Engineering Standard Operating

Procedures




TABLE OF CONTENTS

GENERAL .................................................................................................... 7
ENG-SOP-01: PROPERTY OPERATION TERMINOLOGY ....................................... 7
ENG-SOP-02: CUSTOMER PROGRAM ............................................................... 12
PROCEDURE: ................................................................................................ 12
ENG-SOP-03: ORGANIZATIONAL CHART ......................................................... 14
PROCEDURE: ................................................................................................ 14
ENG-SOP-04: TRAINING MANUALS .................................................................. 17
PROCEDURE: ................................................................................................ 17
ENG-SOP-05: SHOP ORGANIZATION ............................................................... 19
PROCEDURE: ................................................................................................ 19
ENG-SOP-06: POWER PLANT ORGANIZATION ................................................. 22
PROCEDURE: ................................................................................................ 22
ENG-SOP-07: WORK SCHEDULES ...................................................................... 23
PROCEDURE: ................................................................................................ 23
ENG-SOP-08: UNIFORM CONTROL ISSUE ......................................................... 28
PROCEDURE: ................................................................................................ 28
ENG-SOP-09: PERSONAL APPEARANCE & DRESS CODE ................................. 31
PROCEDURE: ................................................................................................ 31
ENG-SOP-10: DEPARTMENTAL MEETINGS ........................................................ 34
PROCEDURE: ................................................................................................ 34
ENG-SOP-11: PROCEDURE REVIEW .................................................................. 36
PROCEDURE: ................................................................................................ 36
ENG-SOP-12: SOP AUDIT PROCESS & REVIEW ................................................. 39
POLICY: .............................................................................................................. 39
PROCEDURE: ................................................................................................ 39
OPERATIONS ........................................................................................ 61
PROCEDURE: ................................................................................................ 61
ENG-SOP-13: EQUIPMENT CHECK LOGS.......................................................... 61
ENG-SOP-14: ENGINEER ASSIGNMENT REPORT ............................................... 68


PROCEDURE: ................................................................................................ 68
ENG-SOP-15: READINGS ................................................................................... 72
PROCEDURE: ................................................................................................ 72
ENG-SOP-16: EQUIPMENT REPAIR MANUAL LIBRARY ...................................... 73
PROCEDURE: ................................................................................................ 73
ENG-SOP-17: PURCHASING CONTROL ............................................................ 74
PROCEDURE: ................................................................................................ 74
ENG-SOP-18: CHART OF ACCOUNTS ............................................................... 76
ENG-SOP-19: PREFFERED VENDORS ................................................................. 77
PROCEDURE: ................................................................................................ 77
ENG-SOP-20: PREFFERED SERVICE VENDOR LIST ............................................. 78
PROCEDURE: ................................................................................................ 78
ENG-SOP-21: BUDGET REVIEW & CONTROL ..................................................... 80
PROCEDURE: ................................................................................................ 80
ENG-SOP-22: ASSET SELECTION ........................................................................ 81
PROCEDURE: ................................................................................................ 81
ENG-SOP-23: ROUTINE MAINTENANCE REQUESTS .......................................... 82
POLICY: ......................................................................................................... 82
PROCEDURE: .................................................. Error! Bookmark not defined.
ENG-SOP-24: SAFETY WORK ORDER ................................................................. 87
POLICY: ......................................................................................................... 87
PROCEDURE: ................................................................................................ 88
ENG-SOP-25: PROJECT WORK .......................................................................... 90
PROCEDURE: ................................................................................................ 90
ENG-SOP-26: PREVENTATIVE MAINTENACE ADMINISTRATION Error! Bookmark
not defined.
PROCEDURE: .................................................. Error! Bookmark not defined.
ENG-SOP-27: GUEST ROOM PREVENTATIVE MAINTENANCE ... Error! Bookmark
not defined.
PROCEDURE: .................................................. Error! Bookmark not defined.
ENG-SOP-28: ELECTRICAL DISTRIBUTION PREVENTATIVE .............................. 120
POLICY: ....................................................................................................... 120
PROCEDURE: .............................................................................................. 123
ENG-SOP-29: FUEL EFFICIENCY TESTS ............................................................. 124
PROCEDURE: .............................................................................................. 124
ENG-SOP-30: AMERICAN DISABILITY ACT ..................................................... 125
PROCEDURE: .............................................................................................. 125


ENG-SOP-31: FREON DISCHARGE .................................................................. 131
PROCEDURE: .............................................................................................. 131
ENG-SOP-32: FACILITY CONSERVATION ....................................................... 132
PROCEDURE: .............................................................................................. 132
FACILITY SERVICES ...................................................................... 133
PROCEDURE: .............................................................................................. 133
ENG-SOP-33: CONTRACT SERVICES ............................................................... 133
ENG-SOP-34: WARRANTIES ............................................................................. 134
PROCEDURE: .............................................................................................. 134
ENG-SOP-35: GROUNDSKEEPING .................................................................. 135
PROCEDURE: .............................................................................................. 135
ENG-SOP-36: PARKING AREA ......................................................................... 138
PROCEDURE: .............................................................................................. 138
ENG-SOP-37: EXTERIOR SIGNING & SECURITY LIGHTING ............................. 153
PROCEDURE: .............................................................................................. 153
ENG-SOP-38: ENGINEERING SERVICE REQUESTS ........................................... 154
PROCEDURE: .............................................................................................. 154
LOSS PREVENTION ....................................................................... 157
ENG-SOP-39: KEY CONTROL........................................................................... 157
ENG-SOP-40: ENVIRONMENTAL COMMITTEE ................................................ 158
PROCEDURE: .............................................................................................. 158
ENG-SOP-41: SECURITY ................................................................................... 159
PROCEDURE: .............................................................................................. 159
ENG-SOP-42: SHOP & JOB SAFETY ................................................................. 162
PROCEDURE: .............................................................................................. 162
ENG-SOP-43: HAZARDOUS CHEMICALS ........................................................ 166
PROCEDURE: .............................................................................................. 166
ENG-SOP-44: UNDERGROUND STORAGE TANKS ........................................... 169
PROCEDURE: .............................................................................................. 169
ENG-SOP-45: COMPRESSED GAS CYLINDERS ............................................... 170
PROCEDURE: .............................................................................................. 170
ENG-SOP-46: RECORD RETENTION ................................................................. 171
PROCEDURE: .............................................................................................. 171


ENG-SOP-47: TOOL INVENTORY CONTROL ................................................... 179
PROCEDURE: .............................................................................................. 179
ENG-SOP-48: VEHICLE MAINTENANCE .......................................................... 180
PROCEDURE: .............................................................................................. 180
ENG-SOP-49: ELECTRICAL LOCK OUR PROCEDURES..................................... 184
POLICY: ....................................................................................................... 184
PROCEDURE: .............................................................................................. 184
ENG-SOP-50: EMERGENCY PREPAREDNESS ................................................... 185
PROCEDURE: .............................................................................................. 185
ENG-SOP-51: LIFE SAFETY/OPERATION & TRAINING ..................................... 186
PROCEDURE: .............................................................................................. 186
ENG-SOP-52: EMERGENCY TELEPHONE LIST .................................................. 188
PROCEDURE: .............................................................................................. 188
ENG-SOP-53: MOBILE COMMUNICATIONS ................................................... 189
PROCEDURE: .............................................................................................. 189
ENG-SOP-54: EMERGENCY VALVE CHART .................................................... 191
PROCEDURE: .............................................................................................. 191
ENG-SOP-55: VALVE CHARTS ......................................................................... 192
PROCEDURE: .............................................................................................. 192
ENG-SOP-56: MAJOR EQUIPMENT & AREAS SERVED .................................... 193
PROCEDURE: .............................................................................................. 193
ENERGY MANAGEMENT ....................................................... 194
PROCEDURE: .............................................................................................. 194
ENG-SOP-57: ENERGY MANAGEMENT COMPUTER ....................................... 194
ENG-SOP-58: ENERGY MANAGEMENT HOUSEKEEPING................................ 195
PROCEDURE: .............................................................................................. 195
ENG-SOP-59: ENERGY MANAGEMENT KITCHEN ........................................... 200
PROCEDURE: .............................................................................................. 200
ENG-SOP-60: ENERGY BILL RECONCILIATION ............................................... 202
PROCEDURE: .............................................................................................. 202
ENG-SOP-61: ENERGY AUDIT .......................................................................... 207
PROCEDURE ..................................................................................................... 207
ENG-SOP-62: ENERGY CHARTS & GRAPHS .................................................... 220
PROCEDURE: .............................................................................................. 220
ENG-SOP-63: ENERGY COMMITTEE ................................................................ 221


PROCEDURE: .............................................................................................. 221
ENG-SOP-64: GENERAL ENERGY CONSERVATION PROGRAM ..................... 222
PROCEDURE: .............................................................................................. 222
ENG-SOP-65: SPRINKLERS ............................................................................... 227
PROCEDURES ............................................................................................. 227



PROPERTY OPERATION TERMINOLOGY
VISION:
TEAM PLAYERS: Engineering
MOVE #: ENG-SOP-01
EFFECTIVE DATE: 9/98
DATE REVISED: 9/98


























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M.O.V.E.S.
Managing Operating
Visions Ensuring Success
DIRECTOR OF ENGINEERING
Engineering department head of a hotel containing a required amount of
rooms as specified by corporate directive to support this position. (See job
description Basic Function.)
CHIEF ENGINEER
Engineering department head of a hotel containing less than the amount of
rooms as specified by corporate directive to support a Director of Engineering
position. (See job description Basic Function.)
ASSISTANT CHIEF ENGINEER
An individual who is salaried or hourly and who has limited management
oversight responsibilities with limited decision-making authority. (See job
description Basic Function.)
ENGINEERING MANAGER
A generic term referring to the ultimate authority in charge of all engineering
functions.
ENGINEERING SUPERVISOR
An individual who supervises the effort of the Engineering Department by closely
working with and receiving directions from the Director of Engineering.
LICENSES AND PERMITS
The term referring to documents required by law to be obtained prior to
commencement of or in continuing support of operations.
SOP REVIEW TEAM
A group of chosen individuals who are charged with the responsibility of
conducting inspections of their assigned properties in order to measure
compliance with Standard Operating Procedures particular to their discipline.

PROPERTY OPERATION TERMINOLOGY
VISION:
TEAM PLAYERS: Engineering
MOVE #: ENG-SOP-01
EFFECTIVE DATE: 9/98
DATE REVISED: 9/98


























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M.O.V.E.S.
Managing Operating
Visions Ensuring Success
STANDARD OPERATING PROCEDURES (SOP)
Rules, standards and guidelines for each departmental discipline which sets
policies for the smooth, efficient and consistent operation of that department in
each hotel.
POLICY
Statement of principle or an objective which delineates our way of doing
business.
PROCEDURE
The step-by-step activities to be undertaken to produce the standards.
STANDARDS
The minimum acceptable levels of performance towards policy compliance.
SOP REVIEW TEAM LEADER
An individual designated by corporate who works within the discipline assigned
and who will coordinate the efforts of the inspection team and ensure
completion of the SOP process.
BUDGET
An organized plan outlining the estimated expenses for departmental
operation.
LOSS PREVENTION
The defined activity to reduce or minimize losses due to accidents, theft or legal
actions caused by unsafe conditions.
LIFE SAFETY
Activities or prevention of activities and conditions that may endanger the
safety or staff, patrons, guests or physical assets.

PROPERTY OPERATION TERMINOLOGY
VISION:
TEAM PLAYERS: Engineering
MOVE #: ENG-SOP-01
EFFECTIVE DATE: 9/98
DATE REVISED: 9/98


























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M.O.V.E.S.
Managing Operating
Visions Ensuring Success
ROUTINE WORK REQUEST
A form generated method of communicating work needs not containing items
of a life safety nature.
SAFETY AND SECURITY WORK REQUEST
A form generated (red lettered) method of communicating work needs of a life-
threatening nature or safety issue. This work request has priority over all others
and will be addressed immediately upon request.
EQUIPMENT LOGS
Method to record and retain important data on specified equipment.
PREVENTIVE MAINTENANCE
A planned, organized, self-generated activity designed to prolong the useful life
or function of physical assets.
HVAC
An industry approved term used to define equipment relating to heating,
ventilation and air conditioning.
CUSTOMER SERVICE STANDARDS
The company philosophy which utilizes eight specific guest satisfaction
practices.
CONTRACT SERVICES
Agents, other than employees, hired to perform contractual duties.
WARRANTIES
A binding agreement whereby the seller of a product or service guarantees the
integrity of the product or service for a specified period of time. The warranty
may include all or part of the goods or services received.

PROPERTY OPERATION TERMINOLOGY
VISION:
TEAM PLAYERS: Engineering
MOVE #: ENG-SOP-01
EFFECTIVE DATE: 9/98
DATE REVISED: 9/98


























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M.O.V.E.S.
Managing Operating
Visions Ensuring Success
SHOP
The area defined as the Engineering Departments centralized work area for use
by all within the department.
POWER PLANT
An area defined to contain electromechanical equipment, devices to soften
and/or raise the temperature of water and equipment to raise or lower the
ambient temperature of the hotel.
SPECIAL PROJECT
Work of a specific nature which has been planned (or unplanned), but not
funded through the normal operational budget nor meeting the criteria of an
asset or capital project.
ASSETS
Assets are defined as either personal property or real property having a useful
life of a minimum of three years and costing more than $1,000.
PAYROLL ACTION FORM (PAF)
Company form for initiation of all actions concerning employees.
EMPLOYEE PROBLEM/SOLUTION NOTICE
Company form for notification to an employee of problems or work
performance which is below acceptable standards.
TRAINING CHECKLIST
Company form using a checklist which parallels the job description thereby
ensuring an employee is properly trained.
HAZARDOUS COMMUNICATION INSTRUCTION ACKNOWLEDGMENT
Company form which ensured an employee has been properly trained on
hazardous chemicals which they may be required to handle or come in contact
with.

PROPERTY OPERATION TERMINOLOGY
VISION:
TEAM PLAYERS: Engineering
MOVE #: ENG-SOP-01
EFFECTIVE DATE: 9/98
DATE REVISED: 9/98


























Page 11 of 234

M.O.V.E.S.
Managing Operating
Visions Ensuring Success
MATERIAL SAFETY DATA SHEET (MSDS)
Manufacturer supplied documentation on chemicals, substances,
solvents, which are deemed to contain hazardous properties in varying
degrees. The document (MSDS sheet) contains information on each item.
The information includes the identity of the item, hazardous components,
physical data, fire and explosion data, exposure and effects, reactivity
and polymerization, spill/leak and disposal procedures and special
protective measures.


CUSTOMER PROGRAM
VISION: CUSTOMER is our guest satisfaction philosophy. By using the
elements of CUSTOMER, we will be the leader in the hospitality
industry.
TEAM PLAYERS: Engineering
MOVE #: ENG-SOP-02
EFFECTIVE DATE: 9/98
DATE REVISED: 9/98


























Page 12 of 234

M.O.V.E.S.
Managing Operating
Visions Ensuring Success
PROCEDURE:
The CUSTOMER Program in its entirety will be an integral part of all Engineering
practices. It will be the responsibility of the Engineering Manager to ensure that
CUSTOMER is practiced by all within the department on a daily basis.
To further enhance CUSTOMER practices, the following procedures and
practices will be utilized:
1. Create a welcoming, pleasant, and professional atmosphere.
Use the customers name, if and when possible.
Speak to our customers in a respectful, friendly, and courteous manner.
Take personal responsibility and respond immediately to our customers
requests.
Offer a warm and sincere greeting to each customer.
Maintain a positive attitude.
Extend a helping hand and anticipate the customers needs.
Remember to always offer a fond farewell, and ask the customer to
return.
2. Name tags of the Trust pin-on type will be worn by all Engineering
employees. Embroidered names on work shirts are not permitted.
3. Proper phone etiquette shall be used at all times. When dealing with
guests, the procurement and subsequent use of the person(s) surname will
be utilized during the conversation.
4. When answering a room call in an occupied room, the Engineering
personnel will secure the registered partys name prior to going to the
room. The name will then be utilized from the knock on the door until the
parting phrase of Have a nice day, Mr. or Mrs. Jones.
5. When answering a room call when the guest is not present, a courtesy
card will be left after completion of the repair. Good penmanship shall be
utilized in filling out the card as it further emphasizes our CUSTOMER
philosophy and professionalism.

CUSTOMER PROGRAM
VISION: CUSTOMER is our guest satisfaction philosophy. By using the
elements of CUSTOMER, we will be the leader in the hospitality
industry.
TEAM PLAYERS: Engineering
MOVE #: ENG-SOP-02
EFFECTIVE DATE: 9/98
DATE REVISED: 9/98


























Page 13 of 234

M.O.V.E.S.
Managing Operating
Visions Ensuring Success
6. CUSTOMER will be practiced by Engineering when interacting with other
departments. A call from the operator stating go to the restaurant is not
acceptable. The Engineer must secure a name to contact in the
restaurant, thereby practicing CUSTOMER internally, as well as reducing
the time needed to identify the assistance required.
7. CUSTOMER Line (if available) is to be utilized to be sure guests are handled
immediately. A log is to be maintained on a daily basis.
8. The CUSTOMER standards card are to be carried at all times by all
associates.

ORGANIZATIONAL CHART
VISION: To establish control, it is necessary to develop an
organization chart which indicates a persons level in the hierarchy
of decision making. This will allow the Engineering employees to
develop their individual skills without sacrificing productivity and
cost while encouraging them to obtain the next level of authority.
TEAM PLAYERS: Engineering
MOVE #: ENG-SOP-03
EFFECTIVE DATE: 9/98
DATE REVISED: 9/98


























Page 14 of 234

M.O.V.E.S.
Managing Operating
Visions Ensuring Success
PROCEDURE:
An organizational chart concerning Engineering will be developed and posted
conspicuously within the shop area. (Example provided.) The chart will be kept
current and will include all job classifications contained in the Engineering
staffing guides for the particular property. The name of the individual occupying
the position will be used in the appropriate box.


ORGANIZATIONAL CHART
VISION: To establish control, it is necessary to develop an
organization chart which indicates a persons level in the hierarchy
of decision making.
TEAM PLAYERS: Engineering
MOVE #: ENG-SOP-03
EFFECTIVE DATE: 9/98
DATE REVISED: 9/98

Page 15 of 234

M.O.V.E.S.
Managing Operating
Visions Ensuring Success
ENGINEERING DEPARTMENT ORGANIZATIONAL CHART
ENGINEERING DIRECTOR


SECRETARY


ASSISTANT CHIEF ASSISTANT CHIEF


ENGINEER I ENGINEER I ENGINEER I ENGINEER I ENGINEER I


ENGINEER I ENGINEER II ENGINEER II


ENGINEER II ENGINEER II ENGINEER II ENGINEER II


ENGINEER III ENGINEER III



ORGANIZATIONAL CHART
VISION: To establish control, it is necessary to develop an
organization chart which indicates a persons level in the hierarchy
of decision making.
TEAM PLAYERS: Engineering
MOVE #: ENG-SOP-03
EFFECTIVE DATE: 9/98
DATE REVISED: 9/98

Page 16 of 234

M.O.V.E.S.
Managing Operating
Visions Ensuring Success
ENGINEER III ENGINEER III


TRAINING MANUALS
VISION: Manuals containing more than a basic overview of
expectations and responsibilities are an essential part of all
Engineering departments. These manuals will serve as a guide to
new hires, as well as a quick reference for seasonal employees.
TEAM PLAYERS: Engineering
MOVE #: ENG-SOP-04
EFFECTIVE DATE: 9/98
DATE REVISED: 9/98


























Page 17 of 234

M.O.V.E.S.
Managing Operating
Visions Ensuring Success
PROCEDURE:
The Engineering Manager will develop, implement and keep current a training
manual for each job classification within the department. The originals will be
kept in the Engineering office and an appropriate copy will be issued to each
employee. This copy will be kept by the employee during his tenure. The
Engineering Manager will ensure the employees copies are updated should the
training manual need changes or revisions. When the employee is thoroughly
familiar with the contents of their training manual, a form stating this
accomplishment must be signed by the employee and the trainer. This form will
be placed in the employees personnel file. The manuals for each classification
include, but are not limited to the following, depending upon the need to know
and scope of responsibilities.
1. Corporate Position Description
2. Operational Requirements
3. Job Specifications
4. Engineering orientation overview
5. General Responsibilities
6. Safety
7. Energy Management
8. Engineers Daily Report Routine House rounds
9. Handling of Routine Work Request
10. Handling of Safety and Security Work Request
11. Shift Procedures Per Shift
a. Day
b. Evening
c. Midnight
12. Inclement Weather Procedures

TRAINING MANUALS
VISION: Manuals containing more than a basic overview of
expectations and responsibilities are an essential part of all
Engineering departments. These manuals will serve as a guide to
new hires, as well as a quick reference for seasonal employees.
TEAM PLAYERS: Engineering
MOVE #: ENG-SOP-04
EFFECTIVE DATE: 9/98
DATE REVISED: 9/98


























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M.O.V.E.S.
Managing Operating
Visions Ensuring Success
13. Electrical Emergencies (shut offs, emergency power, etc.)
14. Handling of Hazardous Chemicals
15. Key Control
16. Parts and Material ordering
17. Uniforms
18. Tools
19. Security
20. Preventative Maintenance Overview
21. Major Equipment Locations
22. Fire Sprinkler Controls (isolation valves, shut offs)
23. Domestic Hot and Cold Water Riser Shut Offs
24. Chilled Water Riser Shut Offs
25. Heating Water Riser Shut Offs
26. Employee Acknowledgment form
27. Training Test


SHOP ORGANIZATION
VISION: To ensure the proper flow of work and safety of the
Engineering staff, the main shop and remote work areas must be
organized and maintained in a professional manner.
TEAM PLAYERS: Engineering
MOVE #: ENG-SOP-05
EFFECTIVE DATE: 9/98
DATE REVISED: 9/98


























Page 19 of 234

M.O.V.E.S.
Managing Operating
Visions Ensuring Success
PROCEDURE:
The Engineering Manager will check and ensure compliance with all local, state
and federal codes concerning material storage and use of items such as
welders, torches and other tools of a high risk nature. The shop will be organized
in the following manner.
1. Work Area
An area where items to be repaired, built or serviced may be freely
worked on.
2. Short Term Storage
An area where items of a quick turn-around nature may be stored for
quick access. This area should be in close proximity to the work area.
3. Tool Storage
An area close to the work place where servicing, troubleshooting and
maintenance tools will be kept. Electrical meters, gauges, etc., will be
kept in an area free from dirt infiltration, thus ensuring accuracy.
4. High Risk Area
An area set aside from the normal flow of traffic and away from any areas
where the work done in this section may cause harm or damage to
persons or property. Welders, torches, grinders and impact tools are to be
used in this area. Proper curtains and protective devises such as safety
glasses and fire extinguishers must also be located in this area.
5. Documentation Area
The area set aside to do paperwork associated with the Engineering daily
duties. This area should include the repair/service manual library and
blueprint storage.

SHOP ORGANIZATION
VISION: To ensure the proper flow of work and safety of the
Engineering staff, the main shop and remote work areas must be
organized and maintained in a professional manner.
TEAM PLAYERS: Engineering
MOVE #: ENG-SOP-05
EFFECTIVE DATE: 9/98
DATE REVISED: 9/98


























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M.O.V.E.S.
Managing Operating
Visions Ensuring Success
6. Flammables
Local codes should be checked and direction should be given by the
local Fire Marshall on proper storage of flammable materials within the
jurisdiction. The items will include, but not limited to, oil base paint, paint
thinner, mineral spirits, solvents and petroleum products.
7. Compressed Gas Cylinders
See ENG-SOP-45.
8. Maintenance Devices
These items are needed to properly maintain and service items by the
Engineering staff. They should be located near the work area, but far
enough away so as an unsafe condition will not exist.
a. Compressed air line with quick disconnect fitting, gauges and
regulator. The gauges (two) should be placed to read line and
regulated pressure.
b. Multi-voltage test panel with needed plugs and adapters to
adequately meet the unit needs.
c. Emergency preparedness items for fire prevention and safety. This
will be a marked area in the shop and will include only items for
shop emergency use.
d. Sink with hot and cold running water preferably not plumbed
directly to the sanitary drain, but free flowing to a floor drain.
e. First aid kit suitable for minor cuts, abrasions and burns and eye
wash stations.
9. Shop Security
The shop will be kept locked and inaccessible to all unauthorized
personnel.

SHOP ORGANIZATION
VISION: To ensure the proper flow of work and safety of the
Engineering staff, the main shop and remote work areas must be
organized and maintained in a professional manner.
TEAM PLAYERS: Engineering
MOVE #: ENG-SOP-05
EFFECTIVE DATE: 9/98
DATE REVISED: 9/98


























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M.O.V.E.S.
Managing Operating
Visions Ensuring Success
10. A bulletin board or designated area for memos, letters and other written
communications will be provided and maintained current within close
proximity or in the main shop area. A current list of emergency phone
numbers corresponding to the units emergency preparedness plan will be
posted in this area. Work schedules, organizational chart and shop safety
rules will also be posted.
11. Each shift will clean the shop prior to their departure. This will include
restocking leftover material, bolts, nuts, wire, etc., wiping off all work
benches and counter tops, filing the service manuals, broom sweeping
the floor and emptying the shop trash container. Once per week the
Engineering Manager will designate one individual to damp mop the floor
and pick up any slippage on housekeeping generalities.


POWER PLANT ORGANIZATION
VISION: To project a high degree of professionalism and ensure the
pride and safety of the Engineering staff an organized and well
functioning power plant is essential.
TEAM PLAYERS: Engineering
MOVE #: ENG-SOP-06
EFFECTIVE DATE: 9/98
DATE REVISED: 9/98


























Page 22 of 234

M.O.V.E.S.
Managing Operating
Visions Ensuring Success
PROCEDURE:
The Engineering Manager will ensure the power plant areas remain clean, safe,
well lit, uncluttered and functioning as they were designed. To assist the
Engineering Manager, a list of minimum standards are given:
1. Storage
No storage of materials other than that which pertains to the equipment
within the power plant.
2. Chemical Storage and Use
a. Store only chemicals (Biocide, algaecide, boiler treatment, etc.)
which pertains to the equipment in the power plant or individual
mechanical room.
b. Chemical training, storage and handling
3. Each major piece of equipment in the power plant will have a log sheet
on a clipboard. The clipboard will be attached to or close to the
equipment for reading and observations during the shift engineers house
rounds. The frequency of the logs and readings will be determined by
code, statute or equipment manufacturer specifications.
4. All pipe insulation will be in place, serviceable and maintained in the
original condition.
5. Pipe hangers, brackets and supports will be free of rust and checked to
ensure they are functioning properly.
6. Lighting in the Power plant will be sufficient to allow enough light for
normal plant routine. The fixtures will be in good repair and the light bulbs
of consistent brightness.
7. Local codes should be reviewed concerning marking of pipe content and
flow. If required, the proper decal and color according to OSHA will be
used.

