Marriott 2008 Handbook Part 2

UK Associate Handbook 2008 41Marriott Confidential and Proprietary Information

2. Rudeness to Guests Such behaviour will not be tolerated. If anysituation arises which you cannot handle, it isyour responsibility to inform a member ofmanagement immediately. Your attitude tocustomers must always be friendly and polite.

3. Theft or Attempted Theft of Money orProperty from the Company, Customers orColleagues Such behaviour is prohibited and is construed as gross misconduct. As well asdismissing you, this will result in prosecution.

4. Use, Possession or Being Under theInfluence of Alcohol or Non-Prescribed Drugs Such behaviour is a safety hazard and, as itputs the licence in jeopardy, it will not betolerated. You must not be under theinfluence of, or in possession of, anyprohibited substances whilst at work or onthe Company property. In addition,prosecution for the use of illicit drugs outsidework could lead to the Company decidingyou are an unsuitable employee and this willlead to your dismissal.

5. Fighting, Harassment or Wilful ActsResulting in Injury to Others If a disagreement arises with a guest, youshould excuse yourself and notify your Headof Department immediately. Under nocircumstances will arguing or fighting withguests be allowed. Likewise, any form ofharassment (including sexual or racial),arguing or fighting between associates isprohibited.

6. Intentional Misuse of, Damage to, orDestruction of Company Property orEnvironment We recognise that occasionally somethingwill get broken or a piece of equipment maybecome jammed. However, breakage costscan become a high expense if care is nottaken. You must work with the utmost care atall times. Negligence will lead to disciplinaryaction – wilful acts will result in immediatedismissal.

7. Falsification of Records Falsification of any records, includingemployment records and financial records, willnot be tolerated and, if committed for personalgain, will be treated as gross misconduct aswell as resulting in prosecution.

8. Conflicting Interests and Disclosure ofConfidential Information If we are to remain competitive we must allrespect the confidentiality of information. Adisclosure of any such information to anyunauthorised person is a dismissable offence.For this reason, and in order to remove anysuspicion, you are required to obtain yourHead of Department’s permission before youtake up any other concurrent employment.

9. Insubordination This cannot be permitted if we are tocontinue to manage and operate ourbusiness successfully. You must follow yourHead of Department’s instructions, stoppingshort only if you are being asked to break thelaw. If you disagree with an instruction, you

Creating the Right Work Environment

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40 UK Associate Handbook 2008Marriott Confidential and Proprietary Information

When things go wrong in the workplace, it canresult in emotions becoming quickly aroused.These emotional situations can be avoided.

We believe in the principle of having a strongwork ethic but also in enjoying the work that youdo. Marriott employs a large number of peoplewho work in a variety of jobs and in differentlocations.

In order to ensure that the business continues tooperate effectively and successfully it is vitallyimportant that everyone works within commonlyaccepted standards i.e. Company and hotelguidelines and, just as importantly, understandswhat may happen if there is a breach of thesestandards i.e. our disciplinary policy andprocedure.

8.1 Associate Assistance Help-LineSometimes we all need help, advice or justsomeone to talk to. Marriott use FOCUS EAP, atotally independent and confidential telephoneinformation finding, counselling and support

service. You, your partner and any dependentsyou have living with you can call FOCUS EAP 24hours a day, 7 days a week. This service is totallyfree for you and your family to use.

They can assist with all areas of everyday life,including relationships, exams, drinking, drugs andfinances.

This free-phone help-line number can be found inthe Useful Contact Details section of thisHandbook and in the Marriott Benefits Guide.

8.2 Workplace/Environment Rules andGuidelinesThese rules and guidelines exist for the safety andwell-being of all associates, guests and theCompany as a whole. These rules may beupdated and changed from time to time, and willbe displayed on your main associate noticeboard.

Should you breach any of these rules andguidelines, you may be subject to disciplinaryaction that may result in your dismissal.

Here are some of the main rules and guidelines:

1. Breach of the Licensing or Excise Laws orany Action which puts our Licences inJeopardy Our lifeblood depends on our licences andpermission to sell alcohol. Without them we goout of business. No breach of the laws will betolerated. For instance, smoking in restrictedareas, serving under-age guests, giving shortmeasures, passing off or diluting products, willbe treated as gross misconduct.

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13. Personal Appearance Just as the cleanliness and attractiveness ofyour hotel is of the utmost importance, so iseach associate’s personal appearance. You areexpected to be clean and neat to project thisimage to your colleagues and customers at alltimes. This requires clean nails, teeth, hair,shoes, body and clothes.

It is particularly important that you use aneffective deodorant and refrain from usingexcessively strong perfumes or aftershaves.

Please refer to the Company’s Grooming andDress Standards RSOP available on MGS orfrom your HR department for furtherinformation on personal appearance.

14. Press and Other Enquiries Any enquiry, telephone or otherwise, from amember of the press or any official (e.g. Police,Fire Inspector, Hygiene Inspector, Customsand Excise Officers) should be reported to yourHead of Department. Do not make statementsor offer opinions without first obtaining yourHead of Department’s permission.

15. Personal Communication/Friends andRelatives No personal telephone calls are permitted toon-duty employees – although a message willbe taken for you. The only exception is anemergency call.

The use of personal mobile telephones is alsoprohibited, unless in an emergency and withthe authority of your Head of Department orDuty Manager. Mobile phones and chargers

should be kept in lockers during your workingshift.

Likewise, the use of the photocopier, internetand e-mail systems at work should be limitedto work-related usage only, and there mustnot be any inappropriate use of Companysoftware, networks, letterheads or any otherMarriott documents/equipment/communication tools.

The Internet abounds with various types ofinteractive modes of ElectronicCommunications Systems including socialnetworking sites, weblogs (commonly knownas “blogs”), podcasts, wikis, chat rooms,discussion boards, bulletin boards, video andaudio sharing sites, and similar technologies(collectively “Emerging CommunicationsSystems”).

Marriott expects all associates to conformtheir conduct and communications onEmerging Communications Systems toexisting standards contained in theCompany’s published policies and workrules. The ability of Internet-based masscommunications to magnify the potentialadverse consequences of inappropriateindividual statements and behaviourincreases the sensitivity of such activity andexposes the Company to much greater harmthan more conventional means ofcommunication. Associates are prohibitedfrom making any Electronic Communicationswhich may be harmful to the Company onblogs, podcasts, wikis, and other socialnetworks.


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must follow it anyway and then, if you wish,take the matter through the GrievanceProcedure at a later date.

10. Wearing your uniform any time other thanon duty and inside the premises We must all be concerned about the imagewe present to our guests. If you wear aCompany uniform, you may not wear itoutside work. If you must travel to work whilstwearing it, it should be covered by otherclothing (such as a coat). Whenever possibleyou should change into your uniform on thepremises. Please see the Grooming andDress Standards RSOP on MGS or your HRdepartment for further information.

11. Off Duty Limits You are always welcome to visit your own orany other hotel in the group as a guest.However, to avoid confusion of interestswhen visiting your own workplace, you mustfirst let your Head of Department know whenyou plan to visit or, if your visit is unplanned,advise him/her of your presence on arrival.Whilst on the premises, but off-duty, youmust always adhere to your local associateoff-duty policies.

Whilst on the premises as a guest you mustremain in the guest areas. You must alsocomply with the conduct required by ourguests. The rules of conduct for on-dutyemployees will also apply to off-dutyemployees while they are on the premises andany breach will be treated as a disciplinarymatter. This applies particularly during the use ofthe ‘Staying for Pleasure’ benefit.

12. Out of Bounds You must confine yourself to your own workarea or common areas. Other work areas arestrictly ‘off limits’ unless specific permission hasbeen given. You are not permitted to enter aHead of Department’s office, stockrooms orcellar unless accompanied by anotherauthorised person or unless your specific dutiesrequire you to be in these areas alone.

You must not enter any guest room for anyreason other than a specific business onee.g. to service the room or deliver RoomService.

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The Company reserves the right to searchyour person (including clothing), your personaleffects, lockers, bags, work station, car, anyparcel or container brought on to theCompany’s premises etc. or Companyaccommodation, as the situation requires andif it has reasonable cause for suspicion that thisis necessary.

