
Reception
facility
manned
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N
1
N
N
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N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
N
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Swimming pool
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N
N
N
D
Temperatures to be between
20-28 degrees calculus.
Guest Services
Utility shop
Acceptance of Common Credit
Cards
A public telephone on premises,
Unit charges made known.
Wake up call service on request.
Messages for and telephone
number of Doctor with front desk.
Assistance with
luggage on
request
Stamps and mailing facilities
Left luggage facilities
Fax and photocopy service
Business Center
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24hours
Heating and cooling to be
provided in enclosed public
rooms
Dining room serving break-fast
Garbage room (wet and dry)
Room for left luggage facilities
Health Fitness facilities
be
battery
Government of India
Ministry of Tourism
(H&R Division)
C-1 Hutments
Dalhousie Road New
Delhi-110 011 Tel:
011-23012810
No. 8-TH-l (3)/2013
Dated 04-09-2013
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1.
2.
3.
4.
5.
6.
7.
8.
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To,
Enclosed please find a copy of the revised Guideline for Classification / ReClassification of Hotels in regard to Bar License and Sewage Treatment Plant.
These revised guidelines are required to be adhered by all existing classified hotels and
those seeking Classification/Re-classification by the Ministry of Tourism under all
categories. The revised guidelines will come into force with immediate effect.
3.
You are requested to kindly circulate and publicise the amended guidelines.
4.
These guidelines are also available on the official website of the Ministry of Tourism
www.tourism.gov.in
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2.
Yours faithfully,
(S.V.Singh)
Assistant Director General (H&R)
Member Secretary HRACC
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2.
The Hotel & Restaurant Approval & Classification Committee (HRACC) inspects and
assesses the hotels based on the facilities and services offered.
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3.
Details of the criteria for Project A p p r o v a l / Classification along with the documents
required for this purpose are given in this document.
Applications for project approvals under the category of Heritage, 4 star and 5 star as well
as applications for Classification of operational hotels in the category of 4 star, 5 Star and 5 star
Deluxe as well as Heritage (Basic, Classic & Grand) categories along with the requisite fee (paid
vide Demand Draft) may be sent to:
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4.
For project approval /classification in 3, 2 and 1 Star categories, application along with
the requisite fee (paid vide Demand Draft) maybe forwarded to the Regional Director,
Indiatourism Office in whose region the hotel / project is located. The offices of the Regional
Directors are as under:
i.
Regional Director, Indiatourism (Western & Central Region), 123 Maharshi Karve Road,
Mumbai - 400 020
ii.
Regional Director, Indiatourism (Northern Region), 88 Janpath, New Delhi - 110 001
iii. Regional Director, Indiatourism (Southern Region), 154 Anna Salai, Chennai-600002
iv. Regional Director, Indiatourism (Eastern Region), Embassy, 4 Shakespeare Sarani,
Kolkata - 700 071
v.
Regional Director, Indiatourism (North Eastern Region), Assam Paryatan Bhawan, 3rd
Floor, N e a r Nepali Mandir, A.K. Azad Road, Paltan Bazar, Guwahati - 781 008
5.
The detailed Guidelines for Project Approval are at Annexure i and that for
Classification / Re- Classification at Annexurell
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6.
The Ministry of Tourism reserves the right to modify the Guidelines / Terms and
Conditions from time to time.
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******
ANNEXUREI
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1.
The Ministry of Tourism will approve hotels at project stage based on documentation.
Project approval is given to 1, 2, 3, 4, 5 Star and Heritage (Basic) categories. Hotel projects
approved under 5 Star and Heritage category after becoming operational may seek classification
under 5 Star Deluxe / Heritage Classic / Heritage Grand category if they fulfill the prescribed
norms.
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3.
2.
Project approvals will be valid for 5 years. The Project Approval would cease 3 months
before the date of expiry of project approval or from the date the hotel becomes operational, even
if all its rooms are not ready. The hotel must apply for Classification within 3 months of
commencing operations. The application for Project Approval will be submitted complete in all
respect as per details given below. Incomplete applications will not be accepted.
ii.
Name of the promoters with a note on the business antecedents in not more than 60
words
iii.
Complete postal address of the promoter with Telephone, Fax and Email address
iv.
i.
