CONCEPT STATEMENT

TYPE OF OPERATION 1911 Bar is operational as a bar 1130 hrs onwards till 0100 hrs as it has an extended license otherwise is operational as a service bar 0700 hrs onwards. During the lunch hour in the 1911 Bar not many covers are there in the Bar and it starts getting filled up in the evening. The bar has its own snacks Menu and Cigar Menu and a beverage Menu which is common to all the outlets. The 1911 Bar Bar is divided into three sections mainly a big Bar Counter with Bar Stools and Sofas and tables on both the sides and then two private rooms .All the drinks are picked up from the island bar in the middle for the Bar as well as the coffee shop. 1911 Bar Bar also serves as the Wine store for the hotel and maintains an inventory as well as a par of wines for all the Restaurants. Entire menu is based on the pre-plated service concept. LOCATION 1911 Bar is located on lobby level right next to the 1911 Bar Restaurant and has a separate Atrium which overlooks the 1911 Bar Atrium. BACKGROUND 1911 Bar, is a landmark year in the history of New Delhi. It was in this year on December 15, 1911 Bar that the King Emperor George V and the Queen Empress Mary laid the foundation of New Delhi. Earlier, on December 12, 1911 Bar, King Emperor had declared New Delhi as the capital of India. DESIGN FEATURES Like any other facet of The Imperial, the 1911 Bar Bar is a reflection of high taste and understated grandeur. The horse shoeshaped cocktail counter is set amidst what can be called the spread-forth seating arrangement, modeled to replicate an inverted ship. Done up in solid wood, the counter imposes itself in the foreground. The classy mix of the marble counter, the soft Montana leather chairs, the stained glass roof and the wood-paneling, as well as the dangles of myriad cocktail glasses, adds an element of high gloss to the Bar. The absolutely essential presence of metal as part of the design has, also, not been overlooked. Brass female figurines and statuettes the poised nymphet, the weapon-toting Diana, the bewildered turning maiden all add to the grandness of the Bar. The Interiors The 1911 Bar Bar has two private bar lounges namely, the Blue Room christened as Hardings Room and the Green Room christened as Lutyens and Baker Room. Appropriately dedicated to the Viceroy of India who took courage to reinstate Delhi as the capital of India and the master architects who designed New Delhi.

In the Blue Room, christened as Hardings Room, the wall paper has Fleur-de-Lys on it and the most remarkable feature in the room is the medals from almost all the battles, which took place between 1848 to 1947. Rare Medal Collection: At the entrance of the Blue Room, on the right hand side wall of the main Bar counter, you will see the important British orders such as Star of India and Member of British Empire, flanked by rare medals from Pepsu State. It is worth noting here that the actual Victoria Cross, which was the highest gallantry award of the land till 1947, along with the pictures of first recipients of the award are exhibited in the entrance to the Blue Room on the left hand side. As you move from the Blue Room towards the Green Room, there is a private bar between the two bar lounges. In the Green Room and the Blue Room, there are exhibits, rare pictures and watercolours of the Soldiers of India and above a large collection of medals. STYLE OF CUISINE 1911 Bar Bar has a separate snacks menu, otherwise the 1911 Bar Restaurants menu is also served and the bar is used also as an extension of the 1911 Bar Restaurant SEATING CAPACITY The bar offers a mix seating i.e. around the bar counter and table and chair arrangements for casual get-togethers. The seating capacity is 103 covers. TABLE TOP SPECIFICATIONS All table tops are decorated with Green Marble Stone Ashtrays seated on brass stands to add to the Victorian look. FURNITURE AND DECORATIVE ITEMS The furniture is made of teak wood and polished to a mahagony finish and a white marble top. To add to the plush and cosy ambience the bar offers seating in soft green leather upholstered chairs. OPERATING HOURS The Bar is operational from 1130 Hrs. to 0100 Hrs. Bar Selection The 1911 Bar bar has a large choice of beverages in terms of spirits ,beers ,liqueurs which can be offered to the International clients accompanied by a tantalizing array of snacks that teases your taste buds just as soft rock, house, classic and club music play on your mood. UNIFORM The Uniforms of the staff are based on the theme of the servers of the kings in the pre-partition India. *************

RESTAURANT LAYOUT

BAR OPENING AND CLOSING POLICY

1. All outlets must have a set of opening and closing procedures. 2. The outlet supervisor assigns one person that is in charge of the opening and closing of the outlet. 3. This policy must be updated when changes in operation are implemented. The following opening and closing procedures will insure that all necessary tasks will be executed in time. BAR Opening Set-up 1. Catering Executive draws the keys in uniform of the bar,. 2. The catering executive assigns opening duties. 3. Area of work is divided accordingly. 4. The tables and chairs are aligned and checked for wobbling. 5. Bar need to be cleaned thoroughly. 6. Check all the electrical equipments in any fault called engineering. 7. The garnishes are cut and lemon juice is extracted. 8. Menus are wiped. 9. The telephone and micros screen is cleaned with a disinfectant (Dettol) 10. Store to be picked up stacked 11. Back area is set up for operation. 12. All the glassware to be stacked properly &get ready for the operations. 14.Bar to be ready for operation sby11.00HRS. Housekeeping 1. 2. 3. 4. 5. Check for cleanliness in the BAR and the back area. Check for any stains on the upholstery of chairs and sofas, which require immediate attention. Check if the door handles, reserve signages and bar footrest are brassed. Check for bad odour in the BAR. Use an air freshener. Check if the dirty linen is exchanged from the Linen Room.

