Académique Documents
Professionnel Documents
Culture Documents
I would like to acknowledge and thank those who contributed, assisted, and motivated
me during the internship program so this report can be done, especially the following:
Mr. Benny Rizal Gautama as the owner of PT. Maja Ruang Delapan that has been very
supported with his kindness and has also provided invaluable contact details and data for
the majority of the hotel and restaurant.
Finally I would like to acknowledge and thank all the respondents and staff at the hotel
and restaurant in my research for taking their time and for sharing with me their
knowledge as well as their experiences.
TABLE OF CONTENTS
ACKNOWLEDGMENT................................................................................................... i
TABLE OF CONTENTS ................................................................................................. ii
LIST OF TABLES .......................................................................................................... iii
LIST OF FIGURES ........................................................................................................ iv
LIST OF APPENDIX .......................................................................................................v
EXECUTIVE SUMMARY ..............................................................................................1
CHAPTER I INTRODUCTION .......................................................................................3
1.1. Company Profile ........................................................................................3
1.1.1. PT. Maja Ruang Delapan ....................................................................3
1.1.2. Vision & Mission ................................................................................4
1.1.3. Portfolio & Products ...........................................................................4
1.1.4. Corporate Organization .......................................................................8
1.2. Scope of Work............................................................................................9
1.2.1. Internship Models at Maja Group .......................................................9
1.2.2. Issues at Sugar & Cream .....................................................................9
1.2.3. Problems Definition ..........................................................................10
1.2.4. Data Access .......................................................................................10
1.3. Objective of the Internship .......................................................................10
CHAPTER II BUSINESS ANALYSIS ..........................................................................11
2.1. Theoretical Framework ............................................................................11
2.1.1. A Brief Historical Overview .............................................................11
2.1.2. Defining Risk Management............................................................12
2.1.3. Conceptualization of Risk .................................................................14
2.1.4. The Risk Management Process .........................................................16
2.1.5. Risk Management Responses............................................................18
2.2. Methodology ............................................................................................23
2.2.1. Observation Method ..........................................................................23
2.2.2. Qualitative Approach ........................................................................23
2.2.3. Limitation ..........................................................................................24
2.3. Findings & Analysis .................................................................................24
CHAPTER III BUSINESS SOLUTION ........................................................................28
3.1. Proposed Solution ....................................................................................28
3.2. Practical Implementation .........................................................................29
3.3. Implementation Plan ................................................................................29
CHAPTER IV LESSON LEARNED .............................................................................32
4.1. Lesson Learned from the Problem Solving Activity ...............................32
4.2. Lesson Learned from the Internship Program ..........................................32
REFERENCES ...............................................................................................................33
APPENDIX .....................................................................................................................35
ii
LIST OF TABLES
Table 1 Main Type of Hazards...18
Table 2 Probability Score...23
Table 3 Impact Score.....24
Table 4 Risk Management Strategies.....25
Table 5 Risk Mapping....27
Table 6 Total Score....28
Table 7 Drivers of Key Risks.....30
Table 8 Risk Measurement.....31
Table 9 Risk Management Strategies in the Hotel.....32
Table 10 Responsibilities...35
iii
LIST OF FIGURES
iv
LIST OF APPENDIX
Appendix 1 Interview Guideline..40
Appendix 2 Risk Assessment Work Sheet...41
EXECUTIVE SUMMARY
Hotel industry often provide a variety of comforts for guests and clients, which in turn
can generate different sources of risks. So there is the need for constant reevaluation of
the risks associated with these services to maximize profit, as well as to provide
protection from injury and property loss. Risk management starts with risk assessment
and understanding the risk of doing business. By implement risk management to the
business we can avoiding loss and profit.
In view of this, this research has made a valuable contribution to the existing body of
knowledge related to the business by:
Identifying various risks that could have an impact on the Maja Goup
especially the hotel and restaurant industry.
Showing that risks differ from sector to sector within the Maja Goup
especially the hotel and restaurant industry.
Developing a risk management process and model, which has not existed
before, in the Maja Group especially the hotel and restaurant industry.
Providing good hospitable services, which at the same time offering comfort
and satisfaction to its guest in the Maja Goup especially the hotel and
restaurant industry.
A final contribution is that this is the first research of risk management in this
hotel.