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d) Distance (in Kms) from (a) Railway station (b) airport (c) main shopping center
vii.
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f) Facilities for the differently abled guests (room with attached bathroom earmarked
forthis purpose, designated parking, ramps for free accessibility in public areas and to
at least one restaurant, designated toilet (unisex) at the lobby level etc.). All hotels at
project stage will require conforming to the requirements by 01.09.2010.
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g) Eco-friendly Practices (a) Sewage Treatment Plant (b) rain water harvesting (c) waste
management (d) pollution control method for air, water and light (e) introduction of non
CFC equipment for refrigeration and air conditioning. All hotels at project stage will
require conforming to the requirements by 01.09.2010.
h) Energy/ water conservation (use of CFL lamps, solar energy, water saving devices /
taps)
i) Details of Fire Fighting Measures / Hydrants etc.
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Site plan
ii.
iii.
iv.
v.
vi.
5.
i.
Municipal Authority
ii.
iii.
iv.
Approval / NOC from Airport Authority of India for projects located near the Airport
7.
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6.
Note: The above mentioned approvals / NOCs are the responsibility of the promoter /
concerned company as the case may be. The Ministrys approval is no substitute for any
statutory approval and the approval given is liable to be withdrawn in case of any violation
without notice.
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10.
Application fee in the form of a Demand Draft payable to Pay & Accounts Officer,
Department of Tourism, New Delhi (further details are given at point No. 14)
11.
In the event of any change in the project plan, the applicant should apply afresh for
approval under the desired category
12.
Authorized officers of the Ministry of Tourism should be allowed free access to inspect the
premises from time to time without prior notice
13.
The hotel must immediately inform the Ministry of the date from which the hotel becomes
operational and apply for Classification within 3 months from the date of operation
14.
The fee payable for the project approval and subsequent extension, if required is as under.
The Demand Draft may be payable to Pay & Accounts Officer, Department of Tourism, New
Delhi.
Star Category
Amount in Rs.
5- star
15,000
4-star
12,000
3-star
8,000
2-star
6,000
1-star
5,000
Heritage category
12,000
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15.
The promoter must forward quarterly progress reports failing which the project
approval is liable to be withdrawn
16.
All documents must be valid at the time of application. All copies of documents submitted
must be duly attested by a Gazetted officer / Notary. Documents in local language should be
accompanied by a translated version in English which should also be duly certified.
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17.
Projects, where it is proposed to let out part or whole of the hotel on Time Share basis, will
not be covered under these guidelines. (Such facilities, however, will be covered under a separate
Guideline of Timeshare Resort which are available at www.tourism.gov.in)
18.
Any change in the project plan or management for 5 Star Deluxe, 5 Star, 4 Star and
Heritage categories should be informed to the Ministry of Tourism and for 3 Star, 2 Star & 1 Star
categories to the respective Regional Indiatourism Office within 30 days, failing which the approval
will stand withdrawn / terminated
19.
The project approval is only applicable for new hotels coming up and not for additional
rooms coming up in existing hotels
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20.
The minimum size of rooms and bathrooms for all categories have been specified in the
Guidelines. Hotels of 1, 2, 3 and 4 Star categories availing subsidy / tax benefits / other benefits
from the Central / State Government would be subject to a Lock- in period of 8 years so that these
hotels continue to serve as budget category hotels. Hotels would be permitted to apply for upgradation to a higher star category after the completion of the lock in period
21.
Applicants are requested to go through the CHECKLIST OF FACILITIES & SERVICES
contained in this document before applying for project approval of new hotel projects /
classification of operational hotels.
22.
Application for Hotel Project approval forwarded through post will not be accepted if found
incomplete and applicant will be asked to complete the application and furnish the required
documents / information.
******
ANNEXUREII
CLASSIFICATION I RE-CLASSIFICATION OF OPERATIONAL HOTELS
1.
Classification for newly operational hotels if approved by Ministry of Tourism at project
stage, must be sought within 3 months of completion of the project. Operating hotels may opt for
Classification at any stage. However, hotels seeking Re-classification should apply for
reclassification at least six months prior to the expiry of the current period of classification
2.
If a hotel fails to apply for Re-classification six months before the expiry of the classification
period, the application will be treated as a fresh case of classification
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3.