Maintenance 1. 2. 3. 4. 5. Check for fused bulbs and any electrical complaints, report the same and take the complaint number for the same. Check the bar refrigerator for proper cooling. Check the music system. Check the Micros system and change the meal period. Any carpentry, painting, POP, masonry and plumbing job to be reported to the maintenance.

Kitchen 1. Check with the Chef for not available items on the Menu. 2. Check for any specials of the day. 3. Check with the chef for items, which needs to be pushed.

BAR Closing After the guest leaves the Bar, there are certain jobs, which need to be performed every night. 1. Collecting the Menus from the stations. 2. Keep them back in the drawer. 3. Logbookto be given to the F&B OFFICE. 4. Lighting reduced to the minimum required. 5. Tables are laid, remove the glasses from the table put them back in BAR. 6. Side stations are cleared of all the soiled dishes and leftover food.. 7. Side stations are stacked and cleaned from the top as well from inside. 8. Soiled linen are counted and recorded in the linen book. 9. All salvers and trays are given for washing. 10. Inventories of glassware, are taken. 11. Bar should be cleaned after taking the inventories. 12. Soda, soft drinks and mineral water bottles are stacked in the refrigerator after wiping the bottles. 13. Keys should be deposited in uniform. 14. Sale is made by the cashier and cash deposited with the Front Office cashier. 15. Any bills on hold are to be intimated to the Night Auditor. 16. The Catering Executive fills Sale Log book. 17. Finally, the BAR is checked to ensure that no equipment is left unattended. 18. The BAR is locked after switching off the lights and the keys are deposited at the Time Office in UNIFORM.

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SIDEWORK PROCEDURES AND ASSIGNMENTS

In order to have efficient and correct service it is essential that all sidework should be available during services times periods. To ensure that this happens on a consistent basis The 1911 Bar BAR Manager will prepare and delegate sidework assignments as part of their pre and post service briefings. Sidework assignments are pre determined items and based on the duty roaster as well as shift procedure. The outlet manager will delegate specific tasks to the staff for completion. While delegating the tasks the manager should also take into account any onetime sidework duties etc. that might have been requested by the preceding shift manager. He will then follow up to ensure that all tasks have been completed. In addition to the staff the manager should also prepare an opening and closing checklist of assignments and duties for himself. CATERING EXECUTIVE (OPENING) Pick up linen requisition. Pick up and store all dry and beverage requisitions. Turn on all operating equipment. Fold napkins. Clean service trays. Ensure sufficient crockery ,cutlery&glassware for service. Wipe side stations. Stack trays on side stations. Check station allotment. Check side station stacking as per standard. Check the speed rails&display.

CATERING EXECUTIVE(CLOSING) Clean allotted side station. Relay all tables. Re-stack allotted side station as per standard. Count and tie soiled linen in bundles of ten by type. Clean linen hamper. Inform manager about breakage. Shut down operating equipment. Clean operating machinery. Update all the registers ,bar inventories Switch off all lights. Lock the restaurant. Return the keys.

CATERING ASSISTANT (OPENING) Clean the menus.. Clean the telephone. Update outlet notice board. Clean the check folders.

CATERING ASSISTANT (CLOSING) Wipe the menus. Clean the telephone.

BAR ATTENDANT /(OPENING) Clean the bar counter. Check all the electrical equipments. Unlock all bar cabinets. Pick up beverage requisition. Stack the requisitioned beverages. Prepare operating equipment. Cut fresh garnishes. Fill icebox.

BAR ATTENDANT (CLOSING) Clean the blender. Remove remaining ice from icebox. Clean and wipe sink. Check stacking. Wipe down bar counter. Re-stack glasses. Remove the garbage. Make the beverage requisition. Lock the bar.

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CASHIERING PROCEDURES
System used Micros for billing P.O.S. for credit card transactions

a) Recording the order The orders from the guests are directly written down on the order taking pads with the date, time, number of pax and the servers initials. b) Feeding the order in the micros The orders are punched in the micros workstation immediately after the order is taken. Mentioning the special instructions, the cooking point, the break between the courses etc. All the orders are saved in the micros, the bill will be printed only when the guest requests for the bill. (refer to page no.---- for the procedure of operating the micros) c) Order printing The order automatically prints in the respective area, the kitchen or the bar. d) Firing the pick up / hold Food pick up / hold is fired from the workstation, anticipating guest need or as per the guest request. e) Reference The hand written order slip is kept in the appropriate slot of the table on the side station for reference. f) Changes and addition to the order Necessary changes and additions can be made to the order in case of mistakes, guest changes the order or orders additional dishes / drinks. In case any item is required to be voided, managers approval is required (managers I.D. is required). g) Printing the bill The bill will be printed only when the guest requests, on the blank stationary having three copies for guest, accounts and F&B controls. h) Settlement Room settlement-The bills to be settled in the room account have to have the guests room number, the name and the signature of the guest. The tips, if written by the guest, should be added to the total amount of the bill. Cash settlement-The bills paid, as cash need to be settled as cash settlement. Credit card settlement- for the credit card settlements, a printout of the credit card slip has to be taken from the P.O.S. machine for the total amount on the bill. Guest signatures have to taken on the merchant copy and the bill. The signature on the credit card slip must be verified with the credit card, if tip has been offered on the slip that is to be added to the amount on the bill and settled in the micros.

