Tag Archives: Security

How to Prepare for Potential Threats to Security

Daniel Johnson, CHA, serves as a hotel analyst for Travel Channel’s Hotel Impossible and is vice president of operations for Argeo Hospitality. Here, he sits down with LODGING to answer one of the most pressing issues he believes hoteliers face.

hotel security

In light of recent security issues, as a hotel outside the U.S., what should we be considering in our day-to-day operations?

There have been numerous incidents in the U.S. and abroad and, in October, a celebrity had her room intruded upon by individuals dressed as police officers in Paris. Preparedness is not something that comes when there is a news story to scare you into a concern. It has to be an integral part of the operation from day one in an unending and enduring effort to remain vigilant. You have to have a plan. Period. It’s not a suggestion, it’s not a recommendation, it’s a requirement. When it comes to your hotel, devise a plan for the possibilities you face and tailor reactions for your specific operation. First, remember that you can plan but you can’t plan for every eventuality. You can, however, train, train, train. Once your plan is in place, train your staff on it, then train again, then analyze the results, then train again. Having a third party review your plan is never a bad idea.

Second, know your hotel’s exterior like the back of your hand. In order to gain access, individuals have to cross your grounds, parking lot, delivery points, or some other means of entry. What are your strengths and weakness? How is the lighting? Is there anything that needs to be addressed with security or surveillance?

Third, encourage your staff to meet and greet. Every guest, every visitor, every vendor should be greeted with a smile and a question, “May I help you?” These are opportunities to wow your guests that also double as a chance to pay attention to the comings and goings within the building.

 

See complete article from Lodging Magazine

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Filed under Conferences, Crime, Guest Issues, Hotel Employees, Hotel Industry, Risk Management, Theft, Training

Safety & Security Tips for Hotel Management

Providing an accommodating atmosphere that doesn’t compromise safety is the biggest challenge that hotels face. Achieving these goals requires a multifaceted plan that starts with staff training and guest education about safety and security issues. Management must also consistently enforce established security policies, such as allowing only registered guests on hotel property. Constant planning to stay ahead of these issues is also a must, especially when the hotel hosts public events.

hotel security

Control Access
Controlling access is an important part of hotel security planning to prevent criminals from stealing money and valuables from guest rooms. Management must train contractors and staff in controlling room key distribution and restricting access to registered guests only. During off-hours, security personnel should be stationed at all main access points to greet people, while deterring anyone with no business on the property, including disruptive or intoxicated non-guests.

 

Educate Guests
Hotel staff has a responsibility to educate guests about safety and security responsibilities. The challenge is getting the message across without negatively affecting the customer’s experience. For example, the bellman can stress the importance of locking hotel room doors to prevent strangers from entering. Front desk clerks can also discourage guests from actions that leave them vulnerable to thieves, such as flashing room keys or yelling room numbers across the lobby.

Patrol Public Areas
Technology has come a long way in helping hotels to upgrade basic security measures. Closed-circuit TV cameras with recording systems are essential for securing such busy public spaces as bars, docks, lounges, and parking lots. However, these areas also allow open access for disruptive persons, muggers and pickpockets. Active monitoring of the camera images by staff and proper lighting reduces the opportunities for such crimes. Offering a security concierge to escort guests also minimizes the risk of non-assaultive crimes, such as luggage thefts.

Advance Measures
Communicating basic safety and security measures becomes even more important at public events such as conventions, where travelers may feel as if they’re leaving real world dangers behind. To head off problems, management should send advance communiques to event attendees. The notices should contain basic safety tips, such as the need for locking doors, not leaving cellphones and laptops unattended, and being alert in public areas.

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Next-Gen Leaders Must Be Open to Change

This year’s Asian American Hotel Owners Association convention was all about success and how to achieve positive performance in an era of new brand launches, generational leadership change, and external disruptors.

Mike Leven, president and COO of Las Vegas Sands Corporation and an original organizer of what would become AAHOA, kicked off Thursday’s general session with a call to action for the rising tide of second-generation Asian-American hoteliers who are growing their own footprints in the business.

Change

“What happens when you are successful?” he asked. “You stop doing what made you get there in the first place, and that’s where the danger comes in.”