Once a hotel applies for Classification/ Re-classification, it should be ready at all times for
inspection by the inspection committee of the HRACC. No request for deferment of inspection
will be entertained
4.
Classification will be valid for a period of 5 (Five) years from the date of approval of
Chairman HRACC or in case of Re-classification, from the date of expiry of the last classification,
provided that the application has been received six months prior to the expiry of the current period
of classification, along with all valid documents. Incomplete applications will not be accepted
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5.
The application should indicate whether a few rooms or all rooms are to be let out on a Time
Share basis. Hotels which propose to let out part of or all its rooms on time-share basis will not be
eligible for classification under this scheme.
6.
i.
Name and address of the promoter/owner with a note on their business antecedent in not more
than 60 words
Complete postal address of the hotel with Telephone, Fax and Email a d d re s s
iv.
a)
c)
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b)
iii.
v.
vi.
7.
a)
b)
Copy of Land Use Permit from local authorities Mandatory for applying for classification
(one time)
Star category being applied for
d)
Number of rooms and size for each type of room in sq. ft. (Single/Double /
g)
ii)
iii)
vi)
vii)
viii)
ix)
(i) Lobby/lounge
Restaurants with no. of covers
Bar
Shopping area
Banquet / conference halls
Health club Business centre Swimming pool
Parking facilities (no. of vehicles which can be parked)
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f)
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c)
h)
Facilities for the differently abled guests: dedicated room with attached bathroom,
designated parking, ramps, free accessibility in public areas and at least to one restaurant,
designated toilet (unisex) at the lobby level etc. All operational hotels will require conforming to
the requirements by 01.09.2010
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i)
Eco-friendly Practices(a)Sewage Treatment Plant (b) rain water harvesting (c)waste
management (d) pollution control method for air, water andlight(e) Introduction of non CFC
equipment for refrigeration and air conditioning and other Eco-friendly measures and initiatives.
All operational hotels will require conforming to the requirements by 01.09.2010.
A Sewage treatment plant will not be a mandatory condition for hotels which have obtained
completion certificate for construction before 1.4.2012.
j) Measures for energy and water conservation, water harvesting (use of CFL lamps, solar energy,
water saving devices / taps etc.)
k) Details of Fire Fighting Measures
I) Security features viz. CCTV, X-Ray check, verification of staff etc
m) The architecture of the hotel building in hilly and ecologically fragile areas should incorporate
creative architecture keeping in mind sustainability and energy efficiency and as far as possible in
conformity with local art and architecture with use of local materials
Certificate / license from Municipality / Corporation to show that the establishment is registered
as a Hotel
Mandatory for applying for Classification/Re-classification. It should be current and valid.
b)
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c)
No Objection Certificate from the Fire Service Department (Local Fire Brigade Authority.
f)
Bar License:
h)
i)
Building Plans sanctioned by the competent authority and occupancy /completion certificate
by the competent authority
Mandatory for applying for Classification (one-time) unless additional rooms are added.
If classified earlier, a copy of the Classification Order issued by Ministry of Tourism
For Heritage property, certificate from the local authority stating the age of the property and
showing the new and old built up areas separately
g)
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e)
Mandatory for applying for Classification / Re-classification. It should be current & valid.
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j) Clearance / NOC /approval required from any other (local) authority (viz. Consent to Operate
from the State Pollution Control Board / Ministry of Environment & Forests etc., Coastal
Regulation Zone) whichever is applicable.
i.
ii.
k) Approval / NOC from Airport Authority of India for projects located near the Airport NOC from
Airport Authority of India. Mandatory for applying for classification (one
time)
I) Application fee
6,000
2- Star
3- Star
4- Star
5- Star
5- Star Deluxe
Heritage
(Grand, Classic, Heritage categories)
8,000
10.000
15,000
20,000
25,000
15,000
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1-Star
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11.
The application fees payable for classification/reclassification are as follows. The Demand
Draft may be payable to Pay & Accounts Officer, Department of Tourism, New Delhi
Star Category
Classification / Reclassification fees in Rs.
12.