WORK SCHEDULES
VISION: Tools used by the Engineering Department come in a
myriad of designs and types. One of the most useful to the
Engineering Manager is the work schedule. A current work
schedule of all job classifications will alleviate scheduling conflicts
and produce a guide for work flow.
TEAM PLAYERS: Engineering
MOVE #: ENG-SOP-07
EFFECTIVE DATE: 9/98
DATE REVISED: 9/98


























Page 23 of 234

M.O.V.E.S.
Managing Operating
Visions Ensuring Success
PROCEDURE:
An up-to-date work schedule (see attached) will be posted in a
conspicuous area in advance (subject to state and local laws) within the
Engineering shop. Any changes in schedules shall be posted 24 hours in
advance of the change. The schedule will include:
1. Full name of employee
2. Job classification
3. Day
4. Monthly numerical date
5. Hours (military time is suggested)
6. Days off
7. Holidays
8. Shift (day, evening, midnight)
9. Term of schedule
The example on page 2 is for form guideline only. The information such as
hours, job class and shifts are to be adjusted for each individuals units
requirements.


WORK SCHEDULES
VISION: Tools used by the Engineering Department come in a
myriad of designs and types. One of the most useful to the
Engineering Manager is the work schedule. A current work
schedule of all job classifications will alleviate scheduling conflicts
and produce a guide for work flow.
TEAM PLAYERS: Engineering
MOVE #: ENG-SOP-07
EFFECTIVE DATE: 9/98
DATE REVISED: 9/98


























Page 24 of 234

M.O.V.E.S.
Managing Operating
Visions Ensuring Success
ENGINEERING DEPARTMENT SCHEDULE
FROM _________ TO _________

NAME CLAS SAT SUN MON TUE WED THUR FRI



























WORK SCHEDULES
VISION: Tools used by the Engineering Department come in a
myriad of designs and types. One of the most useful to the
Engineering Manager is the work schedule. A current work
schedule of all job classifications will alleviate scheduling conflicts
and produce a guide for work flow.
TEAM PLAYERS: Engineering
MOVE #: ENG-SOP-07
EFFECTIVE DATE: 9/98
DATE REVISED: 9/98


























Page 25 of 234

M.O.V.E.S.
Managing Operating
Visions Ensuring Success
Purchase requisition
Date Dept.
Vendor Name & Address Period Required:
Special Instructions:




QUAN. TYPE
UNIT
ITEM DESCRIPTION CODE UNIT
COST
TOTAL
PRICE








Approvals & Dates

Dept. Head Sub-Total Excluding Sales Tax & Freight
Executive
Committee
Sales Taxes (if not for resale)
Controller Freight Charges (est. 10% if applicable)
General
Manager
Total Purchase Requisition Value $

EXPENSE
CODE:
EXPENSE
CODE:
EXPENSE CODE: (3) BIDS NEED TO
BE
OBTAINED ON ALL
PURCHASES
BUDGET: BUDGET: BUDGET: OF $500 OR MORE

LAST BALANCE LAST BALANCE LAST BALANCE BID #1

THIS P.O. REQ. THIS P.O. REQ. THIS P.O. REQ. BID #2


WORK SCHEDULES
VISION: Tools used by the Engineering Department come in a
myriad of designs and types. One of the most useful to the
Engineering Manager is the work schedule. A current work
schedule of all job classifications will alleviate scheduling conflicts
and produce a guide for work flow.
TEAM PLAYERS: Engineering
MOVE #: ENG-SOP-07
EFFECTIVE DATE: 9/98
DATE REVISED: 9/98


























Page 26 of 234

M.O.V.E.S.
Managing Operating
Visions Ensuring Success
AVAIL BAL AVAIL BAL AVAIL BAL BID #3

WORK SCHEDULES
VISION: Tools used by the Engineering Department come in a
myriad of designs and types. One of the most useful to the
Engineering Manager is the work schedule. A current work
schedule of all job classifications will alleviate scheduling conflicts
and produce a guide for work flow.
TEAM PLAYERS: Engineering
MOVE #: ENG-SOP-07
EFFECTIVE DATE: 9/98
DATE REVISED: 9/98


























Page 27 of 234

M.O.V.E.S.
Managing Operating
Visions Ensuring Success
ENGINEERING DEPARTMENT SCHEDULE
FROM _________ TO _________
NAME CLAS SAT SUN MON TUE WED THUR FRI
Day




Evening


Mid



Swing














UNIFORM CONTROL ISSUE
VISION: The pure nature of the work accomplished by the
Engineering Department mandates the type and quality of the
uniform and show apparel to be used. The work and environment
takes its toll on the work apparel. However, just because the
environment is harsh, this is not an excuse for a uniform which is
disheveled, unprofessional or in poor repair.
TEAM PLAYERS: Engineering
MOVE #: ENG-SOP-08
EFFECTIVE DATE: 9/98
DATE REVISED: 9/98


























Page 28 of 234

M.O.V.E.S.
Managing Operating
Visions Ensuring Success
PROCEDURE:
The Engineering Manager shall ensure each job classification is uniformed in a
professional work apparel which is complimentary to the individual trade. The
ratio of uniforms to be issued will ensure a clean, fresh uniform is available to
each individual for their work shift.
The following information is a set of minimum suggested guidelines. The
Engineering Manager shall choose uniform color and style which will portray the
professionalism of Doubletree Engineering.
1. The Engineering Manager shall wear a business suit or a work uniform. The
work uniform if chosen shall be different in style and color from the staff
personnel. This difference is to distinguish the person in authority. Black or
brown polishable shoes shall be worn. The shoes will be complimentary to
the suit or uniform.
2. The Assistant Chief Engineer or second person in charge shall wear a
uniform which will be similar to that worn by the Engineering Manager.
Should the Engineering Manager choose to use business attire, the
Assistant will use a uniform different in style and color from the staff
personnel. This difference is to distinguish the person in authority in
absence of the Engineering Manager.
3. Staff personnel shall be uniformed according to their trade and job needs.
Engineers, maintenance, refrigeration:
1. Color coordinated work pants and front button shirt.
2. Black or brown polishable work shoes. Steel toes may be worn if desired.
The footwear is to be supplied by the individual. (Oxford black is
preferred.)
Painter:
1. White painter pants and front button shirt.

UNIFORM CONTROL ISSUE
VISION: The pure nature of the work accomplished by the
Engineering Department mandates the type and quality of the
uniform and show apparel to be used. The work and environment
takes its toll on the work apparel. However, just because the
environment is harsh, this is not an excuse for a uniform which is
disheveled, unprofessional or in poor repair.
TEAM PLAYERS: Engineering
MOVE #: ENG-SOP-08
EFFECTIVE DATE: 9/98
DATE REVISED: 9/98


























Page 29 of 234

M.O.V.E.S.
Managing Operating
Visions Ensuring Success
2. Footwear shall be hard soled shoes or half boot. Care will be given to
footwear to alleviate buildup of paint. Shoes will be supplied by the
individual.
Carpentry:
1. The individual unit shall decide the carpenters uniform. The uniform
chosen shall be of a fit where loose clothing cannot be drawn into tools
and equipment.
2. Shirts which do not button down the front (tee shirts) are unacceptable
when worn as the primary covering.
3. Footwear shall be supplied by the individual and will be hard soled black
or brown polishable shoe or boot.
Landscaping:
1. The individual unit will decide the landscaping uniform. Climate, weather
conditions and scope of work shall be considered when choosing the
apparel. A uniform which is unique to the geographical area should be
the result.
2. Shoes will be supplied by the employee. The criteria in Item 1 will be used
in this selection.
Secretarial:
1. The clerical staff shall conform to the guidelines set forth at the unit
pertaining to secretarial and clerical standards. Exceptions would be
individuals whose job contains more than clerical duties. These exceptions
would include but not be limited to parts person and PM clerk. The
uniforms for these positions should conform to the engineer, maintenance,
refrigeration criteria.
Things not approved for uniforms.
1. Blue jeans
2. Tennis shoes

UNIFORM CONTROL ISSUE
VISION: The pure nature of the work accomplished by the
Engineering Department mandates the type and quality of the
uniform and show apparel to be used. The work and environment
takes its toll on the work apparel. However, just because the
environment is harsh, this is not an excuse for a uniform which is
disheveled, unprofessional or in poor repair.
TEAM PLAYERS: Engineering
MOVE #: ENG-SOP-08
EFFECTIVE DATE: 9/98
DATE REVISED: 9/98


























Page 30 of 234

M.O.V.E.S.
Managing Operating
Visions Ensuring Success
3. Hats unless deemed appropriate to the trade
4. Extraordinary belt buckles
5. Suspenders unless appropriate to the trade
6. Stick or pin-on emblems of non-Doubletree issue
7. Long sleeve apparel worn under a short sleeve shirt
8. Coats or jackets with graphic designs or words
9. Tee shirts with writing or pictures on them which when worn as
undergarments are visible through the uniform shirt.

PERSONAL APPEARANCE & DRESS CODE
VISION: A polished personal appearance is extremely important
because, to the guest, you represent Trust and your hotel. A neat,
well-groomed appearance is a reflection of your pride and
professional responsibility to your hotel, guests and fellow
employees.
TEAM PLAYERS: Engineering
MOVE #: ENG-SOP-09
EFFECTIVE DATE: 9/98
DATE REVISED: 9/98


























Page 31 of 234

M.O.V.E.S.
Managing Operating
Visions Ensuring Success
PROCEDURE:
Specific guidelines for grooming and attire are as follows:
ATTIRE
Employees must arrive at the hotel in full uniform or proper attire. Uniforms should
be clean, neat and pressed at all times. The only pins or decorations that may
be worn are name tags, or Company-issued special pins. Employees are
responsible for their uniforms. Should you lose something, it may result in a payroll
deduction from your earned wages. Any questions pertaining to your uniforms
should be addressed with your department manager.
Non-uniformed female employees must dress in professional business clothing
consisting of suits, dresses, blouses and skirts. Dress pants are considered
appropriate when worn as a suit with a jacket that covers the hipline. Split skirts,
shorts, leggings, stretch pants (stirrups) or tights are unacceptable. All female
employees are required to wear proper undergarments, such as slip, bra,
underwear, camisole and color coordinated pantyhose while working. Non-
uniformed male employees are permitted to wear suits; or a sports coat with
slacks and a tie. Jeans, shorts, polo shirts, T-shirts are unacceptable.
Note: Casual attires such as jeans, shorts, leggings, sundresses, faddish, or sheer
attire is not permitted at any time.
HAIR
Male Employees
Hair is to be neatly cut and tapered so that it does not extend beyond or
cover any part of your ears. Hair must be cut above the shirt collar. Ponytails,
shaving or carving of the head and eyebrows or spiking the hair is not
permitted. Appropriate hair confinement should be used in food service
areas where required by law.

PERSONAL APPEARANCE & DRESS CODE
VISION: A polished personal appearance is extremely important
because, to the guest, you represent Trust and your hotel. A neat,
well-groomed appearance is a reflection of your pride and
professional responsibility to your hotel, guests and fellow
employees.
TEAM PLAYERS: Engineering
MOVE #: ENG-SOP-09
EFFECTIVE DATE: 9/98
DATE REVISED: 9/98


























Page 32 of 234

M.O.V.E.S.
Managing Operating
Visions Ensuring Success
Mustaches and beards must be neatly trimmed and no extreme styles will be
permitted. If you want to grow a beard or mustache, you must do it while you
are on vacation.
Sideburns should be neatly trimmed and may be permitted to extend to the
beginning/start of the earlobe, following their natural contour.
Female Employees
Hair is to be kept neatly combed and well styled. Any extreme look, such as
shaving or carving the head and eyebrows and spiked hair is not permitted.
Extreme hair coloring outside of normal tones (brunette, blond or red) is not
permitted. Hair confinement and accessories should be tasteful. No more
than two combs or barrettes are to be used.
MAKE-UP
Your make-up should appear natural. Eyebrows should be neat and eye
shadow and mascara should be used in moderation. False eyelashes are
acceptable only if they are natural looking. Lipstick should complement your
natural coloring. Avoid excessive make-up and heavily scented powder,
cologne and perfume.
JEWELRY
Keep your jewelry simple. Do not wear fancy or evening jewelry to work. If you
are in uniform, necklaces must not be visible. You are not permitted to wear
more than two simple rings on each hand. You are not permitted to wear fancy
costume rings or large cocktail rings since they may present a safety hazard.
Wedding and engagement rings are considered as one ring.
You may wear either a wristwatch or one bracelet/chain per wrist. Ankle
bracelets are not allowed. Dangleearrings or large hoop (longer than one
inch in length) and multiple earrings in one hole are not allowed. Multiple
matching earrings in one ear are allowed providing there are never more than
two earrings in one ear, and one earring is a stud. The color of your earrings

PERSONAL APPEARANCE & DRESS CODE
VISION: A polished personal appearance is extremely important
because, to the guest, you represent Trust and your hotel. A neat,
well-groomed appearance is a reflection of your pride and
professional responsibility to your hotel, guests and fellow
employees.
TEAM PLAYERS: Engineering
MOVE #: ENG-SOP-09
EFFECTIVE DATE: 9/98
DATE REVISED: 9/98


























Page 33 of 234

M.O.V.E.S.
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Visions Ensuring Success
must complement or match your uniform. Ear clips are not allowed. Male
employees are not allowed to wear earrings. No other jewelry may be worn in
your ears, nose, teeth, etc.
NAME TAGS
All employees have been issued a name tag, which should be worn with pride in
an upright readable position. Since name tags are an integral part of the
uniform, they should be seen and transferred to coats and jackets. There is a fee
of $2.00 for the replacement of a lost name tag.
SHOES
Uniformed employees are requested to wear shoes as specified by the hotel.
Non-uniformed employees are requested to wear appropriate dress shoes that
complement their attire.
Sneakers, earth shoe styles, flat styles and wedge styles are not allowed unless
approved as part of the uniform or attire for certain departments. Shoes should
be polished and kept in good condition. Approved shoes and socks are
required the first day you are in uniform.
PERSONAL HYGIENE
Due to close contact with guests and fellow employees, employees are
requested to bathe, use deodorant and practice good oral hygiene on a daily
basis. Fingernails must be kept clean and presentable at all times. Fingernail tips
should not extend beyond the fingertip for males or more than 1/2 inch beyond
the fingertip for females. Nail polish should not be flashy or multicolored. Male
employees are not permitted to wear colored nail polish.

DEPARTMENTAL MEETINGS
VISION: Knowledge and communication are powerful tools when
shared and utilized within groups of common interests and goals.
Because of the complexities and man hours involved in the
engineering effort, it is essential to set aside a period of time in
which the department in its entirety may meet together to discuss
projects, problems and set goals.
TEAM PLAYERS: Engineering
MOVE #: ENG-SOP-10
EFFECTIVE DATE: 9/98
DATE REVISED: 9/98


























Page 34 of 234

M.O.V.E.S.
Managing Operating
Visions Ensuring Success
PROCEDURE:
The Engineering Manager shall conduct a monthly departmental meeting. The
meeting will be held in a meeting room, not the engineering shop or associated
mechanical rooms. The meeting shall be mandatory for all full- and part-time
employees within the department. The meeting shall be scheduled according
to workload allowances and during the period where the most personnel are
already on the clock. This will eliminate costly call-in overtime and allow
employees their full days off. The meeting should last at least one hour but no
longer than two. A notice containing the agenda for the meeting will be posted
one week in advance to allow preparation and scheduling. This notice will also
contain a section for the staff to indicate their awareness of the meeting. Initials
of the individuals on the posted notification will be sufficient. The Engineering
Manager will utilize a planned written agenda to assist him in a smooth, well-
structured meeting. This agenda will include the following:
1. CUSTOMER
a. Your CUSTOMER representative will be given time to update the
department on activities of the CUSTOMER Committee.
2. Loss Prevention
a. Safety and security issues will be addressed during this portion of the
meeting.
b. Review of the Engineering Departments role in the emergency
procedures plan.
c. Drive home the point of safety first.
3. Departmental Concerns
a. Engineering related problems concerning maintenance or
operation of hotel equipment which would benefit the entire group
by discussing.

DEPARTMENTAL MEETINGS
VISION: Knowledge and communication are powerful tools when
shared and utilized within groups of common interests and goals.
Because of the complexities and man hours involved in the
engineering effort, it is essential to set aside a period of time in
which the department in its entirety may meet together to discuss
projects, problems and set goals.
TEAM PLAYERS: Engineering
MOVE #: ENG-SOP-10
EFFECTIVE DATE: 9/98
DATE REVISED: 9/98


























Page 35 of 234

M.O.V.E.S.
Managing Operating
Visions Ensuring Success
4. Energy
a. Conservation measures or ideas to reduce utilities.
b. Areas where improvement can be accomplished.
c. Areas of abuse (lights left on, dripping faucets, etc.).
5. Round table discussion
a. Information on projects, equipment or functions of a useful nature to
the majority in the meeting.
6. Technical Training
a. Information on electrical, plumbing, HVAC, pool chemicals, etc.,
should be addressed on a continuous basis.
b. Seminars and professionals can also be scheduled for department
technical training.
NOTE: This timeframe is not a gripe session. Items of a delicate nature will
be handled one-on-one, outside the departmental meeting.
Open communication should be encouraged by asking specific questions to
individuals. Emphasize a Listen & Respond philosophy. This meeting is for the
benefit of the entire Engineering Department, not solely for the Engineering
Manager to once a month be a group leader. Other departments should be
encouraged to attend the meeting. Communication and understanding the
needs of others can accomplish a sense of team work. Copies of meeting notes
should be forwarded to Human Resources and the General Manager.

PROCEDURE REVIEW
VISION: To keep the standard operating procedures current and
flexible with the fast growing pace of the company it is necessary
to develop a system whereby the standards are reviewed and
updated.
TEAM PLAYERS: Engineering
MOVE #: ENG-SOP-11
EFFECTIVE DATE: 9/98
DATE REVISED: 9/98


























Page 36 of 234

M.O.V.E.S.
Managing Operating
Visions Ensuring Success
PROCEDURE:
The Engineering Manager and Assistant shall review the Standard Operating
Procedures semi-annually. A form for verification of the review and subsequent
listing of revisions and additions will be used (form provided). All revisions and
additions received will be initialed and dated at the time of placement into the
SOP manual.

PROCEDURE REVIEW
VISION: To keep the standard operating procedures current and
flexible with the fast growing pace of the company it is necessary
to develop a system whereby the standards are reviewed and
updated.
TEAM PLAYERS: Engineering
MOVE #: ENG-SOP-11
EFFECTIVE DATE: 9/98
DATE REVISED: 9/98


























Page 37 of 234

M.O.V.E.S.
Managing Operating
Visions Ensuring Success
PROCEDURE REVIEW
1993

January (Initials) DATE
July (Initials) DATE

1994

January (Initials) DATE
July (Initials) DATE

1995

January (Initials) DATE
July (Initials) DATE

1996

January (Initials) DATE
July (Initials) DATE

1997

January (Initials) DATE
July (Initials) DATE

1998

January (Initials) DATE
July (Initials) DATE

PROCEDURE REVIEW
VISION: To keep the standard operating procedures current and
flexible with the fast growing pace of the company it is necessary
to develop a system whereby the standards are reviewed and
updated.
TEAM PLAYERS: Engineering
MOVE #: ENG-SOP-11
EFFECTIVE DATE: 9/98
DATE REVISED: 9/98


























Page 38 of 234

M.O.V.E.S.
Managing Operating
Visions Ensuring Success
REVISIONS/ADDITIONS
Date Received Date Received
Subject Subject
Section Section
Series Series

Date Received Date Received
Subject Subject
Section Section
Series Series

Date Received Date Received
Subject Subject
Section Section
Series Series

Date Received Date Received
Subject Subject
Section Section
Series Series

Date Received Date Received
Subject Subject
Section Section
Series Series

SOP AUDIT PROCESS & REVIEW
VISION: SOP audits are conducted to audit compliance, offering
compliance suggestions and gaining compliance
recommendations for implementing Trust SOPs in our hotels.
TEAM PLAYERS: Engineering
MOVE #: ENG-SOP-12
EFFECTIVE DATE: 9/98
DATE REVISED: 9/98


























Page 39 of 234

M.O.V.E.S.
Managing Operating
Visions Ensuring Success
POLICY:
Annually, every operational department within each Trust hotel will receive an
audit. Usually, another Trust Manager is assigned to conduct the audit. Audits
are also conducted by representatives of the Corporate Office and/or Internal
Audit.
PROCEDURE:
1. SOP audits will be conducted once each year. If hotels are added to the
system during the calendar year, they will not receive an SOP audit during
the year as their conversion process always centers around
implementation of corporate SOPs. The SOP audit is usually a scheduled
visit.
2. SOP disciplines will be Rooms, Engineering, Food and Beverage and
Human Resources.
3. SOP leaders (a Trust Manager that is well versed in his/her specific
discipline) will be identified within specific regions and will perform SOP
audits as assigned.
No more than two SOP leaders will be identified in anyone hotel, so as not
to put an undue burden on that operation. SOP leaders will be identified
through the combined efforts of the General Managers and Vice
President of Operations.
SOP leaders cannot conduct the SOP audit of their own hotel. The SOP
audit of an SOPs leaders hotel should be conducted by an SOP leader
from another hotel or region who has been assigned for that discipline.
4. Being in a mobile industry, it is likely SOP leadership will change throughout
the year. Because of this, it is recommended at the first of each year SOP
training classes be held by the Assigned SOP leader with the identified
SOP members. This training may be accomplished through memos or may
involve gathering in a central meeting location. The determination to
what extent the training must occur will be made by the Vice President of
Operations based on the amount of turnover in the SOP leadership and/or
annual changes in SOP audit content.

SOP AUDIT PROCESS & REVIEW
VISION: SOP audits are conducted to audit compliance, offering
compliance suggestions and gaining compliance
recommendations for implementing Trust SOPs in our hotels.
TEAM PLAYERS: Engineering
MOVE #: ENG-SOP-12
EFFECTIVE DATE: 9/98
DATE REVISED: 9/98


























Page 40 of 234

M.O.V.E.S.
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It will be the responsibility of an existing SOP leader as identified by the
Vice President of Operations to orient any new SOP leaders within their
discipline.
At a minimum, training should include:
a. Contest of the SOP inspection form
b. Updates to the SOPs and SOP inspection form
c. Instruction on completing the SOP inspection form
d. Format of Executive Summary
5. It will be the responsibility of an assigned SOP leader (as identified by the
Vice President of Operations) to develop an update SOP inspection forms
on an annual basis. These updates will be completed by the first of each
calendar year, so they can be utilized in all SOP inspections which occur
during the next budget year.
The content of the SOP audits may change as SOPs are revised. It will be
the responsibility of each assigned SOP leader to maintain a separate file
of potential SOP content additions and deletions to ensure this once a
year audit content revision is as thorough as possible. Revised SOP audit
forms will be delivered to SOP leaders and all hotel General Managers by
March 1st of each calendar year.
6. It will be the responsibility of each SOP leader to coordinate their audit
schedule. This will be done as follows:
a. SOP leader gains approval of the General Manager in their hotel to
plan SOP audits during a specific time period, within the year, which
will not interfere with the operation of their own hotel.
SOP leader contacts the General Manager of the respective hotel to
introduce themselves and appraise General Manager that they will be

SOP AUDIT PROCESS & REVIEW
VISION: SOP audits are conducted to audit compliance, offering
compliance suggestions and gaining compliance
recommendations for implementing Trust SOPs in our hotels.
TEAM PLAYERS: Engineering
MOVE #: ENG-SOP-12
EFFECTIVE DATE: 9/98
DATE REVISED: 9/98


























Page 41 of 234

M.O.V.E.S.
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contacting the appropriate division manager.
b. SOP leader then contacts the respective Division Manager in the
hotels within their region to identify a window of time.
c. SOP leader confirms schedules of all hotels in region,
communication in writing to hotel General Managers and
appropriate Executive Committee disciplines of exact timetable.
Copy of correspondence to Regional Manager and Corporate
discipline (visits should be coordinated to geographically
clustered hotels, i.e. , North Carolina and Oklahoma to maximize
productivity and reduce airfare).
7. Since inspections by SOP leaders will be conducted once a year, it is
suggested that a minimum of two full working days will be designated for
the audit. SOP agenda would be as follows:
a. The SOP leader arrives and reports to the General Manager to go
over any specific details the General Manager may want him/her
to review.
b. SOP leader meets with discipline counterpart to finalize agenda
times. Determine if supplemental meetings with department heads
(F&B, Rooms, etc.) are required.
c. Perform audit.
d. Review audit with General Manager and appropriate Executive
Committee member prior to departing hotel.
e. The SOP leader will mail an Executive Summary within 21 days or
SOP audit completion, outlining accomplishments and opportunities
to the General Manager, Executive Committee member and Vice
President of Operations.
Once the SOP leader has completed the Executive Summary and
answered any subsequent questions which may arise due to this
summary, he/she is no longer responsible for follow up unless requested

SOP AUDIT PROCESS & REVIEW
VISION: SOP audits are conducted to audit compliance, offering
compliance suggestions and gaining compliance
recommendations for implementing Trust SOPs in our hotels.
TEAM PLAYERS: Engineering
MOVE #: ENG-SOP-12
EFFECTIVE DATE: 9/98
DATE REVISED: 9/98


























Page 42 of 234

M.O.V.E.S.
Managing Operating
Visions Ensuring Success
to return to the hotel if the General Manager requests an additional
SOP audit.
The purpose of the SOP leader is to conduct the audit. The
responsibility for corrective action, as well as update on how the hotel
is doing in correcting deficiencies is the responsibility of the Hotels
Management with oversight by the Vice President of Operations.
8. Expenses associated with SOP audits will be incurred by the hotel being
audited. Airfare or other transportation costs will be handled by Accounts
Receivable with billing to the audited hotel. (Hotels should budget for
airfare and other expected SOP expenses during the annual budgeting
process.) Other expenses incurred by the SOP leader, excluding the SOP
leaders hotel bill (which will be coded to A&G Travel), will be submitted
by the SOP leader via standard expense report (approved by the Vice
President of Operations) with these expenses also billed to the audited
hotel through Accounts Receivable. All SOP related expenses must be
paid within thirty days.
9. While there is no numeric score on SOP, there is an Executive Summary
which will be written by the SOP leader. The Executive Summary should
detail accomplishments and opportunities within the audited areas. The
format for this Executive Summary will be outlined during SOP training and
in each SOP leaders training manual.
10. After receipt of the SOP audit and Executive Summary, a formal action
plan that addresses the steps to be taken, resources needed and to
correct the areas in compliance will be required. A copy of this action
plan must be mailed to the Vice President of operations no later than 30
days after receipt of the SOP audit and recap.
The SOP audit process and action plans will be integrated into the
Performance Appraisal Process. Each Departmental Discipline will submit
action plans on a quarterly basis as part of the quarterly Performance
Appraisal process which addresses the SOP compliance deficiencies.