i) Final report A final report of the total settlement and the sale must be printed at the end of the meal period and the cash will be tallied. A check has to done to ensure no bill is pending / open in the system. All the bills to be arranged on serial order and it are to be ensured no bill is missing. j) Depositing the cash The cash, report and the third copy of all the bills will be deposited at the front desk after each shift. ************* 8

RESERVATION PROCEDURES
As a Policy both Bars do not Take Reservations for tables unless and until for special Occasions that also through the F & B Sales.

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BASIC RULES OF SERVICE

All Food and Beverage employees are to follow the following basic rules of service in their day-to-day responsibilities: 1. Guests are always to be seated by Hostess or Manager. 2. Guests are to be seated only on clean, fully set up tables. 3. All extra covers must be removed 4. Chairs must be pulled for guests when seating. 5. Always stand straight when taking guests order. 6. Guest orders should always start with ladies first. 7. Write legibly on the order-taking pad. 8. Always repeat the order to the guest. 9. Guests are to be informed of the various Chefs recommendations and also presented menus as they are seated. 10. Pre drinks or wines are to be offered as soon as guest is seated. 11. Always open wine bottle in front of a guest. 12. Leave bottle in ice bucket when opening. 13. Always display the label and repeat the name of the wine when presenting. 14. All alcoholic drinks must be served along with mixers and ice. 15. Always serve ladies first. 16. Always serve guest from the left and clear table from the right. 17. Before each main course is served, remove soiled dishes. 18. Always handle silver flatware by the handle. 19. Always handle china by the edge. 20. Always handle glassware at the stem or base. 21. Never place your thumb on the plate. 22. Always carry silver, china, linen, and glassware on a clean tray. 23. Never walk back to the kitchen empty handed. Always take along soiled dishes. 24. Dishes should not be stacked too high on the trays 25. B & B plates are to be removed from the table along with main course plates before the dessert is offered. 26. Soiled dishes are to be cleared only after everyone at the table has finished. 27. Crumbs are to be swept away before dessert is offered. 28. Desserts must be offered automatically. 29. Coffee and tea is to be offered when taking dessert order. 9

30. After dessert and coffee are served, after dinner liqueurs must be offered. 31. Trays with soiled dishes to be immediately removed from the public area. 32. Checks are always to be presented in the check folder. 33. Checks are to be presented to guests on demand only. 34. Tables are to be reset as per specifications as soon as the guest departs.

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SERVICE SEQUENCE
1. Guests arrive at the bar entrance. 2. Server approaches, welcomes and greets the guests. 3. Server helps them to seat. 4. Server confirms if they are comfortable with allocation of the table. 5. Server approaches the table, introduces himself. 6. Server fetches the beverage list and presents it to the guests. 7. Server places the complimentary bargratis on the table. 8. Server gives the guest sufficient time to read the beverage list. 9. Server suggests the popular cocktails and the bartender special of the day. 10. Server takes the order of the drinks and suggests the snacks. 11. Server notes down the order on the pad, with proper cover numbers, table number, number of guests and time. 12. Server repeats the order to the guests and removes the beverage list. 13. Server feeds the order in the micros. 14. Bartender prepares the drinks according to the order. 15. Server picks up the drinks from the bar counter. 16. Server announces the drinks and serves to the guests. 17. Server confirms the guest satisfaction. 18. Server replenishes the bargratis as and when required. 19. Server regularly pours the beer / wine. 20. Server picks up some conversation with the guests, especially when alone. 21. Server places the appropriate cutlery, crockery and the napkin for the snacks. 22. Runner picks up the snacks from kitchen. 23. Server serves the snacks accordingly. 24. Server inquires for repeat order and serve the same quickly. 25. Server changes the ashtrays as and when required. 26. Server confirms the guest satisfaction. 27. Server clears the soiled plates as soon as the guests have finished the snacks. 28. Server inquires about repeat of snacks and drinks. 29. Server checks the bill and keeps it ready at the side station. 30. Server presents the bill to the guest only on request. 31. Server collects the bill and settles it as per procedure. 32. Server helps the guest to move out of the table by pulling the chair or by moving the table. 33. Server thanks the guest and bids farewell. 34. Server clears the table and resets it for the next guest. 10

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DISHWASHING AREA SEQUENCE

In order to process all soiled silverware, crockery and dishes all service staff will be required to follow a dish removal and clearance sequence. To ensure that this works efficiently, it is necessary for the servers to follow the procedure outlined below. 1. 2. 3. 4. 5. 6. Have sufficient racks available at all times Prepare pre soaking containers for silverware and ensure that they are emptied from time to time Setup decoy system to ensure the servers are sorting the silver ware and glassware Ensure plates are scraped clean with a rubber spatula before being rinsed. Do not wash heavily soiled dishes in the same load as glassware Stack plates and glasses of similar size together on the racks

The following is the sequence from the perspective of a server: 1. 2. 3. 4. 5. 6. 7. 8. Server brings tray full of soiled silverware, chinaware and glassware to the stewarding area. Server sorts the silverware into the pre soak containers. Server puts glasses in the glass rack. Server puts plates on the stewarding table. Server scrapes the food off the plate with the spatula into the wet garbage bin. Server stacks the plate on the rack and proceeds to scraping food of other plates. Server pre rinses the plate rack when it is full and passes it into the machine. Server proceeds to place fresh rack in the rinse area.