The objective of the report is to introduce how risk management can be useful to manage
the hotel and restaurant risk swiftly and effectively to an interruption to normal business
operation, protecting the associates and assets of the hotel, and ensuring the continuity of
critical business function. Based on the study literature sources, the above contribution
is not only of value to the Maja Gruop but also every hotel with the same class.
Enterprise risk management framwork is used to develop the plan for Hotel to deal with
risk and opportunities by enterprise risk management process. Enterprise risk
management process helps to ensure effective reporting and compliance with laws and
regulations, and helps avoid damage to the business reputation and associated
consequences. Enterprise risk management can helps the Hotel to achieve and get to
where it wants to go and avoid pitfalls and surprise along the way.
This report has developed the strategic risk management plan fo Stevie 6 hotel to manage
the hotel business risk and mitigating the risk. The main aim was to devise a strategic
risk management plan for the next 5 year. The plan has developed an Enterprise Risk
Management strategy to respond the hotel risk effectively within a specific risk category.
CHAPTER I
INTRODUCTION
Maja Group is a private company with Mr. Benny Rizal Gautama as the owner of the
company and it deals directly with the owner. The general manager is working with
corporate auditors and head of each department in all aspects of the business to manage
staff relations, assets of business owner, and corporate relations. Transaction behavior
should be directed to correctly represent and protect interests of the Maja Group
Indonesia at any time.
Guests
Employees, Family
Company
Mission: create satisfaction for our guests, employees and companies with lucrative
service satisfy with prioritize professional work attitude, anticipation of solutions to
achieve the target. If you are already working with a group or just join us, you will
discover the culture of our group is relaxed and friendly, yet professional and hard workwe want everyone in the Group Maja to enjoy their time with us thrive and through
dedication, hard work and attitude to serve.
1.1.3. Portfolio & Products
Brand name Maja Group Indonesia synonymous with excellence and quality. Maja
Group Indonesia currently manages the hotel, restaurant, function room, and a concept
store. Their unique outlets are:
1.
2.
3.
Maja Suki
Maja Suki Restaurant opened on 9 October 2010. Taste and delicacy of barbeque
and Suki can be enjoyed in the restaurant Maja Suki. Guest will also be pampered
with the natural beauty of the mountains and a view of Bandung city with an area of
1200 square meters and 100 seating capacity. Maja Suki Restaurant also prepares
various purposes for gathering with family or wedding receptions and birthday.
4.
5.
6.
Stevie 6 Hotel
Stevie 6 is a masterpiece of Maja Group Indonesia, which began operating in
December 23, 2011, as the outlet to the concept by having Stunning Design &
Innovative Spaces it has inspired the establishment of the name of the hotel, Stevie
6 Hotel. The hotel consists of 24 rooms, where each room has a different interior
theme, such as Bohemian, American Classic, Vintage and Modern Tropical. Some
of the rooms has private balconies with the panoramic view of the Valley on the front
side. Stevie 6 is a hotel that will meet the needs of guests comfort accommodation
and aesthetic beauty in it. The Hotel facilities:
Air Conditioning
Telephone
Extra Bed
Smoking Room
In addition, in those strategic positions, the company also pay attention to the interests of
the employees which will greatly affect the performance of the company. Their presence
alone is considered indispensable because it has different performance with other
employees.
This company has not yet had risk management in their finance management. So as the
intern in this company, I suggest them to implement risk management so the risk can be
identifying also developing a risk management process and model, which has not existed
before, in the Maja Goup especially the hotel industry. By implement risk management
to the business we can avoiding loss and profit. The general scope of work of this model
is to find solution(s) for the companys issue(s) based on observations, historical data,
questionnaires, interview, and other method that relevant on the issue. Human Resources
department in Maja Group assigned i to work on solutions concerning the issues at Stevie
6 Hotel.
Hotel industry often provide a variety of comforts for guests and clients, which in turn
can generate different sources of risks. So there is the need for constant reevaluation of
the risks associated with these services to maximize profit, as well as to provide
protection from injury and property loss. Risk management starts with risk assessment
and understanding the risk of doing business.
As a finance majoring MBA ITB student, I was given the challenge to propose a solution
concerning Stevie 6 financial issues. The owner needs a clear and complete solution
regarding how the risks identified, how to develop and implement risk management plans
and procedures, and how to mitigate those risk that had been found in Stevie 6 hotel. The
owner and the manager asked i only to work on internal factors and internal data.
2.
