STRATEGIC ALLIANCES AND PARTNERSHIPS AN ASSOCIATION PERSPECTIVE

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International Hotel Restaurant Association 65
Years of Service to the Global Hospitality
Industry
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• International Conference on partnerships for
  Tourism Safety Security in the Middle East and
  North Africa
• World Tourism Organization
• CAIRO-EGYPT
• 26-27 June 2007

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• Impact of Natural Disasters, Terrorist Attacks
  EpidemicsOn Hospitality Industry

• Presented by Dr Ghassan Aidi, President

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Natural Disasters are.

• Destructive and tragic events that harm people,
  the environment, and economies.
• Alter lives. Personal tragedy through injury or
  loss of loved ones.

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Heath Crisis

• Epidemic such as SARS or Bird Flu are dominated
  by emotional aspects.
• Dealing with Epidemic crisis is very difficult
  and hard to predict its outcome
• Its up to Local Government as well as the
  International Organizations to resolve this
  matter

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Hospitality Industry is

• Especially vulnerable to disasters crisis
• It is a soft target for terror groups

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The Hospitality Industry

• We invest heavily in marketing campaigns and
  customer relationship management to foster
  customer Loyalty. This huge investments can be
  destroyed in hours, if our guests are not given
  the protection and help they expect in a time of
  need.

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Terrors Attacks

• The Unlawful Use of Force Against Persons or
  Property to Intimidate a Government, the Civilian
  Population, or Hospitality Industry will not
  serve the Political or Social Objectives.
• (Source IHRA)

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Causes of Attacks

• Wars
• Social Conflicts
• Extremism

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Mr. Francesco Frangialli, WTO

• ..despite the continuing large number of global
  threats, their impact on international tourism is
  tailing off..

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Direct Indirect Impact

• Direct
• Hotels damages
• Docks/Marinas
• Landscaping
• Restaurants
• Transportation vehicles
• Cultural attractions
• Historical museums

• Indirect
• Occupancy rates
• Lower tourist expenditure
• Lower tax revenue
• Cost of promotions to counteract negative image
  from media

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• Cham Palaces Hotels (IHRA member)
• And
• Royal Regency Intl Hotels (IHRA Member)
• Risk Management Plan

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CPH and RRIH IHRA MembersRisk
ManagementStatement

• RRIH Hotels CPH are committed to the safety
  and security of their guests and employees, as
  well as their Assets.

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RRIH CPH HOTELS Risk Management Policy

• It is their policy in the event of a disaster to
  
• Protect their guests and employees
• Limit the property loss
• Communicate Restore the hotels to normal
  operations quickly and safely.

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RRIH CPH Risk Management What we did

• Royal Regency Hotels has taken appropriate steps
  to strengthen the security of our hotels.
• A task force committee was deployed with the
  question of how prepared are we
• The committee devised a Disaster Contingency Plan
  based on levels of threat (green, Orange Red).
• The committee devised a strategy to deal with a
  Disaster before, during and after a crisis.

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Royal Regency Hotels Risk Management Security
Enhancement

• Digital CCTV
• Vehicle checkpoint
• Established checkpoints at entrances
• Barricades were installed

• Metal detector screening all
• Luggage screening
• Limited times for deliveries
• Laminated Glass

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Threat Level

• Specific action steps are taken depending on the
  level of threat (from low to severe) as
  determined by the local authorities and our
  intelligence data.

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• Threat Level Low

• Green

• Review bomb threat, evacuation plan, fire
  procedures with staff
• Background checks on Employees
• Stationing Security guards at hotel entrance
• Security patrols of interior
• Electrical, boiler and pump rooms secured
• Round the clock monitoring of CCTV
• All visitors to pass through metal detectors
• Restricting parking near the hotel
• Inspecting all vehicles driving up to the hotel
  entrance
• All staff go through a Loss Prevention training

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• Threat Level High

• Orange

• No storage of luggage unless inspected
• Entrance doors restricted to minimum
• Parking / Garage close to hotel restricted
• Security patrols around the clock
• Restriction of photo taking or video recording
• Current lists of Employees and guests updated
  to head office
• No vendor allowed into hotel without a hotel
  employee escort

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• Threat Level Severe

• Red

• Metal detector screening of all persons entering
  hotel
• Guests luggage inspected
• Identification required and recorded for all
  vehicles entering parking lots
• No vehicles unattended around hotel
• All vehicles inspected prior to entry in parking
  lots
• Parking beneath the hotel is not allowed
• Emergency items at hand (Flashlights, batteries
  ..etc.)
• No luggage storage

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Cham Disaster ManagementPlanning
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• By taking proactive safeguards, rather than
  reactive measures, the hospitality industry can
  minimize risk efficiently and cost effectively.
  The important point is not to wait until a major
  crisis occurs. The time to assess risks and build
  security and crisis management systems is
  before-not after-a crisis
• By Dr. Ghassan AIDI, Barcelona 2005

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IHRA APELL

• Background
• In 2005, IHRA was invited by the UN Environment
  Programme (UNEP) to participate in a tender for a
  Post-Tsunami Relief project funded by the
  European Union under the Asia Pro Eco Programme
  II B.
• Using the UNEP programme for Awareness and
  Preparedness for Emergencies at the Local Level
  APELL, the project is designed to improve the
  ability of coastal tourism communities to deal
  with disaster management by establishing
  mechanisms and processes for disaster
  preparedness and reduction.
• The tender was awarded to UNEP in September
  2006.
• The project will run from October 2006 to
  September 2008 in three pilot destinations
  Kannyakumari (India) Pattong and Phi Phi Island
  (Thailand)

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IHRA APELL

• Working with chain independent hoteliers via
  the IHRA membership network
• GMs CSO of international and national
  hospitality chains
• GMs CSOs of independent properties
• Working with local project managers via this
  network
• Drawing on the experience of International
  Chains
• - Sharing Crisis Management Plans
• - Developing Hospitality Security Guidelines
• Drawing on the experience of National
  Associations
• e.g. Caribbean Hurricane Procedures Manual

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IHRA Global Council onSecurity

• Objective in synergy with the UNEP APELL
  project, draft Security Guidelines for
  Hospitality Operators
• Stage 1 Assess vulnerability determine
  response
• Establish Crisis Management Strategy Team
• Execute Audit the Crisis Management Plan
• Evaluate Performance
• Stage 2 Train Prepare
• - Use of warning systems
• Crisis-specific prevention/preparation
• Implementation Testing
• Stage 3 Recovery

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• Working via
• Thai Hotel Association
• Chanin Donavanik, President
• Prakit Chinamourphong, Vice President
• Fed. of Hotel Restaurant Assocs of India FHRAI
• Manbeer Choudhary, President
• Hotel Association of India - HAI
• - R.K. Puri, Secretary-General

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• Dr. Ghassan AIDI
• President
• International Hotels Restaurants Association
  (France)
• Cham Palaces Hotels (USA,SYRIA,JORDAN,LEBANON)
• ROYAL REGENCY INTERNATIONAL HOTELS
• (USA,EGYPT, ABU DHABI,MINSK,SYRIA)

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International Hotel Restaurant Association 65
Years of Service to the Global Hospitality
Industry