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BAR SETUP AND BREAK DOWN

11

OPENING 1. Unlock all the cupboards and chillers. 2. Switch on the lights and check all electrical equipment. 3. Wipe and arrange the ice bins (Fill it with ice just before the operation starts). 4. Set the workstation which comprises of the following: Blender Salt/Sugar rimmer Lemon Juice Lime Cordial Grenadine Syrup Khus Syrup Sugar Syrup Garnish Box Worcestershire Sauce Tabasco Pepper Mill Angostura Bitter Store n Pours Spill Mats Peg Measures (in a bowl containing water) Bar Spoon Tin Cutter Bottle Opener Wine Opener Cocktail Shaker 5. Workstation is set in a way that every item is easily accessible. 6. Decanters containing syrups should be absolutely clean both from outside and inside. 7. Make sure the glasses are absolutely clean and odor free. 8. Make sure the proper par stock is maintained at all given times. 9. The F&B controller checks the inventory as per the consumption of the previous day. 10. Garnish Box contains garnishes as per the set items on the beverage list. 11. Store n Pour are used to store canned juices and Virgin Mary 12. Condi-Racks contain swizzle sticks, cocktail swords, fancy straws, and matchboxes. Requisitions 1. 2. 3. 4. 5. Beverage requisition is made after checking the inventory. Requisition for the perishable items like lemon, celery and Pineapple is made and countersigned by the Chef . The bar man picks up the hard and soft drinks store from the wine stores as per the requisition The perishable items are brought from the cold store. Bar general store comprising of swizzle sticks, paper napkins etc. are picked up from the main stores.

Closing 12

1. 2. 3. 4. 5. 6. 7. 8. 9.

Once all the checks are settled in the micros, the bar consumption report is taken from the micros. The barman notes down the consumption of the day in the picking register. Afterwards the total consumption is entered in the inventory register. The actual stock is then counter checked with the inventory. The barman updates the bar register on daily basis. The controller updates the bar inventory register. The interdepartmental transfers are made and entered in the inventory register. The issues of the day are entered in the inventory register. Spoilage or breakages if any are entered in a spoilage book and are signed by the manager and recorded in the inventory book. 10. The bottles are kept back inside the cupboards and locked. 11. The bar workstation is then cleaned and the equipments are kept in the cupboard. 12. The ice bins are emptied, cleaned and wiped. 13. The decanters with the syrups and lemon juice are cleaned and kept in the refrigerator 14. The Store n Pour are given for washing. 15. Stacking of beer, mineral water, and soft drinks is done before locking the bar. 16. The bar is locked, after locking all the cupboards and chillers and the keys deposited at the Time office.

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DRY DAY PROCEDURE

The government of Delhi prohibits the sale of alcohol on the following days of the year: 1. 2. 3. 4. 26th January (Republic Day) 15th August (Independence Day) 02nd October (Mahatma Gandhis birthday) Elections (The polling days and the vote counting days)

The following procedure is to be followed on these days: 1. Timings 2. Exception 365 days, 24 hours (L-3) From midnight to midnight (L-5, L-20). Room service, alcoholic drinks are served all

The Excise department can also declare dry days, by issuing a notification due to various reasons like elections etc. The notification defines the type of licenses to which it applies.

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13

SIDE STATION SETUP

The side station provides all necessary equipment required for the smooth operation in a particular section of the BAR. Therefore their placement in the BAR plays an important role, if the location of the side station is not user friendly it can lead to wastage of the manpower and time. Stacking the Side Station: Refer to the picture below and follow this set standard for stacking. Starting from left to right: Top to bottom. Standard Side Station Top Salvers 4. 1 Continental Tray 1 Tip box K.O.T. slot 3 Tooth pick holders & 1 Straw holder 4 Order pads Folded servers cloth Standard Cutlery Drawers Dinner Forks Dinner Knife Dinner Spoon Service Fork & Service Spoon Tea Spoon & demitasse spoon

left drawer

right drawer

Standard Cupboard Setup Sauces Servers Cloth Water Goblet Folded Napkins Cutlery Plate with a Cloth Dinner Plates B&B Plates Cups Saucers 4 Sugar Bowls Crumbing Set Cruet Set

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STATION ALLOCATION
14

Station 1: 1 Catering Assistant Station 2: 1 Catering Assistant

1 Catering Executive -Station in charge -Second in command 1 Catering Executive -Station in charge -Second in command

Brasserie: 2 Catering Executives 2 Catering Assistants 1 Catering Trainee Entrance: Bar: Food Pickup: 2 Hostess 1 Bartender 1 Catering Assistant

The manager would divide the area of supervision, depending on the staff strength.