Upon receipt of application complete in all respects, the hotel will be inspected by a
classification committee which will be constituted as follows:
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(a) For 4, 5, 5 Star Deluxe and Heritage (Basic, Classic & Grand) categories:
Chaired by Additional Director General (Tourism), Govt, of India/ Chairperson (HRACC) or a
representative nominated by him
Representative from FHRAI
Representative from HAI
Representative from IATO
Representative from TAAI
Principal Institute of Hotel Management
Regional Director, Indiatourism Office / local Indiatourism office
Member Secretary HRACC
In case of Heritage category, a representative of Indian Heritage Hotels Association
(IHHA)
(The HRACC representatives / nominees of FHRAI, HAI, IATO and TAAI should have
requisite expertise and experience of the hospitality and tourism industry (hands on
experience)
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Chairperson, Secretary (Tourism) of the concerned State Govt, or his nominee who should
not be below the rank of a Deputy Secretary to the Government of India. In his absence the
Regional Director, Indiatourism who is also Member Secretary, Regional HRACC will chair
the committee
Regional Director, Indiatourism Office/ local Indiatourism office
Representative from FHRAI
Representative from HAI
Representative from IATO
Representative from TAAI
Principal Institute of Hotel Management
(The HRACC representatives / nominees of FHRAI, HAI, IATO and TAAI should have requisite
expertise and e x p e r i e n c e o f t h e h o s p i t a l i t y a n d tourism i n d u s t r y (hands on
experience)
(c) The Chairperson and any 3 members will constitute a quorum
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(d) The recommendations duly signed by the committee will be sent to HRACC Division
(Ministry of Tourism, Government of India) by next day through speed post and the
recommendation of the HRACC inspection committee will be approved by the
Chairperson (HRACC)/ Addl. Director General (Tourism) expeditiously ( Point amended
w.e.f. Oct 2011).
(e) Appellate Authority: In case of any dissatisfaction with the decision of HRACC, the hotel
may appeal to Secretary (Tourism), Government of India for review and reconsideration within
30 days of receiving the communication regarding Classification / Re-classification. No request
will be entertained beyond this period.
Hotels
13.
a. The presence of facilities and services will be evaluated against the enclosed
checklist available at AnnexurelV
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b. The quality of facilities and services will be evaluated by the HRACC inspection
committee as per the prescribed parameters.
14.
The hotel is expected to maintain required standards at all times. The Classification
Committee may inspect a hotel at any time without previous notice. The Committee may request
that its members be accommodated overnight to inspect the level of services.
15.
Any deficiencies / rectifications pointed out by the HRACC must be complied with within
the stipulated time, which has been allotted in consultation with the hotel representatives during
inspection. Failure to comply within the stipulated time will result in rejection of the application.
16.
The Committee may assign a Star category l o w e r but not higher than that applied for.
17.
The hotel must be able to convince the committee that they are taking sufficient steps to
conserve energy and harvest water, garbage segregation, and disposal / recycling as per
Pollution Control Board (PCB) norms and following other Eco-friendly measures.
18.
For any change in the Star / Heritage category, the promoter must apply afresh along
with requisite fee.
19.
Any changes in the Building Plans or management of the hotel should be informed to the
HRACC, Ministry of Tourism, Govt, of India within 30 days otherwise the classification will stand
withdrawn / terminated. In case of change of company name / hotel name, a copy of the fresh
Certificate of Incorporation or a copy of the Resolution of the Board of Directors regarding the
name change alongwith any other relevant documents may be submitted.
20.
The minimum size of rooms and bathrooms for all categories have been specified in the
Guidelines. Hotels of 1, 2, 3 and 4 star categories availing subsidy / tax benefits / other benefits from
the Central / State Government would be subject to a lock- in period of 8 years so that these hotels
continue to serve as budget category hotels. Hotels would be permitted to apply for up- gradation to
a higher star category after the completion of the lock in period.
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21.
Applicants are requested to go through the CHECKLIST OF FACILITIES AND SERVICES
contained in this document while applying for Classification / Re-classification. The checklist may be
duly filled up and signed and stamped on each page which should be submitted alongwith the
application
22.