The Company may request an individual toundergo a search at any time. In order to beeffective both as a deterrent and also as amethod of detection, searches may beunannounced.

Searches will be carried out only by appropriatepersonnel. Where a person is asked to besearched, that search will be carried out by aperson of the same sex (except in relation tosearches not of the person or his/her clothing).The search will so far as practicable take placein private, though the person being searched, orwhose belongings/work station are beingsearched, may have a witness present if he/shewishes and there is a willing person thenavailable to act in that capacity. Theunavailability of a particular witness will not givegrounds for deferring the search. In appropriatecases the person doing the searching may alsohave a witness of the same sex present. TheCompany reserves the right to invite the Policeonto the premises to carry out a search wherewrongdoing is suspected.

Staff and contractors will not be searchedagainst their will but any refusal to besearched or to permit their bags, workstationetc to be searched, may in itself by treated by

the Company as gross misconduct. If aperson refuses to be searched whenrequested then the Company may draw itsown conclusions depending upon thesurrounding circumstances.


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Personal visits by friends and relatives, exceptin an emergency, are not permitted whilstyou are working. If they visit as customersthey must be treated with the same respectand courtesies as other customers.

Wherever possible you should avoid servingyour own friends or relatives. However, if thiscannot be avoided because you are on dutyalone, you should inform your Head ofDepartment – this way any suspicion can beaverted.

You are not permitted, under anycircumstance, to visit the hotel room of aguest, friend or colleague who is staying inthe hotel unless you obtain writtenauthorisation to do so by your Head ofDepartment.

16. Drinking Alcohol on Duty The consumption of alcohol whilst at work isstrictly prohibited without the prior approvalof Management. Not only can drinking atwork and the smell of alcohol on your breathconvey a poor image to our guests, it can alsoimpair your abilities and judgement, thusjeopardising safety, and will therefore betreated as gross misconduct.

17. Raffles and Collections on the Premises Whilst on the premises, associates are notpermitted to solicit, distribute literature,collect subscription list dues, hold raffles, etc.for any cause without permission of the mostsenior Manager on-property.

18. Gambling Gambling of any sort by associates on thepremises is strictly forbidden.

19. Absence and Time Keeping Your position enables the smooth andefficient running of our business. Regularattendance and punctuality are part of yourresponsibilities. You are expected to be atwork on time whenever you are scheduled towork and may not be paid for periods oflateness/leaving early. If you do nottelephone to let your Head of Departmentknow that you are going to be late, you mayfind that someone else has been found tocover your shift in which case you will be senthome without pay.

If you are going to be absent from work, youmust follow the company sickness/absenceprocedure.

If you do not maintain a satisfactoryattendance record you will be rendered liableto disciplinary action.

20. Right of Search To reduce the scope for staff and third partiesto be endangered or prejudiced by instancesof drug abuse, theft or security breach, theCompany reserves the right of search. To thatend, this applies not just to associates, butalso to all contractors working on ourpremises. The Company believes that theprinciples set our below represent thenecessary balance between individual rightsand protections on the one hand, and theCompany’s reasonable needs on the other.

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Whilst this handbook outlines the key elements ofthe Disciplinary Policy, you must also ensure youare aware of, and adhere to, the CompanyDisciplinary RSOP, available on MGS and fromyour HR department.

8.3.1 Policy GuidelinesThe main purpose of the disciplinaryprocedure is to ensure that associatesperform effectively. Coaching and counsellingare important steps towards a well rundepartment and hotel. When coaching andcounselling efforts have been exhausted, thedisciplinary procedure may be applied.

The manager of the associate should conductdisciplinary meetings (only when trained inhandling disciplinary meetings). A representative of the HR department willalso usually be present.

Full, verbatim notes must be kept of allinvestigatory and disciplinary meetings andcopies must be given to HR immediately.

Witnesses or representatives for an associateshould not be from the HR or Securitydepartments, unless prior approval by theproperty’s General Manager has been sought.

If an associate brings an approved TradeUnion representative to any disciplinaryhearing, as is their right, the DHR must ask foridentification of proof that the individualconcerned is actually an approvedrepresentative. If such proof cannot be given,the disciplining Manager should seek furtheradvice from a senior member of HR before

progressing with the disciplinary hearing.

In the event that an associate is suspendedfrom the workplace in relation to an allegedoffence of gross misconduct, or given noticeof a disciplinary hearing, and subsequently isabsent on grounds of sickness, upon requestby the Company the associate must submitto a medical examination by the Company-appointed doctor to determine if they are fitenough to return to work, or fit enough toattend a disciplinary hearing. No Companysick pay will be paid for periods of sicknessabsence in these circumstances.

In the event that an associate fails to agree to amedical examination by the Company-appointed doctor within four weeks of beingrequested by the Company, this could amountto a breach of contract and the Company maytake further disciplinary action.

8.3.2 Discipline During an Associate’sProbationary PeriodAll new associates are subject to a 3 monthprobation period, during which time theirperformance and suitability for their role arecarefully appraised by their Head ofDepartment at 30, 60 and 90 days. If a newassociate does not perform to the requiredstandard during the probationary period, theiremployment may, in certain circumstances,be terminated in line with the performancemanagement process and without followingthe full disciplinary procedure. However, allassociates will still always have theopportunity to improve theirperformance/conduct during this period and


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21. Information Protection and PrivacyEvery Marriott associate is responsible forprotecting the Company’s information assets.In addition to our associates, one of theCompany’s most valuable assets isinformation. This information includes :

• Company confidential and proprietaryinformation such as revenuemanagement techniques, sales andmarketing plans and financial forecasts

• Personally identifiable information aboutour guests and associates, such as theirpreferences, details about their stayhistory, credit card information and contact information such as email address

Use care when dealing with this informationto protect it against loss, mis-use orunauthorised disclosure. Please refer toyour local Security Policy for further detail.

22. Threatening BehaviourOpen or veiled, verbal or physical threats to anyguests, colleagues or vendors will not betolerated and will result in disciplinary actionbeing taken against you.

23. Sale or Attempted Sale of IllegalSubstances During Company Time and/or onCompany PremisesSuch sales or attempted sales will not betolerated and will be regarded as a grossmisconduct offence.

24. SmokingIt is the policy of Marriott UK that all of ourworkplaces are smoke-free and all associates

have a right to work in a smoke-freeenvironment, as per the UK Smoke Freestandard, found on MGS or in your HRdepartment.

Smoking is prohibited throughout the entireworkplace with no exceptions and includesCompany vehicles.

25. ChewingThe chewing of gum is not allowed at anytime, or in any place, during your time onCompany property, and disciplinary actionwill be taken against you should this bebreached.

26. Membership of Guest Reward ProgramsAlthough we wish to offer all associates asmany benefits as possible to maximise theirenjoyment of working for the Company,Marriott associates may not partake in theMarriott Rewards Program, as this may causea conflict of interest between their role as anassociate and as a customer.

8.3 Disciplinary PolicyFor the avoidance of any doubt, this disciplinarypolicy is non-contractual and is a statement of thepractice and the policy and procedures that theCompany will usually follow during any disciplinaryprocess. However, the Company reserves the rightto deviate from the terms and procedures set out inthis policy.

All policies and information relating to theCompany’s disciplinary policy and procedures willbe issued to you during your orientation.

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investigations or investigation meeting (unlessin exceptional circumstances), and should bechaired by a more senior Manager than theperson who completed the investigationmeeting. However, the investigating officershould be available to provide any furtherinformation about the disciplinaryinvestigation, should this be necessary.

A disciplinary meeting must be held at least24 hours after an investigatory meeting andan associate must be given 24 hours’ noticein writing of the meeting. The letter shall setout the time and date of the meeting and thereason for the meeting, together with thepotential disciplinary sanction, in order thatthe associate may be prepared. Disciplinarymeetings must take place during anassociate’s normal work-pattern, as far as isreasonably practicable.

An associate has the right to be accompaniedat a disciplinary meeting by either a fellowassociate or trade union representative(should the associate be a member of a tradeunion), and must be reminded of this right atthe beginning of the meeting. The chosenrepresentative will be able to address themeeting, put forward the associate’s case,sum up, respond to any views expressed atthe meeting and confer with the associate,but they may not answer questions on theassociate’s behalf.