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15

REQUISITION PROCEDURES
Store requisitions from the various user departments will be received as per the schedule only. All store requisitions should be sent one day in advance on the prolific system only. In cases where the divisional heads want to approve the store requisition in advance, the print out should be taken out at the requesting department and duly signed and then sent to the stores for issue of the material but one day in advance. There will be box kept outside the stores so that the signed requisitions can be deposited at the convenience of the user. The trolleys for the material collection should come to the stores in advance as then the material can be taken out and stacked on the trollies for greater efficiency. No amendment will be allowed on the stores requisition after the signature of the Div Head / HOD, unless authorized. All items will be issued as per the UOMs defined in the system. Under no circumstances manual store requisitions will be entertained. No emergency requisition - i.e. issue requests other than the scheduled time, will be entertained unless authorized by the Divisional Head / HOD. Expired material will not be taken back unless approved by the Materials Manager. Part issues will be stopped completely, against any requisition. The requesting department will have to take the complete supplies in one lot. In case of 20Ltr water and soft beverage in bottle issues will be done only against empties. In case of additional requirements approval of the HOD is mandatory.

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GARBAGE REMOVAL
Garbage from 1911 Bar will be removed by the stewarding area and Bar area thrice a day and whenever required or requested by the outlet manager. The kitchen stewards will replace the garbage bin with a clean and fresh liner. The garbage bin will be covered after the bin is cleaned and washed

CLEANING SCHEDULES AND RESPONSIBILITIES

16

Item Main Door Glass windows Ceiling A/c Grills Chairs and sofa Chairs and sofa Chairs and sofa Walls Lighting fixtures Under Counter Refrigerator Music Console Table tops Micros Terminal Clean menus Bar equipment Dry food store Clean hostess desk Exhaust Duct Fumigation

Type Of Cleaning Cleaning & polishing Cleaning Dusting Dusting Dusting Spotting Shampooing Dusting Dusting Cleaning Dusting Wiping Dusting Wiping Washing and wiping Cleaning Wiping Cleaning Pest control

Responsibility Housekeeping Housekeeping Housekeeping Housekeeping Housekeeping Housekeeping Housekeeping Housekeeping Housekeeping Service Staff Service Staff Service staff Service staff Service staff Service Staff Service staff Service Staff Stewarding Housekeeping

Frequency Daily Daily Monthly Twice a week Daily Daily As and when required Weekly Weekly and whenever required Daily Daily After every seating Daily Daily After every use Weekly Daily Twice a day As per Schedule

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PREVENTIVE MAINTENANCE PROGRAM

17

S.NO. ENGINEERING 1. 2. 3. 4. 5. 7. 8. 9. 10. 11. 12. 13. 15. 16. 17. 18. 19. 20. 21. 22. 23.

TASK

SCHEDULE

Thorough checking of electric gadget Servicing of refrigerators Cleaning of A.C Ducts Cleaning of water cooler Cleaning & Servicing of C.D Player HOUSE KEEPING Paint touch up Brass lamps need to be buffed Polishing of Khantok wooden flooring Thorough cleaning of water body Polishing of all wooden chest Carpet Shampooing White paint in back area and dispense Bar Thorough checking of tables & chairs shoes Thorough checking of all chests & side stations Brushing & Cleaning of upholstery Cleaning of Cushions Check service door for squeaking sound Check Guest entrance door for alignment KITCHEN STEWARDING Show plate buffing Cutlery Buffing Thorough cleaning of refrigerator

Monday & Friday 20th of every month 20th of every month Every Monday 30th of every month Every Monday Every Tuesday Monday & Friday Alternate day 20th of every month 20th of every month 20th of every four month 15th of every month 15th of every month 20th of every month 30th of every three month Every Monday 20th of every month Every Saturday Every Friday Every Sunday

18

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LOG BOOK SYSTEMS

Each Food & Beverage department will have its own Log Book. The Log Book is an overnight communication tool from the previous day/evening events to the Senior Management Team. Procedure A Log Book will be assigned to each manager and each individual department of the Food and Beverage Division. It will have a different page for each day of the year. The outlet manager must fill in daily the highlights of the days activities. It will include sections like: 1. Revenues of the day in comparison with the budget 2. Covers and average checks of different meal periods 3. Guest comments and problems/complaints with guest 4. Special sales activities and results 5. Bottle sales 6. Comments on Housekeeping and POMEC problems The Log Book will be submitted to Room Service after closing of the last meal period of the day. Room Service will deposit all Log Books to F&B Office by 8 a.m. the following morning 19

The F&B Office is to review the Log Books the following morning, take action on comments, sign and return them to the outlets.

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1. .