What is the mitigation and the solution of the risks in order to bring Stevie 6 can
provide good hospitable services, which at the same time offering comfort and
satisfaction to its guest?
10
CHAPTER II
BUSINESS ANALYSIS
People are now encouraged to seek for relevant information and to take steps to avoid it
as much as possible. From a managerial perspective it is no longer possible to entirely
ignore or disregard risks. Risks are now considered as the probability and magnitude of
potential negative events that people actually can influence. At the same time, we should
have the realization that some risks are simply beyond our control, or too minute to
demand priority attention (Abkowitz, 2008). We should become more tolerant of risks in
such circumstances (Ibid.).
As established in the introductory discussion, the focus and awareness on safety and
security has served to underscore the concern and value amongst travelers. The issue has
even turned into a commodity that people are willing to pay for, and that hospitality
establishments must be able to provide (Barrows & Powers, 2009). As a result of this
trend, there has been a proliferation of private security forces combined with a diversity
of numerous measures in order to cope with demand from guests and requirements from
governments (Ibid.). Seeing that we continue to witness trade barriers being lifted, and
international legislation pave way for increasing mobility of people between countries
and regions, it is apparent that globalization has affected the travel and tourism industry.
11
The hotel industry needs to adapt its routines, procedures and standards to fit into the rest
of the picture with all of the dynamism that is implied (Ibid.). Accordingly, the field of
risk management has grown to grasp the attention of politicians, scholars, and managers.
The rapid expansion of knowledge has thus enabled.
2.1.2. Defining Risk Management
Risk management refers to the practice of identifying potential risks in advance,
analyzing them and taking precautionary steps to reduce/curb the risk.
The definition in the world of finance is risk management refers to the practice of
identifying potential risks in advance, analyzing them and taking precautionary steps to
reduce/curb the risk.
So, in order to minimize and control the exposure of investment to such risks, fund
managers and investors practice risk management. Not giving due importance to risk
management while making investment decisions might wreak havoc on investment in
times of financial turmoil in an economy. Different levels of risk come attached with
different categories of asset classes.
For example, a fixed deposit is considered a less risky investment. On the other hand,
investment in equity is considered a risky venture. While practicing risk management,
equity investors and fund managers tend to diversify their portfolio so as to minimize the
exposure to risk.
Financial risk for the hospitality industry concerns money, including capital
availability, cash-flow management, investment evaluation and credit default.
The following types of financial risk: global economy crisis risk.
Operational risk that we face day to day in the operation of hotels. The following
types of operational risk: technology risk, increasing cost risk, associates
(employees) risk and hazard risk.
Natural Hazards
Technical Hazards
Flooding
Fire
HVAC failure
Earthquakes
Tornadoes
Hurricanes
Gas leaks
Winter storms
Transportation accidents
(chemicals/bio-hazard spills)
Strategic risk that has to do with decisions about risk the company faces when it
pursues its strategic objectives. The following types of strategic risk: competition
risk and reputational risk.
It is important for risk manager to manage the hotels risks productively. In doing so, it
can make difference in hotels bottom line, while the same time protecting the reputation
of Maja Group brand.
13
Project managers must identify and prioritize risks to the project at hand that are internal
to the organization. When looking internally, risks to the project may involve the
financial solvency of the company, the ability for the company to have required
equipment and other resources on hand in time to support the project. Personnel issues
such as the sickness or unanticipated termination of a key team member also can be
considered as internal risks to the project.
By creating an environment conducive to brainstorming, team members will be
comfortable with the free expression of their thoughts, leading to a thorough examination
of both the internal and external risks to the project.
When considering internal vs. external risks in project management it's important to
recognize that internal risks are usually easier to identify and manage than external risks,
but an accurate assessment of both will go a long way toward the successful completion
of the project.
Risk management in hotel and hospitality should not be an isolated event, but rather
implemented on an on-going basis. It is imperative for hoteliers to realize that hospitality
is not only related to offering qualitative services, but also that ensuring guests of their
safety/security and comfort are major part of the overall service. In addition, providing
hospitable services that are good at the same time necessitates that risk management is
implemented consistently by regularly aiming to raise current standard.
Fortunately, the global economy is improving, which means consumers and businesses
are growing more confident about their financial situations. For those in the hospitality
sector, this is a good sign, as it may translate into more money spent on vacations or
business trips. That said, increased activity may lead to an increased chance of risks. The
hospitality sector faces a variety of potentially damaging threats that hotels need to
14
contend with, particularly as they deal with an influx of new leisure and business
travelers.
like much, theft adds up over the course of the year especially if hotels are part
of a larger chain.