Leven said that as the industry faces change, the next generation of leaders must change with it, especially if they hope to be successful during downturns.

“The status quo is a prescription for failure,” he said. “You have a responsibility to continue to be dynamic in the search for change, for doing things different, for not being satisfied.”

Hotel franchise company executives echoed those statements on Thursday’s “Industry CEOs” panel and encouraged members to continue to be involved in their franchise organizations and the larger industry.

The CEOs shared insight into consumer trends, highlighting why creating excellent guest experiences will translate into strong bottom-line performance.

“We see people choosing experience over product—we see this in retail, in consumer products and certainly in travel,” said Mark Hoplamazian, president and CEO of Hyatt Hotels Corporation. “The idea that the product has to be perfect is weakening. Instead, people are looking for a holistic, experiential time.”

He advised attendees to make sure they’re creating those shareable experiences for guests.

Hilton Worldwide Holdings President and CEO Chris Nassetta echoed that sentiment that guests are all about experience these days. He told attendees that creating positive cultures at the hotel level are what will make those experiences great.

For more: http://bit.ly/1RXFL3R

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Workplace Violence – How to Deal with a Disgruntled Ex-Employee

violence
You are an executive working intently in your office when your assistant calls and informs you that a disgruntled ex-employee has shown up at the facility with a weapon and is threatening violence.  Will you know what to do, or better yet, what not to do?

 

Workplace violence can be defined as any act that creates intimidating, hostile, and offensive or a threatening work environment through unwelcome words, actions or physical contact.  As we have seen on multiple occasions, workplace violence and active shooter occurrences have been on a steady incline in this country.  Are you and your company prepared?

There are two types of workplace violence that need to be taken into consideration. First is the external variety – criminal activity from a non-employee, client or customer.  Second is the internal variety of a problem employee, employee personal relationship, hostile individual due to disciplinary actions or a facility closing.  Be prepared by taking some very easy measures:

  • Have a  written policy that is known throughout your organization
  • Take the position of ‘no tolerance’ for this activity
  • Train employees and provide ongoing training
  • Make sure your plan protects first, then concentrates on compliance
  • Understand and effectively communicate the legal implications

The potential deadly situations are reasonably foreseeable and this should be the standard used for compliance and determination of liability. Understand what data you need to assist in the prevention of workplace violence.  You not only have a legal responsibility but the obligation to your workforce.  Negligent hiring, high-risk terminations, retention, security, and poor training open you and your organization to the possibility of a workplace violence incident.  Human resources plays a key role in your workplace violence plan through effective pre-employment screening, establishing discrete communications channels, an Employee Assistance Program and coordination with your security personnel regarding response plans.

Do not allow yourself to make these five critical mistakes:

  • Denial and avoidance
  • Not having a threat response plan
  • Acting too hastily
  • Lack of total workforce participation
  • Insufficient assessment process

Coordinate a case assessment team and make sure they understand their purpose, make-up, objectives, and documentation measures.  The need to recognize the behavioral warning signs that signal potential trouble and that evaluation of behavior is not ‘profiling’.

Protective measures include:

  • A facility security audit
  • Obtaining local crime statistics
  • Recording a history of incidents
  • Personnel training
  • General security awareness training
  • An established liaison with local law enforcement.

Remember, ignorance does not relieve an organization of responsibility.  In summation, an organization has a Duty of Care responsibility to their employees and must plan, train, recognize, manage and respond to this growing problem within the business community.

For more: http://bit.ly/1XAJN02

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Filed under Crime, Hotel Employees, Hotel Industry, Labor Issues, Management And Ownership, Risk Management, Training

What the Erin Andrews Lawsuit Means for Hoteliers

erin andrews

A jury’s decision this week to award sportscaster Erin Andrews $55 million in a civil suit against her stalker and the owner and management company of the Nashville hotel in which the man secretly videotaped her will have repercussions for the hotel industry for years to come, sources said.