The Hotel should adhere to the tenets of the Code of Conduct for Safe & Honourable
Tourism for which the following action would have to be taken:
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(i)
A signed copy of the Pledge and Undertaking of commitment towards Safe & Honourable
Tourism should be attached with the application. The format of the Pledge & Undertaking - Code of
Conduct for Safe & Honourable Tourism are attached at AnnexureV and AnnexureVI respectively
(ii)
On the day a new staff member joins the Hotel, he / she would be required to take / sign the
pledge. The pledge would be incorporated in the appointment letter / joining report of the staff
(iii)
Two focal points/Nodal Officers would be nominated (i.e., from HRD, security side etc.) at the
time of applying for approval by the Hotel in the case of hotels which have more than 25 personnel.
In the case of Hotels with less than 25 personnel, one focal point would have to be nominated
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(iv)
The training would be provided to the staff of the classified / approved hotels by Ministry Of
Tourism under its Capacity Building of Service Providers (CBSP) scheme in connection with Safe &
Honourable Tourism. The focal points of the hotel would be
trained first within first six months of MOT approval. Subsequently, the trained focal points in turn
would impart further in - house training to the staff which would be arranged within next six months.
(v)
The Pledge of Commitment towards Safe & Honourable Tourism would have to be
displayed prominently in the staff areas / back areas of the Hotels / Restaurants etc. and in the
office premises of all the Head of the Departments (HODs)
(vi)
The signatories of the Code of Conduct would be required to maintain a record of action
taken by them in compliance of the provisions of this para, which shall be kept in their office &
shown to the Committee (s) at the time of Classification/Reclassification.
23.
It will be mandatory for the hotel to participate in the skill development initiative of the
Ministry of Tourism to meet the manpower needs for the tourism and hospitality industry. For this,
the following action would have to be taken:
(i)
Classified hotel would be required to train a minimum number of persons, in every calendar
year in the short duration Skill Development Courses under Hunar Se Rozgar scheme as
per following norms:
Rooms per
Hotels
100+
50 to 100
20 to 50
1s' Year
2na Year
3rd Year
4,n Year
5tn Year
No.
of No.
of No.
of No.
of No.
of
persons to persons to persons
to persons
to persons
to
be trained be trained be trained
be trained
be trained
20
20
25
25
30
10
10
15
15
20
5
5
5
5
5
A minimum of ten persons will constitute a training class. Since a hotel with rooms between
20 to 50 will not be expected to have facilities / infrastructure necessary for the conduct of
trainings, an arrangement can be worked out between 2 to 5 hotels to conduct this obligatory
training (only the theory part) in one cluster and the practical part being carried out in the
respective hotels.
(iii)
(iv)
Each hotel would achieve the above mentioned yearly target and submit it to Ministry of
Tourism in the reclassification application so as to be considered for reclassification.
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(ii)
24.
Incomplete applications will not be considered. Efforts will be made to ensure that all cases
of classification are given final decision within three months from the date of application receipt
complete in all respects.
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ANNEXUREIII
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I have read and understood all the terms and conditions mentioned above with respect to Project
Approval / Classification-Re-classification under the Star / Heritage categories andhereby agree to
abide by them. The information and documents provided are correct and authentic to the best of my
knowledge.
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I understand that the Ministrys approval is no substitute for any statutory approval and the approval
given is liable to be withdrawn in case of any violation or misrepresentation of facts or noncompliance of directions that may be issued by the Ministry of Tourism, Govt, of India, without
notice.
It is to certify that the hotel would not seek upgradation to a higher category for a period of eight (8)
years in the event the hotel avails of subsidy / tax benefits / other benefits from the Government.
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In case of any dispute/ legal measure, the same may be eligible in the jurisdiction falling under the
NCT of Delhi.
Signature and name in block letters Seal of
the applicant
Place: ___________
Date: ____________
Establishment to have
necessary trading licenses
all
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N
120
130
140
120
GUEST ROOM
25%
50%
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GENERAL
100%
200
100%
Suites
Hairdryers
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Where
not
provided
in
bathroom, must be available on
request
All 3 Star, 4 Star, 5 Star and 5
Star deluxe hotels shall provide
a hair dryer facility in the room
on complementary basis. In 1
Star and 2 Star, this facility will
be made available on request
on complementary basis.