During the meeting, the associate must begiven appropriate opportunity to state theircase and to respond to allegations. Shouldnew or more detailed information be

presented at the meeting, the Managershould consider adjourning the meeting inorder to complete further investigations. Theassociate may provide some mitigatingcircumstances for their conduct/performance, which must be considered inlight of their actions and the Manager thenneeds to decide what course of action to takee.g. it may be decided that the disciplinaryproceedings should not be progressed andsupport should be offered instead.

Notes must be taken throughout thedisciplinary meeting and must include whowas present at the meeting and the date andtime of the meeting. Should the associatewish to have a copy of the notes, they mustbe typed up within 48 hours. The originalnotes, and a copy of any typed notes, must beplaced on the associate’s file.


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will never just have their employmentautomatically terminated.

8.3.3 Discipline after an Associate’sProbationary PeriodWhere an associate has successfullycompleted their probationary period, the fulldisciplinary procedure will always befollowed, save in exceptional circumstances.

8.3.4 Investigation ProcedureWhen an associate is suspected of a breachof general discipline or does not meet therequired performance standards, they mustbe interviewed and given an opportunity todiscuss the issues in all cases.

The investigation that is completed must becomprehensive. All information collected,including the collation of witness statementsand any other relevant documentation, willbe from sources that could help establish‘innocence’ as well as ‘guilt’. All informationmust provide a clear picture of events beforeconsideration is given as to whether a formaldisciplinary meeting is necessary.

An investigatory interview is not a disciplinarymeeting as the aim is to discover the full factsof the situation only.

Investigation interviews must take placeduring an associate's normal work-pattern, sofar as is reasonably practicable. Associates donot have the right to be accompanied at aninvestigation meeting. An investigationinterview can take place at short, or without,notice but, if circumstances permit, an

associate may be given a written invitation tothe investigation meeting. The letter shouldset out the reason for the meeting in orderthat the associate may be prepared.

Accurate and verbatim notes must be takenthroughout the investigation meeting. Thenote-taker must then endeavour to type upthe minutes within 24 hours of the meeting,or as soon as is reasonably practicablethereafter, if requested by the associate, andforward both the typed copy and the originalnotes to the associate and HR.

At the start of the meeting, the interviewermust introduce those present and explaintheir roles at the meeting. The interviewermust then state the reason for the meetingand ask the associate for their account and ifthey have anything they wish to add to themeeting. The interviewer and note-taker mustthen adjourn the meeting and decide on thenext action. When the meeting is re-convened, the interviewer will present theactions that will be taken e.g. no further actionand a file note for reference purposes only, orfurther investigation, or confirm that thematter will be taken to a disciplinary meeting.Should the latter be the outcome, the fulldisciplinary process, as outlined in this policy,must be followed.

8.3.5 Disciplinary Meeting Procedure andFollow-upDisciplinary meetings will not take place until afull investigation process has been conducted.A disciplinary meeting should not be chairedby the person who completed the

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aware that the warning constitutes the firstformal stage of the disciplinary procedure.

First Written WarningThis applies when it appears that an associatehas committed a more serious breach ofgeneral discipline, or not met performancestandards or conduct expectations following averbal warning.

A first written warning will be effective for 12months from the date of the disciplinarydecision and will be recorded on theassociate’s personal file for this length of time,after which it will be disregarded fordisciplinary purposes.

Second and/or Final Written WarningThis will be issued when an associate has failedto improve following the issue of a previous firstwritten warning, or when a disciplinary offencehas occurred of such a serious nature that it isthe only alternative to dismissal.

A final written warning will be effective for 12months from the date of the disciplinarydecision and will be recorded on theassociate’s personal file for this length of time,after which it will be disregarded fordisciplinary purposes.

NB: A verbal or written warning may beretained on an associate’s file beyond itsstated validity period where it remainsrelevant to other non-disciplinary matters e.g.any future sale of the business or part of thebusiness, and/or pay or bonus reviews.

DismissalA failure to improve performance, or furtherrepetition of misconduct following a finalwritten warning, will usually result indismissal.

Demotion/TransferAs part of the disciplinary policy, theCompany may decide that it is necessary todemote or transfer an associate from theircurrent position. This will generally occur forserious misconduct – for example, alongsidea final written warning or as an alternative todismissal – or where performance has notimproved since earlier stages of theDisciplinary Procedure.

This demotion or transfer may either betemporary or permanent. The Companyreserves the right to alter an associate’s termsand conditions of employment, includingsalary, to reflect a new role after demotion ortransfer.

Where demotion or transfer is exercised, theassociate should receive written confirmationof the new role and its terms and conditions,alongside the disciplinary outcomeconfirmation letter, within 3 days of the verbaldecision.

Summary DismissalSummary dismissal occurs when anassociate’s conduct or behaviour constitutesgross misconduct and/or gross negligence, orwhen their conduct/behaviour makes itunacceptable for them to remain in theworkplace/continue in employment. The


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Once all discussions have finished, themeeting will be adjourned by the discipliningManager whilst they consider all evidence,and to give them time to consider theoutcome of the meeting. An adjournmentcan be for any length of time but isrecommended to be anything between 15minutes (for uncomplicated disciplinaryproceedings) and up to 48 hours (for moreserious and/or complicated disciplinarymatters). However, it is essential that anadjournment allows enough time to reachand formulate a reasoned decision. Theyshould never be rushed. In exceptionalcircumstances, longer adjournments may benecessary, in which case the associate mustbe kept notified of the likely delay.

An associate must be advised as to wherethey should go, and what they should do,during all periods of adjournment. Theyshould be advised how long the adjournmentis likely to be for, where they will reconveneand where they should go whilst they arewaiting for the reconvention.

Once an adjournment is complete and thedisciplining Manager has considered theirdecision, the meeting is reconvened and thedecision given to the associate. This muststate the actual level of decision, the precisereason for it and for how long the relevantdecision will stay live on their personal file. Theassociate must then also be advised as to whatis expected of them in terms of futurebehaviour/conduct, what any futurerepercussions may be of further misconduct/misbehaviour and their right of appeal. The

disciplining Manager will also advise theassociate of any support that may have beenagreed during this process and may also confirma review date if appropriate. This must all thenbe backed up in writing, with all detail recorded,and sent to the associate within 3 days of thereconvention of the meeting.

8.3.6 Stages of the ProcedureThere are 4 stages to the Marriott procedure,which may be entered into at any stage,depending on the seriousness of the matter:

• Stage 1 - Verbal warning• Stage 2 - First written warning• Stage 3 - Final written warning• Stage 4 - Dismissal

Verbal WarningFormal recorded verbal warnings are givenfor minor conduct or job performance issues.The emphasis should be on coaching toimprove performance/ conduct at this stage.

A verbal warning will remain effective for 6months from the date of the disciplinarydecision and the associate should be made

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Acts that occur at any Company social eventor on Company premises (whether during oroutside normal working hours), includingduring the usage of any associateaccommodation or associateaccommodation benefit, can still amount togross misconduct.

8.3.8 SuspensionIn any matters of suspected gross misconductthe manager will suspend an associate, withfull pay, for a period not normally to exceedthree working days, but which may beextended when exceptional circumstancesoccur. This period of suspension is necessaryto ensure a full and thorough investigation cantake place into the alleged incident. Anyinvestigation will be carried out withoutprejudice to the associate’s future employmentwith the Company.

The Manager who suspends an associatemust follow the full suspension procedureand ensure they complete a suspension formto be forwarded to Human Resources withimmediate effect.

An associate should only ever be suspendedin incidences of suspected gross misconduct,not for any other cases of misconduct.

A confirmation of suspension letter mustalways be sent to an associate following asuspension from duty and, followingsuspension, a letter must be sent to theassociate inviting them to attend a disciplinarymeeting.

8.3.9 Right of AppealAppeals against Verbal/Written Warnings

In the event that an associate feels aggrievedby his/her receipt of a verbal or writtenwarning, they may appeal within sevenworking days of the decision, by instigating aformal grievance through the MarriottGuarantee of Fair Treatment (GFT), outlinedin section 8.4.2. The grievance should beaddressed to the Manager of the Managerwho made the decision.