In 2008, Michael David Barrett recorded Andrews while she was nude through the peephole of her hotel guestroom at the Nashville Marriott at Vanderbilt University. Barrett, who later pleaded guilty to felony stalking in 2009, discovered which room was Andrews’ and reversed the peephole in the door to see inside. The jury in Andrews’ civil suit found Barrett, as well as the owner of the hotel, West End Hotel Partners, and the management company, Windsor Capital Group, to be responsible.

Andrews had originally included Marriott International in her original suit; however, the court in Tennessee found that Marriott had no liability in the case, and dismissed it.

Stephen Barth, a professor of hospitality law at the Conrad N. Hilton College of Hotel and Restaurant Management at the University of Houston and founder of hospitalitylawyer.com, testified on behalf of the defense during the civil trial. The defendants in this case did what they were supposed to do, Barth said in an interview with HNN, and he believes that because the companies were focused and diligent on their policies, procedures and employee training, it gave the jury members pause during their deliberations.

With the outcome of the case, Barth stressed that just as before, it’s important for hoteliers to have the right policies and procedures in place as well as the proper training for staff to deal with guest privacy issues.

“You need to be able to demonstrate the training that went on, the frequency and outcomes,” Barth said. “How do you evaluate whether the training was effective? Ultimately, you have to be able to demonstrate this in a courtroom.”

Policies, procedures and training

David Samuels, partner at Michelman & Robinson, said one of the issues that jumped out at him in following the trial was whether the management company had the proper policies and procedures in place regarding guest privacy. He said he believes several jury members were bothered by the testimony of some hotel staff who couldn’t recall having those policies. Samuels followed the trial but was not directly involved in it.
At this point, all owners and operators should review how they’re running their properties and whether they have specific written policies and procedures in place.

“They need to have those and effectively train the staff on it,” Samuels said.

Along with having those policies in place, hoteliers should regularly update those policies based on legal developments, such as the Andrews case, according to Sylvia St. Clair, an associate with Faegre Baker Daniels. If there’s any question about whether a policy is in compliance with the law or industry standards, she said, contact legal counsel or the human resources department.

“Then ensure (that) new hires receive that training as well as existing employees,” she said.

If a front-desk associate receives a request for a guest’s private information, such as his or her guestroom number, St. Clair said the associate should know not to give that information out unless he or she is authorized to do so. The associate should know to contact his or her manager or supervisor with questions.

“You want a statement to give to (anyone) requesting information,” St. Clair said. “Make sure employees know if they are receiving these types of requests, and the person requesting is continually asking, they shouldn’t hesitate to get their manager or GM involved.”

After completing the training, St. Clair said, document the training in employees’ files to show they received the latest version of the policy and understand it.

House phone access

During the civil trial, there was a dispute over how Andrews stalker learned which guest room was hers, Samuels said.
Andrews attorneys argued her stalker learned from the front-desk staff, an allegation the associates denied during the trial. Her stalker, Barrett, said in a taped deposition that he figured out Andrews room number by using an internal house phone at the hostess stand in the hotel restaurant.

“Those are only supposed to be used by employees,” Samuels said.

Barrett called the front desk and asked to speak with Andrews, Samuels said, and when the line was connected, Andrews room number appeared on the phone’s LCD screen. Barrett then went to her floor, saw the room next to hers was being turned over and then requested at the front desk to be in that room.

“From a privacy standpoint, from a safety standpoint, hotel guests should never be allowed to use an internal house phone that displays the room number on an LCD screen,” Samuels said.

If guests need a house phone, he said, they should be directed to one without an LCD screen and it should connect to an operator.

Similarly, hotel employees should be aware of who may be looking over their shoulders when using phones that display room numbers, he said.

Red flags

In the plaintiff’s closing argument, Andrews attorneys asked why the front-desk staff was not more critical about someone asking for a specific room, especially one next door to Andrews, according to Christian Stegmaier, a shareholder at Collins & Lacy. Stegmaier followed the case but was not directly involved in it.
That argument might presume too much about Andrews’ fame at the time, he said, as the front-desk associate may not have put two and two together.

“The takeaway from all of that is when you have a prospective guest making very specific requests, like about specific rooms, you need to be critical (of it),” he said.

Asking some gentle questions might allow the associate to learn a little more about the person making the request and why that specific room is so important to them, Stegmaier said.