N
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AR
AR
Minibar / Fridge
AR
Guest Linen
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be
to
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linen
Good quality
provided
TV - cable if available
Awastepaper basket
Linen Room
All
All
All
All
All
30
36
36
45
N-
30
AR
Bath Mat
Guest toiletries to be provided minimum 1 new soap per guest
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BATHROOM
well ventilated
A sanitary bin
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M
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N
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Shower cabin
Bath tubs
PUBLIC AREA
Lounge or seating area in the
lobby
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Reception facility
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Temperatures to be between 20
degrees Celsius to 28 degrees
Celsius
Air-conditioning common areas
like
Lobby,
Restaurants,
Varandas, bar where they are
open to nature on one or more
sides shall not be mandatory for
beach, lake, backwater, river, hill,
mountain, forest or nature Hotels
& Resorts.
Bathroom
To be p r o v i d e d in all public
areas. Free accessibility in all
public areas and to at least one
restaurant in 5 Star and 5 Star
Deluxe
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Public Restrooms
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the
for
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3 Star category
4 Star category
GradeA cities:
One Multi-cuisine Restaurant
cum coffee shop open from 7
a.m. to 11 p.m., one Specialty
Restaurant and 24 hr. room
service
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5 Star category
GradeB cities:
One Multi-cuisine Restaurant
open from 7 a.m. to 11 p.m. and
24 hr. room service
GradeA cities:
One Multi cuisine Restaurant
cum 24 hr. coffee shop / all day
dinning,
one
Specialty
Restaurant and 24 hr. room
service
GradeB cities:
One Multi cuisine Restaurant
cum coffee shop open from 7
a.m. to 11 p.m., one Specialty
restaurant and 24 hr. room
service
GradeA cities:
One Multi cuisine Restaurant
cum 24 hr. coffee shop / all day
dinning,
one
Specialty
restaurant and 24 hr. room
service
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Bar
Wherever
bar
license
is
prohibited for a hotel as per
local law, the bar will not be
mandatory and wherever bar is
allowed as per local laws, then
the hotel will have to obtain bar
license first and then apply for
classification to the Ministry of
Tourism.
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GradeA cities:
One Multi cuisine Restaurant
cum coffee shop open from 7
a.m. to 11 p.m., one Specialty
restaurant and 24 hr. room
service
Wooden
prohibited
Ventilation system
Pest control
STAFF
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boards
AR
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N
N
N
chopping
Use
of
aluminum
vessels
prohibited except for bakery
To encourage recycling
20%
20%
40%
40%
80%
20%
20%
30%
30%
60%
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Toilet facilities
Pledge
to
be
displayed
prominently in the staff / back
areas / office premises of all the
Heads of Departments (HODs)
M
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N
AR
N
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GUEST SERVICES
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Display of Pledge
A/
A/
Shoe c l e a n i n g , s h o e
horn & slippers
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AR
Newspapers available
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Florist
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X-Ray Machine.
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Verification.
N
N
AR
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N'
AR
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COMMUNICATION FACILITIES
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Smoke Detectors.
AR
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E-mail service.
Business Center.
Swimming Pool
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Parking Facilities.
Conference Facilities.
c) Waste management.
(e)
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Note 1.
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All hotels should clearly indicate on their websites the facilities and amenities provided to guests free of cost
like complimentary breakfast (indicating broad classification like Indian breakfast, Continental breakfast or
American breakfast), iron and iron board facility, shoe cleaning facility, shoe horn and slippers, other free
facilities like dental kit, shaving kit, etc. If any facility is provided only on request but is included in the room
rent, this should be mentioned on the hotels website under the head Facilities and Amenities provided on
complimentary basis and also mentioned to the guest when the hotel staff introduces the room to him/her on
arrival. In case the complimentary breakfast is not a buffet, the guest must be shown a list stating in English
the name of all complimentary items.
It will be mandatory for all the hotels classified under the categories 1 to 4 Star to display their classification
status prominently outside the hotel and at the reception from 1.4.2014 as per a scheme to be evolved in
consultation with FHRAI and HAI.
Note 3:
Time-sharing accommodation will also be considered for classification as per the guidelines for
Classification/Re-classification of hotels.