Appeals against Dismissals/ Demotions orTransfers

Any associate who has been dismissed ordemoted or transferred for disciplinaryreasons may appeal against that decisionwithin seven working days of the decision, bysending a written appeal to the Manager ofthe Manager who made the decision.

The appeal letter should indicate the fullgrounds upon which the appeal is made andwhether it relates to the finding of guilt or thepenalty imposed.

This procedure will also apply where anassociate raises a complaint that theirdismissal/demotion/ transfer wasdiscriminatory.

8.3.10 Appeal MeetingsFor appeals against warnings, the associate willbe invited to a GFT meeting, as per the GFTprocedure, and all parties will then follow theGFT policy in terms of meetings held, letterssent out etc.


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associate is consequently dismissed withoutnotice and without pay in lieu of notice. Suchaction will only be taken after full and carefulconsideration of the facts and following fullinvestigation of all facts and the Company’sdisciplinary procedure.

The Company reserves the right to takeadditional action e.g. involving the police,where appropriate.

NB: No dismissal decision should be takenuntil after the GM or his/her designateddeputy has been informed that thedisciplining Manager is contemplatingdismissal. However, the GM/ designateddeputy should take no part in the decisionmaking process at this stage. In the event thatthe GM is the immediate supervisor of theassociate being disciplined and potentiallydismissed, the Area Vice President and/orRegional Vice President, Human Resources,or his designate, will be directly involved inthe disciplinary process.

8.3.7 Gross MisconductGross Misconduct is when the most serious ofbreaches of conduct/ behaviour haveoccurred. The following, whilst not anexhaustive list, are examples of offences liableto be deemed as gross misconduct andtherefore warranting summary dismissal:

• Theft, fraud, dishonesty, deception orfalsification of documents or records

• Assault or fighting• Being under the influence of alcohol or

recreational drugs, or drinking alcohol or

taking recreational drugs whilst on duty, ordealing, trafficking or being in possession ofrecreational drugs inside or outside of theproperty

• Unauthorised disposal of Company goods orproperty

• Mis-use and/or negligence of Companymoney or property

• Any act which jeopardises, or is likely tojeopardise, any of the Company’s licences,reputation, trading position or profitability

• Any breach of licensing, excise oremployment laws

• Wilful damage to Company property• Serious breach of health and safety rules• Gross negligence• Inappropriate behaviour such as indecency• Wilful refusal to obey a legitimate and

reasonable instruction• Serious stock/cash losses• Incitement of others to commit an act of

gross misconduct• Serious incident or offensive behaviour,

including any form of discrimination orharassment

• Closing premises, or parts of premises,without authority

• Failure to follow procedures of Companysecurity, Company money or Company keys

• Failure to follow Company policy orprocedure

• Disclosure of confidentialinformation/material

• Unauthorised purchases or use of suppliers• Abuse of any Company leave policies e.g.

holiday, sickness, parental.• Sleeping on duty.

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origin. We recognise that, being human, mistakesmay be made in spite of our best efforts. We wantto correct such mistakes as soon as they happen.The only way we can do this is to know of yourproblems and complaints. No member ofmanagement is too busy to hear problems orcomplaints of any associate. If you have aproblem or complaint during your employment,this is what you should do:

8.4.1 Informal ProcedureMarriott recommends that before the formalprocedure is used, you should attempt toresolve the matter informally. In the firstinstance you are encouraged to discuss thematter with your immediate supervisor.During this discussion, feel free to share yourhonest feelings and concerns. Yoursupervisor will listen in a friendly, courteousmanner, because it is his/her desire tounderstand, and aid in solving, problemswhich arise in your work.

Generally, you and your supervisor will beable to resolve your problem. The Companyrecognises that in some cases speaking withyour immediate supervisor about the issuemay be inappropriate due to the nature of theissue and/or if the complaint is directed athim/her. In such cases, you should raise thematter with your supervisor’s line manager (or,if you prefer, with a member of HumanResources who will ensure that the matter isdealt with by an appropriate member ofmanagement).

8.4.2 Formal ProcedureThe procedure set out below identifies the

managers to whom you should raise a formalgrievance. The Company recognises that insome cases the specified manager may beinappropriate due to the nature of the issueand/or if the complaint is directed athim/her. In such cases, you should raise thematter with a member of Human Resourceswho will ensure that the matter is dealt withby an appropriate member of management.

In the case of appeals against verbal/writtenwarnings, the associate should ignore theinformal procedure and proceed directly toStep 1 of the formal procedure.

Step 1 – If you do not get your problemsstraightened out informally, you should setout your concerns in writing (in as muchdetail as possible) and send it to yourManager or Department Head.

Step 2 – Your Manager or Department Headwill invite you to attend a meeting to discussthe matter and obtain all the facts. He/shewill work to try to settle your problem in a fairand equitable manner. Following themeeting, your Manager or DepartmentHead will notify you of his/her conclusion inwriting and of your right to appeal thedecision.

Step 3 – If you are not satisfied with thedecision, you may appeal in writing to yourDirector of Human Resources or the GeneralManager. Your Director of Human Resourcesor General Manager will invite you to attendan appeal meeting in order to discuss thematter further to carefully review the facts


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For appeals against dismissals, demotions ortransfers, the associate’s letter will beacknowledged by HR and the associateinvited to attend an appeal hearing on aspecific date and time, within the associate'snormal working hours where possible. Theassociate will have the same right to beaccompanied at the appeal hearing as appliedto the initial disciplinary meeting.

The Company will inform the associate of itsfinal decision after the appeal hearing. Thedecision made at the appeal will be final andthere is no further right to appeal.

8.4 Guarantee of Fair Treatment/Grievance ProcedureFor the avoidance of any doubt, this Guarantee ofFair Treatment (GFT)/Grievance policy is non-contractual and is a statement of the practice andthe policy and procedures that the Company willusually follow during any such process. However,the Company reserves the right to deviate fromthe terms and procedures set out in this policy.

Most routine complaints and procedures are bestresolved informally by way of discussion. TheGuarantee of Fair Treatment Procedure isMarriott’s Grievance Procedure in the UK. Itexists to ensure that all associates’ grievances andproblems are promptly resolved by providing ameans for associates to express their concernswhilst following the appropriate levels of authorityin the organisation.

Associates are encouraged to use Marriott’sGuarantee of Fair Treatment procedure if theybelieve they have been harassed or have any othercomplaint or concern. All complaints will beinvestigated in a prompt and timely manner andcorrective action will be taken where allegations areverified. No associate will suffer retaliation orintimidation or any form of punishment for usingthe Guarantee of Fair Treatment or any othercomplaint procedure in good faith.

The formal Guarantee of Fair Treatmentprocedure applies to any appeals againstverbal/written warnings. The formal proceduredoes not apply to any appeals against a dismissalor where an associate has been suspendedwithout pay or demoted because of his/herconduct or ability to do his/her job, for whichthere is a separate appeal procedure as set out insection 8.3.10.

Marriott provides that every associate, regardlessof position, be treated with respect and in a fairand just manner at all times. In keeping with itslong recognised policy, all persons will beconsidered for employment, promotion or trainingon the basis of qualifications without regard torace, colour, sex, age, religion, disability or national

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8.4.4 Modified Grievance Procedure(applicable to former associates only)Former Marriott employees may raise agrievance against the Company under themodified procedure in the followingcircumstances: • where the Company was unaware of

his/her grievance at the time the associateleft the Company’s employment or thestandard formal grievance procedure (as setout above) had started but had not beencompleted prior to the termination of theassociate’s employment.

• where the grievance relates to some actionor alleged action by Marriott (other than theassociate’s dismissal) which could form thebasis of a complaint by the associate to theEmployment Tribunal.

• where the Company and the formerassociate agree to use the modifiedgrievance procedure (failing which thestandard formal grievance procedure shallbe followed).

The modified grievance procedure is asfollows:• The former associate should set out his/her

grievance in writing as soon and in as muchdetail as practicable after leaving and send itto the Human Resources department. Thewritten grievance should confirm that theassociate wishes for the modified grievanceprocedure to be followed.