“From a management perspective, you need to empower your associates to use that kind of critical thinking,” he said. “You want to encourage that.”

That is doubly important when the front-desk staff is aware of any celebrities or dignitaries staying in the hotel, Samuels said. Any requests for a specific room adjacent to such guests should send up a “big, red flag,” he said.

For more: http://bit.ly/1VcP6UN

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Filed under Crime, Employee Practices, Guest Issues, Hotel Employees, Hotel Industry, Liability, Management And Ownership, Privacy, Risk Management, Training

The Rising Cost of Money (Lodging Magazine)

money

Troubling events in the global economy—stock market volatility, weak growth in China, and plunging oil prices, among others—coupled with a moderate slowdown in industry growth, have hoteliers more cautious regarding new business opportunities. However, hiccups in the global economy do not mean the hospitality world stops turning. Hoteliers still find themselves in a time of healthy growth and industry dynamism, and many owners are looking to reposition their properties while the economy can support it.

That said, property improvements can still be expensive. This especially holds true for brand-mandated property improvement plans (PIPs), which some say have become increasingly aggressive in recent years. According to Boaz Ashbel, managing director of the Aztec Group, a full-service investment banking firm located in Miami, Fla., one of the main drivers of this push is the industry’s desire to capture the millennial demographic, whose footprint in the hospitality marketplace grows larger every year.” Many brands are changing the look and feel of their properties to try and appease the millennial traveler,” Ashbel says. “This is true both in new brands and in PIPs for established brands—all of the decision makers have the same goal, and it’s something that hotel owners and operators will have to tackle sooner rather than later.”

There are several situations in which hoteliers may find themselves facing an aggressive PIP or redevelopment project. One of the most common in today’s economic climate happens when a property changes hands. “If the hotel isn’t entirely up-to-date regarding brand standards, it may present a problem for a potential buyer,” Ashbel cautions. This is because when a hotel falls under new ownership, the franchise is not assumed by the new owner—he or she must apply for the flag as though they are applying for a new franchise. And, for a hotel to meet the requirements of a new franchise, it must reflect the latest brand standards. “An astute owner who is planning to sell a particular property is wise to order a change of ownership PIP from the brand before even exposing that hotel to the market,” Ashbel says.

Due to the very active state of the lodging marketplace, with a huge number of properties being bought and sold, most lenders know that every branded property they work with will likely have a PIP component. “Moreover, they should be demanding that the money that will be acquired for the PIP is going to be put up and reserved in closing exclusively for the PIP,” adds Ashbel, who says that every single transaction he’s seen in this time of high activity has had some sort of a PIP component.

And, per Ashbel, hoteliers looking to acquire a property and keep it branded, or rebrand it under a new flag, should always plan for investments in an improvement plan. “If the buyer doesn’t take these steps, she’s in for a rude awakening when she goes to sign her franchise agreement,” he says.

But what if you’re a hotelier who isn’t in the process of buying or selling a property but still needs to pay for a large-scale PIP or renovation? Peter Berk, president of PMZ Realty Capital, a hotel finance group based in New York City, explains that refinancing could be the answer if the hotelier doesn’t have the liquid capital on hand. “There is a lot of refinancing going on right now in the lodging industry for renovations and PIPs,” he says. For example, if someone has a $6 million loan pending due, and he needs to take on a major PIP, he can refinance the property for $8 million and have the lender hold back the difference for the PIP. “We see this type of situation quite often,” Berk adds.

Luckily for hoteliers, there are a wide variety of lenders in the hospitality marketplace who still have a lot of liquidity available for loans. “There are a bunch of lenders out there offering different types of loans—furniture, fixtures and equipment (FF&E) loans, credit funds, bridge loans, Small Business Administration (SBA) loans, commercial mortgage-backed security (CMBS) loans, regular bank loans—everything just depends on the hotel’s business plan,” Berk explains.

Jordan Ray, managing director of financial advisory firm Mission Capital’s debt and equity finance group, says that while there are many loan options out there, it is getting increasingly difficult to finance improvement plans. “As a whole, the financing business for hotels is certainly tighter than it was a year ago,” he says. Ray attributes this tightening to the high levels of supply in the lodging marketplace, especially in primary markets like New York City.