SOP AUDIT PROCESS & REVIEW
VISION: SOP audits are conducted to audit compliance, offering
compliance suggestions and gaining compliance
recommendations for implementing Trust SOPs in our hotels.
TEAM PLAYERS: Engineering
MOVE #: ENG-SOP-12
EFFECTIVE DATE: 9/98
DATE REVISED: 9/98


























Page 43 of 234

M.O.V.E.S.
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These will be supplemental action plans to those which address revenue,
costs and CUSTOMER standards.
Integrating the SOP process into the Performance Appraisal process will
also require the four Division Disciplines within each hotel to conduct their
own self-SOP audit prior to completion of each quarterly PAF report. This
will ensure SOPs (those which in the past were shown to have been in
compliance and those which were shown to be out of compliance) have
been reviewed at a minimum of every three months. This is essential as
management staff turnover often leads to breakdown in SOP
compliance.

SOP AUDIT PROCESS & REVIEW
VISION: SOP audits are conducted to audit compliance, offering
compliance suggestions and gaining compliance
recommendations for implementing Trust SOPs in our hotels.
TEAM PLAYERS: Engineering
MOVE #: ENG-SOP-12
EFFECTIVE DATE: 9/98
DATE REVISED: 9/98


























Page 44 of 234

M.O.V.E.S.
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TRUST STANDARD OPERATING PROCEDURES ENGINEERING
AUDIT CHECKLIST
Meet
Standards
Yes No
Implementation
Date
A. FINANCIAL
1. Does the Director of engineering receive R & M; H, L & P;
and Capital Improvement Budgets?
2. Does the Director of Engineering receive a copy of

the property Profit and Loss Statement each month?
3. Does the Director of Engineering manage the Capital

Expenditure Program?
4. Does the Director of Engineering manage projects so as not
to interfere with normal maintenance operations?
5. Does the Director of Engineering review outstanding

projects with the General Manager on a regular basis?
B. ADMINISTRATIVE

1. a. Does the Engineering Department have a fully

implemented, standardized maintenance request system
b. Is it in full compliance with Standard Operating
Procedures?
2. Is the backlog of maintenance requests less than ten days old

3. Does the work order system have a priority method?

4. Does the property maintain a work assignment log for call
in request?
COMMENTS






SOP AUDIT PROCESS & REVIEW
VISION: SOP audits are conducted to audit compliance, offering
compliance suggestions and gaining compliance
recommendations for implementing Trust SOPs in our hotels.
TEAM PLAYERS: Engineering
MOVE #: ENG-SOP-12
EFFECTIVE DATE: 9/98
DATE REVISED: 9/98


























Page 45 of 234

M.O.V.E.S.
Managing Operating
Visions Ensuring Success
STANDARD
Meet
Standards
Yes No
Implementation
Date
5. Does the property have an EMERGENCY SAFETY work order
assignment system?
6. Is there a follow-up system for the work order system?
7. Are the Engineering files maintained and all correspondence
handled effectively?
8. Are all drawings and blueprints filed and/or maintained in an
organized manner?
9. Are the Engineering Offices well organized and clean?
10. Does the Engineering Department have monthly staff meetings?
11. Is there a structured training program?
12. Do Engineering employees regularly attend outside Engineering
related courses to improve knowledge and skills?
13. a. Are any employees currently eligible and ready for promotion?
b. If so, whom?


COMMENTS




SOP AUDIT PROCESS & REVIEW
VISION: SOP audits are conducted to audit compliance, offering
compliance suggestions and gaining compliance
recommendations for implementing Trust SOPs in our hotels.
TEAM PLAYERS: Engineering
MOVE #: ENG-SOP-12
EFFECTIVE DATE: 9/98
DATE REVISED: 9/98


























Page 46 of 234

M.O.V.E.S.
Managing Operating
Visions Ensuring Success
STANDARD
Meet
Standards
Yes No
Implementation
Date
14. a. Are all employees wearing proper uniforms and name
badges?
b. Are all uniforms neat, clean and well-tailored?
15. Do all employees have complete job descriptions?
16. Are staffing levels correct and sufficient to maintain the property
to Trust standards?
17. Are the qualifications of the staff appropriate to the needs of the
mechanical plant?
18. Is shift coverage appropriate to the needs of the property and
guests?
19. Does the Engineering Department maintain a bulletin board with
at least the following:
a. Hotel Organization Chart?
b. Department Organization Chart?
c. Work Schedules?
d. Pertinent employee notices?
20. Is an up-to-date list of maintenance contracts maintained on file
21. Do the Director of Engineering and the Assistant make daily
inspections of the hotel?
22. Are the Engineering Purchase Logs in compliance with Trust
Corporate standards?
COMMENTS



SOP AUDIT PROCESS & REVIEW
VISION: SOP audits are conducted to audit compliance, offering
compliance suggestions and gaining compliance
recommendations for implementing Trust SOPs in our hotels.
TEAM PLAYERS: Engineering
MOVE #: ENG-SOP-12
EFFECTIVE DATE: 9/98
DATE REVISED: 9/98


























Page 47 of 234

M.O.V.E.S.
Managing Operating
Visions Ensuring Success
STANDARD
Meet
Standards
Yes No
Implementation
Date
23. Does the Engineering Department have a system to maintain
adequate inventory of repair parts and consumable supplies that
minimize down times and maximize cash flows?
C. ENERGY CONSERVATION
1. Does the Director of Engineering review the utility records and costs
on daily basis?
2. Are utility meters read and logged daily?
3. Does the Director of Engineering maintain utility consumption
Records and make visual and numerical comparisons?
4. Does the hotel have an Energy Management Plan?
5. a. Is the Director of Engineering currently pursuing the purchase
And/or installation of energy conserving systems or equipment?
b. If yes, please list:
6. A. Is the property currently using energy saving light bulbs?
B. If yes, please list what type and where:
7. Do the Chef and Kitchen employees participate in the Energy
Conservation Program?
8. Are energy costs calculated daily?
COMMENTS



SOP AUDIT PROCESS & REVIEW
VISION: SOP audits are conducted to audit compliance, offering
compliance suggestions and gaining compliance
recommendations for implementing Trust SOPs in our hotels.
TEAM PLAYERS: Engineering
MOVE #: ENG-SOP-12
EFFECTIVE DATE: 9/98
DATE REVISED: 9/98


























Page 48 of 234

M.O.V.E.S.
Managing Operating
Visions Ensuring Success
STANDARD
Meet
Standards
Yes No
Implementation
Date
9. Do we use warm white fluorescent bulbs in all front of the house
areas?
10. Have water flow restrictors been installed where applicable?
D. PURCHASING AND CONTRACTING
1. Are approved bidding/purchasing procedures being utilized?
2. Do we maintain outside contractors insurance certificates on
file?
3. Are all service contracts maintained on file?
4. a. Are all insurance company reports on file?
b. List all that are applicable?
E. KEY CONTROL
1. Are locks and the master keying system in working condition?
2. Is the Key Room secured at all times when not in use?
3. Is the Key Cabinet secured at all times?
4. Are all property cutting masters accounted for and stored in
the key cabinet?
5. Are all master keys controlled, with receipt and possession
documented by signatures.
COMMENTS


SOP AUDIT PROCESS & REVIEW
VISION: SOP audits are conducted to audit compliance, offering
compliance suggestions and gaining compliance
recommendations for implementing Trust SOPs in our hotels.
TEAM PLAYERS: Engineering
MOVE #: ENG-SOP-12
EFFECTIVE DATE: 9/98
DATE REVISED: 9/98


























Page 49 of 234

M.O.V.E.S.
Managing Operating
Visions Ensuring Success
STANDARD
Meet
Standards
Yes No
Implementation
Date
6. a. Do we maintain a back-up set of keys for each room?
b. Are they secured in the Key Room?
7. Does the Front Desk provide adequate Key Requisitions?
8. Does the property keep a record of the number of keys for each
room?
F. WATER TREATMENT PROGRAM
1. a. Does the property have a structured water treatment
program?
b. Company Name:
2. Does the chemical company engineer make monthly inspections
in conjunction with the Hotel Engineering Department?
3. Does the Engineering Department have a specific mechanic
who is assigned responsibility for water treatment?
4. Do we maintain log books for all readings and treatment?
5. Are all systems that require water treatment being treated?
6. Are sufficient automatic feeding devices installed?
7. Are all chemical readings consistently within the recommended
limits?
G. ENGINEERING AND MECHANICAL SYSTEMS
1. Are all mechanical rooms neat and clean, not used for
permanent storage?
COMMENTS


SOP AUDIT PROCESS & REVIEW
VISION: SOP audits are conducted to audit compliance, offering
compliance suggestions and gaining compliance
recommendations for implementing Trust SOPs in our hotels.
TEAM PLAYERS: Engineering
MOVE #: ENG-SOP-12
EFFECTIVE DATE: 9/98
DATE REVISED: 9/98


























Page 50 of 234

M.O.V.E.S.
Managing Operating
Visions Ensuring Success
STANDARD
Meet
Standards
Yes No
Implementation
Date
2. Are all electrical rooms, vaults and transformer rooms clean and
free of combustible materials?
3. Are all Engineering Shops clean and well organized?
Excellent _____ Good _____ Acceptable _____ Poor _____
4. Are major valves tagged with permanent identification and
logged as to what system and area they control?
5. Are all circuit breakers and electrical switches labeled, identifying
the area and equipment controlled?
6. Are all electrical distribution panels thermo graphically tested at
least every two years?
7. Have all corrections recommended in the thermograph test(s)
been completed?
8. Chillers:
a. Are condensers inspected regularly?
b. Is seasonal preventive maintenance being performed?
c. Is chiller oil being lab tested annually?
d. Is the chiller on an annual inspection program?
9. Cooling Towers:
a. Are the towers clean?
b. Are the towers in good condition?
COMMENTS




SOP AUDIT PROCESS & REVIEW
VISION: SOP audits are conducted to audit compliance, offering
compliance suggestions and gaining compliance
recommendations for implementing Trust SOPs in our hotels.
TEAM PLAYERS: Engineering
MOVE #: ENG-SOP-12
EFFECTIVE DATE: 9/98
DATE REVISED: 9/98


























Page 51 of 234

M.O.V.E.S.
Managing Operating
Visions Ensuring Success
STANDARD
Meet
Standards
Yes No
Implementation
Date
10. Boilers:
a. Are the boilers regularly opened for city and insurance
inspections?
b. Are all boilers blown down on a regularly scheduled basis?
c. Are all safety devices functioning properly?
d. Are all boilers in good overall mechanical condition?
11. Piping:
a. Is all pipe and vessel insulation intact?
b. Is all piping identified and labeled?
12. Air Handlers;
a. Are all air filters clean?
b. Does the property have a regular filter replacement program?
c. Are all safety devices (i.e., freeze stats) functioning?
d. Are all drive belts intact and in good condition?
e. Are all air handlers clean and in good overall mechanical
condition?
13. Hot Water Systems:
a. Are all hot water boilers, generators and/or storage tanks in
good overall mechanical conditions?
b. Does the hot water supply consistently meet guest demand?
c. Are water temperatures in the guest rooms within the range of
115 to 125 F?
d. Is there sufficient hot water supply to meet the needs of the
kitchen(s)and laundry?
COMMENTS

SOP AUDIT PROCESS & REVIEW
VISION: SOP audits are conducted to audit compliance, offering
compliance suggestions and gaining compliance
recommendations for implementing Trust SOPs in our hotels.
TEAM PLAYERS: Engineering
MOVE #: ENG-SOP-12
EFFECTIVE DATE: 9/98
DATE REVISED: 9/98


























Page 52 of 234

M.O.V.E.S.
Managing Operating
Visions Ensuring Success
STANDARD
Meet
Standards
Yes No
Implementation
Date
14. Are logs maintained of all critical temperatures and pressures
maintained in the Engineering Office or Shop?
a. Chilled Water?
b. Domestic hot water temperature?
c. Steam Pressure?
d. Heating water temperature?
15. Controls:
a. Are all heating and cooling controls properly calibrated and
functioning?
b. Is the pneumatic compressor in good overall mechanical
condition?
c. Is the compressor blown down on a daily basis?
16. Are all seals, pipes, valves and flanges lead-free?
17. The overall condition of the mechanical equipment is:
Excellent _____ Good _____ Acceptable _____ Unacceptable _____
18. Are all guest room H.V.A.C. systems functioning properly?
19. Are all public area H.V.A.C. systems functioning properly?
20. a. Does the Engineering Department have a structure Mechanical
Preventative Maintenance Program?
b. Are proper files maintained?
H. SAFETY AND FIRE PREVENTION
1. Does the hotel have a functioning Safety Committee and/or a
Safety Coordinator?
2. Does the property conduct monthly Fire Drills?
COMMENTS


SOP AUDIT PROCESS & REVIEW
VISION: SOP audits are conducted to audit compliance, offering
compliance suggestions and gaining compliance
recommendations for implementing Trust SOPs in our hotels.
TEAM PLAYERS: Engineering
MOVE #: ENG-SOP-12
EFFECTIVE DATE: 9/98
DATE REVISED: 9/98


























Page 53 of 234

M.O.V.E.S.
Managing Operating
Visions Ensuring Success
STANDARD Meet
Standards
Yes No
Implementation
Date
3. a. Is the Fire Suppression System tested on a scheduled basis,
according to local codes?
b. Is the testing documented?
4. Is the Fire Pump pressure tested on an annual basis?
5. Does the property maintain a Fire Incident Log Book?
6. Are all fire extinguishers inspected and tagged annually?
7. Does the property have an Emergency Disaster Plan?
8. Does the property have a trained fire Response Team on all shifts?
9. Are Engineering employees on all shifts trained in the operation of
the sprinkler and/or smoke detector system?
10. Are all fire exits, stairwells and hallways free of obstructions and
fully accessible?
11. a. Are all fire exits signed and marked?
b. Are they in full operating condition?
12. Has the integrity of any fire-rated exits and/or corridors been
impaired by illegal construction and/or alteration?
COMMENTS



SOP AUDIT PROCESS & REVIEW
VISION: SOP audits are conducted to audit compliance, offering
compliance suggestions and gaining compliance
recommendations for implementing Trust SOPs in our hotels.
TEAM PLAYERS: Engineering
MOVE #: ENG-SOP-12
EFFECTIVE DATE: 9/98
DATE REVISED: 9/98


























Page 54 of 234

M.O.V.E.S.
Managing Operating
Visions Ensuring Success
STANDARD
Meet
Standards
Yes No
Implementation
Date
13. Do we comply with all local codes?
14. Does the Engineering Department comply with all safe operating
practices?
15. Does the property comply with all O.S.H.A. regulations?
16. Does the Director of Engineering have all applicable state and/or
municipal fire codes/status ordinance on file?
17. Are all guest rooms equipped with smoke detectors?
18. Do all guest room doors and elevator landings have emergency
exit instructions posted?
19. Are all areas of the hotel sprinkled?
20. Are all paints and solvents stored in a fire-rated paint locker?
21. Is the paint shop adequately vented?
22. Is the carpenters shop adequately vented and provided with
an exhaust system?
I. GUEST ROOMS
1. Does the Director of Engineering check the rooms that have
had Preventative Maintenance completed?
COMMENTS



SOP AUDIT PROCESS & REVIEW
VISION: SOP audits are conducted to audit compliance, offering
compliance suggestions and gaining compliance
recommendations for implementing Trust SOPs in our hotels.
TEAM PLAYERS: Engineering
MOVE #: ENG-SOP-12
EFFECTIVE DATE: 9/98
DATE REVISED: 9/98


























Page 55 of 234

M.O.V.E.S.
Managing Operating
Visions Ensuring Success
STANDARD
Meet
Standards
Yes No
Implementation
Date
2. Does the property have a structured Rooms Preventative
Maintenance Program?
3. Does the individual assigned to Rooms Preventative Maintenance
have the necessary skills to do a proper job?
4. Does the property have the proper Preventative Maintenance
cart and all tools to do a proper job?
5. Is the Preventative Maintenance cart maintained in an organized
manner?
6. Is the individual assigned to Preventative Maintenance neat,
clean and in uniform?
7. Is the guest room left in a clean and orderly manner upon
completion of the Preventative Maintenance?
8. Are Preventative Maintenance Sheets kept on file?
9. Does the Engineering Department have a Master Preventative
Maintenance Sheet?
10. Does the Engineering Department respond to Hot Line calls
within the specified time?
COMMENTS




SOP AUDIT PROCESS & REVIEW
VISION: SOP audits are conducted to audit compliance, offering
compliance suggestions and gaining compliance
recommendations for implementing Trust SOPs in our hotels.
TEAM PLAYERS: Engineering
MOVE #: ENG-SOP-12
EFFECTIVE DATE: 9/98
DATE REVISED: 9/98


























Page 56 of 234

M.O.V.E.S.
Managing Operating
Visions Ensuring Success
STANDARD
Meet
Standards
Yes No
Implementation
Date
J. PUBLIC AREAS, BACK OF HOUSE AND MEETINGS ROOMS
1. Is the overall physical condition and standard of maintenance
in the public areas:
Excellent _____ Good _____ Acceptable _____ Unacceptable _____
2. Is the overall physical condition and standard of maintenance
in the restaurant and lounges:
Excellent _____ Good _____ Acceptable _____ Unacceptable _____
3. Is the overall physical condition and standard of maintenance
in the back of the house:
Excellent _____ Good _____ Acceptable _____ Unacceptable _____
4. Does the property have a fully implemented Public Area
Preventative Maintenance Program?
K. KITCHEN
1. Are all ducts, hoods and jams cleaned and fireproofed on a
scheduled basis?
2. Is the exhaust hood fire extinguishing system inspected by a
licensed contractor on a semi-annual basis?
3. Does the exhaust hood fire extinguishing system meet
current codes?
COMMENTS




SOP AUDIT PROCESS & REVIEW
VISION: SOP audits are conducted to audit compliance, offering
compliance suggestions and gaining compliance
recommendations for implementing Trust SOPs in our hotels.
TEAM PLAYERS: Engineering
MOVE #: ENG-SOP-12
EFFECTIVE DATE: 9/98
DATE REVISED: 9/98


























Page 57 of 234

M.O.V.E.S.
Managing Operating
Visions Ensuring Success
STANDARD
Meet
Standards
Yes No
Implementation
Date
4. a. Is all kitchen equipment in good overall mechanical
condition?
b. List any equipment that is not in good working condition:
5. a. Does the property have a designated kitchen mechanic?
b. If yes, is the mechanic fully trained in the maintenance of
all kitchen equipment?
6. Is the dishwashing equipment in good mechanical condition?
7. Are all grease traps cleaned on a monthly basis?
8. a. Are floors, walls and ceilings well maintained?
b. List the most recent dates each was painted:
Floors
Walls
Ceiling
9. Is all kitchen equipment on a Preventative Maintenance
Program?
L. REFRIGERATION
1. Is all refrigeration equipment including ice cubers, walk-in coolers,
freezers and portable reach-ins in good mechanical condition?
2. Is all refrigeration equipment on a Preventative Maintenance
Program?
COMMENTS



SOP AUDIT PROCESS & REVIEW
VISION: SOP audits are conducted to audit compliance, offering
compliance suggestions and gaining compliance
recommendations for implementing Trust SOPs in our hotels.
TEAM PLAYERS: Engineering
MOVE #: ENG-SOP-12
EFFECTIVE DATE: 9/98
DATE REVISED: 9/98


























Page 58 of 234

M.O.V.E.S.
Managing Operating
Visions Ensuring Success
STANDARD
Meet
Standards
Yes No
Implementation
Date
3. a. Does the property have a designated refrigeration mechanic?
b. If so, is the mechanic fully trained in the maintenance of all
refrigeration equipment?
M. SWIMMING POOL AND/OR WATER FEATURE
1. Is the swimming pool and related equipment in good mechanical
condition?
2. Is the swimming pool water chemically within the recommended
range?
a. Ph
b. Alk
c. Chl
3. Does the property maintain logs and document all test results?
4. Are all safety rules posted in the pool and exercise area?
5. Is all safety equipment readily accessible and in good condition
per applicable codes?
6. Is the Jacuzzi operation within the recommended range?
a. Temp
b. Ph
c. Chl
d. Alk
7. Is a safety cover installed over the Jacuzzi suction drain?
COMMENTS



SOP AUDIT PROCESS & REVIEW
VISION: SOP audits are conducted to audit compliance, offering
compliance suggestions and gaining compliance
recommendations for implementing Trust SOPs in our hotels.
TEAM PLAYERS: Engineering
MOVE #: ENG-SOP-12
EFFECTIVE DATE: 9/98
DATE REVISED: 9/98


























Page 59 of 234

M.O.V.E.S.
Managing Operating
Visions Ensuring Success
STANDARD
Meet
Standards
Yes No
Implementation
Date
4. Is the laundry ventilation system maintained in good mechanical
condition?
5. Are laundry pars maintained so as to allow down time for
scheduled maintenance?
P. MISCELLANEOUS
1. Grounds, Landscaping and Parking Facilities:
a. Are all grounds, landscaping and parking facilities maintained
in good condition?
b. Rating
Excellent _____ Good _____ Acceptable _____ Unacceptable _____
2. Roofs:
a. Are all roof and related areas maintained in good condition?
b. Are all roof areas inspected regularly?
c. Does the property maintain roof condition reports on file?
3. Trash Removal:
a. Is all trash removal equipment clean and in good mechanical
condition?
4. Communications:
a. Is all communication equipment maintained in good
mechanical condition?
COMMENTS


SOP AUDIT PROCESS & REVIEW
VISION: SOP audits are conducted to audit compliance, offering
compliance suggestions and gaining compliance
recommendations for implementing Trust SOPs in our hotels.
TEAM PLAYERS: Engineering
MOVE #: ENG-SOP-12
EFFECTIVE DATE: 9/98
DATE REVISED: 9/98


























Page 60 of 234

M.O.V.E.S.
Managing Operating
Visions Ensuring Success
STANDARD



























EQUIPMENT CHECK LOGS
VISION: To ensure the proper checks on mechanical equipment are
being made, a series of equipment check logs covering each major
piece of machinery will be used. The log will be in close proximity to the
equipment for which it was designed for. This gives an on-going instant
check for problems while making rounds
TEAM PLAYERS: Engineering
MOVE #: ENG-SOP-13
EFFECTIVE DATE: 9/98
DATE REVISED: 9/98


























Page 61 of 234

M.O.V.E.S.
Managing Operating
Visions Ensuring Success
PROCEDURE:
The Engineering Manager shall ensure a check log for each piece of equipment
which requires daily readings is kept on or close to the equipment for which it is
designed (see example). Each log will be kept on a clipboard until it is full or
completed. The completed logs will be kept on file for historical record for at
least two years. These logs do not include utility daily readings. The machinery
logs should include but not be limited to:
1. Chiller(s), including associated pumps
2. Boilers (domestic and heating)
3. Compressors (air)
4. Compressors (refrigeration)*
5. Pools and spas (chemicals and mechanical equipment)
6. Standby generator
7. Fire control center
* Refrigeration referred to is walk-in freezers and coolers. The log should not
include the smaller type refrigeration equipment. These would be handled in
normal house rounds.

EQUIPMENT CHECK LOGS
VISION: To ensure the proper checks on mechanical equipment are
being made, a series of equipment check logs covering each major
piece of machinery will be used. The log will be in close proximity to the
equipment for which it was designed for. This gives an on-going instant
check for problems while making rounds
TEAM PLAYERS: Engineering
MOVE #: ENG-SOP-13
EFFECTIVE DATE: 9/98
DATE REVISED: 9/98


























Page 62 of 234

M.O.V.E.S.
Managing Operating
Visions Ensuring Success
DAILY ROUTINE
DATE: __________________________ ENG: ________________________
FIRST SHIFT SUN MON TUES WED THUR FRI SAT
CHILLER ROOM:
CHILLER READING
HOT/COLD WATER READING
AIR COMPRESSORS
FIRE PUMP
SUMP PUMP
LAUNDRY:
BOILER
IRONER
TRASH COMPACTOR
POOL AREA
POOL FILTER PUMPS
SPA
REFLECTION POND
LAKE PUMP
SUMP PUMP
LOBBY:
FAN ROOM #1
FAN ROOM #2
COMPUTER ROOM
MECHANICAL ROOM
FIRE CONTROL ROOM
MAIN ROOF:
COOLING TOWER
EXHAUST FANS

EQUIPMENT CHECK LOGS
VISION: To ensure the proper checks on mechanical equipment are
being made, a series of equipment check logs covering each major
piece of machinery will be used. The log will be in close proximity to the
equipment for which it was designed for. This gives an on-going instant
check for problems while making rounds
TEAM PLAYERS: Engineering
MOVE #: ENG-SOP-13
EFFECTIVE DATE: 9/98
DATE REVISED: 9/98


























Page 63 of 234

M.O.V.E.S.
Managing Operating
Visions Ensuring Success
DAILY ROUTINE
DATE: __________________________ ENG: ________________________
SECOND SHIFT SUN MO
N
TUES WED THUR FRI SAT
CHILLER ROOM READING
COLD WATER READING
AIR COMPRESSORS
LOBBY:
FAN ROOM #1
FAN ROOM #2
COMPUTER ROOM
MAIN ROOF:
COOLING TOWER
EXHAUST FANS
WALK FLOORS FOR LIGHTS OUT











EQUIPMENT CHECK LOGS
VISION: To ensure the proper checks on mechanical equipment are
being made, a series of equipment check logs covering each major
piece of machinery will be used. The log will be in close proximity to the
equipment for which it was designed for. This gives an on-going instant
check for problems while making rounds
TEAM PLAYERS: Engineering
MOVE #: ENG-SOP-13
EFFECTIVE DATE: 9/98
DATE REVISED: 9/98


























Page 64 of 234

M.O.V.E.S.
Managing Operating
Visions Ensuring Success



EQUIPMENT CHECK LOGS
VISION: To ensure the proper checks on mechanical equipment are
being made, a series of equipment check logs covering each major
piece of machinery will be used. The log will be in close proximity to the
equipment for which it was designed for. This gives an on-going instant
check for problems while making rounds
TEAM PLAYERS: Engineering
MOVE #: ENG-SOP-13
EFFECTIVE DATE: 9/98
DATE REVISED: 9/98


























Page 65 of 234

M.O.V.E.S.
Managing Operating
Visions Ensuring Success
DAILY ROUTINE
DATE: __________________________ ENG: ________________________
THIRD SHIFT SUN MON TUES WED THUR FRI SAT
CHILLER ROOMS:
CHILLER READINGS
HOT/COLD WATER
AIR COMPRESSOR
LAUNDRY:
BOILER
IRONER
LOBBY:
FAN ROOM #1
FAN ROOM #2
COMPUTER ROOM
MECHANICAL ROOM
LIGHTING
GARAGE
TRASH PICK-UP
STAIRWELL
SUMP PUMP
LIGHTING
WATER TESTING:
COOLING TOWER WATER
BOILER WATER
POUR ENZYME INTO FLOOR DRAIN
POOL AREA:
POOL FILTER PUMPS
SPA

EQUIPMENT CHECK LOGS
VISION: To ensure the proper checks on mechanical equipment are being made,
a series of equipment check logs covering each major piece of machinery will be
used. The log will be in close proximity to the equipment for which it was designed
for. This gives an on-going instant check for problems while making rounds.
TEAM PLAYERS: Engineering
MOVE #: ENG-SOP-13
EFFECTIVE DATE: 9/98
DATE REVISED: 9/98

Page 66 of 234

M.O.V.E.S.
Managing Operating
Visions Ensuring Success
WATER HEATER LOG
DATE: __________________
Time 0100 0300 0500 0700 0900 1100 1300 1500 1700 1900 2100 2300
#1 Temperature

Ray Pack Pressure

#2 Temperature

Ray Pack Pressure

#3 Temperature

Ray Pack Pressure

Tank #1

Tank #2

Tank #3

Kitchen Temperature

Tower Return Pressure

Hot Water In

Pressure Out

Cold Water In

Pressure Out

Engineer

Initial

REMARKS: ___________________________________________________________________________________________

EQUIPMENT CHECK LOGS
VISION: To ensure the proper checks on mechanical equipment are being made,
a series of equipment check logs covering each major piece of machinery will be
used. The log will be in close proximity to the equipment for which it was designed
for. This gives an on-going instant check for problems while making rounds.
TEAM PLAYERS: Engineering
MOVE #: ENG-SOP-13
EFFECTIVE DATE: 9/98
DATE REVISED: 9/98

Page 67 of 234

M.O.V.E.S.
Managing Operating
Visions Ensuring Success
_____________________________________________________________________________________________________

ENGINEER ASSIGNMENT REPORT
VISION: To control productivity and ensure proper assignment
organization, the Engineering Manager should have a means for
planning the daily engineering staff activity. The assignment sheet
serves as a tool for principle accountability of the daily assigned
work. Additionally, the assignment sheet serves as a rooms call log
and as an employee progress and growth log.
TEAM PLAYERS: Engineering
MOVE #: ENG-SOP-14
EFFECTIVE DATE: 9/98
DATE REVISED: 9/98


























Page 68 of 234

M.O.V.E.S.
Managing Operating
Visions Ensuring Success
PROCEDURE:
The Engineering Manager will produce and utilize an engineering daily
assignment sheet (samples). This form will be used for work assignments given by
the Engineering Manager which are to be accomplished during a particular
shift. The shift personnel will pick up their form at the beginning of their shift and
complete all work assigned. The reason for non-completion/room calls section is
to explain time used other than that assigned and to keep an on-going log of
rooms calls for each day.
The completion time section is to be used for a log of hours spent on each
particular assignment to assure productivity levels are being met. The last
section is self-explanatory. An explanation is to be given by the individual who
could not complete the work assigned to him by the Engineering Manager in
the assigned work section.
The completed engineering assignment sheet will be turned in at the end of
each working day to the Engineering Manager and will be retained as a log for
the day of personal accomplishments and as a log of completed work on
property plus all room calls for that time period. These reports will be maintained
in a file for the engineer completing the work and retained for one-year periods
and stored in archive for two years.