4. Branding: Hospitality companies rely on their brands to drive customers. Popular
brands such as Hilton or Marriott are familiar with customers and have become
trusted names in the market. They also tend to be very protective of their brands
and aren't afraid to throw their weight around when another company tries to
infringe on their trademarks. For example, the Hilton Prestige Portfolio led to a
copyright infringement lawsuit from Prestige Resorts & Destinations, which
alleged that Hilton infringed on its trademark and claimed unfair competition.
Risk can rise from a single factor or a series of small factors, which can combine to cause
loss or injury. Some risk is inherent in the operations of most businesses. The object of
risk assessment and analysis is to determine how often the risk is likely to happen, what
will be the financial effect on the organization and how can the effect be minimized.
To manage risk more rationally, systematically and measurably, and to give use for
decision making process, risk shall be managed through processes as follows:
16
Ensuring that decision about taken steps is still relevant to the development of faced
situation.
A risk is a potential event that negatively affects the achievement of the vision, mission,
goals and targets of the Company or organizational unit. Risk Management is an attempt
to minimize the negative effects from the various sources of risks facing the Companys
business activities so that objectives can be achieved optimally. The Risk Management
Division is responsible for ensuring that analysis and management of risk have been
conducted for all units of the organization and to ensure that the analysis and management
of risk have been implemented in an effective, efficient and consistent manner at each
operational unit.
17
Each risk that may happen in the company should be measured objectively. Risk
measurement has two components. The first component is to measure risk impact. The
second component is to measure risk probability. The measurement of risk should be
done by the risk owner and decide what to do next after mapping it since the risk owner
is the expert and know the most about the company.
18
Point
Criteria
Parameter
Low
Unlikely
Moderate
Likely
High
Point
Criteria
Parameter
Insignificant
Minor
Lower specification
Moderate
Significant
Staging procurement
Catastrophic
After we done measured the risk, the next step that we need to do is make the available
risk and make the plotting out of it. Risk metric would show the analyst the risk position,
whether it low, medium, high or critical.
The process of identifying and reviewing the risks that you face is known as risk
assessment. By assessing risks you are able to be actively aware of where uncertainty
surrounding events or outcomes exists and identifying steps that can be taken to protect
the organization, people and assets concerned. How this is achieved and the level of detail
which is considered can vary between organizations. In many circumstances, where staff
or volunteers have a more hands-on role in the organization, the Management Committee
may not carry out the risk assessment themselves.
19
Common
HM
PMBOK
Classification
Nieuwenhuizen
Treasury
(2006:215-217)
(2000:142
(2003:139)
(2004:27)
Accepting risk
Retention
Tolerate
Retain
Accept
Mitigating risk
Reduction
Treat
Mitigate
Mitigate
Avoiding risk
Avoidance
Terminate
Avoid
Avoid
Transfer
Transfer
Transfer
-143)
Share
Avoidance by substitution
Avoidance by termination
20
Transfer by contract
Transfer by subcontract
Transfer by insurance
However, technically speaking, the buyer of the contract generally retains legal
responsibility for the losses "transferred", meaning that insurance may be
described more accurately as a post-event compensatory mechanism. For
example, a personal injuries insurance policy does not transfer the risk of a car
accident to the insurance company. The risk still lies with the policy holder
namely the person who has been in the accident. The insurance policy simply
provides that if an accident (the event) occurs involving the policy holder then
some compensation may be payable to the policy holder that is commensurate to
the suffering/damage.
Some ways of managing risk fall into multiple categories. Risk retention pools
are technically retaining the risk for the group, but spreading it over the whole
group involves transfer among individual members of the group. This is different
from traditional insurance, in that no premium is exchanged between members of
the group up front, but instead losses are assessed to all members of the group.
5. Retention the Risk
Involves accepting the loss, or benefit of gain, from a risk when it occurs. True
self-insurance falls in this category. Risk retention is a viable strategy for small
risks where the cost of insuring against the risk would be greater over time than
the total losses sustained. All risks that are not avoided or transferred are retained
by default. This includes risks that are so large or catastrophic that they either
cannot be insured against or the premiums would be infeasible. War is an example
since most property and risks are not insured against war, so the loss attributed
by war is retained by the insured. Also any amounts of potential loss (risk) over
21
the amount insured is retained risk. This may also be acceptable if the chance of
a very large loss is small or if the cost to insure for greater coverage amounts is
so great it would hinder the goals of the organization too much.