For more: http://bit.ly/1UtcEUC

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Lawsuit Alert – Hotels Renting to Minors

minor

CH&LA alerted its members last year that legal claims were being asserted against numerous lodging properties for refusing to rent to unaccompanied minors. The person at the center of most of those claims (Jonathan Asselin-Normand) is continuing his long-running campaign against California lodging properties raising such claims.

As CH&LA has repeatedly advised its members, both the California Unruh Civil Rights Act and the Fair Employment and Housing Act prohibit blanket policies denying accommodations to people solely because they are unaccompanied minors.  The minimum damages for violating the Unruh Act is $4,000, plus attorney’s fees.

However, where a minor unaccompanied by an adult seeks accommodations, hotel staff may require a parent or guardian of the minor, or another responsible adult, to assume, in writing, full liability for any and all proper charges and other obligations incurred by the minor for accommodations, food and beverages, and other services provided by or through the innkeeper, as well as for any and all injuries or damage caused by the minor to any person or property. California Code 1865(d)(1).

What Members Should Do ASAP:

  • Review your policies, and if you have a blanket policy against accommodating unaccompanied minors, change that policy to comply with the law.
  • If your policy is on your web site or otherwise in your marketing materials, delete all reference to it.
  • Make sure all staff members know that your hotel does not have a blanket prohibition against accepting unaccompanied minors.  Be sure to constantly remind them of this fact.
  • Check with your third-party booking entities to see what, if anything, they say about your hotel’s policies involving minors and children.  Be sure that they comply with the law.
  • Consider utilizing a written form with a responsible party acknowledging their liability for the minor.  Please click here for a sample.

If you have questions about this, feel free to contact CH&LA’s Member Legal Advisor, Jim Abrams, at jim@calodging.com.

For more information: http://bit.ly/1QPre4h

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Insurance Helps Protect Against Data Breach Fallout

data

Joshua Gold of Anderson Kill speaks about the different types of insurance coverage to protect against data breaches at the Hospitality Law Conference. (Photo: Bryan Wroten)

The past year was a big year for data breaches in the hotel industry, and industry experts say there’s no sign of it stopping any time soon. That means hoteliers not only need to work on prevention, but they also need protection in case an attack does occur.

Panelists in the session “Nailing down responsive cyber coverage that responds to hospitality industry risks” at February’s Hospitality Law Conference told attendees that everything about the current digital age that makes it great, such as connectability and massive data storage, also makes it a risk.

Attempting to list all of the data breaches in the past 12 months would overwhelm the presentation screen, said Joshua Gold, a cyber-insurance attorney at Anderson Kill, and the problem continues to grow.

“It’s getting worse, not better,” he said.

Insuring for different scenarios
Darin McMullen, an attorney at Anderson Kill, said there are four overlapping causes of data breaches at a company:

  • Accidental internal, a common cause of breaches, occurs when an employee loses a device with company business data on it, and it might fall into someone else’s benign or malicious possession.
  • Accidental external breaches occur through third-party vendors or subcontractors who have access to a company’s system or network. While they’re not trying to compromise their client’s security, they may cause harm through their own negligence.
  • Intentional internal breaches happen when a disgruntled employee creates the breach. This can be a common problem in hospitality where turnover can be high. Employees don’t necessarily have to be high-level to access sensitive data.
  • Intentional external breaches are the more traditional hacking events caused by criminal organizations or hacker activists, or hacktivists.

“Some you have control over; some you have virtually no control over,” McMullen said, who added that hoteliers should review their insurance options to protect against different risk exposures.

Gold said he’s working on an insurance claim for a client who had a former employee introduce malicious code into the company’s system. The code fried every controller, he said, causing physical damage to real pieces of hardware. For a networking company, this was a huge loss.

“The insurance company is saying electronic commands can’t cause real property damage,” he said. “It is covered under the literal language, but they don’t want to set that precedent. We will have to sue them.”

When looking for different cyber-insurance policies, Gold said, it’s important to keep in mind all the potential scenarios as some have provisions that exclude what hoteliers might need and think would be included, such as the physical damage in his client’s case. He said hoteliers should work with a savvy broker who specializes in cyber-insurance packages. There are so many different primary forms out there, he said, which can change every three to four months based on what clients face.