Note 4 :
D Desirable N
Necessary
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There is no relaxation in the Necessary criteria except as specified in the comment column
ANNEXURE-V
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I / We solemnly pledge and reiterate our commitment to conduct our business in a manner
that befits the culture and ethos of our rich and ancient civilization, and the tolerant and
accommodating nature of our multicultural society and protects all individuals, especially women
and children from all derogatory acts which are contrary to the spirit of our country. We hereby
commit to abide by the Code of Conduct for Safe and Honourable Tourism.
Recognizing that every earth resource is finite and fragile, I / We further pledge to fully
implement sustainable tourism practices, consistent with the best environment and heritage
protection standards, such that my/our present tourism resource requirements optimize both local
community benefit and future sustainable uses.
Name
AR
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Signature
ANNEXUREVI
Format of UNDERTAKING in respect of the Pledge for Commitment towards
Safe & Honourable Tourism
To
The Secretary (Tourism) Govt, of India Ministry of Tourism New Delhi
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UNDERTAKING
It is to hereby confirm that I / We have read and understood the Code of Conduct for Safe
and Honourable Tourism adopted on 1st Oct. 2010 as per copy attached with application with
respect to Project Approval / Classification - Re-classification of hotels under the Star / Heritage
categories and hereby agree to abide by them.
KU
That I / W e have read solemnly pledge and reiterate our commitment to conduct our
business in a manner that befits the culture and ethos of our rich and ancient civilization, and the
tolerant and accommodating nature of our multicultural society and protects all individuals,
especially women and children from all derogatory acts which are contrary to the spirit of our
country. I / We hereby commit to abide by the Code of Conduct for Safe and Honourable Tourism.
AR
Recognizing that every earth resource is finite and fragile, I / W e further pledge to fully
implement sustainable tourism practices, consistent with the best environment and heritage
protection standards, such that my / our present tourism resource requirements optimize both
local community benefit and future sustainable uses.
Signature
Name in BLOCK LETTERS
Seal
Place: __________
Date:___________
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Heritage:
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Heritage Grand:
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No room or bathroom size is prescribed for any of the categories. However, general
ambience, comfort and imaginative readaptation would be considered while
awarding sub-classification classic or grand.
SPECIAL FEATURES:
Heritage:
General features and ambience should conform to the overall concept of heritage
and architectural distinctiveness.
Heritage Classic:
General features and ambience should conform to the overall concept of heritage
and architectural distinctiveness. The hotel should provide at least one of the under
mentioned sporting facilities.
Heritage Grand:
General features and ambience should conform to the overall concept of heritage
and architectural distinctiveness. However, all public and private areas including
rooms should have superior appearance and decor. At least 50% of the rooms
should be air-conditioned (except in hill stations where there should be heating
arrangements). The hotel should also provide at least two of the under mentioned
sporting facilities.
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SPORTING FACILITIES:
Swimming Pool, Health Club, Lawn Tennis, squash, Riding, Golf Course, provided the
ownership vests with the concerned hotel. Apart from these facilities, credit would
also be given for supplementary sporting facilities such as Golf, Boating, Sailing,
Fishing or other adventure sports such as Ballooning, Parasailing, Wind-surfing,
Safari excursions, Trekking etc. and indoor games.
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CUSINE:
Heritage:
Heritage Classic:
The hotel should offer traditional cuisine but should have 4 to 5 items which have
close approximation to continental cuisine.
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Heritage Grand:
The Hotel may be managed and run by the owning family and/or professionals.
Note: Classification in any of the above categories will be given keeping in view the
overall standard of the property. The hotel would be judged by the quality of service
and the years of experience that the owner/staff have had in the business.
GENERAL FEATURES:
There should be adequate parking space for cars. All public rooms and areas and the
guest rooms should be well maintained and well equipped with quality carpets/area
rugs/good quality duries, furniture, fittings etc. in good taste and in keeping with the
traditional lifestyle. If carpeting is not provided, the quality of flooring should be very
good (This is not to suggest that old and original flooring whether in stone or any
other material should be replaced unnecessarily). The guest rooms should be clean,
airy, pest free without dampness and musty odour, and of reasonably large size with
attached bathrooms with modern facilities (e.g. flush commodes, wash basins,
running hot and cold water, etc.). There should be a well appointed lobby and/or
lounge equipped with furniture of high standard with separate ladies and gents cloak
rooms with good fittings.