• The Human Resources department willreview the grievance and confirm whether itagrees to follow the modified grievanceprocedure. If that is the case, Human

Resources will ensure that the Companymake all appropriate enquiries regarding theassociate’s grievance before making any finaldecision. The associate has no right to anymeeting with Marriott in connection withthe grievance under the modifiedprocedure, though Marriott may requestsuch a meeting at its entire discretion.

• The associate will then be sent theCompany’s written decision. There is noright of appeal against Marriott’s grievancedecision under this modified procedure.

8.5 Harassment and Professional Conductin the Workplace PolicyMarriott (the ‘Company’) strives to provide for allassociates a professional and congenial workenvironment and will take all necessary steps toensure that the work environment remainspleasant for all associates. An integral part of thistype of work environment is for all associates totreat each other with courtesy, consideration andprofessionalism.


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and circumstances. After the appeal meetingyou will be notified of the appeal decision.

If, after your receipt of the appeal decision, youstill feel that your problem has not beenresolved to your satisfaction, the entire mattermay, at the Company’s absolute discretion,upon your written request, be referred to amember of the Regional Team for their review.This review will consist of a written response tothe finding under Step 3 of the FormalProcedure only, and not on fresh grounds ofappeal. This review will be final, and there willbe no right to appeal the Regional reviewdecision.

8.4.3 General PointsAlways feel free to share any concerns you have.It is the policy of Marriott that all associatesuggestions and complaints shall be given fullconsideration. There will be no discrimination orrecrimination against any associate becausehe/she presents a complaint or problem in goodfaith.

Where the grievance concerns or relates toother members of staff, the person addressingit may need to talk to those members of staffbut will not do so without telling the associatefirst. If the associate is not prepared for it to bedealt with in this way (for example becausehe/she wishes to preserve his/her anonymity)then the Company may not always be able toresolve the matter.

The Company reserves the right to discuss thematter with other members of staff

(notwithstanding the associate’s objection) if, inlight of the nature of the grievance, itreasonably considers there to be an ongoinghealth & safety and/or discrimination risk to itsassociates or any other persons. It may benecessary for the member(s) of staffconcerned to attend any grievance hearings.

The Company will inform you of the date andtime when any meetings under theseprocedures are proposed to take place.Associates must take all reasonable steps toattend any meetings arranged under thisprocedure.

If an associate fails to attend, the Companymay proceed with the hearing in his/herabsence. The associate should bring withhim/her any documents or witnesses he/shewishes to rely on.

All associates have the right to beaccompanied by a fellow employee orapproved trade union representative to anymeeting that forms part of the Guarantee ofFair Treatment procedure. The associate’schosen companion will be able to addressthe hearing, put forward the associate’s case,sum it up, respond to any views expressed atthe hearing and confer with the associate, butcannot answer questions on his/her behalf.The associate is required to notify theCompany in advance of the relevant meetingif he/she wishes to be accompanied, and alsothe identity of their chosen companion.

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The following is a partial list of conduct thatwill usually be considered sexual harassment:

1. Verbal – Repeated sexual innuendoes,sexual epithets, derogatory gender relatedslurs, sexually explicit jokes, obscene orsexually suggestive comments about aperson’s body, offensive or unwelcomeflirtations, unwanted sexual advances orpropositions, threats, or suggestive orinsulting sounds;

2. Visual/Non-verbal – Derogatory or sexuallyexplicit posters, cartoons, photographs,magazines, drawings, or other printeditems; suggestive objects, or pictures, e-mails, screen savers, or other electroniccommunications; graphic commentaries;leering, or obscene gestures; and

3. Physical – Unwanted physical contact,including touching, interference with anindividual’s normal work movement, orassault.

8.5.3 Complaints ProcedureAssociates are encouraged to raiseharassment complaints in accordance withthe procedure set out in the Company’sGuarantee of Fair Treatment. Therefore,where possible, the associate should attemptto resolve the matter informally in the firstinstance, before bringing a formal complaint.However, it is recognised by the Companythat it will not be possible in all instances toresolve the matter informally, and in suchinstances the associate may proceed direct toa formal complaint.

Therefore, the Company recommends thatassociates who believe that they have beensubjected to objectionable conduct shouldimmediately tell the harasser to stop theunwanted behaviour. If the unwantedbehaviour does not cease or the associatefinds approaching the harasser difficult,he/she should report it immediately to amanager. If possible, associates should bringtheir concerns to the attention of theirimmediate manager or supervisor. However,if the unwelcome behaviour involves aManager or Supervisor to whom they directlyor indirectly report, the associate canalternatively seek help from any othermanager, hotel Director of HumanResources/ Human Resources Manager, orthe Regional Vice President, HumanResources.

Do not allow an inappropriate situation tocontinue by not reporting it, regardless of whois creating that situation. No associate in thisorganisation is exempt from this policy.

In response to every complaint, the Companywill conduct an immediate, thorough andobjective investigation in accordance withCompany procedures.

The Company will, to the extent reasonablypossible, protect the confidentiality ofharassment complaints. If the Companydetermines that a violation of this policy hasoccurred, it will take corrective and preventiveactions where necessary.


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The Company will not tolerate harassment ofany associate by any other associate, supervisor,vendor, guest, client, or customer. Harassmentfor any unlawful discriminatory reason, such asrace, colour, national or ethnic origin, gender,gender reassignment, marital or family status,physical and mental disability, sexual orientation,age, religion or religious belief, veteran status(applicable in the US only) or any othercharacteristic protected by applicable law, isprohibited by the Company. With this policy, theCompany prohibits not only unlawfulharassment, but also other unprofessional anddiscourteous actions on the part of any of itsassociates.

8.5.1 Harassment Harassment generally is unwanted andunwelcome behaviour which an individualmay find offensive, which causes him/her tofeel threatened, humiliated, patronised orharassed and creates an intimidating, hostileor humiliating work environment for theindividual. Harassment may be open orcovert, direct or indirect, an isolated incidentor a series of repeated actions. It may alsoinclude, in certain circumstances, off-dutyconduct. Examples of harassment mayinclude:• Abusive or insensitive language, or pranks;• Name calling or comments about an

individual’s physical appearance or religionor religious beliefs;

• The display or circulation of offensive writtenor visual material, or graffiti;

• Physical threats, assault, or insultingbehaviour;

• Open hostility towards workers of aparticular group, including organised hostilityin the workplace;

• Exclusion from normal workplaceconversation or social events i.e. being‘frozen-out’;

• Inappropriate assumptions about thecapabilities of an individual.

The above examples are not exhaustive andeach incident will be viewed on its individualfacts.

Each associate must exercise his or her owngood judgement to avoid engaging in conductthat may be perceived by others asharassment.

8.5.2 Sexual Harassment Sexual harassment is harassment (as definedpreviously) of a sexual nature, which includesunwelcome sexual advances, requests forsexual favours, or any other visual, verbal, orphysical conduct of a sexual nature when:• Submission to the conduct is made either

implicitly or explicitly a condition of theindividual’s employment.

• Submission to or rejection of the conduct isused as the basis for an employmentdecision affecting the harassed associate.

• The harassment has the purpose or effect ofunreasonably interfering with the associate’swork performance or creating anenvironment, which is intimidating, hostile,offensive or humiliating to the associate.

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A determination regarding the harassmentalleged will be made and communicated tothe person claiming harassment as soon asreasonably practical. Associates violating thepolicy, however, are subject to discipline upto and including summary dismissal.Disciplinary proceedings may also becommenced against an associate who makesa harassment complaint in bad faith.

8.5.4 Victimisation The Company strictly prohibits retaliationagainst any person by another associate forusing this complaint procedure, reportingharassment, or for filing, testifying, assisting orparticipating in any manner in anyinvestigation, proceeding or hearing. Anassociate who brings such a complaint to theattention of the Company in good faith willnot be adversely affected as a result ofreporting the harassment.

An associate who maliciously makes or assistsin an unfounded complaint will be subject todisciplinary action and may be dismissed.