For more: http://bit.ly/1TZLnue

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What Should Your Hotel Brand Know About Generation Z?

Brand

Time waits for no man, and just as soon as we think we’re getting a handle on what millennials want, a new buzzword starts to crop up in conversation: “Generation Z.”

Trying to define an entire generation’s attitude and purchasing habits can seem tedious (and a hard target to hit), but it makes smart business sense to have a plan in place for the next wave of travelers. While the inclination may be to think of Generation Z as merely an extension of millennials, odds are they will be their own distinct group. And how you prepare your destination, and brand, to receive this group could have a profound impact on your company’s future.

So, who is Generation Z?

Always Connected

Exact ranges for generations have been hard to define since the baby boomers, but Generation Z is roughly considered to be defined as those born in the mid- to late-1990s through the 2010s. In other words, babies being born today (and potentially up to around 2025), up to early 20-somethings.

This group makes up about 25 percent of the population, according to Forbes, making it more populous than boomers or millennials.

For some perspective, the oldest members of Generation Z were 7 or 8 years old when the Sept. 11 attacks took place. Many have pointed out significant aspects of this generation are its widespread use of the Internet (even from a very young age), a high comfort level with technology, reliance on social media for a large portion of their socializing, and possibly feelings of unsettlement and insecurity from growing up in the Great Recession.

And in less than five years, they will make up almost 10 percent of the workforce.

Not Millennials

The dividing line is a bit murky, but members of Generation Z are (and will likely continue to be) different than their millennial predecessors. According to a survey of young people conducted by Adecco, more members of Generation Z aspire to lofty career goals, while millennials crave financial stability.

Generation Z is more entrepreneurial, and more prefer in-person communication than millennials.

Already Influential

It may be several years before enough members of Generation Z are booking hotel rooms to be noticeable, but they already influence their parents—when polled, 93 percent of parents believe their children have influence over their family spending and purchases; 55 percent say their opinion is “extremely or very influential.”

Planning Ahead

So if Generation Z’s tastes are already becoming an influence, what should your hotel do to get ready for the day when it’s their names on the credit card? Making sure your brand and marketing adjust accordingly will be of paramount importance.

In its report examining the trends of Generation Z, global firm Ernst & Young suggests three strategies to gaining the generation’s interest and loyalty in your brand: Intuitively deliver on their constantly evolving needs; make them part of the solution; and demonstrate respect and loyalty before asking for it.

Evolving Needs

For starters, members of Generation Z are in a constant search for information and new platforms of delivery—one in four try out at least seven new apps a month, and the list of social media platforms they favor could be longer than this article.

With that in mind, they have no patience for a brand that doesn’t already get it, or even worse, complicate their lives. Your messaging needs to find them wherever they may be searching—and that might be different than last week.

Part of the Solution

Generation Z also has more do-it-yourselfers than the previous generation (when you grow up with a how-to for anything on YouTube, it makes it easier). Ideally they want their brand to be a tool that empowers them—they may even want to create your offering for you, particularly where, when, and how they buy from you.

Respect and Loyalty

Once it’s earned, Generation Z’s brand loyalty is impressively strong. But getting it could be the challenge, and the best way to show that you respect them is to speak to them individually.

Whether this means personal interactions between customers and your brand on social media, or visibly accommodating what they’ve asked out of your brand, the last thing Generation Z wants is a form letter. Your brand will need to foster a reputation of responsiveness and collaboration to earn their respect.

“Gen Z is used to feasting on content regularly and this is the age group that has given rise to (multi-channel networks),” Matt Smith of the TV platform Anvanto told Digiday. “Brands like Marriott that are creating specialized content already are the ones that will resonate with them.”

Through a combination of tech savviness and a greater need for self-reliance, Generation Z could shape up to be one of the most productive and influential generations our country has ever seen. Whether they choose to bring their business to your hotel will depend on how hard you work to get to know them. And you’d best not wait—there’ll be another generation on the horizon before we know it.

For more: http://bit.ly/1oVoqLF

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