DUTY ROSTER AND PROCEDURES

In order to ensure the smooth operation, the manager is responsible for scheduling employees on a weekly basis. This schedule has to be prepared one week before implementation to ensure employees have time to make their plans While making the schedule a manager should take the following things into account 1. Forecast for the outlet 2. Hotel occupancy 3. Employees on vacation 4. Employee requests 5. Reservations in hand 6. Special occasions and functions 7. Government holidays 20

8. Diversity holidays It is recommended that each outlet have its own request book for the staff where they can write in their schedule requests for the upcoming weeks. All schedules have to be given to the Executive Assistant Manager-FOOD AND BEVERAGE for final approval before being posted

Sl. No. 1 2 3 4 5 6 7

DATE DISIGNATION

1st MON O

2nd TUE

3rd WED

4th THURS

5th FRI O

6th SAT

7th SUNDAY

Manager Prashant Gupta Matre dhtel Rishi Neoge Catering Executive Rahul Sharna Catering Executive Sharad Sharma Catering Executive Kamal Chopra Catering Assistant Amit Kumar Mishra Operational Trainee Sidharth Tandon
Total

O O O O 5 5 6 6 7 7 O 6

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DEPARTMENT BRIEFINGS AND MEETINGS

Meeting Pre-service briefing - touch on daily issues, check on staff grooming, product knowledge, reservations F&B Briefing - touch on daily issues, revenues and communication. F&B Meeting problems encounter, business level, promotions, secondary duties follow-up Training Class emphasize When Daily Time Before every shift For Whom Incoming Shift

Daily

11.30am

Outlet Managers

Monthly Weekly

3.30pm 3.30pm

Manager Asst. Manager Selected staff 21

standards, teach new skills Team communication - between kitchen and service staff problem, business levels, food presentation, upcoming promotions. Last week of the month Outlet Manager Outlet Chef Executive Assistant Manager F&B Asst F&B Outlet staff

3.30pm

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MANAGERS CHECKLIST
HOUSEKEEPING Potted plants fresh and in place Sufficient linen for operation Wooden floor clean TABLE-TOP Tabletops polished Settings as specified. OPERATING EQUIPMENT Stocked to par Store requisitions are picked up HOSTESS STAND Menus are clean Birthday candles are available Pen and writing pad available AIR-CONDITIONING 22 Pre Pre Pre B/fast Lunch Dinner

Correct temperature Sufficient airflow. Any dripping from air-cons. BAR AREA Sufficient stock of glassware. Garnishes sufficient and fresh. Sufficient stock of all beverages STAFF ADMINISTRATION Check occupancy rate. Check for any functions in-house. STAFF APPEARANCE Proper uniform and nametag. Staff well groomed. SIDE STATION Clean and tidy. All mis-en-place in order. UTILITIES All lights working and at correct level All switches and appliances working.

WALLS/CEILING Wall clean and free from spots Is the ceiling clean GENERAL Cruet sets filled and clean All requisitions picked up Check the chairs for crumbs. Back areas are clean at all times. Ensure that all the napkins are folded. CLOSING CHECKLIST All tables are relayed All checks are settled Spoilage and breakage report is made Soiled linen is tied Linen hamper is clean Side stations are stacked All menus are clean Hostess desk is clean and locked All sale money is put in the envelope Sale print out is taken out

Pre Pre Lunch Dinner

23

Bar area is clean and locked Bar requisition is made Telephone calls are forwarded A.C and lights are switched off Restaurant is locked Reservation to the communication center Restaurant keys are deposited in the security

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PAR STOCKS
Maintaining par stocks are important to ensure a smooth operation at all times and establish a reference guideline and to fix an optimum amount as to the various equipment and supplies needed on a daily basis for an efficient operation for control and inventory purposes. Each Outlet Manager and will establish and implement a par stock list and / or control sheet for the following items: Grocery supplies Beverage Operating equipment (i.e. silverware, glassware, chinaware, and other miscellaneous) General stationery supplies Linen supplies These par stocks are done in accordance with the Food & Beverage office and in accordance with the The Imperial, New Delhi standards and specifications. These par stocks will serve to monitor all the food inventories and supplies on a daily, weekly and monthly basis, to prevent shortage or excess. They will be revised periodically. Each Outlet Manager is totally responsible for all his equipment and supplies, and must always maintain his stocks up to par.

This par stock list will be kept in the outlet and followed by the entire outlet's staff, especially when requisitioning.

24

It is very important to properly control the par stocks and limit the space required for storing items, the commissary is the main food storage place for the requirements in our kitchens. Control the china requirements for buffets and request only what is needed, think about the space. Make a order if additional items are required during busy periods and give back to stewarding once business is back to normal. Overstocking of equipment will reduce storage space, complicate the task of cleaning and increase breakage. The larger the stock of general stationery supplies the higher the consumption. Limit the par stock of general supplies to the necessary, this will help save money and we can allocate these savings to areas where the customer will notice it. Operating Supplies is one of the controllable expenses that must be carefully Controlled. Any excess of operating supplies can result in wastage, theft. An operating supplies will be changed to the outlets expenses and will effect the profitability of the outlet if not properly monitored. The beverage stocks should be kept to a minimum but also be adequate to handle the business flows of the outlet. All slow moving items should be monitored and utilized in special cocktails or promotions. The Outlet Manager will be responsible to eliminate all slow moving beverage items.