8.6 Business Code Of Conduct andBusiness IntegrityMarriott has strong beliefs that we should operate allour business in a fair and ethical way. Weendeavour to do this; however should you feel theCompany are not fulfilling this obligation, there is aprocedure for communicating this. Please seeassociate notice boards for further information. Inhotels where the Business Code of Conduct andBusiness Integrity are not applicable, please followthe local property codes of conduct.

Please contact your Human Resourcesrepresentative for more information.


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9.1.3 Health and Safety CommitteeEach department has a nominateddepartmental Health and SafetyRepresentative who attends a monthlymeeting chaired by an Executive Committeemember or the Safety and Security/LossPrevention Manager, or nominated other.This is to keep all departments updated on allhealth and safety issues in the hotel.Information from this meeting is then relayedto each department via the departmentalrepresentatives.

9.1.4 AccidentsPlease do your job the way the Company hasinstructed you to, in order that everyprecaution is taken to avoid accidents. Amoment’s carelessness or thoughtlessnessmay not only lead to needless pain anddiscomfort, but days off work and a loss ofearnings. If you have an accident whilst at work,no matter how small it might appear at thetime, report it to your Head of Department,and a First Aider. It is in your own personalinterest and protection and a legal obligationthat every accident is entered in the AccidentBook.

Accident prevention is a vital part of the Marriottculture. Marriott works hard throughout itsindividual operations to provide the bestequipment, the best maintenance, and the bestworking conditions so that its associates will feelsafe while they are at work. Each operationinstitutes safety programmes and policies sothat all of the associates will be familiar with theplace in which they work.

If you have a near miss accident or see apotential hazard in your work area, report it toyour Head of Department. Ask for instructionbefore using any type of equipment with whichyou are not familiar and experienced. Clean asyou go, pick up everything you drop on the floor,observe all signs and wear slip resistant typeshoes. You will be taught accident preventiontechniques on the job.

9.1.5 First AidersThere are a number of trained First Aidersthroughout every hotel who will deal withemergencies. Names of these people can beobtained from your Human Resourcesrepresentative. A list of all First Aiders shouldbe displayed on each departmental noticeboard.

First Aiders need to have a valid First AiderCertificate.

Keeping our Work Environment Safe

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9.1 Health and Safety Policy andProcedures

9.1.1 Your Health and SafetyA copy of our Health and Safety polices andprocedures in force in each hotel are to befound in each department. Please ask yourHead of Department to explain it to you.Further information can be obtained from eitheryour Head of Department of your ClusterSafety & Loss Prevention Manager, or bylogging on to the Loss Prevention section onMGS.

9.1.2 Health and Safety at Work Act 1974Statement Of PolicyThe General Manager and the ManagementTeam in your property, recognise theimportance of carrying out its duties underthe Health and Safety at Work Act 1974, TheManagement of Health and Safety at WorkRegulations 1999, and other relatedlegislation. We believe that the hotel isresponsible for the guests, visitors, associates,contractors and other persons on ourpremises.

We shall endeavour to provide and maintainsafe premises, plant and equipment therebyensuring a safe working environment for ourassociates. In addition, through training andsupervision we shall also endeavour toensure that our associates follow safe workingpractices.

All associates have a personal responsibilityfor their own health and safety and that ofother people affected by their activities, andmust co-operate with the hotel’srequirements to comply with health andsafety legislation as noted above. Everyonemust take a positive attitude towards healthand safety to minimise possible accidents,and we shall continually critique ourperformance and annually carry out a fullreview in an effort to achieve excellence inour health and safety record.

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If you Discover a Firea) Raise the Alarm - Break the nearest break

glass point and make your way to thenearest fire exit.

b) Confine the fire by closing doors, windows,hatchways and turning off the aircirculation system if safe todo so.

c) Make your way to the property evacuationpoint.

If you Hear the Fire Alarma) Familiarise yourself with the sound of theevacuation tone/alarm bell. b) Make your way to the evacuation point bythe nearest fire exit.

Do Not• Panic.• Use lifts. • Stop to collect personal belongings.• Overtake on a stairway.

Do• Use the nearest exit.• Evacuate to the property assembly area and

report to your Head of Department.• Stay at the evacuation point until you are

told by a member of the hotel’smanagement team/Fire Brigade Officer thatit is safe to return.

9.4 Bomb ProceduresPlease make sure that you follow these simplerules:1. If you see someone acting at all suspiciously, or

in a part of the building where they obviouslyshould not be, call a Head of Department orDuty Manager immediately, particularly if he orshe is carrying a parcel, suitcase or bag.

2. If you see any parcels, suitcases or bags in apart of the building where they should not be,call your Head of Department or DutyManager immediately.

3. Do not touch or remove any suspicious parcels,suitcases or bags.

4. Read the bomb alert procedure below:

9.4.1 Bomb alertsA bomb threat to the hotel may be initiatedby a telephone call from outside the premisesor by someone inside reporting a suspiciousitem.

Once the alert response in your hotel has beenraised, the Hotel Emergency Response Teamwill gather at the designated control area. Theirresponse is based on the exact nature of thethreat but it will be to ensure that searches arecarried out and the police are informed.

Depending upon whether any suspiciousitem is discovered, the Hotel EmergencyResponse Team may cordon off an area anddirect guests and associates to a safe place.


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9.1.6 First Aid BoxesFirst Aid boxes are placed at strategicpositions throughout the hotel. It is your dutyto familiarise yourself with the location ofthese boxes in case you should need them inan emergency.

9.1.7 Medical ExaminationsYou may be required to have a medicalexamination when you join us or at any othertime when the Company feels it is necessary.All associates are encouraged to take a keeninterest in their health and should report totheir manager any stomach troubles, cuts orabrasions etc, so that the appropriate actionmay be taken immediately.

9.2 Security Procedures

9.2.1 Security ChecksAssociates may be required to be subject to aData Protection security check as a conditionof employment at the hotel.

9.2.2 Hotel Security/Loss Prevention Team(as applicable)The Safety & Security Manager/Fire and LossPrevention team operates an open doorpolicy; therefore, do not hesitate to contactyour property representative if you have anyquestions or concerns.

The Duty Manager will have responsibility forhotel security in the absence of the Safety &Security Manager/Fire and Loss Preventionteam. Every associate has a responsibilityregarding security issues within theirdepartment and the hotel.

9.3 Fire Procedures The following is a brief summary of what action isexpected from associates when they discover afire and when they hear the fire alarm. Full detailscan be found within your department or can beobtained from your HR representative, PropertyRepresentative or Security/ Loss PreventionDepartment. Statutory training and instructionsare also communicated to all associates on aregular basis, at 6 monthly or 3 monthly intervalsdepending upon whether you are working day ornight shifts. You are required to attend fire training.

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9.8 Pass OutsYou may not be in possession of, or remove fromthe hotel premises, any property which belongs tothe hotel, its guests or another associate, unlessyou have been authorised with an ‘Authorisationto Remove Property Form’. This needs to besigned by your Head of Department and/orExecutive Committee member and/or theSecurity/Loss Prevention Officer as applicable. Ifan associate is found in possession of hotelproperty without appropriate approval this maylead to disciplinary action and possibly dismissal.

9.9 Absence During Working HoursPermission must be obtained from your Head ofDepartment should you wish to leave work duringworking hours. Meal times and breaks are to bespent in our designated associate areas, back ofhouse, unless you have your Head of Department’spermission.To adhere to fire regulations, if you do leave thebuilding it is vital that you sign-out by eithernotifying your Head of Department or byfollowing the established swipe out/sign outprocedures.

9.10 Associate Entrance/Exit All associates are to use the designated associateentrance and exit. Associates are not permitted touse the public hotel entrances to enter or leavethe hotel, unless prior approval is given by yourHead of Department. All associates must alsofollow the local sign-in/out procedures when theyenter and leave the hotel.

9.11 Crisis Management TeamAll of our hotels have a Crisis Management Teamwho are called upon to manage any notableissues affecting the potential safety and security ofour customers, associates and premises. In sucha situation, all associates must adhere to allrequests and commands made by this team.Please see your local HR team for more detail.


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9.5 LockersIf you are supplied with a uniform, you will also beissued with a locker by your Security/HumanResources representative.

• It is your duty to keep your locker in good orderand any attempt to vandalise or wilfully damagethe locker may result in disciplinary action beingtaken. You may also be liable to pay the costs ofany required repair.