Catastrophic
Major
Moderate
Minor
Insignificant
Low
Unlikely
Moderate
Likely
High
Very Low
No action required
Low Manage
Manage through continued good practice
Tolerable
Managed by keeping under review and through good practice
High
Detailed action plan required that will reduce the level of risk to tolerable or
less
Very high
Urgent action to be taken that will reduce the level of risk to tolerable or less
22
Score 1-5
Very Low
Score 5-10
Low
Score 10-15
Medium
Score 15-20
High
Score 20-25
Very High
2.2. Methodology
2.2.1. Observation Method
I used observation to collect data in this research. Observation methods are useful to
researchers in a variety of ways. They provide researchers with ways to check for
nonverbal expression of feelings, determine who interacts with whom, grasp how
participants communicate with each other, and check for how much time is spent on
various activities (SCHMUCK, 1997). Participant observation allows researchers to
check definitions of terms that participants use in interviews, observe events that
informants may be unable or unwilling to share when doing so would be impolitic,
impolite, or insensitive, and observe situations informants have described in interviews,
thereby making them aware of distortions or inaccuracies in description provided by
those informants (MARSHALL & ROSSMAN, 1995).
The question was about implementation risk management in this hotel. The observation
sessions were mostly based on observing the site, the personnel opinions about how to
providing good hospitable services, which at the same time offering comfort and
satisfaction to its guest and also how important implementing risk management in the
hotel business. The interviews were recorded, then transcribed and coded to focus the
study on the issue of risk management in the hotel business.
23
Such a qualitative approach is valuable here due to the varying experiences of the hotel
personnel. Upon collecting the qualitative data derived from said interviews, careful
analysis shall be done to prepare to prepare a SWOT (strengths, weaknesses,
opportunities, and threats) to analyze how to best mitigations for risk management in
this hotel.
Inductive Research
Inductive research is theory-generating, and is often linked to qualitative
interviews.
Empirical Study
An empirical study could involve close analysis of statistics or some form of
qualitative research.
2.2.3. Limitation
Since the time of the study was limited, it was not possible to conduct more than three
interviews or observations. Therefore, the data collection for this study was limited in
both time and scope. The availability of the hotel staff was another limitation. Since the
employees gave most of their time to their work, they were only available for interviews
in their free time. Further, the study was limited in its scope because it didn't look at other
important issues such as the experience of each individual and the lack of knowledge
about risk management theory when ran the business.
24
Financial Risk
Strategic Risk
Operational Risk
Compliance Risk
Risk
Internally Driven
Financial Risk
Strategic Risk
Externally Driven
Interest Rates
Flow
Foreign
Accounting Controls
Exchange
Credit
Research and
Competition
Development
Customer
Changes
Industry Changes
Customer
Demand
Operational
Information Systems /
Regulation
Supply Chain
Culture
Natural Events
Environment
Suppliers
Risk
Hazard Risk
The profitability of the hotel that may be adversely affected by a number of factors that
includes:
The impact of war, actual or threatened terrorist activity and heightened travel
security measures instituted in response to war, terrorist activity or threats.
25
The availability and cost of capital to allow hotel and potential hotel owner joint
venture partners to fund investment.
Type of Risk
Probabilit
Impact/Likelihoo
Score
1. Financial Risk
25 - Very High
2. Strategic Risk
20 - High
3. Operational
20 - Very High
12 - High
risk
4. Compliance
Risk
26
Type of Risk
1. Financial Risk
Strategies
Extensive management essential
2. Strategic Risk
Competition Risk
Reputational Risk
3. Operational risk
Technology Risk
Increasing Risk
Hazards risk
4. Compliance Risk
27
CHAPTER III
BUSINESS SOLUTION
The importance of the risk management system to the future viability of the hotel
The key recommendation: The Maja Group especially the hotel, Stevie 6 Hotel approved
the strategy plan.