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OUTLET REVISED DATE PAR STOCK FORM FOR ITEM NO. DESCRIPTION CRYSTERNA 1 2 3 4 5 6 7 8 9 10 11 12 13 Hi-Ball Collins Water Goblet White Wine Brandy Balloon Liqueur Bordeaux Champagne Flute Beer Tumbler LIBBY Brandy Embassy Cooler Single Old Fashioned Double Old Fashioned

BAR : : PAR 300 36 100 96 36 72 36 52 108 24 96 48 120 25 Glassware ACTUAL REMARKS

14 15 16 17 18 19 20 21 22 23 24

Cocktail Martini Z Stem Shot Glass Zombie SCHOTT ZWIESEL Martini Glass OCEAN New York LOCAL Decanter (large) Decanter (small) Glass Ashtray Glass Candle Bowl White Wine (small)

40 20 06 120 24 00 36 36 00 00 36

25 26 27 28 29 30 31

Beer goblet Long drink Red wine glass Hurrican tumbler Gibraltor rock Juice jug fancy Water golet blue C78

48 176 96 180 84 05 78

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OUTLET REVISED DATE PAR STOCK FORM FOR ITEM NO. DESCRIPTION

bar : : PAR Cutlery ACTUAL REMARKS 26

1 2 3 4 5 6 7

Dinner Fork Dinner Spoon Dinner Knife Service Spoon Service Fork Demitasse Spoon Ice-cream Spoon

224 118 224 12 12 24 36

ITEM NO. DESCRIPTION 8 Dessert fork 9 10 11 12 13 14 Soup spoon Steak knife Tea spoon Cheese knife Parfait spoon Demi tasse spoon

PAR 96 150 12 174 02 36 12

ACTUAL

REMARKS

ITEM NO. DESCRIPTION 15 STRAW HOLDER 16 17 18 19 20 21 Peg measurer set new Water jug Tea strainer Crubling set Wine chiller Ice bucket

PAR 12 04 12 18 02 06 11 *************

ACTUAL

REMARKS

OUTLET REVISED DATE PAR STOCK FORM FOR ITEM NO. DESCRIPTION 1 Dinner Plate 2 3 4 5 6 Coffee Cup Coffee Saucer Demitasse Saucer Soup Bowl (with lid) B & B Plate

bar : : PAR 150 300 300 12 00 250 27 Crockery ACTUAL REMARKS

7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23

Dessert plate Soup plate Soup cup Soup saucer Oval platter 36 cm Oval platter 32 cm Demi tasse cup Curry bowl large Curry bowl small Egg cup Sauce boat small Tooth pick holder Ashtray Salt shaker Pepper shaker Sugar caddy Butter dish BP

150 30 50 60 06 06 12 07 48 75 24 12 48 48 48 60 76

OPERATING EQUIPMENT INVENTORIES

To keep control and record of the operating equipment issued to the F&B outlets, the stewarding department conducts the following inventories. 1. Monthly Inventory 2. Quarterly Inventory 3. Year Ending Inventory This is besides the above-mentioned inventories by the respective outlets conduct internal inventories on daily or weekly basis. Inventory Movement Procedure 1. Monthly Inventory Kitchen Stewarding conducts the inventory of operating equipment on the last day of every month. The Kitchen Stewarding Manager sends a circular to all the Restaurant Managers of the Dir. F&B outlets and the F&B Manager. This note has the following information: - Date and time schedule of inventory for each outlet. - The type of equipment to be inventoried. - The name of the supervisor to conduct the inventory for each outlet. - It is also advised to arrange the equipment in one place to enable quick and through inventory. The cutlery is required to be arranged in sets of ten each. The inventory sheet is required to be signed by the concerned Restaurant Manager, the supervisor and the Stewarding Manager. A consolidated report of all operating equipment with the variance is sent to the Dir. F&B. 2. Quarterly Inventory 28

Same procedure as the monthly inventory, with the difference that a account auditor is also assigned for each outlet to carry out the inventory. The report of the quarterly inventory is sent to the Financial Controller also. 3. Year Ending Inventory Same procedure as the monthly inventory, with the difference that a external auditor from Ray and Ray is also present to monitor the inventory. The Ray and Ray Company sends the report of this inventory to the hotel owners.

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BUDGET AND BUDGET CONTROL PROCEDURES

The 1911 Bar Manager must be a cost-conscious operator. Worldwide inflationary periods, increasing labour costs and escalating expenses force management to control expenses daily, to keep ahead in an ever-growing competitive market. The most successful Managers are also successful financial administrators. The 1911 Bar Manager must control expenses on a daily basis, know what his expenses are, and know how to manage them. Effective cost management has major implications on departmental income. Hand in hand with maximizing revenues, it will lead to maximum profit. CONTROLLING EXPENSES To enable employees in the Food and Beverage Department to control expenses, it is important to go through the following steps: Identify each of the expenses incurred by the department. Establish which of these expenses can be controlled. Delegate responsibility for control of these expenses to the appropriate subordinate. Set budgets and targets on a monthly basis for each expense.