• Lost locker keys will be charged for. • You are not allowed to share lockers or to swap

them. • Food, perishables, inflammable materials or

soiled clothing must not be stored in your locker. • Please do not keep any valuable items in your

locker or important documents, as the hotelaccepts no liability for anything stored in them.

• Associates must use hotel locks on their lockersand are not allowed to bring in personal locks.

• Associates must report all lost locker keysimmediately.

Security/Human Resources regularly undertakelocker audits. For further information please see amember of the Security/Loss PreventionDepartment/ Human Resources representative.

9.6 Lost PropertyAny valuable items, cash, or items of clothingfound in rooms, public areas or associate areasmust be handed into the department responsiblefor lost property immediately.

Please ask your Human Resources representativefor details of the Lost Property LSOP. Failure tocomply may lead to disciplinary action beingtaken, up to and including dismissal.

9.7 Hotel KeysIf you lose, give, or lend a master key to any otherperson without being authorised to do so, thismay lead to disciplinary action being taken againstyou.

Similar action will be taken if you are found inpossession of any hotel key without authorisation.

You must report any loss to your Head ofDepartment/Security immediately.

When associates collect keys for a shift, theyshould be in full uniform and ready to start theirshift.

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As an associate, it is important that you are fullyaware of what is going on within the Company.

There are various levels of activities that mayaffect you. These may be across the Company orwithin your department.

There are a number of ways to make sure you areaware of these activities:

10.1 Balanced ScorecardThis is a tool used to review thedepartment’s/hotel’s/ Company’s key resultsagainst targets. It is made up of measures thataffect our key stakeholders: customers, associates,management companies and investors.

Current measures that will be shared with youare:• GSS (Guest Satisfaction Survey)

How our customers have rated us in oursatisfaction questionnaires.

• Associate Satisfaction/Labour turnoverAn analysis of workplace satisfaction and howmany, and why, our associates are leaving ourbusiness.

• FinancialMeasure of key areas of financial performance.

10.2 Daily Briefing/Stand Up MeetingAs part of your daily shift, most associates will beasked to attend a short meeting, which will helpyou to focus on Spirit to Serve/Savvy ServiceBasics through our 20 core service standards.These are tried and tested behaviours which are

practiced every day across all Marriott hotels inthe world and which will help Marriott deliver thethings our guests expect when they stay at one ofour hotels.

In this daily meeting, you will also havecommunicated to you some key messages to helpyou in your job. These messages will includeinformation about what happened yesterday,guests in-house today, and recognition of you andyour colleagues, a Daily Brief summarising thisinformation will be made available to you in yourdepartment.

10.3 OrientationAll new associates attend our 90-day orientationprogramme, which begins on your first day at work.You will be assigned a Buddy Trainer who will takecare of your initial training and answer any questionsyou may have. Your Head of Department will explainthe departmental rules and our other procedures toyou, and make sure that you receive your uniform,locker key and name badges etc.

How to Contribute and be Informed

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other senior managers), to discuss key issuesaffecting the property as a whole e.g. businessresults, health and safety, training anddevelopment etc. It is a vital part of ensuring allassociates feel part of the team and are activelycontributing to their hotel’s continuing growth.

For further information on your property’s ARC,please see your HR department.

10.9 Associate Forum/Town HallMeetingsThis is a quarterly meeting held for all associateswithin the hotel, and will be hosted by yourExCom. It will update you on all areas of thebalanced scorecard, as well as being a forum ofcommunication, recognition and questions andanswers.

The meetings are not an opportunity to discussoperational challenges, or to discuss terms andconditions.

10.10 Know Your HotelIn order to give the best possible service youshould learn, and become familiar with, all theservices and facilities of our hotel and be able todirect guests properly to all public locations withinthe hotel. As an associate, you should be able toassist guests to the best of your ability to ensurewe exceed our guests’ expectations. Many formsof hospitality training is given to all associatesduring and after the 90 day probation period, inorder to help you give the information andguidance needed to be able to offer our guestsand associates the best service possible.

10.11 Guest Response ProgrammeThis is a Marriott guest complaint and trackingprocedure in which all associates are expected toparticipate. Guest Response training is facilitated totrain our associates on how to use a guestresponse form, and the benefits it brings to ourhotel in the long-term. The purpose is that all hotelassociates are empowered to handle a guestcomplaint individually and, if necessary,compensate them appropriately in accordancewith the compensation guidelines set by eachdepartment Manager. These guidelines should bedisplayed on each department noticeboard. Aquick and effective response to guest querieshelps each hotel maintain excellent GSS scores.

10.12 Being Part of Our Successful TeamWe want you to enjoy working with Marriott. Ifyou have any ideas or suggestions that you feelwould improve our service to both our guests andto your fellow associates, please either tell yourHead of Department or your Human Resourcesrepresentative.


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10.4 Team/Department MeetingsIn the hotel there are regular monthlydepartmental meetings, which consider associateinterests such as Health & Safety, welfare, workmethods, celebrating successes and news in thehotel. Both associates and Head of Departments/Managers attend these meetings and we ask foryour support and contribution to ensure theircontinued success.

10.5 Associate Opinion Survey (AOS) Associate opinion is extremely important to us, toensure the success of our Company. TheAssociate Opinion Survey (AOS), normallyconducted on an annual basis from August, is oneof the many tools that we use to gain feedback onyour satisfaction (or otherwise!) as an associate.The AOS data is collected anonymously andcollated outside the hotel. Once the results arecollated, they are communicated anonymouslythrough the departments within the organisationso that an action plan for improvement may bedeveloped. We encourage all our associates toparticipate in this survey.

10.6 Personal DetailsShould you change your address, telephonenumber, or any other personal detail, theseamendments must be entered onto a PersonnelAction Form (PAF) or similar hotel information-gathering form. It is essential for emergencypurposes that we always have your updateddetails on file. Give this information to yourHuman Resources representative and ensurethey are kept updated.

10.7 NoticeboardsThe noticeboards in departments and around thehotel are updated regularly. They provideassociates with current news in the hotel andCompany e.g. promotions, transfers, Associate ofthe Month winners, Marriott vacancies, GSSresults, health and safety news, upcoming trainingand much, much more.

Within your departments your noticeboardsshould display a current list of First Aiders, 15-Minute Training Calendars, rotas and otherrelevant information to enhance communication.If you have any suggestions regarding informationyou would like to see on the noticeboards, pleasesee either your Head of Department or yourHuman Resources representative. Please ensureyou read the noticeboards on a regular basis.

10.8 Associate Relations Committee(ARC)By encouraging associate involvement, we aim togenerate the commitment of all associates to thesuccess of the organisation, to improve their jobsatisfaction and to contribute to the efficiency andprofitability of each property. These aims can onlybe achieved through regular consultation and inan atmosphere which encourages the freeexchange of ideas.

It is proven that in hotels where associates areactively involved and engaged in the property,business results and AOS results tend to behigher. The ARC is therefore a Committeeconsisting of between 6 and 12 elected associaterepresentatives (nominated by fellow associatesfrom all departments) and the GM and DHR (or

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Useful Contact Details

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If you have any questions or queries concerningany aspect of your employment, please do nothesitate to ask.

We wish you great success in your new positionand we are extremely delighted that you havedecided to be part of our team.

10.13 Marriott Intranets/WebsitesMarriott have a number of fantastic websites foryou to peruse and learn more about theCompany. Our internet address is:www.marriott.co.uk

We also have a great intranet with lots ofinformation about the history, detail, hotels,associate benefits etc. Please see your Head ofDepartment about how to access Marriott GlobalSource.

Marriott have great job-seeking facilities for thoselooking to develop their careers with Marriott, orjust for those interested in what vacancies arecurrently available. Non-management vacanciescan be searched and applied for viahttp://internal.marriottcareers.net

Management vacancies can be searched andapplied for by management associates viamyHR>Job and Career Opportunities

Non-management associates are able to searchand apply for entry level management positions viawww.marriott.com/careers

Before applying for any vacancies, associatesshould establish that they are eligible to apply.Please see your HR representative for furtherinformation about eligibility requirements.

(UK pension, life assurance and privatemedical provider).