ENGINEER ASSIGNMENT REPORT
VISION: To control productivity and ensure proper assignment
organization, the Engineering Manager should have a means for
planning the daily engineering staff activity. The assignment sheet
serves as a tool for principle accountability of the daily assigned
work. Additionally, the assignment sheet serves as a rooms call log
and as an employee progress and growth log.
TEAM PLAYERS: Engineering
MOVE #: ENG-SOP-14
EFFECTIVE DATE: 9/98
DATE REVISED: 9/98


























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TRUST DAILY ASSIGNMENT SHEET
DATE: NAME: SHIFT:
ASSIGNMENTS
COMPLETION TIME










REASON FOR NON-COMPLETION/ROOM CALLS













ENGINEER ASSIGNMENT REPORT
VISION: To control productivity and ensure proper assignment
organization, the Engineering Manager should have a means for
planning the daily engineering staff activity. The assignment sheet
serves as a tool for principle accountability of the daily assigned
work. Additionally, the assignment sheet serves as a rooms call log
and as an employee progress and growth log.
TEAM PLAYERS: Engineering
MOVE #: ENG-SOP-14
EFFECTIVE DATE: 9/98
DATE REVISED: 9/98


























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ENGINEERING DAILY REPORT
SHIFT PERSONNEL: ____________________ DATE:______________ SHIFT:________

Assigned Work:






Completed Work:





Comments:









Notice: Uncompleted assigned work requires detailed explanation.

ENGINEER ASSIGNMENT REPORT
VISION: To control productivity and ensure proper assignment
organization, the Engineering Manager should have a means for
planning the daily engineering staff activity. The assignment sheet
serves as a tool for principle accountability of the daily assigned
work. Additionally, the assignment sheet serves as a rooms call log
and as an employee progress and growth log.
TEAM PLAYERS: Engineering
MOVE #: ENG-SOP-14
EFFECTIVE DATE: 9/98
DATE REVISED: 9/98


























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MACHINERY READINGS

Boiler #1 ________ PSI ________ Temp ________ Status________
Boiler #2 ________ PSI ________ Temp ________ Status________
Boiler Return ________ Temp ________ PSI ________
Hot Water Supply Temp ________
Domestic Hot Water Boiler #1 ________ Status ________
Domestic Hot Water Boiler #2 ________ Status _________
Domestic Hot Water Supply Temp ________ Return Temp _______
Boiler Hot Water Pump #1 ________ Status _________
Boiler Hot Water Pump #2 ________ Status _________
Domestic Hot Water Recirc. Pump #1 ________ Status ________
Domestic Hot Water Recirc. Pump #2 ________ Status ________
Chiller #1 ________ Status ______
Chiller #2 ________ Status ______
Chill Water Pump #1 ________ Status #2 ________ Status ________
Condenser Water Pump #1 ________ Status #2 ________ Status ________
Machinery Air Compressor ________ PSI ________ Status ________
Laundry Air Compressor ________ PSI ________ Status ________
Water Softeners #1 ________ Status #2 ________ Status ________
Firemain ________ PSI ________
Outside Temp ________
Penthouse Temp ________
Remarks: ________________________________________________________________
__________________________________________________________________________________
Machinery Startup or Shutdown Times & Reason: __________________________
__________________________________________________________________________________

READINGS
VISION: To keep control of the building and its related support
systems, readings on equipment must be taken regularly to ensure
safe and consistent operation
TEAM PLAYERS: Engineering
MOVE #: ENG-SOP-15
EFFECTIVE DATE: 9/98
DATE REVISED: 9/98


























Page 72 of 234

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PROCEDURE:
Each engineering shift will take equipment readings at the beginning of their
tour of duty, a minimum of two times per day. These readings will be noted not
only on the equipment check logs (see ENG-SOP-13), but also on the machinery
readings form. The form will include, but not be limited to:
1. Chillers and related pumps
2. Heating boilers and related systems
3. Domestic boilers and related systems
4. Water softeners (hardness)
5. Air compressors (PSI oil level)
6. Fire suppression
a. Fire main (PSI)
b. Jockey pump (PSI)
7. Major refrigeration equipment
This form is for easy reference only and will not take the place of the equipment
check logs located at the machinery. The remarks section is for problems noted
to be watched or information to be passed to the oncoming shift. The last (start
and stop) section is self-explanatory and is for use as noted.

EQUIPMENT REPAIR MANUAL LIBRARY
VISION: Information concerning equipment maintenance repairs,
troubleshooting, adjustments and manufacturers specifications is
an invaluable tool. A specified place for repair manuals to be kept
neat and in order is good business sense. The engineers must have
access to these manuals and be knowledgeable for their use.
TEAM PLAYERS: Engineering
MOVE #: ENG-SOP-16
EFFECTIVE DATE: 9/98
DATE REVISED: 9/98


























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PROCEDURE:
The Engineering Manager will provide an area within the shop and designate it
as the library for equipment repair manuals. The article to use for the safe
storage and use of these manuals will be as designated in this procedure. All
manuals for maintenance of each piece of equipment will be maintained in this
library. The Engineering Manager shall ensure a manual exists for each major
piece of equipment in an organized manner.

PURCHASING CONTROL
VISION: Many factors influence the decision on what to purchase
and who to purchase from. It is necessary for the Engineering
Managers to develop a working rapport with purveyors and
service-related companies. To control the quality, quantity and
speed at which items are purchased, the Engineering Manager
must be held responsible for the engineering budget.
TEAM PLAYERS: Engineering
MOVE #: ENG-MOVES-17
EFFECTIVE DATE: 9/98
DATE REVISED: 9/98


























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PROCEDURE:
The Engineering Manager, in close coordination with the General Manager, shall
be responsible for purchasing repair parts, items and services to maintain the
property in a superior state. The Engineering Manager will be aware of the most
competitive pricing but will not sacrifice quality. The Engineering Manager shall
utilize the expense dictionary to formulate the budget and ensure proper
placement of items and services (see ENG-SOP-18) purchased. The Engineering
Manager shall use the Checkbook Accounting tracking form to maintain a
current list of monies expended in each operation category (see FN02
attached). The tracking form will run consecutively month to month. Purchasing
of parts or services will be as follows:
1. Price of part of service is determined
2. Purchase order is filled out (see APOB attached)
a. Company name
b. Department
c. Date of order
d. Vendor number
e. Account number (use
expense dictionary)
f. Description
g. Item number (if applicable)
h. Quantity (if more than one)
i. Unit (gal, ea, box, pound,
etc.)
j. Unit price (per unit)
k. Amount
l. Freight (lower unit
column)
m. Tax (lower unit column)
n. Total
o. Approval (Engineering
Managers signature)
p. Bid process should be
utilized.

PURCHASING CONTROL
VISION: Many factors influence the decision on what to purchase
and who to purchase from. It is necessary for the Engineering
Managers to develop a working rapport with purveyors and
service-related companies. To control the quality, quantity and
speed at which items are purchased, the Engineering Manager
must be held responsible for the engineering budget.
TEAM PLAYERS: Engineering
MOVE #: ENG-SOP-17
EFFECTIVE DATE: 9/98
DATE REVISED: 9/98


























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3. Purchase is sent to the General Manager for signature.
4. Signed purchase order is returned to Engineering Manager and order is
place.
5. Copy of purchase order is retained in Engineering Managers files for one
calendar year and in dead files for two years after.
6. Upon receipt of item(s) a notation (date received is made on the budget
tracking form).
The accounting department will furnish this list (see sample).
The Checkbook Accounting will show the monies available and give a
current running total. Items purchased on one purchase order which
utilize different expense categories will be reflected on the purchase
order (see AP08 attached) and noted in the appropriate budget
tracking forms. These forms will be kept on an annual basis and
disregarded after its yearly duration.
Computerized control system is acceptable. Back-up hard copies
are required.
Engineering staff should be trained in the above procedures to issue
prompt vendor payment and to avoid boiler room scam telephone
sales situations.
7. Receiving Department or Manager on Duty must verify all deliveries and
approve.
070-52115-00 CHIEF ENGINEER
070-52120-00 ASSISTANT CHIEF
ENGINEER
070-52125-00 ENGINEERING MANAGER
070-52210-00 ENGINEERING
SUPERVISOR
070-52215-00 CLASS 1
070-52220-00 CLASS 11
070-52225-00 CLASS III
070-52230-00 CLASS IV
070-52240-00 GROUNDSKEEPER
070-52245-00 CLERICAL
070-52500-00 CONTRACT LABOR

CHART OF ACCOUNTS
VISION:
TEAM PLAYERS: Engineering
MOVE #: ENG-SOP-18
EFFECTIVE DATE: 9/98
DATE REVISED: 9/98


























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070-59500-00 PAYROLL TAXES AND BENEFITS
070-59800-00 BONUS AND INCENTIVE PAY
070-59950-00 MISCELLANEOUS BENEFITS
070-60200-00 AIR CONDITIONING & HEATING
070-60900-00 BUILDING
070-61900-00 CLEANING SUPPLIES
070-61950-00 CONSULTANTS
070-61955-00 CURTAINS AND DRAPES
070-62800-00 DATA PROCESSING
070-63005-00 ELECTRIC BULBS
070-63006-00 ELECTRICAL AND MECHANICAL
070-63007-00 ELEVATORS
070-63008-00 ENGINEERING SUPPLIES
070-63110-00 EQUIPMENT - KITCHEN
070-63120-00 EQUIPMENT - LAUNDRY
070-63130-00 EQUIPMENT - OTHER
070-63200-00 FIRE PROTECTION
070-63230-00 FLOOR COVERING
070-63235-00 FURNITURE
070-63260-00 GROUNDS AND LANDSCAPING
070-64150-00 LICENSES
070-64155-00 LOCKS AND KEYS
070-64200-00 MAINTENANCE CONTRACTS
070-64700-00 MISCELLANEOUS EXPENSE
070-67100-00 PAINTING AND DECORATING
070-67150-00 PEST CONTROL
070-67300-00 PHOTOCOPY
070-67301-00 PLUMBING
070-67302-00 POOL
070-67340-00 POSTAGE & DELIVERY
070-67340-01 POSTAGE
070-67340-02 OVER NIGHT & COURIER
070-67350-00 PRINTING AND OFFICE
SUPPLIES
070-67350-01 PRINTING & STATIONERY
070-67350-02 OFFICE SUPPLIES
070-67350-03 COMPUTER SUPPLIES
070-67360-00 RADIOS & BEEPERS
070-67800-00 SMALL TOOLS
070-67850-00 SNOW REMOVAL
070-67900-00 TELEPHONE
070-67950-00 TELEVISION REPAIRS
070-68200-00 T&E TRAVEL
070-68210-00 T&E ENTERTAINMENT
070-68300-00 UNIFORMS
070-68500-00 VEHICLE MAINTENANCE
070-68800-00 WASTE REMOVAL
070-68825-00 WINDOW CLEANING
075-68100-00 ELECTRIC POWER
075-68200-00 FUEL/OIL
075-68300-00 GAS
075-68600-00 SEWAGE
075-68700-00 STEAM
075-68800-00 WATER

PREFERRED VENDORS
VISION: A business relationship which develops between a
purveyor and the Engineering Department will show the willingness
of the vendor to assist.
TEAM PLAYERS: Engineering
MOVE #: ENG-SOP-19
EFFECTIVE DATE: 9/98
DATE REVISED: 9/98


























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Certain accounts which have proven themselves to be worthy of preferential
consideration should be noted and used. This is not to be confused with gifts or
other items which may evoke a conflict of interest. Items which this policy is
referring to may include:
1. Weekend hours of operation
2. Extended hours of operation
3. Delivery
4. 24-hour emergency telephone
5. Personal service (salesman)
6. Loaner equipment
7. Price consideration
PROCEDURE:
A list of preferred vendors will be kept by the Engineering Manager which shows
(see example):
1. Type of product
2. Contacts name
3. Hours other than normal (if any)
4. Telephone numbers business/residence
This list will be used not only in normal business transactions but will serve as a
ready reference for unforeseen emergencies and needs. In the absence of the
Engineering Manager, the list will serve as a guide for the person left in charge.
The list will be in the form of a business card index marked preferred vendors or
a Rolodex file which has a section marked preferred vendors. This list should be
updated annually and also kept in Accounting and Purchasing.
NOTE: Use of this list will not initiate a conflict of interest. The Engineering
Manager will ensure the corporate guidelines on conflict of interest are adhered
to.

PREFERRED SERVICE VENDOR LIST
VISION: In conjunction with the preferred vendor list (attached), a
list of service suppliers is needed as well. These vendors who supply
mainly a service product should also be given preferential
consideration once they have proven themselves. Caution must
be taken with service supplies concerning conflict of interest. The
Engineering Manager must be knowledgeable of the corporate
guidelines on the subject of conflicts of interest and ensure he is in
compliance.
TEAM PLAYERS: Engineering
MOVE #: ENG-SOP-20
EFFECTIVE DATE: 9/98
DATE REVISED: 9/98

























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Items of a service nature which may include but not be limited to are:
1. Locksmiths
2. Sewer service
3. Electrician
4. Trash removal
5. Maintenance contract help*
6. Welding
7. Plumbing
8. Elevators
Large items of equipment which may have a full maintenance contract
whereby the contractor does most of the maintenance. In times when the
item may break down he would be the person to call for repair.
PROCEDURE:
A list of preferred service vendors will be kept by the Engineering Manager
which show (see example):
1. Type of service
2. Contracts name
3. Hours other than normal (if any)
4. Telephone numbers business/residence

This list will be used not only in normal business transactions but will serve as a
ready reference for unforeseen emergencies and needs. In the absence of the

PREFERRED SERVICE VENDOR LIST
VISION: In conjunction with the preferred vendor list (attached), a
list of service suppliers is needed as well. These vendors who supply
mainly a service product should also be given preferential
consideration once they have proven themselves. Caution must
be taken with service supplies concerning conflict of interest. The
Engineering Manager must be knowledgeable of the corporate
guidelines on the subject of conflicts of interest and ensure he is in
compliance.
TEAM PLAYERS: Engineering
MOVE #: ENG-SOP-20
EFFECTIVE DATE: 9/98
DATE REVISED: 9/98

























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M.O.V.E.S.
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Engineering Manager, the list will serve as a guide for the person left in charge.
The list will be in the form of a business card index marked preferred service
vendors or a Rolodex file which has a section marked preferred service
vendors.


BUDGET REVIEW AND CONTROL
VISION: To ensure the correct budget lines are being charged
accordingly, a monthly (minimum) recap of expenditures should
be made. The Engineering Manager is responsible on a monthly
basis to supply variances for the FRU process. This would be an
ideal time to review the entire month for additions or miscoding
errors.
TEAM PLAYERS: Engineering
MOVE #: ENG-SOP-21
EFFECTIVE DATE: 9/98
DATE REVISED: 9/98


























Page 80 of 234

M.O.V.E.S.
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PROCEDURE:
The Engineering Manager shall conduct a minimum monthly review of
expenditures for that particular month. A copy of the general ledger will be
obtained from accounting concerning the engineering budget. The general
ledger will be compared against the Checkbook Accounting form (see ENG-
SOP-17) for any variances. Research will be made into these variances and
corrections made to the budget tracking form or the general ledger.


ASSET SELECTION
VISION: To maintain the facility in an as-new condition as is
necessary to replace or add to the current machinery and
equipment. The asset selection process should be well planned
and presented in a fashion where all information needed is given.
TEAM PLAYERS: Engineering
MOVE #: ENG-SOP-22
EFFECTIVE DATE: 9/98
DATE REVISED: 9/98


























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M.O.V.E.S.
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PROCEDURE:
The Engineering Manager, due to the many codes, restrictions and utility
requirements shall review all asset selections to ensure compliance. The
Engineering Manager (if responsible for the asset program) shall issue a form
(enclosed) to all department heads well in advance of the budget planning
process. This form will be used by the departments for gathering information on
each asset item. These bids must be taken on all items. A separate form for each
bid must be submitted. The completed form will be returned to the Engineering
Manager for review prior to submittal to the executive or budget review
committee. Approved assets shall be purchased according to unit budgetary
practices and under supervision of the Engineering Manager.

ROUTINE MAINTENANCE REQUESTS
VISION:
TEAM PLAYERS: Engineering
MOVE #: ENG-SOP-23
EFFECTIVE DATE: 9/98
DATE REVISED: 5/08


























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POLICY:
The maintenance request system is designed to accomplish the following
functions:

1. Standardization to provide a standard system for expediting the
maintenance function.
2. Simplicity to reduce oral communication and paperwork by providing
the mechanism for requests to be initiated, assigned, completed and
reported without rewrite, via the use of ticket.
3. Analysis to provide a written record of the date, type of problem,
location, to whom assigned, and completion time.
4. Approval to provide a convenient means of screening the maintenance
requests of management.
5. Planning to provide a readily visible evaluation of back-log projects.
6. Control to provide management with simple means of evaluation of the
flow of maintenance problems, time required to perform, and whether or
not the requests are being efficiently solved.
7. Zero Defects to improve quality in eliminating problems before the
guests can discover them.
The features of the maintenance request system are the specific work orders
and the assignment and report board on which the tickets are displayed. The
three page tickets are printed on 3 x 7 in stock. The top page is white, the
second is blue and the third is printed on heavier stock, buff. The front sides of
pages one, two and three are alike and have spaces for recording the
following information:

1. Date of request 5. To whom assigned
2. Person or department requesting 6. When completed
3. Location of problem 7. Time spent completing
4. Description of problem 8. Remarks by person completing

ROUTINE MAINTENANCE REQUESTS
VISION:
TEAM PLAYERS: Engineering
MOVE #: ENG-SOP-23
EFFECTIVE DATE: 9/98
DATE REVISED: 5/08


























Page 83 of 234

M.O.V.E.S.
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PROCEDURE

This is how the system works:

1. Tickets are issued to persons designated by management to initiate
requests.

2. All maintenance requests are written on the white paper which
automatically, via NCR stock, prepares copies on the blue and buff
pages.
3. Originator keeps the white page for his record and sends the buff copies
to the maintenance department.
4. If the request is urgent, the supervisor assigns the request to a member of
the staff by handing the blue and buff copies of the ticket on the
assignment hook.
5. If the request can wait, the request is placed on the back log hook.
Tickets placed on the back log hook are to be performed whenever
time is available after the assigned are cared for.
6. The ticket is priced up by the staff member who detaches the blue copy
and places it on the in process hook.
7. The staff member takes the buff ticket, goes to designated room or area
(he may, or course, take more than one ticket) and completes work if
possible.
8. Before leaving problem site, the maintenance man inspects the area for
other maintenance deficiencies, repairing them if possible. If this cannot
be done, he checks back of buff ticket and explains problem.
9. Next, the worker returns to the maintenance department, removes blue
ticket from in process hook and staples it to the buff ticket which he has
filled out. If assigned work has been finished, he places both tickets on
the complete hook.

ROUTINE MAINTENANCE REQUESTS
VISION:
TEAM PLAYERS: Engineering
MOVE #: ENG-SOP-23
EFFECTIVE DATE: 9/98
DATE REVISED: 5/08


























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10. If work cannot be completed, he writes an explanation on tickets and
hangs both tickets on not complete. If his inspection revealed a
maintenance deficiency he could not correct, then both tickets go on
the not complete hook.
11. Chief Engineer or other staff member assigned removes tickets from report
section, and if job is completed, sends blue copy back to originator. The
buff copy is filed in the Engineering Department.
12. If the problem is not solved, he gets the proper material or person to
complete the work and reissues the ticket. In the case of parts on order,
the ticket is held on the back log hook.

MAINTENANCE REQUESTS GENERATED BY HOUSEKEEPING
1. The Housekeeping Department will call the PBX operator with all room-
related maintenance requests.
2. The PBX operator will address the call the same as a guest request using
the CUSTOMER standards.
3. The engineer will respond to the room call within 15 minutes and facilitate
repairs.
4. The housekeeper will generate a written maintenance request to be
handed in to engineering by the end of the working day.
5. The engineer who facilitated the work will complete the maintenance
request using the routine system.
6. The Manual Routine Maintenance Request system may be replaced with
a fully automated system using digital mobile devices to submit work
orders and record the status of all maintenance requests through
computer software. These systems will provide permanent detail on all
maintenance performed, including sophisticated reporting tools. A fully
automated system must be evaluated for practicality for the specific
hotel.

ROUTINE MAINTENANCE REQUESTS
VISION:
TEAM PLAYERS: Engineering
MOVE #: ENG-SOP-23
EFFECTIVE DATE: 9/98
DATE REVISED: 5/08


























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This procedure will ensure that room-related maintenance is addressed before a
guests arrival.
EVALUATION OF THE MAINTENANCE REQUEST SYSTEM
1. There is a written record of all maintenance requests made to the
Engineering Department.
2. The initiator has a white copy of the record and in turn a blue copy to
verify completion of the work.
3. The Engineering Department has a buff copy for their files and to evaluate
the work load of the department.
a. To measure the effectiveness of the maintenance employees.
b. To isolate repetitive problem areas by location and type of
problem.
To identify the back log problem areas in order to plan and staff for them.

ROUTINE MAINTENANCE REQUESTS
VISION:
TEAM PLAYERS: Food & Beverage
MOVE #: ENG-SOP-23
EFFECTIVE DATE: 9/98
DATE REVISED: 5/08

Page 86 of 234

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GUEST ROOM MAINTENANCE LOG
DATE ROOM
NUMBER
TIME IN DESCRIPTION OF PROBLEM ROOM
STATUS
GUEST NAME REPORTED
BY
TIME OUT ENG.
INITIALS
TIME
COMP.













REMARKS: _________________________________________________________________________________________________________________________
__________________________________________________________________________________________________________________________
__________________________________________________________________________________________________________________________
ITEMS TO BE HANDLED IN THE ORDER THEY ARE REPORTED - LOG CHANGE AT 4:30 PM EACH DAY
EMERGENCY ________________ TO BE CALLED TO PBX FOR ENGINEERING

SAFETY WORK ORDER
VISION:
TEAM PLAYERS: Engineering
MOVE #: ENG-SOP-24
EFFECTIVE DATE: 9/98
DATE REVISED: 9/98



























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POLICY:
The safety work order system is designed to accomplish the following functions:
1. Standardization - To provide a system whereby items of an emergency,
safety, security or life threatening nature can be communicated and
dealt with expeditiously.
2. Simplicity - By providing a written report and requiring a single call from
the department head enduring receipt.
3. Analysis - An immediate description of the problem in the submitters
words.
4. Approval - To provide an immediate means of identification on
advanced approval.
5. Control - To provide management with a simple means of identification
and timely repair of priority items.
6. Loss Prevention - To improve the safety and welfare of our guests and
employees.
Description of the system-essential features of the safety and security requests
are specially designed tickets of a two-part configuration in bold red lettering.
The tickets are 3 1/2 x 7 1/2 inch stock and have spaces for recording the
following:
1. Date of request
2. Person (department head) requesting
3. Time the request was made
4. Location of problem
5. EXACT description of problems
6. To whom assigned (by Engineering Manager)
7. Date it was assigned
8. Date completed

SAFETY WORK ORDER
VISION:
TEAM PLAYERS: Engineering
MOVE #: ENG-SOP-24
EFFECTIVE DATE: 9/98
DATE REVISED: 9/98



























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9. Time it took to complete
10. Any remarks from person completing
PROCEDURE:
This is how the safety system works:
1. Tickets are issued to department heads and a supply is kept in the
Engineering Managers office. The supply in the Engineering Managers
office will be for times when a department head is not available.
2. The department head prepares the safety work order which
automatically, via NCR stock, copies the final hard copy of the two part
ticket.
3. Originator keeps the top copy and calls the Engineering Department (see
bottom of ticket) to verify the problem and have the hard copy picked
up for processing.
4. The Engineering Manager will upon notification immediately dispatch a
person to secure the safety work order and complete the task. In the
absence of the Engineering Manager, the engineering staff will be aware
of and utilize the procedures concerning safety work orders.
5. If work cannot be completed or the problem reduced from a priority, the
Engineering Manager will be notified immediately. The originator of the
safety work order will be notified of the delay and the area or items
secured from service until such time as adequate repairs can be made.
6. When repairs are made, the completed safety work order will be given to
the Engineering Manager. The Engineering Manager will then notify the
originator of the completed ticket. A small notation should be made on
the hard copy of the ticket as to the time and date the originator was
notified of completion.
7. Safety work orders will be kept on file for a minimum of two years. They
shall be filed separately from the routine work requests.