Identify Expenses The following expenses represent the headings normally found in a Food and Beverage Department Income Statement: Cost of Sales - Food Cost - Beverage Cost 29

Payroll and Related Expenses - Salaries and Wages - Extra Wages - Employee Benefits Provision for Replacement of - Chinaware - Glassware - Linen - Silverware - Uniforms

Other Expenses - Contract Cleaning - Kitchen Fuel - Laundry and Valet - Meeting Expenses - Music and Entertainment Operating Supplies: Cleaning Bar Guest Paper Printing and Stationery Others

Other Operating Expenses: Decorations Licenses and Taxes Menus/Wine Lists Postage Utensils Others Spoilage Telephone and Telegrams Transportation

Controllable vs. Non-Controllable Expenses The extent to which an expense can be controlled varies with two factors: 30

- The time frame within which the expense is being reviewed. - The context within which the expense is being reviewed. Some expenses may be controlled only annually (for example, an annual maintenance contract), while other may be controlled daily (e.g. cleaning suppliers). The Outlet Manager should break his costs down into the following categories: 1. Budgeted Provisions

These are expenses, which are committed as part of the annual business plan and an amount is accrued each month. Any savings made by the Outlet team in this area would only be reflected at year-end. 2. Fixed Expenses

These are expenses over which the Outlet Manager has little influence. They are either dictated by organizations outside of the hotel, or other agreements in which the Outlet Manager has no part.

3.

Allocated Expenses

These expenses are charged to the Food and Beverage Department on a pro-rata basis. The method of deciding the allocation varies from hotel to hotel. 4. Controllable Expenses

This category includes both expenses, which fluctuate with business volume and those, which do not. Delegate Responsibility Managing costs in a department is best tackled with a team approach. This means that the Outlet Manager must be made aware of the financial expectations of his department The Outlet Manager should be accountable, as far as possible, for his own expenses. In revenue departments (outlets, bars and banquets), the respective Managers are responsible for controlling their own profitability, in conjunction with their counterparts in the Kitchen and Stewarding. In Stewarding and Kitchen areas, the respective head of Department is responsible for minimizing costs while maintaining standards at acceptable levels. Some of these expenses are made up from two sources: 1. Requisitions made out by the Outlet Manager himself. 2. Requisitions made out by other Food and Beverage Departments. The Outlet Manager has complete control over the former expenses (e.g., menus). The latter are allocated to the various outlets at month end (e.g., stationery). Over a period of time, an Outlet Manager should be able to estimate what should be allocated on a monthly basis and what he has direct control over, based on business levels. Set Budgets and Targets 31

With separate outlet income statements, the Outlet Manager automatically has a budget figure. He should, for himself, extract that portion of the controllable expenses over which he and his Chef Incharge have complete control, and concentrate on these expenses. He should also, in the long run, work with the Executive Assistant Manager of Food and Beverage to reduce all other expenses. The Outlet Managers or Head of Department must be completely familiar with the unit cost of every product they requisite. They should obtain updated prices from the Materials Manager and post the list prominently, as part of their own cost saving campaign.

Daily This information should be received and analyzed on a daily basis: - Food and Beverage Revenues: By outlet and by meal period compared to forecast. - Cover Count: By outlet and by meal period. (These figures may also be compared to last year.) Weekly Payroll Expenses to Budget: Food and Beverage cost compared to budget Monthly The Executive Assistant Manager of Food and Beverage should hold a Food Beverage Profit and Loss Meeting to review the month end results as soon as they are ready. Quarterly The Executive Assistant Manager of Food and Beverage should review expenditures, actual versus budget of operating equipment (china, glassware, silver, linen, kitchen utensils and uniforms) and ensure that this expenditure is in line with budget. The Executive Assistant Manager of Food and Beverage should review the yearly budget for furniture, fixture and equipment expenditures with the General Manager, and set target dates for the amount to be spent in the following quarter. MINIMIZING LOSSES 32

One of the first ways of reducing costs in any Food and Beverage operation is to minimize/eliminate losses, which occur. Losses take one of three forms: Theft Error Waste Major Loss Areas Waste Damage Improper storage and preparation of food and beverage items Improper storage and handling of operating equipment poor stock rotation and spoilage Over-staffing Incorrect recruiting Poor scheduling Negligence Poor portion control

Misuse of food items Misuse of operating equipment Poor training Time wasting by employees Inefficient operating Systems Reducing Losses This requires a planned approach and a joint effort by the 1911 Bar team to: Identify where loss occurs. Plan how to present or minimize the loss. Implement a loss prevention campaign using: Training Employee Campaigns (e.g., monthly campaigns) Strict controls More spot checks Closer monitoring of employee's performance Minimizing Operating Equipment Losses Since operating equipment represents one of the major expenses in a hotel, the following approach should be used to minimize losses. Similar approaches could be used for other major loss areas. 1 2 3 4 The 1911 Bar should have a par stock of operating equipment (i.e., in circulation). Each outlet should do a monthly inventory for its own benefit. There should be a complete quarterly inventory of all operating equipment done in conjunction with Accounts.

The Stewarding Manager and Executive Assistant Manager of Food and Beverage should establish a proper breakage reporting system. 33

5 6 7 8 9

New operating equipment should only be issued against broken/damaged equipment on a one-for-one basis. These damaged items can then be properly accounted for the condemned/discarded. The outlet should have a complete list of all equipment. A display board using photographs of the major items should be posted in the service area. Along side each item should be the unit cost. The Stewarding Manager should maintain either a manual card or computerized perpetual inventory card system of every item of operating equipment. Breakage reports should be introduced into each outlet, showing monthly breakage. The decoy system (i.e., sample pieces of operating equipment) should be used on dirty dish tables to promote organized stacking of dirty dishes and reduce breakage.

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