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Fetter Lane (Regional): Switchboard 020 7012 7000Bernard’s Inn, 86 Fetter Lane, London EC4A 1EN

Fetter Lane (Regional): Fax 020 7012 7001

AXA PPP Healthcare 0870 4133148 (if already a member) Group ref: 43883

Associate Assistance Helpline (Focus) 0800 3765451

Norwich Union Healthcare 0800 142142

Cedar House (UK Shared Service Centre): Switchboard 01582 434000Cedar House, Parkland Square, Capability Green, Luton,Bedfordshire LU1 3LU

Cedar House (UK Shared Service Centre): Fax 01582 434001

Berkeley Burke 0116 204 2988(UK pension, life assurance and private medical provider). [email protected]

For hotels using the Oracle/Hewitt payroll system, your tax reference number is 083/BW21, and the tax office details are:

HM Inspector of TaxesThe TriadStanley RoadBootleMerseyside L75 2TT Tel 0845 300 3939

For non-Oracle/Hewitt payroll hotels, please contact your DHR/DOF for tax reference numbers and tax office details.


DOO Director of Operations

DOR Daily Operating Report

DORS Director of Reservation Sales

DOS Director of Sales

DRM Director of RevenueManagement

EBC Event Booking Center

EBS Event Booking Service

EIWO Everything in Working Order

ExCom Senior Hotel ManagementTeam

EVP Executive Vice President

F&B Food & Beverage

Fair Rate Fixed rate, fairly priced for thelocal market

Fidelio Front Office/Sales & CateringSystem

Flash Report Daily accounting data report

Format 89 Accounting room revenuestrategy report (for full-service& Renaissance only)

Format 90 Accounting all revenue report

Format 98 Detailed profit and loss report

GFT Guarantee of Fair Treatment

GM General Manager

GNR General Name Record inMARSHA

GNS Guest No Show

Group Multiple travellers coming in forthe same purpose andgenerally staying the samedates

GRAM Group Rate Availability inMARSHA

GRI Global Rate Integrity

GS Group Strategy

GSA General Sales Agent

GSI Guest Satisfaction Index

GSO Global Sales Organisation

GSS Guest Satisfaction Survey

Guest Response Internal Customer FeedbackProcess

HOD Head of Department

HR Human Resources

H&S Health and Safety

Hyperion International accountingsystem

IBFC Income Before Fixed Costs

IIP Investors in People

ILO International LodgingOperations

IM Inventory Management

IOC’s International OperatingChampions

Marriott Acronyms Terminology

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ADR Average Daily Rate

ADRS Area Director of RevenueStrategy - International

A&L Asset & Liability

AOS Associate Opinion Survey

Associate An annual week ofAppreciation Week celebration to recognise(AAW) and thank associates for

their commitment and forchoosing Marriott as a place to work

AVP Area Vice President

AYS At Your Service

BE Business Evaluation

Balanced Scorecard Marriott Measurement Tool

Baron Golf and Leisure MembershipDatabase

Brand Standards Standards for operating as aMarriott Hotel

BTC Booked To Capacity

BTS Business Travel Sales

C-7 Transfer charges from oneMarriott Internationaldepartment to another

CAPEX Capital Expenditure

C&B Conference & Banqueting

CEP Capital Expenditure Project

CIA Cash In Advance

CIS Customer Information System

Cluster Manager Functional manager in chargeof 2 or more hotels

CNHT Certified New Hire Trainer

COB Close of Business

Comp Complimentary room

Comp/NonComp Comparable vs. Non-Comparable units

Conv Convention hotels

Core Full service hotel that is compand is not a resort orconvention property

CRS Central Reservations Service

CSP Company Sick Pay

CSRs Customer ServiceRepresentatives

CY Courtyard

Daily Brief Daily Meeting/document todiscuss the daily business

DGS Director of Group Strategy

DHR Director of Human Resources

DOE Director of Engineering

DOF Director of Finance

DOGS Director of Group Sales

DOM Director of Marketing


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OCC Occupancy

On Demand Financial accounting reportingsystem

One Yield Marriott’s revenuemanagement system

OOO Out Of Order rooms

OPTS On-Property Training System

Oracle Former Whitbread hotels’people management system

OSCAR Optical Storage Collection AndRetrieval (MARSHA’s pastguest history system)

PAF Payroll Action Form orPerformance Appraisal Form

PAV Pay Adjustment Voucher(Marrpay On-Line: “Petty CashVoucher Input”)

PBIT Profit before tax

PD Period

PDP Property Diagnostic Process

PDPX PDP Express

Performance Review Annual appraisal

P&L Profit And Loss

PLU Property Look Up

PMS Property Management System

POS Point of Sale

POS Point of Service

PPM Planned PreventativeMaintenance

PPR Profit per room

PS People soft. MarriottInternationalinformation/transfer system

PTO Paid Time Off

RA Revenue Analysis

RAP Session Communication session

RDRM Regional Director of RevenueManagement

Resort Destination location hotel

RevPAC Revenue Per AvailableCustomer

RevPAR Revenue Per Available Room

RevPAS Revenue Per Available SquareFoot/Meter

RHI Renaissance HotelsInternational

RHR Renaissance Hotels & Resorts

RI Residence Inn

RIBM Residence Inn by Marriott

RN Roomnight

ROCE Return On Capital Employed

ROM Revenue Opportunity Model

RVP Regional Vice President


section 12


IR Information Resources

Job Chat Discussion to ReviewPerformance

Job Specifics Departmental training Materialincluded in the New Hire Files

KDATE Last bookable date inMARSHA (approx. 50 weeksout)

LAN Local Area Network

LNF Marriott’s Look No Further(sm)Best Rate Guarantee

LOS Length Of Stay

LPP Leadership PerformanceProcess

LTO Labour Turnover

MarRFP Marriott’s Request For Pricingwebsite

Marriott Rewards Marriott’s frequencyprogramme in which points areearned and redeemed for freestays

MARRPAY Marriott Payroll System

MARSHA Marriott AutomatedReservation System for HotelAccommodations

MARTIE Marriott Telephone Informationand Enrolments

MAXIMA A reservation informationsystem

MCMS Marriott Career ManagementSystem

MCN Secure Dial Dial-up access to Marriott’snetwork

MGD/FRAN Managed/Franchised Hotels

MGS Marriott Global Source

MHR Marriott Hotels and Resorts

MI Marriott International

Micros Food and Beverage Point ofSale System

MIDAS A MARSHA rate database

MIS Management InformationSystem

MLS Marriott Leadership Skills

MMRS Marriott ManagementReporting System

MVCI Marriott Vacation ClubInternational

Net Rates Rates that are net ofcommission or other fees

NGS Next Generation System(group property managementsystem)

NHT New Hire Training – Marriott’s90 Day Induction and TrainingProgramme

NMQ Inventory restriction (black out)– no “marquis” club memberscan arrive/stay


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RVPOS Revenue Per Occupied SquareFoot/Meter

RVPRS Regional Vice President ofRevenue Strategy -International

RVPSM Regional Vice President Sales& Marketing

S&M Sales & Marketing

SBU Strategic Business Unit

SFA Sales Force Automation

Short Takes Short Training Sessions

SII Single Image Inventory

SOPs Standard OperatingProcedures

Spirit to Sell Identifying what our customerswant, and pro-actively selling

Spirit to Serve Service Quality Culture

SSP Statutory Sick Pay

SVP Senior Vice President

THRM Total Hotel RevenueManagement

TMC Travel ManagementConsortium

TREVPAR Total revenue per Availableroom

Turndown Price Turndown - Rate isoffered to guest and guestdeclinesDemand Turndown - No rateoffered to guest due to lack ofinventory or restriction placedon rate programme

WRKIR Weekly Revenue Key IndicatorReport


section 12

UK

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RewardsLiveGrow

Live

Rewards

Grow

UKIMEA Regional OfficeBarnard’s Inn, 86 Fetter Lane,London EC4A 1EN

020 7012 7000

Marriott 2008 Handbook Part 2

Documents

marriott confidential

includingemployment

financial records

company decidingyou

right work environmentsection

onthe company property

uk associate handbook

large number of peoplewho