SAFETY WORK ORDER
VISION:
TEAM PLAYERS: Engineering
MOVE #: ENG-SOP-24
EFFECTIVE DATE: 9/98
DATE REVISED: 9/98



























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EVALUATION OF THE SAFETY WORK ORDER REQUEST SYSTEM
1. A written record of reaction and repairs to all items of an emergency or
life threatening situation.
2. The originator (department head) has a copy of the ticket and in turn will
be notified personally upon completion.
3. The Engineering Department has a copy for their files.
a. To ensure and evaluate immediate responses to priority situations.
b. Ensure the problem is not repetitive.
c. Establish a back log of problem areas and show historical
responsiveness to each situation.
d. Afford our guest and employees, through our caring attitude, the
safest possible hospitality environment.

PROJECT WORK
VISION: Project work shall be defined as work of a scope that
would take more time and/or more resources than a work order
would usually encompass. This type would not be generated by a
work order and is usually conducted within the Engineering
Department.
TEAM PLAYERS: Engineering
MOVE #: ENG-SOP-25
EFFECTIVE DATE: 9/98
DATE REVISED: 9/98



























Page 90 of 234

M.O.V.E.S.
Managing Operating
Visions Ensuring Success
PROCEDURE:
When project work is necessary, the engineering project request form will be
utilized (see attached form).
1. The department manager will be responsible to complete the project
request form noting location of project to be considered and detailing a
full description of the project requested.
2. The department manager then turns in the project request form to the
Engineering Manager who reviews the project for feasibility and
achievability. Then using the bottom portion of the form, he will detail the
cost of the entire project including labor.
3. The Engineering Manager will submit the project request form for the
General Managers approval.
4. After receiving the approval for the project, the Engineering Manager will
schedule it to be completed within a reasonable time frame ensuring
house calls and routine daily work can be covered in spite of the demand
for labor to complete the project.
5. After completion of the project, the actual cost, including labor will be
noted on the budget request form and the form will be filed for a period
of one year.


PROJECT WORK
VISION: Project work shall be defined as work of a scope that
would take more time and/or more resources than a work order
would usually encompass. This type would not be generated by a
work order and is usually conducted within the Engineering
Department.
TEAM PLAYERS: Engineering
MOVE #: ENG-SOP-25
EFFECTIVE DATE: 9/98
DATE REVISED: 9/98



























Page 91 of 234

M.O.V.E.S.
Managing Operating
Visions Ensuring Success
ENGINEERING PROJECT REQUEST
DATE: DEPARTMENT:PROPERTY:
REQUESTED BY: DEPARTMENT HEAD APPROVAL:

LOCATION:


PROJECT DESCRIPTION:




FOR ENGINEERING USE ONLY
MATERIALS NEEDED
COST








ESTIMATED LABOR

TOTAL HOURS: COST PER HOUR: TOTAL

TOTAL ESTIMATE PROJECT COST

GENERAL MANAGERS APPROVAL:

PROJECT WORK
VISION: Project work shall be defined as work of a scope that
would take more time and/or more resources than a work order
would usually encompass. This type would not be generated by a
work order and is usually conducted within the Engineering
Department.
TEAM PLAYERS: Engineering
MOVE #: ENG-SOP-25
EFFECTIVE DATE: 9/98
DATE REVISED: 9/98



























Page 92 of 234

M.O.V.E.S.
Managing Operating
Visions Ensuring Success
PUBLIC RESTROOMS MENS LOCKER ROOM
Engineer:_________________________________ Date:______________________
Checked
Repaired Replaced and OK

Check wall covering needed repairs.
Touch up paint on entry doors and frames.
Check all wall stone for cracks, grout missing, loose stone.
Repair/replace as needed.
Check floor stone sealer consistent and in good condition. Check for
damaged or loose stone, grout missing. Repair/replace as needed.
Check ceilings for needed repairs/painting, etc.
Check fluorescent light diffusers for repair/replacement.
Check lights for operation, proper bulbs and wattage.
Check all faucets for leaks and repair. Clean aerators.
All hot and cold knobs tight on spindles. Spindles turning freely.
Sink stoppers and linkage operating freely.
Sink drains flowing freely.
Check sink caulking and replace as needed.
Counter tops and splashes secure. Touch up repair chips or cracks.
Replace caulking where needed.
Mirrors secure, free of cracks and chips.
All toilets, urinals (mens) flushing properly, free of obstructions.
Sloan flush valves functioning properly, no leaks. Adjust/repair as
needed.
Check stalls = all partitions secure, doors, latches, hinges functioning
properly. Adjust/repair as needed. Replace any missing tamper
proof screws with same.
Notes/Comments: ______________________________________________________________
________________________________________________________________________________

PROJECT WORK
VISION: Project work shall be defined as work of a scope that
would take more time and/or more resources than a work order
would usually encompass. This type would not be generated by a
work order and is usually conducted within the Engineering
Department.
TEAM PLAYERS: Engineering
MOVE #: ENG-SOP-25
EFFECTIVE DATE: 9/98
DATE REVISED: 9/98



























Page 93 of 234

M.O.V.E.S.
Managing Operating
Visions Ensuring Success
PUBLIC AREA PREVENTATIVE MAINTENANCE
2ND FLOOR, HALLWAY & STAIRS
Engineer: _________________________________ Date: ______________________
Checked

Repaired Replaced and OK


Check wall covering throughout for loose seams, needed
repairs.
Touch up wood trim and baseboard.
All receptacles and cover plates of proper type, secure
and in good repair.
Brass signage clean and secure.
Guest room door numbers secure and in good repair.
Check all lights for operation, proper bulb and wattage.
All light diffusers secure, clean and in good repair.
Clean ceiling vents.
Check all ceilings for needed repair, paint touch-up, etc.
Touch up paint - door frames, doors, etc.
All pull stations in good repair, glass and hammers present.
Check all carpeting for frays, needed repairs to seams,
etc.
Check emergency lighting and Exit signs for proper
operation.
Notes/Comments: _____________________________________________________________
________________________________________________________________________________

PROJECT WORK
VISION: Project work shall be defined as work of a scope that
would take more time and/or more resources than a work order
would usually encompass. This type would not be generated by a
work order and is usually conducted within the Engineering
Department.
TEAM PLAYERS: Engineering
MOVE #: ENG-SOP-25
EFFECTIVE DATE: 9/98
DATE REVISED: 9/98



























Page 94 of 234

M.O.V.E.S.
Managing Operating
Visions Ensuring Success
_______________________________________________________________________________


PREVENTATIVE MAINTENANCE
ADMINISTRATION
VISION: Buildings and equipment when placed in use immediately
start to deteriorate. The objectives of a preventative maintenance
program are to alleviate/reduce equipment downtime, prevent
property deterioration, maximize operating efficiency and
minimize repair costs.
TEAM PLAYERS: Engineering
MOVE #: ENG-SOP-26
EFFECTIVE DATE: 9/98
DATE REVISED: 5/08



























Page 95 of 234

M.O.V.E.S.
Managing Operating
Visions Ensuring Success
PROCEDURES
The Engineering Manager will ensure a Preventative Maintenance Program is
in place and used throughout the property. All preventative maintenance
performed must be permanently documented for easy review. It is highly
suggested that a software program be utilized similar to the ones provided by
M-Tech (Hotsos, PM Works, Tact, etc.) Guest room preventative maintenance
should be scheduled a minimum of two (2) times annually. The guest room
PM checklist should be designed specific to each property. All other
machinery, equipment, HVAC, chillers, fire safety preventative maintenance
should be scheduled by local code, equipment maintenance specifications,
or other criteria specific to the item. All preventative maintenance
performed should be inspected and approved by the Chief Engineer. The
preventative procedures will cover at a minimum the following areas;
however, they should be extremely thorough:
1. HVAC
2. Refrigeration
3. Kitchen Equipment
4. Laundry Equipment
5. Electrical Distribution
6. Boiler/Heaters
7. Chillers
8. Health Facilities
9. Water Treatment Corrosion Control
10. Mechanical Equipment
a. Pumps
b. Exhaust fans
c. Hand held extinguishers
d. Air compressors

PREVENTATIVE MAINTENANCE
ADMINISTRATION
VISION: Buildings and equipment when placed in use immediately
start to deteriorate. The objectives of a preventative maintenance
program are to alleviate/reduce equipment downtime, prevent
property deterioration, maximize operating efficiency and
minimize repair costs.
TEAM PLAYERS: Engineering
MOVE #: ENG-SOP-26
EFFECTIVE DATE: 9/98
DATE REVISED: 5/08



























Page 96 of 234

M.O.V.E.S.
Managing Operating
Visions Ensuring Success
e. Emergency generator
f. Fire pump / jockey
g. Water softeners
h. Circulating pumps
i. Cooling tower
j. Pneumatic valves
k. Automatic emergency transfer switches

11. Public areas (see attached example)
12. Guest Rooms

The minimum standard for any preventative maintenance system other than
rooms will include:

1. Data information document (enclosure 1).
2. Repair and replacement historical document (enclosure 2).
3. Routine preventative maintenance document (enclosure 3).
4. A cabinet or rack for safe storage.
5. Methodology for determining weekly, monthly, quarterly, semi-
annual and annual inspection/preventative maintenance.

NOTE: Properties with computerized programs will be able to print copies of
the data, repair and preventative maintenance documents.

The data information document will be filled out for each piece of
equipment and will show the following information:

1. Machine/equipment number
2. Manufacturers name

PREVENTATIVE MAINTENANCE
ADMINISTRATION
VISION: Buildings and equipment when placed in use immediately
start to deteriorate. The objectives of a preventative maintenance
program are to alleviate/reduce equipment downtime, prevent
property deterioration, maximize operating efficiency and
minimize repair costs.
TEAM PLAYERS: Engineering
MOVE #: ENG-SOP-26
EFFECTIVE DATE: 9/98
DATE REVISED: 5/08



























Page 97 of 234

M.O.V.E.S.
Managing Operating
Visions Ensuring Success
3. Serial number
4. Size, type, model number
5. Vendor name
6. Electrical data (if applicable)
7. Pump/motor data (if applicable)
8. Bearing data (if applicable)
9. Drive belt data (if applicable)
10. Spare parts

The repair and replacement document will be filled out for each piece of
equipment and will show the following information:

1. Machine/equipment number
2. Date (when repairs were done or expenditures made of any type to
maintain the item)
3. Inspector (person who is filling the information)
4. Repairs and replacements (parts or expenditures to maintain the
item)
5. Cost (materials and contracted labor cost)
6. Cost to date

The routine preventative maintenance document will be filled out for each
piece of equipment and will show the following information:

1. Description (return fan, circulating pumps, etc.)
2. Machine / equipment number
3. Location
4. Manufacturer
5. Model

PREVENTATIVE MAINTENANCE
ADMINISTRATION
VISION: Buildings and equipment when placed in use immediately
start to deteriorate. The objectives of a preventative maintenance
program are to alleviate/reduce equipment downtime, prevent
property deterioration, maximize operating efficiency and
minimize repair costs.
TEAM PLAYERS: Engineering
MOVE #: ENG-SOP-26
EFFECTIVE DATE: 9/98
DATE REVISED: 5/08



























Page 98 of 234

M.O.V.E.S.
Managing Operating
Visions Ensuring Success
6. Routine preventative maintenance instructions (services to be
performed weekly, monthly, quarterly, semi-annual, annual)
7. Date (date preventative maintenance was done)
8. Inspector (person who did maintenance)
a. Weekly W
b. Monthly M
c. Quarterly Q
d. Semiannual SA
e. Annual A

The methodology for frequency of service will be determined from
manufacturers specifications for the piece of equipment. The devices used
to denote the type of service W, D, M, Q, SA, A will be supplied with the
preventative maintenance system used.

The method/system chosen must be simplistic in form and administration. It
is up to the unit Engineering Manager to ensure whatever system of
accountability is used contains all the minimum standards. Computerized PM
administration is recommended for each hotel.




PREVENTATIVE MAINTENANCE
ADMINISTRATION
VISION: Buildings and equipment when placed in use immediately
start to deteriorate. The objectives of a preventative maintenance
program are to alleviate/reduce equipment downtime, prevent
property deterioration, maximize operating efficiency and
minimize repair costs.
TEAM PLAYERS: Engineering
MOVE #: ENG-SOP-26
EFFECTIVE DATE: 9/98
DATE REVISED: 5/08


























Page
99 of 234

M.O.V.E.S.
Managing Operating
Visions Ensuring Success
PUBLIC AREA PREVENTATIVE MAINTENANCE
PROMENADE LOUNGE
Engineer: _________________________________ Date: ______________________
Checked
Repaired Replaced and OK

Touch up paint throughout. Patch and repair walls where
necessary.
Check lights for operation, proper bulbs and wattage.
Check dimmers for proper operation and secure.
Check lights in display case. Display cases secure.
Check all furniture for: loose legs, loose table tops, etc.
Repair/touch up as needed.
Check columns for chips and gouges. Insure corner mold is
secure.
Check room temperature for proper control by EMS.
All receptacles, switches, cover plates functioning properly, of
proper type, secure and in good repair.
Check brass bar foot rail. Tighten as necessary.
All artwork secure and in good repair.
Inspect bar for chips and quality of finish.
Inspect glass table tops for chips & cracks.
Sink drains flowing freely.
Faucets functioning properly. No leaks.
Hose cup and hose secure.
Sprinkler escutions flush.
Notes/Comments: _________________________________________________________

PREVENTATIVE MAINTENANCE
ADMINISTRATION
VISION: Buildings and equipment when placed in use immediately
start to deteriorate. The objectives of a preventative maintenance
program are to alleviate/reduce equipment downtime, prevent
property deterioration, maximize operating efficiency and
minimize repair costs.
TEAM PLAYERS: Engineering
MOVE #: ENG-SOP-26
EFFECTIVE DATE: 9/98
DATE REVISED: 5/08


























Page
100 of 234

M.O.V.E.S.
Managing Operating
Visions Ensuring Success
______________ ________________________________________________________________________
PUBLIC AREA PREVENTATIVE MAINTENANCE
PUBLIC RESTROOMS LOBBY/MENS
Engineer: _________________________________ Date: ______________________
Checked
Repaired Replaced and OK

Check wall covering needed repairs. Touch up paint on entry doors and
frames
Check all wall stone for cracks, grout missing, loose stone. Repair/replace
as needed.
Check floor stone-sealer consistent and in good condition. Check for
damaged or loose stone, grout missing. Repair/replace as needed.
Check ceilings for needed repairs/painting, etc.
Check fluorescent light diffusers for repair/replacement.
Check lights for operation, proper bulbs and wattage.
Check all faucets for leaks and repair. Clean aerators.
All hot and cold knobs tight on spindles. Spindles turning freely.
Sink stoppers and linkage operating freely.
Sink drain flowing freely.
Check sink caulking and replace as needed.
Counter tops and splashes secure.
Touch up repair chips or cracks. Replace caulking where needed.
Mirrors secure, free of cracks and chips.
All toilets, urinals (mens) flushing properly, free of obstructions.
Sloan flush valves functioning properly, no leaks. Adjust/repair as needed.
Check stalls = all partitions secure, doors, latches, hinges functioning
properly. Adjust/repair as needed. Replace any missing tamper proof
screws with same.
Notes/Comments: _______________________________________________________________

PREVENTATIVE MAINTENANCE
ADMINISTRATION
VISION: Buildings and equipment when placed in use immediately
start to deteriorate. The objectives of a preventative maintenance
program are to alleviate/reduce equipment downtime, prevent
property deterioration, maximize operating efficiency and
minimize repair costs.
TEAM PLAYERS: Engineering
MOVE #: ENG-SOP-26
EFFECTIVE DATE: 9/98
DATE REVISED: 5/08


























Page
101 of 234

M.O.V.E.S.
Managing Operating
Visions Ensuring Success
____________________________________________________________________________________

PREVENTATIVE MAINTENANCE
ADMINISTRATION
VISION: Buildings and equipment when placed in use immediately
start to deteriorate. The objectives of a preventative maintenance
program are to alleviate/reduce equipment downtime, prevent
property deterioration, maximize operating efficiency and
minimize repair costs.
TEAM PLAYERS: Engineering
MOVE #: ENG-SOP-26
EFFECTIVE DATE: 9/98
DATE REVISED: 5/08


























Page
102 of 234

M.O.V.E.S.
Managing Operating
Visions Ensuring Success
PUBLIC AREA PREVENTATIVE MAINTENANCE
PUBLIC RESTROOMS LOBBY/WOMENS
Engineer: _________________________________ Date: ______________________
Checked
Repaired Replaced and OK

Check wall covering needed repairs.
Touch up paint on entry doors and frames.
Check all wall stone for cracks, grout missing, loose stone.
Repair/replace as needed.
Check floor stone - sealer consistent and in good condition. Check for
damaged or loose stone, grout missing. Repair/replace as needed.
Check ceilings for needed repairs/painting, etc.
Check fluorescent light diffusers for repair/replacement.
Check lights for operation, proper bulbs and wattage.
Check all faucets for leaks and repair. Clean aerators.
All hot and cold knobs tight on spindles. Spindles turning freely.
Sink stoppers and linkage operating freely.
Sink drains flowing freely.
Check sink caulking and replace as needed.
Counter tops and splashes secure.
Touch up repair chips or cracks. Replace caulking where needed.
Mirrors secure, free of cracks and chips.
All toilets, urinals (mens) flushing properly, free of obstructions.
Sloan flush valves functioning properly, no leaks. Adjust/repair as
needed.
Check stalls = all partitions secure, doors, latches, hinges functioning
properly. Adjust/repair as needed. Replace any missing tamper proof
screws with same.
Notes/Comments: _________________________________________________________

PREVENTATIVE MAINTENANCE
ADMINISTRATION
VISION: Buildings and equipment when placed in use immediately
start to deteriorate. The objectives of a preventative maintenance
program are to alleviate/reduce equipment downtime, prevent
property deterioration, maximize operating efficiency and
minimize repair costs.
TEAM PLAYERS: Engineering
MOVE #: ENG-SOP-26
EFFECTIVE DATE: 9/98
DATE REVISED: 5/08


























Page
103 of 234

M.O.V.E.S.
Managing Operating
Visions Ensuring Success
______________ ________________________________________________________________________
PUBLIC AREA PREVENTATIVE MAINTENANCE
HUNTERS
Engineer: _________________________________ Date: ______________________
Checked
Repaired Replaced and OK

Touch up paint throughout. Patch and repair walls where
necessary.
Check lights for operation, proper bulbs and wattage.
Check dimmers for proper operation and secure.
Check lights in display case. Display cases secure.
Check all furniture for: loose legs, loose table tops, etc.
Repair/touch up as needed.
Check columns for chips and gouges. Insure corner mold is
secure.
Check room temperature for proper control by EMS.
All receptacles, switches, cover plates functioning properly, or
proper type, secure and in good repair.
Check brass bar foot rail. Tighten as necessary.
All artwork secure and in good repair. Inspect bar for chips
and quality of finish.
Inspect glass table tops for chips & crack.
Sink drains flowing freely.
Faucets functioning properly. No leaks.
Hose cup and hose secure.
Sprinkler escutions flush.

PREVENTATIVE MAINTENANCE
ADMINISTRATION
VISION: Buildings and equipment when placed in use immediately
start to deteriorate. The objectives of a preventative maintenance
program are to alleviate/reduce equipment downtime, prevent
property deterioration, maximize operating efficiency and
minimize repair costs.
TEAM PLAYERS: Engineering
MOVE #: ENG-SOP-26
EFFECTIVE DATE: 9/98
DATE REVISED: 5/08


























Page
104 of 234

M.O.V.E.S.
Managing Operating
Visions Ensuring Success
Notes/Comments: _________________________________________________________
______________ ________________________________________________________________________

PREVENTATIVE MAINTENANCE
ADMINISTRATION
VISION: Buildings and equipment when placed in use immediately
start to deteriorate. The objectives of a preventative maintenance
program are to alleviate/reduce equipment downtime, prevent
property deterioration, maximize operating efficiency and
minimize repair costs.
TEAM PLAYERS: Engineering
MOVE #: ENG-SOP-26
EFFECTIVE DATE: 9/98
DATE REVISED: 5/08


























Page
105 of 234

M.O.V.E.S.
Managing Operating
Visions Ensuring Success
PUBLIC AREA PREVENTATIVE MAINTENANCE
PRE-FUNCTION HALLWAY
Engineer: _________________________________ Date: ______________________
Checked
Repaired Replaced and OK

Touch up paint throughout. Patch and repair walls where necessary.
Clean ceiling vents.
Check all lights for operation, proper bulbs and wattage.
Check all furniture for proper placement and repairs/touch up as
needed.
Check all exterior doors for operation - panic hardware, closers, etc.
Lubricate closers, spindles.
Check wall covering in phone alcoves for needed repairs.
Touch up shelves in phone alcoves, check glass for secure.
Check all stone floor surface areas for holes, chips, grout missing, etc.
Repair as needed.
All receptacles, switches, and cover plates functioning properly and
secure.
Check room temperature to insure proper control from the EMS.
Check Front Desk marble for secure. Replace grout where necessary.
Check Front Desk Drawers and doors for proper operation, adjust as
needed.
Check all artwork throughout for secure, in good repair.
All sprinkler escutions flush.
Check ceiling tile throughout for needed touch up, repair/space as
needed.
Exit signs lit. Check emergency lighting.
Notes/Comments: _________________________________________________________
_______________ _____________________________________________________________________

PREVENTATIVE MAINTENANCE
ADMINISTRATION
VISION: Buildings and equipment when placed in use immediately
start to deteriorate. The objectives of a preventative maintenance
program are to alleviate/reduce equipment downtime, prevent
property deterioration, maximize operating efficiency and
minimize repair costs.
TEAM PLAYERS: Engineering
MOVE #: ENG-SOP-26
EFFECTIVE DATE: 9/98
DATE REVISED: 5/08


























Page
106 of 234

M.O.V.E.S.
Managing Operating
Visions Ensuring Success
PUBLIC RESTROOMS
PRE-FUNCTION MENS RESTROOM
Engineer: _________________________________ Date: ______________________
Checked
Repaired Replaced and OK

Check wall covering needed repairs.
Touch up paint on entry doors and frames.
Check all wall stone for cracks, grout missing, loose stone.
Repair/replace as needed.
Check floor stone-sealer consistent and in good condition. Check for
damaged or loose stone, grout missing. Repair/replace as needed.
Check ceilings for needed repairs/painting, etc.
Check fluorescent light diffusers for repair/replacement.
Check lights for operation, proper bulbs and wattage.
Check all faucets for leaks and repair. Clean aerators.
All hot and cold knobs tight on spindles. Spindles turning freely.
Sink stoppers and linkage operating freely.
Sink drains flowing freely
Check sink caulking and replace as needed.
Counter tops and splashes secure. Touch up repair chips or cracks.
Replace caulking where needed.
Mirrors secure, free of cracks and chips.
All toilets, urinals (mens) flushing properly, free of obstructions.
Sloan flush valves functioning properly, no leaks. Adjust/repair as
needed.
Check stalls = all partitions secure, doors, latches, hinges functioning
properly. Adjust/repair as needed. Replace any missing tamper proof
screws with same.
Notes/Comments: _________________________________________________________

PREVENTATIVE MAINTENANCE
ADMINISTRATION
VISION: Buildings and equipment when placed in use immediately
start to deteriorate. The objectives of a preventative maintenance
program are to alleviate/reduce equipment downtime, prevent
property deterioration, maximize operating efficiency and
minimize repair costs.
TEAM PLAYERS: Engineering
MOVE #: ENG-SOP-26
EFFECTIVE DATE: 9/98
DATE REVISED: 5/08


























Page
107 of 234

M.O.V.E.S.
Managing Operating
Visions Ensuring Success
______________ ________________________________________________________________________

PREVENTATIVE MAINTENANCE
ADMINISTRATION
VISION: Buildings and equipment when placed in use immediately
start to deteriorate. The objectives of a preventative maintenance
program are to alleviate/reduce equipment downtime, prevent
property deterioration, maximize operating efficiency and
minimize repair costs.
TEAM PLAYERS: Engineering
MOVE #: ENG-SOP-26
EFFECTIVE DATE: 9/98
DATE REVISED: 5/08


























Page
108 of 234

M.O.V.E.S.
Managing Operating
Visions Ensuring Success
PUBLIC RESTROOMS
PRE-FUNCTION LADIES RESTROOM
Engineer: _________________________________ Date: ______________________
Checked
Repaired Replaced and OK

Check wall covering needed repairs.
Touch up paint on entry doors and frames.
Check all wall stone for cracks, grout missing, loose stone. Repair/replace
as needed.
Check floor stone - sealer consistent and in good condition. Check for
damaged or loose stone, grout missing. Repair/replace as needed.
Check ceilings for needed repairs/painting, etc.
Check fluorescent light diffusers for repair/replacement.
Check lights for operation, proper bulbs and wattage.
Check all faucets for leaks and repair. Clean aerators.
All hot and cold knobs tight on spindles. Spindles turning freely.
Sink stoppers and linkage operating freely.
Sink drains flowing freely.
Check sink caulking and replace as needed.
Counter tops and splashes secure. Touch up repair chips or cracks.
Replace caulking where needed.
Mirrors secure, free of cracks and chips.
All toilets, urinals (mens) flushing properly, free of obstructions.
Sloan flush valves functioning properly, no leaks. Adjust/repair as needed.
Check stalls = all partitions secure, doors, latches, hinges functioning
properly. Adjust/repair as needed. Replace any missing tamper proof
screws with same.
Notes/Comments: _________________________________________________________

PREVENTATIVE MAINTENANCE
ADMINISTRATION
VISION: Buildings and equipment when placed in use immediately
start to deteriorate. The objectives of a preventative maintenance
program are to alleviate/reduce equipment downtime, prevent
property deterioration, maximize operating efficiency and
minimize repair costs.
TEAM PLAYERS: Engineering
MOVE #: ENG-SOP-26
EFFECTIVE DATE: 9/98
DATE REVISED: 5/08


























Page
109 of 234

M.O.V.E.S.
Managing Operating
Visions Ensuring Success
______________ ________________________________________________________________________

PREVENTATIVE MAINTENANCE
ADMINISTRATION
VISION: Buildings and equipment when placed in use immediately
start to deteriorate. The objectives of a preventative maintenance
program are to alleviate/reduce equipment downtime, prevent
property deterioration, maximize operating efficiency and
minimize repair costs.
TEAM PLAYERS: Engineering
MOVE #: ENG-SOP-26
EFFECTIVE DATE: 9/98
DATE REVISED: 5/08


























Page
110 of 234

M.O.V.E.S.
Managing Operating
Visions Ensuring Success
PUBLIC RESTROOMS
LADIES LOCKER ROOM
Engineer: _________________________________ Date: ______________________
Checked
Repaired Replaced and OK

Check wall covering needed repairs.
Touch up paint on entry doors and frames.
Check all wall stone for cracks, grout missing, loose stone.
Repair/replace as needed.
Check floor stone - sealer consistent and in good condition. Check for
damaged or loose stone, grout missing. Repair/replace as needed.
Check ceilings for needed repairs/painting, etc.
Check fluorescent light diffusers for repair/replacement.
Check lights for operation, proper bulbs and wattage.
Check all faucets for leaks and repair. Clean aerators.
All hot and cold knobs tight on spindles. Spindles turning freely
Sink stoppers and linkage operating freely.
Sink drains flowing freely.
Check sink caulking and replace as needed.
Counter tops and splashes secure. Touch up repair chips or cracks.
Replace caulking where needed.
Mirrors secure, free of cracks and chips.
All toilets, urinals (mens) flushing properly, free of obstructions.
Sloan flush valves functioning properly, no leaks. Adjust/repair as
needed.
Check stalls = all partitions secure, doors, latches, hinges functioning
properly. Adjust/repair as needed. Replace any missing tamper proof
screws with same.
Notes/Comments: _________________________________________________________

PREVENTATIVE MAINTENANCE
ADMINISTRATION
VISION: Buildings and equipment when placed in use immediately
start to deteriorate. The objectives of a preventative maintenance
program are to alleviate/reduce equipment downtime, prevent
property deterioration, maximize operating efficiency and
minimize repair costs.
TEAM PLAYERS: Engineering
MOVE #: ENG-SOP-26
EFFECTIVE DATE: 9/98
DATE REVISED: 5/08


























Page
111 of 234

M.O.V.E.S.
Managing Operating
Visions Ensuring Success
______________ ________________________________________________________________________

GUEST ROOM PREVENTATIVE MAINTENANCE
VISION: To ensure excellent and consistent function and quality of
all guest rooms. Preventive measures must be developed to
detect and correct any maintenance issues before a guest makes
contact with the hotel.
TEAM PLAYERS: Engineering
MOVE #: ENG-SOP-27
EFFECTIVE DATE: 9/98
DATE REVISED: 5/08


























Page
112 of 234

M.O.V.E.S.
Managing Operating
Visions Ensuring Success

POLICY

Preventive measures must be developed to detect and correct any
maintenance issues before a guest makes contact with the hotel.