ERM Strategy is chosen for the Maja Groups Hotel, Stevie 6 to deal with risk and
opportunities and to manage risk by enterprise risk management process. With the
enterprise risk management framework, it will enable the hotel to mitigate risk for the
smooth flow business.
negative effect on the company and its financial condition. The aim of the plan is to plot
the risk for the hotel for next 5 years that might impact on adverse incident and may
interrupt normal business operation. This plan will show the implementation of strategies
in hotel operation for efficient flow during the 5 years period.
Hotel personnel will be understand the risk at the hotel. It helps them to make plan or an
action to mitigate the risks. For the company by continuing assessment of all the modes
will make the strategic risk management plan successful and protect the Maja Group
especially the hotel brand in the fast growing hospitality industry. The customer will feel
satisfied with the good hospitable services, which at the same time feeling comfort and
satisfaction with the hotel.
As established, the risk management process entails analyzing and considering possible
outcomes, ensuring that an action plan is in place, and moving rapidly and effectively to
mitigate conditions as new and unexpected developments arise. Analyzing and
considering possible outcomes is intertwined with the process of identifying risks.
Despite the interviewees mentioning randomized and sometimes systematic check-ups
on a daily, weekly, monthly or annual basis for the purpose of identifying risks,
29
Table 10 Responsibilities
Financial Risk
Global Economic Crisis Risk
Who
Director of Sales
Strategic Risk
Competition Risk
Who
Reputational Risk
Director of Sales
Operational risk
Who
Technology Risk
Increasing Risk
Hazards risk
Compliance Risk
January 2015
Strategy approved by
January 2015
30
General
Manager,
Executives
Management Plan
Annually
This plan is an integral support document for the organization and guide for the Hotel
and policy making in the area of risk management.
Strategy approved by
Strategy to be adopted
by the Hotel
31
CHAPTER IV
LESSON LEARNED
The decision-making process in the company is actually owned by the owner of the
company. But I think there are some things that are less efficient because the owner does
not always lie in the hotel so much that sometimes had to be postponed.
REFERENCES
Books
David Hillson. 2007. The Risk Management Universe: A Guide Tour
Fraser, J., & Betty, S.J. (Eds.) (2010) Enterprise Risk Management Todays Leading
Research and Best Practices for Tomorrow. John Wiley & Sons, Inc.; New Jersey.
Richard M. Steinberg. 2004. Enterprise Risk Management Integrated Framework
Abkowitz, M.D. (2008) Operational Risk Management A Case Study Approach to
Effective Planning and Response. John Wiley & Sons, Inc; New Jersey.
Bryman, A. & Burgess, R.G. (Eds.) (1994) Analyzing Qualitative Data. Routledge, New
York.
Internet
Risk Management Description
http://economictimes.indiatimes.com/definition/risk-management
Strategic Risk Management
http://www.slideshare.net/rejoysirvel/strategic-risk-management-10280925
Hotel and Restaurant Management (Ministry title - Hospitality Management) | Humber
College Programs Page
http://www.humber.ca/program/hotel-and-restaurant-management
Definition of Risks
http://www.businessdictionary.com/definition
Maja Group Company Profile
www.majagroup.co.id
Risk management: A hoteliers guide
http://www.hotelnewsnow.com/Article/6925/Risk-management-A-hoteliersguide
Top Risks Facing the Hospitality Industry
33
http://www.resolvergrc.com/blog/top-risks-facing-the-hospitality-industry/
A template for structured observation
http://www.sociology.org.uk/methsi.pdf
A site devoted to survey design
http://www.whatisasurvey.info/
A chapter on structured interviewing
http://informationr.net/tdw/publ/INISS/Chap1.html
34
APPENDIX
Interview Guideline
Many thanks for taking time for an interview regarding the subject of risk management
in this hotel, Stevie 6. To give you an understanding of what I want to discuss with you
in detail, I hereby submit the interview questions.
This report is about research and observation for risk management strategy in the Stevie
6 Hotel during the internship program for MBA ITB. Please note that the study will not
disclose the name of the hotel or any information that refers to specific hotels or persons.
Have you noticed any demand for increased/improved good services for guests?
If yes, in which way?
Who is/are responsible for the overall good services at the hotel? If several people
are responsible, how does the role distribution look like?
How formal is the risk management process at the hotel? (Policy, certification,
strategy, operational work)
Is there any relation between the hotels daily operation and any potential risk
management strategy? In which way?
Does the risk management process involve all personnel? In which way?
How do you evaluate the overall risk management process at the hotel?
In which way do you think that the Stevie 6 can improve its risk management?
35
36
37