FACILITIES:
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There should be a reception, cash and information counter attended by trained and
experienced personnel. There should be money changing facilities and left luggage
room. There should be a well equipped, well furnished and well maintained dining
room on the premises and, wherever permissible by law, there should be an elegant,
well equipped bar/permit room. In the case of Heritage Grand and Heritage Classic
Bar is necessary and desirable in the case of Heritage Basic. The kitchen and
pantry should be professionally designed to ensure efficiency of operation and
should be well equipped. Crockery, cutlery, glassware should be of high standard
and in sufficient quantity, keeping in view the lifestyle and commensurate with the
number of guests to be served. Drinking water must be bacteria free; the kitchen
must be clean, airy, well lighted and protected from pests. There must be a
filtration/purification plant for drinking water. There must be three tier washing
system with running hot and cold water; hygienic garbage disposal arrangements;
and frost free deep freezer and refrigerator (where the arrangement is for fresh food
for each meal, standby generator will not be insisted upon).
SERVICES:
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The hotel should offer good quality cuisine and the food and beverage service
should be of good standard. There should be qualified, trained, experienced,
efficient and courteous staff in service and clean uniforms and the staff coming in
contact with the guests should understand English, Housekeeping at these hotels
should be of the highest possible standard and there should be a plentiful supply of
linen, blankets, towels, etc. which of the highest possible standard and should be a
plentiful be of high quality. Each guest room should be provided with a vacuum
jug/flask with bacteria free drinking water. Arrangements for heating/cooling must
be provided for the guest rooms in seasons. Places which have telephone lines must
have at least one phone in the office with call bells in each guest room.
Arrangements for medical assistance must be there in case of need. The staff/room
ratio must be in keeping with the number of guest room in each property. These
hotels must be run on a professional basis while losing none of their ambience and
services. The hotel should be environment friendly. The gardens and grounds should
be very well maintained. There should be an efficient system of disposal of garbage
and treatment of wastes and effluents. The hotel should present authentic and
specially choreographed local entertainment to the guests. They should also have,
wherever possible, arrangements for special services such as wildlife viewing, water
sports, horse/camel/elephant riding or safaris etc.
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Whether:
a) Company
(if so, a copy of the Memorandum & Articles of Association may be furnished)
OR
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(a) Area
(b) Title
Whether outright purchase/ownership (if so, a copy of the registered sale deed
should be furnished)
OR
On Lease
(if so, a copy of the registered lease deed should furnished)
(c) Whether the required land use permit for the conversion into hotel on it have
been obtained. (If so, a copy of certificate from the concerned local
authorities should be furnished).
(d) Distance from Railway Station:
Area
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Single
Double
Suites
Total:
(b) No. of attached baths and their area:
(c) How many of the bathrooms will have long baths or the most modern
Shower chambers (Give break-up):
Number
Area of each
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i) Lounge/Lobby
ii) Restaurants/Dinning room:
iii) Bar (if any):
iv) Shopping (if any):
v) Banquet/Conference Halls (if any):
vi) Health Club (if any):
vii) Swimming Pool (If any):
viii) Parking facilities:
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(e) Blue prints of the sketch plans of the project. A complete set duly signed by
the promoter and the architects should be furnished including/showing
among other things, the following:i) Site Plan:
ii) Front and side elevations:
iii) Floor wise distribution of public rooms/guest rooms and other facilities.
8. Approval:
Whether the hotel project has been approved/cleared by/under the following
agencies/Acts wherever applicable:
(a) Municipal authorities;
(b) Urban Lands (Ceiling), Act:
(c) Any other local/State Govt. authorities concerned.
9. Proposed Capital Structure:
(a) Total estimated cost:
(i) Equity:
(ii) Loan:
(b) Equity Capital so far raised:
(c) (i) Sources from which loan is proposed to be raised:
(ii) Present position of the loan:
10. Acceptance of Regulatory conditions:
(This should be furnished in the prescribed proforma, as per sample attached):
11. Application Fee:
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Demand Draft for Rs.12,000/- for hotel projects planned for Heritage, Hotel category
drawn in favour of Pay & Accounts Officer, Department of Tourism, New Delhi
must be attached with the application:
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*****