PROCEDURES

The Engineering Manager will use the enclosed checklist as a guideline to
prepare a permanent checklist specific to the hotel, listing all items to be
serviced, checked or repaired. The rooms preventative maintenance will
ensure each room is serviced at least twice in a calendar year. Changing room
filters should be dated.

If a computerized preventative maintenance program is utilized, the dates of
the completion of the work must be permanently maintained. A hard copy of
all work performed and completed in each guestroom will also be permanently
maintained in a binder, by date in sequential order. A recap form will be
placed in the beginning of the binder listing all rooms, indicating the dates of all
preventative maintenance performed.













GUEST ROOM PREVENTATIVE MAINTENANCE
VISION: To ensure excellent and consistent function and quality of
all guest rooms. Preventive measures must be developed to
detect and correct any maintenance issues before a guest makes
contact with the hotel.
TEAM PLAYERS: Engineering
MOVE #: ENG-SOP-27
EFFECTIVE DATE: 9/98
DATE REVISED: 5/08


























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Visions Ensuring Success



GUESTROOM PREVENTATIVE MAINTENANCE
RECAP FORM

_______________________ Hotel Name


Room
#
Date Date Date Date Date Date Date Date Date
101 2/9/07 8/15/07 3/1/08

102

103

104

105

106

107

108




























GUEST ROOM PREVENTATIVE MAINTENANCE
VISION: To ensure excellent and consistent function and quality of
all guest rooms. Preventive measures must be developed to
detect and correct any maintenance issues before a guest makes
contact with the hotel.
TEAM PLAYERS: Engineering
MOVE #: ENG-SOP-27
EFFECTIVE DATE: 9/98
DATE REVISED: 5/08


























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Managing Operating
Visions Ensuring Success


GUEST ROOM PREVENTATIVE MAINTENANCE
VISION: To ensure excellent and consistent function and quality of
all guest rooms. Preventive measures must be developed to
detect and correct any maintenance issues before a guest makes
contact with the hotel.
TEAM PLAYERS: Engineering
MOVE #: ENG-SOP-27
EFFECTIVE DATE: 9/98
DATE REVISED: 5/08


























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Managing Operating
Visions Ensuring Success
PREVENTATIVE MAINTENANCE CHECKLIST FORM
GUEST ROOM NO. _________
(Use a separate form for each guest room)

OK
NEEDS
REPAIR
REPAIR
COMPLETE

PROPERTY


AIR CONDITIONING Date/Initials FURNITURE Date/Initials
1. A/C Unit (check operation and
correct
31. Drawer handles & knobs (check)
position) 32. Drawer guides (lubricate if
necessary)

2. Thermostat (secure and
functioning)
33. Stains (clean and touch)
3. Filters and Grilles (clean) 34. Springs on chairs (check)
4. Condensate water drain (clean) 35. Table tops (check, repair small
defects)

5. Blower fan (check & secure) 36. Headboards (check & secure)
6. Check for leaks in hot and chilled
water
37. Wheels (check and secure)
systems 38. Night stands (check and secure)
7. Check plug & receptacle for tight
fit
39. Coat racks (check paint and
secure)

(replace if loose)

WINDOWS

8. Switches (check operation) 40. Window guides and stops
(lubricate)

9. Lamp sockets (tighten) 41. Mirror hangers (check & secure)
10. Lamp shades (repair or replace) 42. Windows Hardware (check and
secure)

11. Bulbs (replace if necessary)
check


WALL, FLOOR, CEILING

required wattage. 43. Baseboards (check)
12. Plugs (replace as necessary) 44. Carpet (check)

GUEST ROOM PREVENTATIVE MAINTENANCE
VISION: To ensure excellent and consistent function and quality of
all guest rooms. Preventive measures must be developed to
detect and correct any maintenance issues before a guest makes
contact with the hotel.
TEAM PLAYERS: Engineering
MOVE #: ENG-SOP-27
EFFECTIVE DATE: 9/98
DATE REVISED: 5/08


























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Managing Operating
Visions Ensuring Success
SWITCHES 45. Pictures (check)
13. Outlet Wall plates (match wall
color,
46. Ceilings (check for cracks, mildew
inspect, clean, secure) and/or peeling paint)
14. Switches (match wall. Color,
inspect
47. Paint & vinyl (check paint on walls
&

clean, secure) floor casings)
15. Switches and receptacles
(replace
DRAPES
missing screws) 48. Inspect & secure drapes &
drapery

16. Receptacles (change if
necessary)
hardware, including drapery
guard

TVs & RADIOS DOORS
17. Radio (check time, operation) 49. Handles (check & secure)
18. TV audio/video (check TV
channels)
50. Lock cylinder set screw (check)
19. Knobs (replace if necessary) 51. Hinges & hinge pins (lubricate &
secure)

20. Fine tuning (adjust if necessary) 52. Door chain, viewer and chain
magnet

21. Antenna outlet (secure plate) (repair if necessary)
22. Antenna Connectors (check,
repair if
53. Lock striker plates (check &
secure)

necessary) 54. Night latch (check)
23. Remote control and satellite
cinema
55. Door frame rubber bumpers
(replace

box (check for proper operations) if necessary)
24. Security mount radio & TV
(check)
56. Fire exit plan & room rate card
(check)

PHONES 57. Check all doors for smooth, tight
fit

25. Dialing instructions & message 58. Check guest room locks for ease

GUEST ROOM PREVENTATIVE MAINTENANCE
VISION: To ensure excellent and consistent function and quality of
all guest rooms. Preventive measures must be developed to
detect and correct any maintenance issues before a guest makes
contact with the hotel.
TEAM PLAYERS: Engineering
MOVE #: ENG-SOP-27
EFFECTIVE DATE: 9/98
DATE REVISED: 5/08


























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light of
(replace if necessary) operation
26. Defects (report any other defects
to
59. Door stops (check)
hotel operator) AIR LEAKS
SLIDING DOORS 60. Check leaks (check under A/C
units &

27. Sliding door tracks (check &
repair)
doors, weather stripping, etc.)
28. Floor guides for sliding doors
(check)
BATHROOM
29. Bumpers on sliding doors (check) 61. Bathtub safety - slip guard used
30. Floor door stop (check) 62. Toilet flush valve (check)
63. Toilet seat (inspect & replace if
necessary)
64. Toilet seal (check for evidence of
leaks)

65. Bath & lavatory drain plugs &
pop-ups

(check)
PREVENTATIVE MAINTENANCE CHECKLIST FORM (continued)
BATHROOM (continued) Date/Initials Date/Initials
66. Mixing valve (secure handle)
67. All washers (replace if
necessary)

68. Shower & lavatory faucets
(check and/or replace if
necessary)

69. Escutcheon plates (secure)
Exhaust grill (clean)
70. Shower enclosure, tracks, doors,

GUEST ROOM PREVENTATIVE MAINTENANCE
VISION: To ensure excellent and consistent function and quality of
all guest rooms. Preventive measures must be developed to
detect and correct any maintenance issues before a guest makes
contact with the hotel.
TEAM PLAYERS: Engineering
MOVE #: ENG-SOP-27
EFFECTIVE DATE: 9/98
DATE REVISED: 5/08


























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Managing Operating
Visions Ensuring Success
bumpers & handles (check)
71. Trap under basin (check)
72. Faucet strainer & flow restrictors
(clean or replace)

73. Basin bowl hangers (reglue or
resecure

& caulk if necessary)
74. Toilet paper holder (check)
75. Coat hook on door (check)
76. Facial tissue holder (replace or
resecure)

77. Floor & wall tile (check grouting,
whiten if necessary)
78. Soap dish & grab bars (check &
resecure)

79. Towel racks (resecure)
80. Toilet privacy locks (check)
OTHER
81. Vanity light fixtures (check)
82. Bath area light (check)
83. Bed bases (secure)
84. Smoke detector (check &
replace if

necessary)

NOTES:






GUEST ROOM PREVENTATIVE MAINTENANCE
VISION: To ensure excellent and consistent function and quality of
all guest rooms. Preventive measures must be developed to
detect and correct any maintenance issues before a guest makes
contact with the hotel.
TEAM PLAYERS: Engineering
MOVE #: ENG-SOP-27
EFFECTIVE DATE: 9/98
DATE REVISED: 5/08


























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Managing Operating
Visions Ensuring Success


ELECTRICAL DISTRIBUTION PREVENTATIVE
VISION:
TEAM PLAYERS: Engineering
MOVE #: ENG-SOP-28
EFFECTIVE DATE: 9/98
DATE REVISED: 10/99


























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Managing Operating
Visions Ensuring Success
POLICY:
To further compliment the established PM Program for electrical distribution.
Modern technology has developed a tool whereby hot spots and potential
hazards may be identified and repaired. Infrared scanning is an important form
of non-contact testing that has become an indispensable preventive
maintenance tool.
An infrared survey is performed with a portable infrared imaging system. This
equipment detects infrared energy emitted from an object, converts it into a
video signal and reproduces it as an image on a monitor screen. Because
infrared energy is a direct and proportional function of temperature, the video
image is designed to depict temperature levels on the monitor. This thermal
image looks very similar to a black and white television picture where the various
shades of gray represent different temperature levels throughout the chosen
temperature range. Black corresponds to a colder temperature, and white
indicates a hotter temperature.
To distinguish between the different shades of gray, an isotherm (black dots)
that shows all areas in the image having the same temperature is used to
determine the actual temperature. When reading a temperature, the isotherm
level is varied throughout the temperature range until it reaches the area of
unknown temperature. The degrees Celsius rise or drop can then be calculated
from the documented isotherm temperature minus the ambient. Our infrared
imaging equipment has the capability to sense object temperatures from 20 to
2000 degrees Celsius.
When an area or component with an unusual temperature differential occurs, a
video recording of the thermal image and a visual image are made. From the
video tape recording, a thermal print can be made or a computer generated
report produced. These thermo grams, along with a standard photo, our
problem definition and recommended corrective action, provide you with the
necessary information to correct the problem before it becomes serious.

ELECTRICAL DISTRIBUTION PREVENTATIVE
VISION:
TEAM PLAYERS: Engineering
MOVE #: ENG-SOP-28
EFFECTIVE DATE: 9/98
DATE REVISED: 10/99


























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Visions Ensuring Success
For your reference as a maintenance scheduling tool, the following temperature
differential table is presented.

ELECTRICAL DISTRIBUTION PREVENTATIVE
VISION:
TEAM PLAYERS: Engineering
MOVE #: ENG-SOP-28
EFFECTIVE DATE: 9/98
DATE REVISED: 10/99


























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Managing Operating
Visions Ensuring Success
Temperature Differential Severity
1-100C Correct within six months
11-200C Correct within three months
21-350C Correct as soon as possible
Over 360C Immediate attention
It must be noted that the above temperature differential/severity guide is based
on our experience with electro/mechanical inspections. Although most of the
problems identified in the report are significant, the ultimate decision to repair
them must be made by your maintenance department.
It must be noted that the above temperature differential/severity guide is based
on our experience with electro/mechanical inspections. Although most of the
problems identified in the report are significant, the ultimate decision to repair
them must be made by your maintenance department.
WHEREVER A SURFACE TEMPERATURE DIFFERENTIAL MAY INDICATE AN
ABNORMAL CONDITION, THERE IS AN APPLICATION FOR AN INFRARED SURVEY.
The design, manufacturing and maintenance fields of electrical and
mechanical equipment have numerous applications for this kind of survey.
Because there is no physical contact with the apparatus under test, the survey
can be performed while the system or systems are running and under full load.
Within these fields the applications are virtually unlimited. Mechanical and
electrical inspections plus heat and energy studies can be accomplished in a
fraction of the time previously required, therefore saving both time and money.
With an infrared survey, maintenance priorities can now be established before a
problem occurs. In addition, meaningful direction and scheduling priorities can
be determined before a scheduled maintenance shutdown is performed.

ELECTRICAL DISTRIBUTION PREVENTATIVE
VISION:
TEAM PLAYERS: Engineering
MOVE #: ENG-SOP-28
EFFECTIVE DATE: 9/98
DATE REVISED: 10/99


























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M.O.V.E.S.
Managing Operating
Visions Ensuring Success
PROCEDURE:
The Engineering Manager will on an annual basis have an infrared scan
conducted on the electrical distribution components. These items will include
but not be limited to:
1. Buss ducts/trays
2. Motor control centers
3. Switchgear
4. Transformers
5. Automatic transfer switches
6. Breaker boxes and panels
7. Chiller controls
8. Pumps (supply, return,
recirculating)
9. Fans (supply, exhaust,
pressurization)
10. Cooling tower (motors and
controls)
11. Elevator equipment
(selectors,
generators, drive
motors, door
operators)
12. Dimmers
13. Electrical kitchen
equipment
14. Fire pump and
controls
15. Emergency
generator
16. Auxiliary battery
banks
A printed and pictorial review of findings will be furnished by the scanning
contractor. Upon completion of repairs, a rescan will be taken of the problem
areas only to verify elimination of the hazard.

FUEL EFFICIENCY TESTS
VISION: All gas fired equipment should have an annual fuel
efficiency test performed to analyze the combustion ratio of our
equipment in order to achieve maximum efficiency.
TEAM PLAYERS: Engineering
MOVE #: ENG-SOP-29
EFFECTIVE DATE: 9/98
DATE REVISED: 9/98


























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Managing Operating
Visions Ensuring Success
PROCEDURE:
Fuel efficiency tests should be performed on hot water boilers, hot oil boilers,
heating boilers, steam boilers and gas fired ironers. Normally the local gas
company will perform these tests for you upon request.

AMERICAN DISABILITY ACT
VISION: All properties will comply with the American Disabilities Act
(ADA) for accessibility guidelines of buildings and facilities.
TEAM PLAYERS: Engineering
MOVE #: ENG-SOP-30
EFFECTIVE DATE: 9/98
DATE REVISED: 9/98


























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M.O.V.E.S.
Managing Operating
Visions Ensuring Success
PROCEDURE:
The Engineering Manager will ensure compliance with all ADA related
standards. The areas of responsibility are:
1. Public restrooms
2. Lobby areas
3. Meeting spaces
4. Exterior grounds
5. Pool areas
6. Guest rooms
7. Offices
8. Workspace
The Engineering Manager will utilize a checklist (see example) to ensure
compliance and maintain records of any corrections or alterations made to the
property. The Engineering Manager must without exception be knowledgeable
of the American Disabilities Act and ensure adherence to any and all additions
or deletions.
Each hotel will submit asset expenditures or special projects in the normal
budget process to comply with ADA.

AMERICAN DISABILITY ACT
VISION: All properties will comply with the American Disabilities Act
(ADA) for accessibility guidelines of buildings and facilities.
TEAM PLAYERS: Engineering
MOVE #: ENG-SOP-30
EFFECTIVE DATE: 9/98
DATE REVISED: 9/98


























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Visions Ensuring Success
ADA ISSUES CHECKLIST
YES NO
1. Is a list of current multi lingual employees including sign
language available?


2. Do the elevator hall call buttons have Braille and raised
tactile lettering?


3. Do the floor call buttons inside the elevator cabs have
Braille and raised tactile lettering?


4. Does the elevator announce the passing of each floor
audibly?


5. Does the elevator indicate the direction of travel on
each floor landing by audible and visual devices?


6. Do the accessible facilities in the public rest rooms have
the following:

A. Insulated hot water supply and drain at the
accessible lavatory

B. Levers instead of knobs at the accessible
lavatory

C. Proper distance from the bottom of the
accessible lavatory counter to the floor allowing
wheelchair accessibility

D. Accessible stalls containing grab bars and
dispensers at the proper height


7. One public pay phone in a grouping of four or more
must be accessible, TDD capable, and utilize a volume
control type hand set?


8. Are the proper number of hearing impaired, sight
impaired and accessible rooms available according to
the ADA standards for total number of rooms at this
hotel?


9. Are closed captioned decoders available for the

AMERICAN DISABILITY ACT
VISION: All properties will comply with the American Disabilities Act
(ADA) for accessibility guidelines of buildings and facilities.
TEAM PLAYERS: Engineering
MOVE #: ENG-SOP-30
EFFECTIVE DATE: 9/98
DATE REVISED: 9/98


























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Visions Ensuring Success
hearing impaired guestrooms?

AMERICAN DISABILITY ACT
VISION: All properties will comply with the American Disabilities Act
(ADA) for accessibility guidelines of buildings and facilities.
TEAM PLAYERS: Engineering
MOVE #: ENG-SOP-30
EFFECTIVE DATE: 9/98
DATE REVISED: 9/98


























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Visions Ensuring Success
ADA ISSUES CHECKLIST (continued)
YES NO
10. Are TDD devices available for the hearing impaired
guestrooms?


11. Is there an auxiliary fire alarm for the hearing and sight impaired
accessible rooms?


12. Is there an audible and visual device which will alert the
occupants of an accessible room to someone knocking at their
guestroom door?


13. Is there an audible and visual device which will alert the
occupants of an accessible room to the guestroom telephone
ringing?


14. When the occupants of an accessible room are asleep, is there
a device which can be placed under the mattress or pillow
which will vibrate should the phone ring, building alarm sound
or someone knock at their guestroom door?


15. Are levers instead of knobs installed at the vanity and shower
faucet in the accessible rooms?


16. Has the exposed drain and hot water supply piping under the
vanity in the accessible rooms been insulated?


17. Has the door viewer (peep hole) in the accessible room been
lowered to accommodate persons in wheelchairs?


18. Has the night security lock/chain in the accessible room been
lowered to accommodate persons in wheelchairs?


19. Is there a level type handle on the guestroom entrance and
bathroom door of the accessible guestrooms?


20. Has the closet shelf and clothes rod in the accessible room

AMERICAN DISABILITY ACT
VISION: All properties will comply with the American Disabilities Act
(ADA) for accessibility guidelines of buildings and facilities.
TEAM PLAYERS: Engineering
MOVE #: ENG-SOP-30
EFFECTIVE DATE: 9/98
DATE REVISED: 9/98


























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Visions Ensuring Success
been lowered to accommodate wheelchair accessibility?

AMERICAN DISABILITY ACT
VISION: All properties will comply with the American Disabilities Act
(ADA) for accessibility guidelines of buildings and facilities.
TEAM PLAYERS: Engineering
MOVE #: ENG-SOP-30
EFFECTIVE DATE: 9/98
DATE REVISED: 9/98


























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Visions Ensuring Success
ADA ISSUES CHECKLIST (continued)
YES NO
21. Has the air conditioning controls in the accessible
room been lowered?



22. Are the appropriate grab bars installed in the
accessible guestroom bathroom?


23. Is the bottom edge of the reflective surface of the
vanity mirror no higher than 40 inches from the
finished floor?


24. Does the bathroom vanity in the accessible
guestroom meet the ADA standards for wheelchair
accessibility?


25. Are the table lamps in the accessible guestrooms
equipped with push button on/off type switches?


26. Is there an area set aside at the front desk which is
accessible to individuals in wheelchairs, or are
there procedures in place such as utilizing clip
boards?


27. Is there a clear barrier free pathway from the hotel
entrance to all facilities?


FREON DISCHARGE
VISION: All properties will fully comply with the Clean Air Act
regarding the elimination and releasing of Freon into the
atmosphere.
TEAM PLAYERS: Engineering
MOVE #: ENG-SOP-31
EFFECTIVE DATE: 9/98
DATE REVISED: 9/98


























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M.O.V.E.S.
Managing Operating
Visions Ensuring Success
PROCEDURE:
The preferred methodology will be to purchase the proper equipment to
perform this task in-house and to have at least one person certified to operate
the equipment. If an outside contractor is utilized, that contractor must be
certified and use the proper procedures as specified by the act, including
removal and disposal.

FACILITY CONSERVATION
VISION: To ensure a consistently well-maintained facility, maximize
labor productivity and control other expenses, a system of
facility conservation training and awareness is to be implemented
and monitored on a routine basis, involving all hotel departments
and employees.
TEAM PLAYERS: Engineering
MOVE #: ENG-SOP-32
EFFECTIVE DATE: 9/98
DATE REVISED: 9/98


























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M.O.V.E.S.
Managing Operating
Visions Ensuring Success
PROCEDURE:
1. During routine inspection, recurring maintenance work is determined and
highlighted.
2. Preventive and proactive training designed to eliminate recurring
maintenance is to be implemented in close coordination with the
appropriate Executive Committee member, via orientation, departmental
meetings, general meetings or one-on-one sessions.
3. During routine inspection, training effectiveness is to be evaluated by
reduction of recurring maintenance.

CONTRACT SERVICES
VISION: It is necessary at times to enter into contractual
agreements concerning services or product delivery. The
guidelines for these agreements are spelled out in the procedure.
All contracts should be of one year length and must include a 30-
day cancellation clause.
TEAM PLAYERS: Engineering
MOVE #: ENG-SOP-33
EFFECTIVE DATE: 9/98
DATE REVISED: 9/98


























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M.O.V.E.S.
Managing Operating
Visions Ensuring Success
PROCEDURE:
Contracts concerning yearly or one-time execution will be handled according
to corporate guidelines. The Engineering Manager will obtain the needed
signatures from corporate through his General Manager. Traces should be
initiated to ensure contracts are reviewed prior to their expiration each year. All
contracts should be put out to bid yearly. A list of all contracts should be
maintained by Engineering.

WARRANTIES
VISION: A manufacturers warranty deserves special attention as it
can save on the operations budget. Warranties differ in lengths of
coverage and in large machinery different items on the same
piece of equipment may or may not be covered. Some warranties
require certain services or maintenance practices be performed in
order to validate the warranty. Although time consuming and
cumbersome, it is necessary to keep track of these warranties.
TEAM PLAYERS: Engineering
MOVE #: ENG-SOP-34
EFFECTIVE DATE: 9/98
DATE REVISED: 9/98


























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M.O.V.E.S.
Managing Operating
Visions Ensuring Success
PROCEDURE:
In new properties or properties which have gone through a major renovation, it
is imperative that the Engineering Manager collect or receive all warranties and
ensure that informational cards or warranty validation forms are returned as
specified. The Engineering Manager will institute the following file system for
warranties.
1. A file labeled warranties will be kept in the Engineering Managers office.
2. Within this warranty file will be kept all warranties regardless of the duration
for which the warranty is good for.
3. The warranties will be alphabetized according to the produce name for
which it covers.
4. Warranties which have elapsed will be removed from the active warranty
file, but retained in a deal file for one year.
5. The Engineering Manager will conduct a yearly review of the warranty file.

GROUNDSKEEPING
VISION: To ensure the facility grounds are maintained in a manner
that is designed to provide safe access to and a safe environment
for guests, visitors and personnel.
TEAM PLAYERS: Engineering
MOVE #: ENG-SOP-35
EFFECTIVE DATE: 9/98
DATE REVISED: 9/98


























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PROCEDURE:
The Engineering Manager, if responsible for exterior groundskeeping, will
develop a program (see example 1) to ensure the exterior aesthetic integrity
remains pleasing to the viewer and safe from obstacles. If contracted services
are used for exterior groundskeeping, a copy of the contract will be kept in the
Engineering Managers office and reviewed as necessary for compliance
and/or changes which are needed.

GROUNDSKEEPING
VISION: To ensure the facility grounds are maintained in a manner
that is designed to provide safe access to and a safe environment
for guests, visitors and personnel.
TEAM PLAYERS: Engineering
MOVE #: ENG-SOP-35
EFFECTIVE DATE: 9/98
DATE REVISED: 9/98


























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M.O.V.E.S.
Managing Operating
Visions Ensuring Success
LANDSCAPING DAILY REPORT
DATE: ____________________
LANDSCAPER:_____________________
WORK PERFORMED TIME SPENT DESCRIPTION
Property Trash Pick-up
Entry Clean-up
Javeline Clean-up
Parking Lots
Watering Lawns
Watering Citrus
Watering Flowers
Sprinkler Zones
Sidewalk Sweeping
Curb Sweeping
Raking
Planting
Pruning
Ballroom
Pre-Function
Steam Cleaning
Rock Bed Cleaning

Comment or repairs needed:_________________________________________________

GROUNDSKEEPING
VISION: To ensure the facility grounds are maintained in a manner
that is designed to provide safe access to and a safe environment
for guests, visitors and personnel.
TEAM PLAYERS: Engineering
MOVE #: ENG-SOP-35
EFFECTIVE DATE: 9/98
DATE REVISED: 9/98


























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M.O.V.E.S.
Managing Operating
Visions Ensuring Success
_______________________________________________________________________________

PARKING AREA
VISION: Maintenance of parking areas and related facilities are a
must. A guests first impression of a facility is critical. This first
impression tends to influence their attitude during the stay. The
parking facility whether a garage or a lot is usually the first contact
the guest has. Parking lots receive constant abuse from weather,
elements and people. It is necessary due to guest safety and the
high exposure of liability, to maintain the parking facility and the
neglect they receive, considerable time will be spent in the
procedure section.
TEAM PLAYERS: Engineering
MOVE #: ENG-SOP-36
EFFECTIVE DATE: 9/98
DATE REVISED: 9/98


























Page 138 of 234

M.O.V.E.S.
Managing Operating
Visions Ensuring Success
PROCEDURE:
The parking facility will be entered into the preventative maintenance system. A
maintenance program will be devised, using a checklist for the planned
maintenance of parking facilities. The following checklist is intended to cover
most typical aspects of maintenance including those related to cleaning,
safety, equipment and structure. A suggested desirable and a minimum
frequency of observation or attention area indicated by a D, W, M, and
A respectively, which indicate daily, weekly, monthly or annually. The aspects
covered are:
Cleaning - D
Painting - A
Parking Control Equipment - D
Roofing and Waterproofing - A
Safety Checks - W
Security System - M
Signs (graphics) - A
Snow and Ice Control - as needed
Structural System - A
Concrete Deterioration - A
Concrete Repair and Preventive
Maintenance - A
Waterproofing, Preventive
Maintenance - A
Ventilation/Exhaust System - D
Elevators - M
Drainage - M
Lighting - W
It is recommended that for each parking facility a specific maintenance
program be developed. Each facility has features unique to it alone, so any sort
of uniform program may miss important features.

PARKING AREA
VISION: Maintenance of parking areas and related facilities are a
must. A guests first impression of a facility is critical. This first
impression tends to influence their attitude during the stay. The
parking facility whether a garage or a lot is usually the first contact
the guest has. Parking lots receive constant abuse from weather,
elements and people. It is necessary due to guest safety and the
high exposure of liability, to maintain the parking facility and the
neglect they receive, considerable time will be spent in the
procedure section.
TEAM PLAYERS: Engineering
MOVE #: ENG-SOP-36
EFFECTIVE DATE: 9/98
DATE REVISED: 9/98


























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Particular problems of parking facilities will also be addressed.
1. Drainage
Drainage is a very important feature of parking facility maintenance. If
drainage is not kept open, water will back up and accumulate on the
surface, creating guest dissatisfaction, damage to the parking lot and
potential damage to the property of others.
All drainage outlets will be inspected monthly. Catch basis and inlets
should be cleaned of all debris. If the drainage structure has a sump
below the outfall storm sewer line, this sump should be cleaned of all
accumulations at least annually.
To inspect the drainage outlets the lid should be removed and inside of
the drainage structure inspected. The lids are normally made of cast iron
and can weight over 100 pounds.

2. Inspections
A visual inspection should be made of the surface of the parking lot. If
several cracks are evident and if it appears water can penetrate the
surface into the subsurface a more detailed inspection is appropriate.
Normal construction calls for the surface course to be provided a
waterproof surface, while the subsurface components are porous and will
allow water to penetrate.
As water penetrates the surface course it enters the base course causing
the base course to become saturated. Some of the water continues on

PARKING AREA
VISION: Maintenance of parking areas and related facilities are a
must. A guests first impression of a facility is critical. This first
impression tends to influence their attitude during the stay. The
parking facility whether a garage or a lot is usually the first contact
the guest has. Parking lots receive constant abuse from weather,
elements and people. It is necessary due to guest safety and the
high exposure of liability, to maintain the parking facility and the
neglect they receive, considerable time will be spent in the
procedure section.
TEAM PLAYERS: Engineering
MOVE #: ENG-SOP-36
EFFECTIVE DATE: 9/98
DATE REVISED: 9/98


























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through the base course into the subbase saturating it also. As these
porous materials become saturated they lose their cohesive properties

PARKING AREA
VISION: Maintenance of parking areas and related facilities are a
must. A guests first impression of a facility is critical. This first
impression tends to influence their attitude during the stay. The
parking facility whether a garage or a lot is usually the first contact
the guest has. Parking lots receive constant abuse from weather,
elements and people. It is necessary due to guest safety and the
high exposure of liability, to maintain the parking facility and the
neglect they receive, considerable time will be spent in the
procedure section.
TEAM PLAYERS: Engineering
MOVE #: ENG-SOP-36
EFFECTIVE DATE: 9/98
DATE REVISED: 9/98


























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and ability to support the surface course. At this point failure of the entire
system is imminent.
Even small hairline cracks should be of concern. When cracks appear it is
an indicator that the surface needs to be sealed to preclude entry of
surface water into the base and subbase courses.
Careful notes need to be made of any cracks observed. If the same area
is observed to be a repeat failure, strong indicators exist of a deeper
rooted problem or of a design failure. In either case, it deserves additional
attention.
On bituminous surfaces, the bituminous may be lost by exposure to the
elements, especially sunlight. As the bitumens are lost the ability to
provide waterproofing diminishes and the entire material loses its flexible
nature. This is a nature condition and should be offset by periodic sealing
to renew the bitumens and seal off the effects of the elements.
3. Sealing and Waterproofing*
If the inspection of the surface course indicates water is penetrating the
surface course, sealing and weatherproofing is needed.
For asphalt or bituminous type surfaces the sealant is commonly a liquid
sealer, applied uniformly over the surface. It is applied by any of several
methods, ranging from hand brushing to pressure liquid application. In any of
these cases, the purpose is two-fold - to waterproof the surface and to
renew the bitumens near the surface.

PARKING AREA
VISION: Maintenance of parking areas and related facilities are a
must. A guests first impression of a facility is critical. This first
impression tends to influence their attitude during the stay. The
parking facility whether a garage or a lot is usually the first contact
the guest has. Parking lots receive constant abuse from weather,
elements and people. It is necessary due to guest safety and the
high exposure of liability, to maintain the parking facility and the
neglect they receive, considerable time will be spent in the
procedure section.
TEAM PLAYERS: Engineering
MOVE #: ENG-SOP-36
EFFECTIVE DATE: 9/98
DATE REVISED: 9/98


























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For concrete surfaces the available sealants range from liquid materials to
overlays of new materials. Liquid materials are the easiest and cheapest to
apply, but have limited effectiveness due to the rigid nature of the concrete

PARKING AREA
VISION: Maintenance of parking areas and related facilities are a
must. A guests first impression of a facility is critical. This first
impression tends to influence their attitude during the stay. The
parking facility whether a garage or a lot is usually the first contact
the guest has. Parking lots receive constant abuse from weather,
elements and people. It is necessary due to guest safety and the
high exposure of liability, to maintain the parking facility and the
neglect they receive, considerable time will be spent in the
procedure section.
TEAM PLAYERS: Engineering
MOVE #: ENG-SOP-36
EFFECTIVE DATE: 9/98
DATE REVISED: 9/98


























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surface. Often the concrete lot is sealed by application of an asphalt
overlay of from 1 1/2 to 3 inches.
Sealants should form a waterproofing over the entire surface. To accomplish
this they should be pliable enough that they do not crack themselves
because of weather and temperature changes. Overlays of asphalt
materials or concrete are more expensive but may be the recommended
solution.
Certain problems arise with the application of overlays. If the overlay is too
thin it will have a tendency to crack and break up in a relatively short
period. If it does not adhere to the existing surface problems can be
caused, unless it is specifically designed not to adhere. If the overlay is laid
too thick, or if insufficient working elevation is available, the direction of
surface waters flow may be affected. This can cause water to pond or
even run back toward the building rather than away from it.
* Sealing and waterproofing will be done according to the
geographical demands. A maximum of five years without resealing is
allowable if the climate in which the facility is located is tolerable. The
Midwest or the region commonly referred to as the salt belt must utilize a
more aggressive waterproofing program. A three year maximum will be
utilized in this geographical area.
4. Snow and Ice Removal
On surface parking lots it is usually advisable to remove snow and ice rather
than control its placement. If the parking lot is not fully utilized, or if the snow
problem is expected to be of short duration, the removed snow and ice may
be temporarily stored on part of the parking lot.

PARKING AREA
VISION: Maintenance of parking areas and related facilities are a
must. A guests first impression of a facility is critical. This first
impression tends to influence their attitude during the stay. The
parking facility whether a garage or a lot is usually the first contact
the guest has. Parking lots receive constant abuse from weather,
elements and people. It is necessary due to guest safety and the
high exposure of liability, to maintain the parking facility and the
neglect they receive, considerable time will be spent in the
procedure section.
TEAM PLAYERS: Engineering
MOVE #: ENG-SOP-36
EFFECTIVE DATE: 9/98
DATE REVISED: 9/98


























Page 144 of 234

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The primary purpose of any snow and ice control program is to return the
parking lot to a safe and useable condition the lot of ice and snow quickly
and efficiently once the storm is over. This often does not mean complete
eradication, but rather a reasonable and acceptable level of service.
Plowing is generally the first line of defense. If the snowfall is heavy,
spreading some type of chemical or abrasive is often done. Salt is a
common additive. Sometimes, such as in the case of ice, salting or the
addition of an abrasive is the only practical defense. The abrasive provide
temporary traction, which the salt also will do as it begins its melting
action. However, abrasives do not remove the ice and snow, nor does it
prevent bonding to the pavement.
There are two basic types of salt in use. Calcium chloride and sodium
chloride. Calcium chloride continues to act and remain effective at lower
temperatures.
Salt is basically a deicer, while abrasives are a traction aid. Salt becomes
ineffective at the lower temperatures. Calcium chloride has low
effectiveness below 20 and sodium chloride loses effectiveness below
15.
If used improperly, salt can present environmental problems and
contribute to the deterioration of pavements and structures in addition to
problems of the runoff.
One major concern with the use of salt is that when salt brine is allowed to
run off in storm water it can increase the chloride or sodium level of the
runoff. This can have a detrimental effect on the quality of storm water

PARKING AREA
VISION: Maintenance of parking areas and related facilities are a
must. A guests first impression of a facility is critical. This first
impression tends to influence their attitude during the stay. The
parking facility whether a garage or a lot is usually the first contact
the guest has. Parking lots receive constant abuse from weather,
elements and people. It is necessary due to guest safety and the
high exposure of liability, to maintain the parking facility and the
neglect they receive, considerable time will be spent in the
procedure section.
TEAM PLAYERS: Engineering
MOVE #: ENG-SOP-36
EFFECTIVE DATE: 9/98
DATE REVISED: 9/98


























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discharged from the property and also on the property landscaping that
has contact with the runoff.

PARKING AREA
VISION: Maintenance of parking areas and related facilities are a
must. A guests first impression of a facility is critical. This first
impression tends to influence their attitude during the stay. The
parking facility whether a garage or a lot is usually the first contact
the guest has. Parking lots receive constant abuse from weather,
elements and people. It is necessary due to guest safety and the
high exposure of liability, to maintain the parking facility and the
neglect they receive, considerable time will be spent in the
procedure section.
TEAM PLAYERS: Engineering
MOVE #: ENG-SOP-36
EFFECTIVE DATE: 9/98
DATE REVISED: 9/98


























Page 146 of 234

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Plowing cannot remove all the snow from the pavement surface and
what is not removed may turn to hazardous hardpacked bonded to the
pavement by traffic. Salt is often a good aid in this if used early. With
bonded hardpack, salt is often essential in order to loosen it so it can be
plowed off.
The decision to rely on plowing alone, use a combination, or rely on
abrasives must be made locally, based on local conditions, preferences
and acceptable standards.
Thus, snow and ice removal are important for all the obvious reasons of
guest convenience and safety, but also for protection of property assets.
5. Painting
Painting serves two purposes.
a. Protection of metals against corrosion and resulting loss of structural
capacity.
b. Enhancement of appearance.
Some metals such as anodized aluminum and stainless steel do not require
painting. Galvanized steel surfaces do not initially require painting. However,
because the galvanizing is sacrificial, under some exposure conditions the
galvanization and thus the protection, is lost as the surfaces age.
Paint as a protective coating depends upon its adherence to the underlying
surface. Therefore, before painting any surface, it is extremely important to
properly clean and prepare the surface. Preparation for painting may
include removal of rust, removal or previous coats of paint, application of
caulking or sealant, waterproofing concrete or masonry or other preparation

PARKING AREA
VISION: Maintenance of parking areas and related facilities are a
must. A guests first impression of a facility is critical. This first
impression tends to influence their attitude during the stay. The
parking facility whether a garage or a lot is usually the first contact
the guest has. Parking lots receive constant abuse from weather,
elements and people. It is necessary due to guest safety and the
high exposure of liability, to maintain the parking facility and the
neglect they receive, considerable time will be spent in the
procedure section.
TEAM PLAYERS: Engineering
MOVE #: ENG-SOP-36
EFFECTIVE DATE: 9/98
DATE REVISED: 9/98


























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appropriate to the surface and exposure conditions. Paints should be
carefully selected to be appropriate for each particular application.
All painted surfaces should be inspected annually to determine their
condition. Small rust spots that are observed should be cleaned and
touched up each year. Complete repainting should be done as may be
required by the element, type of paint and the exposure conditions. Most
painted surfaces in parking facilities will need repainting at intervals in the
3 to 7 year range.
Handrails and guardrails serve safety related functions. They should be
inspected and painted at intervals as required to ensure retention of their
structural capacity.
Regular painting of exposed metals such as doors, door frames, pipes and
pipe guard not only helps prevent corrosion deterioration but provides a
pleasant and well kept appearance. Metal pan stairs must be inspected
and painted on a regular basis.
Parking stall striping is a basic element of all parking facilities. Stall striping
should be repainted whenever the paint stripes fade or deteriorate. With
the increasing number of small cars on the road, many parking facilities
are being restriped to reflect the smaller size cars. It is recommended that
when changing the striping, the old stripes be removed completely rather
than painted over. Painting over old stripes usually results in two sets of
stripes being visible and thereby confusing to the user. Paint over the old
stripes often wears off or does not stick at all. Gravity fed paint for stall
striping tends to last longer than sprayed paint.

PARKING AREA
VISION: Maintenance of parking areas and related facilities are a
must. A guests first impression of a facility is critical. This first
impression tends to influence their attitude during the stay. The
parking facility whether a garage or a lot is usually the first contact
the guest has. Parking lots receive constant abuse from weather,
elements and people. It is necessary due to guest safety and the
high exposure of liability, to maintain the parking facility and the
neglect they receive, considerable time will be spent in the
procedure section.
TEAM PLAYERS: Engineering
MOVE #: ENG-SOP-36
EFFECTIVE DATE: 9/98
DATE REVISED: 9/98


























Page 148 of 234

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Old adhesive stripes should be pulled off before resealing or resurfacing.
Most adhesives can be released by solvents recommended by the
manufacturers.

PARKING AREA
VISION: Maintenance of parking areas and related facilities are a
must. A guests first impression of a facility is critical. This first
impression tends to influence their attitude during the stay. The
parking facility whether a garage or a lot is usually the first contact
the guest has. Parking lots receive constant abuse from weather,
elements and people. It is necessary due to guest safety and the
high exposure of liability, to maintain the parking facility and the
neglect they receive, considerable time will be spent in the
procedure section.
TEAM PLAYERS: Engineering
MOVE #: ENG-SOP-36
EFFECTIVE DATE: 9/98
DATE REVISED: 9/98


























Page 149 of 234

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Old paint stripes should be removed. Although it is time consuming and
relatively expensive, the best method is grinding off the paint stripe. A very
thin coating is removed in the process, but if this is less than 1/8 inch no harm
should be done.
The painting of interior or exterior concrete and masonry is usually done for
appearance. Some masonry paints also serve as waterproofing. At regular
intervals, these elements should be repainted. Some of the new anti-graffiti
paints are effective for that purpose and should be considered when graffiti
is or may be a problem.
Painting of curbs is usually safety related and they should be repainted more
frequently than other elements. Semi-annual painting is recommended.
6. Structural Repairs
When structural failure occurs, such as potholes or broken areas
accompanied by soft spots, structural repairs are necessary. This usually
involves removing and replacing the damaged material to alleviate the
problem.
Seldom will surface repairs suffice. Normally it is necessary to remove the
unstable or overstressed materials and stabilize, replace or reinforce them
sufficiently to meet design conditions.
Often failures of surface parking lots and driveways are related to one of the
problem soils. These include (1) saturated cohesive soils, (2) saturated fine
non-cohesive or low cohesive soils, (3) organic soils and (4) soils with great
variations in moisture content.

PARKING AREA
VISION: Maintenance of parking areas and related facilities are a
must. A guests first impression of a facility is critical. This first
impression tends to influence their attitude during the stay. The
parking facility whether a garage or a lot is usually the first contact
the guest has. Parking lots receive constant abuse from weather,
elements and people. It is necessary due to guest safety and the
high exposure of liability, to maintain the parking facility and the
neglect they receive, considerable time will be spent in the
procedure section.
TEAM PLAYERS: Engineering
MOVE #: ENG-SOP-36
EFFECTIVE DATE: 9/98
DATE REVISED: 9/98


























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7. Cleaning
In part, the suggested frequencies of cleaning are based upon the concept
that people have less tendency to litter in a clean, neat environment than in
an environment which is already messy. A clean, well kept parking garage
promotes a good reputation and invites people that offset the cost of
keeping the facility clean.
Grease and oil drippings from cars build up at parking spaces as well as
entrance and exit lanes. These grease buildups should be removed with
appropriate degreasers. High pressure steam is an excellent example of a
degreaser. A minimum of twice a year is recommended. Large oil spots
should be cleaned as they occur. The degreaser used should be
compatible with the surface to which they are applied. A product that
works well with concrete may destroy an asphalt surface.
High pressure water jet systems should not be used on floor slabs new
control or expansion joint sealants. High pressure water jets can damage
sealant and cause leakage which can lead to serious deterioration. High
pressure water or steam may be used for removing grease spots on the
floor slab when care is taken to avoid damage to joint sealant material.
Particular care should be given to frequent and regular cleaning of the
tracks or grooves in elevator floor sills. These tracks are in both the elevator
cab floor sill and each landing floor sill. Dirt in these tracks can cause the
elevator doors to malfunction.
8. Safety Checks
Included in this section are discussions of:

PARKING AREA
VISION: Maintenance of parking areas and related facilities are a
must. A guests first impression of a facility is critical. This first
impression tends to influence their attitude during the stay. The
parking facility whether a garage or a lot is usually the first contact
the guest has. Parking lots receive constant abuse from weather,
elements and people. It is necessary due to guest safety and the
high exposure of liability, to maintain the parking facility and the
neglect they receive, considerable time will be spent in the
procedure section.
TEAM PLAYERS: Engineering
MOVE #: ENG-SOP-36
EFFECTIVE DATE: 9/98
DATE REVISED: 9/98


























Page 151 of 234

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Carbon monoxide
monitors
Guardrails and
handrails
Pedestrian exit signs
Emergency lights
Fire safety equipment
Emergency calls in
elevators
Tripping hazards
There are some elements in a parking garage that merit some special
safety checks.
Carbon monoxide monitors are often used in enclosed or underground
parking garages. These monitors should be checked daily for proper
performance. The instruction and operation manual for this equipment
should be consulted and followed.
Metal handrails and guardrails at the edges of parking floors are subject
to damage from impact and corrosion. It is recommended that these
handrails and guardrails be checked monthly to verify that they are rigid,
not damaged and can serve their intended purpose. Less susceptible to
damage, but equally deserving of periodic safety checks, are concrete
guard walls and stair handrails.
Most building codes require illuminated exit signs to be placed by each
stairway on all floors and at other points of pedestrian egress. Many times
these are white with red letters. The illuminated signs should be checked
daily to see that the light bulbs are working and the sign faces are intact.
Special emergency lights should be checked regularly for proper
operation.

PARKING AREA
VISION: Maintenance of parking areas and related facilities are a
must. A guests first impression of a facility is critical. This first
impression tends to influence their attitude during the stay. The
parking facility whether a garage or a lot is usually the first contact
the guest has. Parking lots receive constant abuse from weather,
elements and people. It is necessary due to guest safety and the
high exposure of liability, to maintain the parking facility and the
neglect they receive, considerable time will be spent in the
procedure section.
TEAM PLAYERS: Engineering
MOVE #: ENG-SOP-36
EFFECTIVE DATE: 9/98
DATE REVISED: 9/98


























Page 152 of 234

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Fire safety equipment should be checked regularly. This includes fire
extinguishers, stand pipes, detectors and pull stations, hose cabinets, fire
sprinkler systems, automatic door closures in safe areas and fire pumps.
Elevator cabs have emergency call alarms and sometimes telephones,
intercoms or television cameras. These should be checked daily for proper
operation.
Concrete floors or sidewalks can develop holes or pockets due to
deterioration which can be tripping hazards. These holds or pockets
should be filled immediately, even if on a temporary basis.

EXTERIOR SIGNAGE & SECURITY LIGHTING
VISION: Not to be confused with the previous section on parking
facilities, the items which this policy is dealing with concerns
outdoor signage of lighted informational type and security lighting
which is dedicated for the sole purpose of loss prevention.
TEAM PLAYERS: Engineering
MOVE #: ENG-SOP-37
EFFECTIVE DATE: 9/98
DATE REVISED: 9/98



























Page 153 of 234

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PROCEDURE:
The exterior signage will be checked visually each night on the normal house
rounds of the evening and swing shift. Any problems noted will be promptly
repaired or documented on the Engineering daily report, under the remarks
section, as to why the repairs could not be made.
Security lighting will also be checked nightly. Portions of the parking facilities will
be included in these areas as they serve a definite deterrent to crime when
operating properly. Other security lighting which will be checked are:
1. Docks
2. Passenger entrances, exits and walkways
3. Exterior stairwells (example - garage stairs)
4. Sidewalks
5. Light poles (dedicated for the purpose of illuminating a high-risk area)
6. Parking areas
7. Pool lights


ENGINEERING SERVICE REQUESTS
VISION: Additional services for banquets or catering functions may
be required. To ensure the correct information is obtained and to
give specific guidelines as to the cost involved, a service request
sheet must be developed.
TEAM PLAYERS: Engineering
MOVE #: ENG-SOP-38
EFFECTIVE DATE: 9/98
DATE REVISED: 9/98



























Page 154 of 234

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PROCEDURE:
The Engineering Manager will develop a service request sheet for items and
services beyond the routine or complimentary services. The request form will
contain the following information (see example).
1. Name or firm requiring services
2. In-house contact.
3. Date(s) service is required
4. Address and phone number of name or firm requiring services.
5. Booth number (if applicable)
6. Services desired
a. Electrical
b. Plumbing
c. Gas
d. Labor
e. Telephone
NOTE: Prices for service will be listed on the sheet and will be fair in value.
7. Total amount due
8. Authorized signature (person requiring services)
9. Return address for payment
10. Appropriate disclaimers
a. 10-day prior payment
b. Fee for same day service
without notice

ENGINEERING SERVICE REQUESTS
VISION: Additional services for banquets or catering functions may
be required. To ensure the correct information is obtained and to
give specific guidelines as to the cost involved, a service request
sheet must be developed.
TEAM PLAYERS: Engineering
MOVE #: ENG-SOP-38
EFFECTIVE DATE: 9/98
DATE REVISED: 9/98



























Page 155 of 234

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The blank forms will be issued to the sales and catering staff. Completed forms
will be returned to the Engineering Manager and the desired services
accomplished. A credit will be reflected in the appropriate manner for services
and materials used to complete the quest request.

ENGINEERING SERVICE REQUESTS
VISION: Additional services for banquets or catering functions may
be required. To ensure the correct information is obtained and to
give specific guidelines as to the cost involved, a service request
sheet must be developed.
TEAM PLAYERS: Engineering
MOVE #: ENG-SOP-38
EFFECTIVE DATE: 9/98
DATE REVISED: 9/98



























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ENGINEERING SERVICE REQUEST FORM
NAME OF CONVENTION:___________________________________ BOOTH #: ____________________
EXHIBITOR COMPANY:__________________________ IN-HOUSE CONTACT: ____________________
ADDRESS:_________________________________________________________________________________
PHONE NUMBER: _______________ DATES:________________ TO _________________
ELECTRICAL OUTLETS/CHARGES PER CONNECTION:
__________ 110 volt outlet @ $10.00

115 Volts
__________ Outlet with total capacity 600
watts (5 amps) @ $10.00
__________ Outlet with total capacity
1800 watts (15 amps) @.$15.00
__________ Outlet with total capacity 3000 watts
(25 amps) @ $20.00
__________ 150 watt floodlight with outlet (each) per
day @ $15.00.
220 Volts-one phase:
__________ Outlet with total capacity
1800 watts (15 amps) @ $20.00
__________ Outlet with total capacity
3000 watts (25 amps) @ $30.00
220 Volts-three phase:
__________ Outlet with total capacity 3000 watts per phase (25 amps per phase) @ $50.00
277/480 Volt Service and High Amperage Service Available and Quoted According to Requirements (Special Wiring)
__________ Touch-Tone Telephone (through hotel operator) @ $20.00/day
(Direct outside line - quoted on individual basis)
SPECIAL WIRING: Accommodations for special hook-ups (wiring, plugs, receptacles, connectors, etc.) are available with
at least 72 hours notice. Billing for these items will be at retails.
ENGINEERING SERVICES:
__________ Labor charges for special accommodations or crating, uncrating, etc., per man, per hour @ $16.00
__________ Hijacker available at $31.00/hr., $31.00 minimum (includes operator)
__________ Hot/Cold water and natural gas services available and quoted according to requirements.
__________ TOTAL AMOUNT DUE AUTHORIZED SIGNATURE _____________________________________
Total payment is due 10 days prior to hook-up date. Make check payable to: _____________________________
SEND TO: Convention Services Manager ALL SERVICES REQUESTED ON DATE OF HOOK-UP WILL INCLUDE A $25.00 C.O.D.
CHARGE


KEY CONTROL
VISION: All employees are subjected to the use of keys either in a
master capability or an individual basis. The Engineering
Department, due to the need for access to most areas,
necessitates the use of master keys. The carrying of master keys
makes the security system vulnerable. Therefore, strict internal
controls and compliance with the security SOP concerning keys
will be followed.
TEAM PLAYERS: Engineering
MOVE #: ENG-SOP-39
EFFECTIVE DATE: 9/98
DATE REVISED: 9/98



























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PROCEDURE:
The Engineering Manager, where applicable, will ensure compliance with Trust
Standard operating Procedures concerning key control.

ENVIRONMENTAL COMMITTEE
VISION: The Environmental Committee is a usable function not only
for the employees, but our guests as well. An active participation
by the Engineering Department is a must if the committee is to
serve its intended function.
TEAM PLAYERS: Engineering
MOVE #: ENG-SOP-40
EFFECTIVE DATE: 9/98
DATE REVISED: 9/98



























Page 158 of 234

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PROCEDURE:
The Engineering Manager will take an active part in the Environmental
Committee. An active committee requires participation from all departments,
however, most items will fall in the realm of engineering needs. The Engineering
Manager will ensure his departments response to the needs are timely.
1. Items for discussion by the Engineering Manager may include:
2. Safety and security work orders accomplished.
3. Emergency work orders accomplished.
4. Repairs made or repairs needed to security lighting. This will include
parking and grounds lights.
5. Security issues or concerns affecting the entire hotel.
6. Solicitation of comments or suggestions on potential safety hazards.
7. Recycling efforts for the property.
8. Energy conservation.

SECURITY
VISION: Security is the responsibility of each employee. The
Engineering Department because of its all encompassing duties
will be extremely security conscious, not only for the sake of our
guests, but protection for the employees.
TEAM PLAYERS: Engineering
MOVE #: ENG-SOP-41
EFFECTIVE DATE: 9/98
DATE REVISED: 9/98



























Page 159 of 234

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PROCEDURE:
The Engineering Manager will ensure the departments knowledge and active
participation in the security effort.
General rules for the engineering shop will be as follows:
1. The shop area, mechanical rooms, electrical rooms, boiler rooms, chiller
rooms, and any other associated area containing equipment, tools or
supplies will be locked. Access to these areas will be limited to departmental
personnel. A secondary key to these areas must be available to the MOD or
Security. Should an engineer be hurt in one of the secured areas this
secondary key would provide emergency access.
2. Guestroom Calls
a. Vacant and clean, vacant and dirty, out of order - the engineer upon
arriving at the room will block the guestroom entry door open with a
door stop. The door will be blocked open at the halfway point
between fully open and fully closed. The door will remain open during
the time the engineer is in the room. If the room is left for any reason,
such as securing parts, the door will be shut. Upon returning to the
room, the door will again be secured in the manner mentioned.
b. Occupied and quest not present - the same criteria listed in A will be
used along with the following guidelines:
i. Care will be given to ensure the door to the guestroom can be
seen at all times. If work is to be done in an area of the room
which does not allow monitoring of the 1/2 open entry door, the
door will be closed and a notification device must be used
alerting the presence of an engineer within. It is suggested a
card such as the privacy door hanger be developed with the
verbiage ENGINEER PRESENT. Should the guest return to the
room while the entry door is 1/2 open, the engineer must

SECURITY
VISION: Security is the responsibility of each employee. The
Engineering Department because of its all encompassing duties
will be extremely security conscious, not only for the sake of our
guests, but protection for the employees.
TEAM PLAYERS: Engineering
MOVE #: ENG-SOP-41
EFFECTIVE DATE: 9/98
DATE REVISED: 9/98



























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challenge the guest (TACTFULLY) and ensure the individual is the
registered occupant.

SECURITY
VISION: Security is the responsibility of each employee. The
Engineering Department because of its all encompassing duties
will be extremely security conscious, not only for the sake of our
guests, but protection for the employees.
TEAM PLAYERS: Engineering
MOVE #: ENG-SOP-41
EFFECTIVE DATE: 9/98
DATE REVISED: 9/98



























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c. Occupied and guest present - the same criteria listed in A will be
used along with the following guidelines:
i. Should the guest request that the door be shut, the engineer
should explain that it is standard procedure for the guests safety
as well as the employee. If the guest will not allow the door to be
left open, the engineer will place the notification device on the
outside of the door, shut the door and notify PBX via walkie talkie
of his location. PBX must be notified when the engineer leaves
that location.

SHOP AND JOB SAFETY
VISION: The work performed and the materials and tools needed
to maintain the building can be extremely hazardous if handled
improperly or foolishly. Basic rules of courtesy and thoughtfulness
for others apply daily in the engineering effort.
TEAM PLAYERS: Engineering
MOVE #: ENG-SOP-42
EFFECTIVE DATE: 9/98
DATE REVISED: 9/98



























Page 162 of 234

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PROCEDURE:
The Engineering Manager will invoke and practice good safety on the job and
within the engineering spaces. Rules to work by area, but not limited to:
1. Horseplay of any form is not allowed.
2. Proper clothing (see ENG-SOP-08) will be worn.
3. Employee. tools will be of top quality and in good repair.
4. Hotel tools will be in top quality and in good repair.
5. Compressed gas tanks will be stored and utilized properly (see ENG-SOP-
45), this will include inspection of the other areas of the hotel to ensure
they are using proper handling procedures.
6. Safety goggles or shields will be worn when using grinders, reciprocating
devised, impact devices and dealing with chemicals (see ENG-SOP-43).
7. Proper welding techniques will be used (see enclosure).
8. All electrical tool devices will be properly grounded and in good service
repair.
9. Extension cords of the two prong 18 gauge wire type will not be used.
Usage of these cords by other departments will be highly discourages.
10. Liquids or powders will be stored in the original container or be clearly
marked as to its content if the original container is not available. Liquids or
powders will not be stored in open containers on shelving above eye
level.
11. Lock out procedures and devices will be used when handling electrical
and mechanical repairs (see ENG-SOP-49).
12. Air tight, non-flammable rag barrels will be used for rags in the shop area
and all maintenance rooms where greasy/oily rags are present. These
containers must be a minimum emptied weekly.

SHOP AND JOB SAFETY
VISION: The work performed and the materials and tools needed
to maintain the building can be extremely hazardous if handled
improperly or foolishly. Basic rules of courtesy and thoughtfulness
for others apply daily in the engineering effort.
TEAM PLAYERS: Engineering
MOVE #: ENG-SOP-42
EFFECTIVE DATE: 9/98
DATE REVISED: 9/98



























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13. All guards and protective devices will be in place on all tools and
machinery.
14. Paint and flammable liquids will be stored according to the N.F.P.A. and
local authorities.
15. Departmental employees will police and clean up after each job
completion.
16. Wearing of rings, bracelets and metal watchbands are discouraged due
to electrical conductivity.
17. Mushroomed tools will be ground off or replaced.
18. All spills will be wiped up immediately.
19. Proper lifting techniques will be observed. Lifting belts will be available for
use by departmental employees. It is suggested that one belt per size be
available. Use the buddy system when possible.
20. All accidents or injuries will be reported immediately.
21. Use of the proper tool for the job. Shortcuts cause injuries and damage to
equipment.
22. Everyone within the department is to be knowledgeable of the hazardous
chemicals used and the location of the MSDS sheets (see ENG-SOP-43).

SHOP AND JOB SAFETY
VISION: The work performed and the materials and tools needed
to maintain the building can be extremely hazardous if handled
improperly or foolishly. Basic rules of courtesy and thoughtfulness
for others apply daily in the engineering effort.
TEAM PLAYERS: Engineering
MOVE #: ENG-SOP-42
EFFECTIVE DATE: 9/98
DATE REVISED: 9/98



























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TEN ESSENTIALS OF WELDING
1. Ensure that all tanks to be welded have been properly purged of its contents.
2. Secure all tanks in an approved two wheel type dolly or fastened securely to
the wall.
3. Jigs and holding devices shall be used at all times. It is impossible to obtain
the correct angles and sight lines when holding the items with one hand.
4. The welding area should be free from batteries, compressed gasses and
flammable materials. The sparks from the welder fly in all directions and may
lie dormant and smoldering for days.
5. Make sure all stingers are properly attached to the welding cables. The
ground should be checked to ensure the proper continuity exists between
the item to be welded and the welder. Torch ends should be checked for
cleanliness and proper mixture of gas and oxygen. The resulting flame of a
properly cleaned and balance torch is very distinct and well defined.
6. Proper ventilation must be present to remove built up noxious gasses from the
welding sight. Do not have a fan blowing directly on the items to be welded
as this may cause premature cooling and fractures.
7. The proper tinted eye protection must be used. Electric welding requires a
darker glass than the torch would use. Do not allow others to watch the arc
or flame without their own eye protection. A seasoned welder knows his
preference of tint for convenience and protection.
8. Proper body protection will be used. Gloves, hat and leather welding sleeves
are recommended. Exposed parts of the body can receive 1st and 2nd
degree burns not only from the sparks but the heat and intense light given
off.
9. All welding should be consistent in size and bead. If the bead is filled with pits
and valleys it must be ground down to alleviate stress points.

SHOP AND JOB SAFETY
VISION: The work performed and the materials and tools needed
to maintain the building can be extremely hazardous if handled
improperly or foolishly. Basic rules of courtesy and thoughtfulness
for others apply daily in the engineering effort.
TEAM PLAYERS: Engineering
MOVE #: ENG-SOP-42
EFFECTIVE DATE: 9/98
DATE REVISED: 9/98



























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10. A fire extinguisher located at the welding sight is a must. A steel container
and a bucket filled with water is also recommended for discard hot
material.

HAZARDOUS CHEMICALS
VISION: The use of. chemicals is an everyday occurrence within
Engineering. We have grown accustomed to using chemicals and
the caution we once practiced is not as evident as it was. Many
chemicals cannot be stored together. Some have vapors which
are caustic, flammable or dangerous to the respiratory and
nervous system. We must be knowledgeable of each major and
minor chemical and use good storage and handling practices.
TEAM PLAYERS: Engineering
MOVE #: ENG-SOP-43
EFFECTIVE DATE: 9/98
DATE REVISED: 9/98



























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PROCEDURE:
The Engineering Manager is responsible for implementing the corporate
program for handling hazardous material.
1. All chemicals in bulk containers will be clearly marked for content and
use.
2. No containers will be stored open. All must have lids or dispensing pumps.
3. Manufacturers safety data sheets will be secured and posted.
a. In the proximity of the chemicals.
b. A master file of all chemicals will be kept in Human Resources and in
the Engineering Managers office.
4. Chemicals will not be stored on, over or near floor drains.
5. Proper protective clothing will be furnished by the hotel for each
chemical site. It is not enough to keep one set of protective clothing for
use by everyone in the shop. You should not assume they will go to the
shop and retrieve the protective clothing prior to handling the chemicals.
A full set of clothing may not be needed at each site. The Engineering
Manager must evaluate the chemicals being used and provide proper
protection. The articles will be:
a. Rubber boots.
b. Full length rubber apron.
c. Rubber full length gloves. (The gloves should be checked for proper
use. Some chemicals require products other than rubber.)
d. Face shield (not goggles).

HAZARDOUS CHEMICALS
VISION: The use of. chemicals is an everyday occurrence within
Engineering. We have grown accustomed to using chemicals and
the caution we once practiced is not as evident as it was. Many
chemicals cannot be stored together. Some have vapors which
are caustic, flammable or dangerous to the respiratory and
nervous system. We must be knowledgeable of each major and
minor chemical and use good storage and handling practices.
TEAM PLAYERS: Engineering
MOVE #: ENG-SOP-43
EFFECTIVE DATE: 9/98
DATE REVISED: 9/98



























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e. Aerator mask (painters mask).

HAZARDOUS CHEMICALS
VISION: The use of. chemicals is an everyday occurrence within
Engineering. We have grown accustomed to using chemicals and
the caution we once practiced is not as evident as it was. Many
chemicals cannot be stored together. Some have vapors which
are caustic, flammable or dangerous to the respiratory and
nervous system. We must be knowledgeable of each major and
minor chemical and use good storage and handling practices.
TEAM PLAYERS: Engineering
MOVE #: ENG-SOP-43
EFFECTIVE DATE: 9/98
DATE REVISED: 9/98



























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6. A mounted emergency eye wash kit will be permanently mounted at
each chemical site.
7. Dispensing pumps will not be interchanged from barrel to barrel. A pump
will be furnished for each chemical container. If a pump has to be used
for emergency reasons, it will be emptied of all prior chemicals and
thoroughly rinsed or neutralized before immersion into the second
chemical barrel.
8. Caution will be taken concerning measuring cups and dispensing
budgets. These items will be rinsed or neutralized after each chemical
usage.
9. An aerator mask designed for chemical use will be used when the
chemical MSDS sheets requires its use.
10. Powders which emit a flammable or explosive gas vapor (chlorine) must
be stored away from open flame or electrical switch gear which may
spark.
11. Current list of hazardous materials must be maintained.
12. Changes in OSHA or local laws to ensure compliance.
13. Specific training for all departments will be the responsibility of the
department head. All employees will receive orientation on hazardous
communication.

UNDERGROUND STORAGE TANKS
VISION: Recent problems concerning underground storage tanks
have prompted legislators to enact legislation concerning
inspections and care of these items and associated piping. The
rules and regulations are differing, as well as the methods and
means for inspections. Local authorities, state or municipalities may
be the governing authority.
TEAM PLAYERS: Engineering
MOVE #: ENG-SOP-44
EFFECTIVE DATE: 9/98
DATE REVISED: 9/98



























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PROCEDURE:
The Engineering Manager will check into who has the governing authority over
in-ground storage tank inspection. Any license, permits, or documents needed
will be secured and posted as to the local authority mandates.

COMPRESSED GAS CYLINDERS
VISION: A necessary tool within the Engineering Department is
compressed gas containers and cylinders. These cylinders will be
handled in a manner consistent with BOCA and OSHA
requirements.
TEAM PLAYERS: Engineering
MOVE #: ENG-SOP-45
EFFECTIVE DATE: 9/98
DATE REVISED: 9/98



























Page 170 of 234

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PROCEDURE:
The Engineering Manager shall ensure:
1. All cylinders used by Engineering will have valves closed and caps in
place when not in use.
2. All cylinders used by Engineering which are stored or in service, shall be
adequately secured to prevent falling or being knocked over.
3. Carts for oxygen/acetylene rigs will be sufficient to maintain the cylinders
in a self-supportive upright position.
4. Refrigeration canisters will be stored away from open flame and in a cool
room. This will include refrigeration canisters associated with a recycle or
reclaim machine.
5. A refrigeration canister will only contain the refrigerant for which it is
labeled. Do not mix refrigerants in recycle or reclaim canisters.
6. Other departments which utilize compressed gas cylinders have the
necessary equipment to store and use them safely. It is also the
responsibility of the Engineering Manager to monitor and correct areas of
inappropriate handling and storage of gas cylinders by other
departments.
7. Local codes are practiced concerning inspections and licensing.

RECORD RETENTION
VISION: Historical data is an important factor because of
equipment records, liability claims, budgeting and knowledge of
the buildings performance. Certain guidelines are established to
ensure proper documentation is kept.
TEAM PLAYERS: Engineering
MOVE #: ENG-SOP-46
EFFECTIVE DATE: 9/98
DATE REVISED: 9/98



























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PROCEDURE:
The Engineering Manager will retain the following records and documents for
the period noted or according to local jurisdiction.
Document Retention
1. Prints/Shop Drawings Life of Building
Project manuals
Operational manual
Air balance report
Water balance report
Renovation manuals and
Specification booklets
2. Preventative maintenance Life of the Equipment
on mechanical equipment
3. Routine work requests Three years
4. Safety/security work Five years
request
5. Daily assignment sheet Six months
6. Equipment check logs Two years (minimum)
7. Utility bills
a. Electricity Five years (minimum)
b. Gas Five years (minimum)
c. Water Five years (minimum)
d. Steam Five years (minimum)
e. Sewer Five years (minimum)

RECORD RETENTION
VISION: Historical data is an important factor because of
equipment records, liability claims, budgeting and knowledge of
the buildings performance. Certain guidelines are established to
ensure proper documentation is kept.
TEAM PLAYERS: Engineering
MOVE #: ENG-SOP-46
EFFECTIVE DATE: 9/98
DATE REVISED: 9/98



























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f. Charts/graphs Five years

RECORD RETENTION
VISION: Historical data is an important factor because of
equipment records, liability claims, budgeting and knowledge of
the buildings performance. Certain guidelines are established to
ensure proper documentation is kept.
TEAM PLAYERS: Engineering
MOVE #: ENG-SOP-46
EFFECTIVE DATE: 9/98
DATE REVISED: 9/98



























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8. Fire inspections Life of Building
9. Insurance inspections Life of Building
10. Building owner inspection Life of Building
11. Warranties Through warranty period and
six additional months
thereafter
12. Contracts Through contract period and
additional months thereafter
13. Work schedules One calendar year
14. Departmental meeting Five years (minimum)
minutes
15. SOP review Life of SOP
16. Fire drill Life of Building
17. Purchase orders Two calendar years
18. Documentation of purchases Life of Building
of CFC containing Freon and Freon which has been sent to recycle
19. Earthquake drills Life of Building

RECORD RETENTION
VISION: Historical data is an important factor because of
equipment records, liability claims, budgeting and knowledge of
the buildings performance. Certain guidelines are established to
ensure proper documentation is kept.
TEAM PLAYERS: Engineering
MOVE #: ENG-SOP-46
EFFECTIVE DATE: 9/98
DATE REVISED: 9/98



























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Visions Ensuring Success
TOOL CHEST INVENTORY
DATE INSPECTED ___________________ INSPECTORS INITIALS ________
UPPER DRAWER 1
Hex Wrench Set Standard
Hex Wrench Set - Metric
Thread Restorer
UPPER DRAWER 2
Chiesels & punches
10 Punches
8 Chiesels
2 Small files
1 Set Feeler Gages
UPPER DRAWER 3
53 Piece 1/4 Socket Set Standard
and Metric Ratchet, Breaker Bars,
and Screwdriver
UPPER DRAWER 4
Key hole saws
Large Files
Torpedo Level
Aviation Snips
Wire Strippers
UPPER DRAWER 5
Ratchets Breaker Bars 1/2 & 3/8
UPPER DRAWER 6
Drill Bits
Flaring Tools
Wheel Puller
Spanner Wrenches
Pin Wrench
LOWER DRAWER 1
Open & Box Wrenches
29 pieces Metric & Standard
3 packs Ignition Wrenches
2 Standard
1 Metric
LOWER DRAWER 2
1 BX Cutter
1 set Hole Saw
Knockout Punch Set
1 Halogen Leak Detector
1 Flashlight
1 Gas Leak Detector
1 AMP Probe
LOWER DRAWER 3
5 Hammers
1 22 oz. Framing
2 Ball Peen 8 oz.
Nylon Hammer 12 oz.
Claw Hammer 16 oz.
LOWER DRAWER 4
Electric Staple Gun 1/2
Electric Glue Gun
1 Box Staples 1/2
12 Feet Chain
1 Magnet
LOWER DRAWER 5
1 set Welding Gages
1 set Welding Hoses
1 Turbo Torch with Hose
2 rolls Grit paper
1 Cutting Tip
2 rolls Solder
1 Ignition
1 Pack of Silver Solder

RECORD RETENTION
VISION: Historical data is an important factor because of
equipment records, liability claims, budgeting and knowledge of
the buildings performance. Certain guidelines are established to
ensure proper documentation is kept.
TEAM PLAYERS: Engineering
MOVE #: ENG-SOP-46
EFFECTIVE DATE: 9/98
DATE REVISED: 9/98



























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ENGINEERING TOOL CAGE INVENTORY
TOOLS QUANTITY DATE INSPECTED INSPECTOR INITIALS
of AC Gauges One Set
Threading Dies One Set
Cordless Drill (Skill) One
Cordless Drill (Makita) Two
Power Drill (Skill) One
Saw (Skill) One
Gun One
Hack-saw Two
Saw (Disston) One
Saw (Skill) One
Wrench One
Pipe Wrench One
Pump One
Bolt Cutter One
Cable One Set
Tape One
Belt Sander One
Framing Square one
Water Pump One
(Milwaukee) One
Index One
Drain Cleaner One
CUTTER One
Drain Cleaner One
mm C Clamps Six
mm Clamps Four
One
Chain Saw One
Piece Tap & Die One Set
Drill One
portable One

RECORD RETENTION
VISION: Historical data is an important factor because of
equipment records, liability claims, budgeting and knowledge of
the buildings performance. Certain guidelines are established to
ensure proper documentation is kept.
TEAM PLAYERS: Engineering
MOVE #: ENG-SOP-46
EFFECTIVE DATE: 9/98
DATE REVISED: 9/98



























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Visions Ensuring Success
Floor Jack One
Hydraulic Jack One

RECORD RETENTION
VISION: Historical data is an important factor because of
equipment records, liability claims, budgeting and knowledge of
the buildings performance. Certain guidelines are established to
ensure proper documentation is kept.
TEAM PLAYERS: Engineering
MOVE #: ENG-SOP-46
EFFECTIVE DATE: 9/98
DATE REVISED: 9/98



























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Visions Ensuring Success
TOOL CAGE WALL INVENTORY
TOOLS QUANTITY DATE INSPECTED INSPECTOR INITIALS
Pipe Wrench One
Pipe Wrench Three
Pipe Wrench Three
Wrench One
Cutter Two
Drivers One Set (3/16-1/2)
Two
Crescent One
Square One
2 One
Sockets Set (from 9mm-18mm Top row)
Socket & Standard Set (from 9mm-24mm & Universal
Middle Row)

Standard Socket 7/16 - 1 1/2
5/16 - 1 1/2
Hammer one
One
Benders Two
Snake one
Screwdrivers 25
Locks Three
Joint Pliers One
Screwdriver One
& Number Punches Set (each)






RECORD RETENTION
VISION: Historical data is an important factor because of
equipment records, liability claims, budgeting and knowledge of
the buildings performance. Certain guidelines are established to
ensure proper documentation is kept.
TEAM PLAYERS: Engineering
MOVE #: ENG-SOP-46
EFFECTIVE DATE: 9/98
DATE REVISED: 9/98



























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TOOL INVENTORY CONTROL
VISION: To control the retention/quality of tools and equipment
assigned to Engineering and to ensure missing or unserviceable
tools are promptly replaced.
TEAM PLAYERS: Engineering
MOVE #: ENG-SOP-47
EFFECTIVE DATE: 9/98
DATE REVISED: 9/98



























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PROCEDURE:
The Engineering Manager shall develop a checklist for all tools within the
Engineering Departments control. The list (see example) will be modified to
cover the different shop design and requirements of the individual hotels. A
quarterly audit will be conducted and missing or unserviceable tools noted and
replaced immediately.
Although it is highly discouraged, it will infrequently become necessary to loan
tools. A tool check-out form (example 2) will be used to verify usage and return.
A reasonable time (maximum one hour) will be given for the person to use the
tool. Under no circumstances will electronic test or diagnostic equipment be
loaned. Guests who request the use of tools must be denied. Do the work for
them as the liability factor is much lower and the CUSTOMER attitude will be
evident.

VEHICLE MAINTENANCE
VISION: To maintain the company owned or leased vehicle in a
good mechanical condition and to provide safe and economical
operation.
TEAM PLAYERS: Engineering
MOVE #: ENG-SOP-48
EFFECTIVE DATE: 9/98
DATE REVISED: 9/98



























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PROCEDURE:
The Engineering Manager shall initiate and administrate the following
procedures concerning vehicle maintenance. If the responsibility of all or some
of the company vehicles rests within another department, the Engineering
Manager will work with that department to ensure the vehicle is being
maintained per the following criteria:
1. A black, 3-ring, loose-leaf binder will be purchased and placed in each
vehicle. The company furnished General Managers car shall be exempt
from the trip log. (Binders will be 8 1/2 x 5 1/2).
2. Purchases for the vehicles gas, oil, antifreeze, washer fluid, etc., will be
documented in the binder (example form furnished).
3. A trip log containing the following information will be completed for each
trip (example form enclosed).
4. All vehicles will be serviced as needed daily.
5. A list of persons authorized to purchase gas and oil will be supplied to the
service station by the controller. One service station for all gas and oil
purchases is to be specified by the General Manager. It is suggested that
this service station also be able to do maintenance and repairs.
6. Services to all vehicles will be documented in the 3-ring binder assigned to
the vehicle. All services to the vehicles will have the prior approval of the
Executive Committee member in charge of the department and will be in
accordance with the manufacturers recommendation and frequency.
7. The notebooks will be reviewed monthly for compliance of this policy. The
Engineering Manager shall initial and date the form provided.

VEHICLE MAINTENANCE
VISION: To maintain the company owned or leased vehicle in a
good mechanical condition and to provide safe and economical
operation.
TEAM PLAYERS: Engineering
MOVE #: ENG-SOP-48
EFFECTIVE DATE: 9/98
DATE REVISED: 9/98


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MONTHLY REVIEW VEHICLE #________ PURCHASES VEHICLE #________
REVIEWER
INITIALS
VEHICLE
CONDITION
TRIP
LOG
PURCHA
SE LOG
SERVICE
LOG
DATE ITEM $ AMOUNT DATE QUANTITY MILEAGE



















VEHICLE MAINTENANCE
VISION: To maintain the company owned or leased vehicle in a
good mechanical condition and to provide safe and economical
operation.
TEAM PLAYERS: Engineering
MOVE #: ENG-SOP-48
EFFECTIVE DATE: 9/98
DATE REVISED: 9/98


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Visions Ensuring Success

TRIP LOG VEHICLE #________ SERVICES VEHICLE #________
DRIVERS
INITIALS
DATE DESTINATION TIME
DEPART
TIME
RETURN
BEGIN
MILES
END
MILES
TYPE OF
SERVICE
$ AMOUNT MILEAGE

















VEHICLE MAINTENANCE
VISION: To maintain the company owned or leased vehicle in a
good mechanical condition and to provide safe and economical
operation.
TEAM PLAYERS: Engineering
MOVE #: ENG-SOP-48
EFFECTIVE DATE: 9/98
DATE REVISED: 9/98


Page 183 of 234

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Visions Ensuring Success

MONTHLY REVIEW VEHICLE #________ PURCHASES VEHICLE #________
REVIEWER
INITIALS
VEHICLE
CONDITION
TRIP
LOG
PURCHA
SE LOG
SERVICE
LOG
DATE ITEM $ AMOUNT DATE QUANTITY MILEAGE

















ELECTRICAL LOCK OUT PROCEDURES
VISION: In order to assure safety when working on electrical
switchgear, mechanical equipment and ordinary circuitry prudent
proven practices must be implemented and enforced.
TEAM PLAYERS: Engineering
MOVE #: ENG-SOP-49
EFFECTIVE DATE: 9/98
DATE REVISED: 9/98



























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Managing Operating
Visions Ensuring Success
POLICY:
In order to assure safety when working on electrical switchgear, mechanical
equipment and ordinary circuitry prudent proven practices must be
implemented and enforced.
PROCEDURE:
The Engineering Manager will secure needed devices to comply with the
following procedures for electrical lock out. A written procedure pertaining to
the use of the devices will be compiled and placed in the training manual. The
following information will be used in compiling the written program.
1. Devices used for locking out electrical switchgear and knife blade type
switches will be purchased for each engineer. Locks for each device will
also be furnished. The locks will not be keyed alike to prevent anyone
removing the lock other than the engineer to which it was assigned. The
device will be similar to Grainger catalog number 10177.
2. If multiple engineers are working on a particular piece of equipment they
will all affix their assigned lock on to the one locking device. This will
prevent throwing the switch prematurely and possibly injuring someone still
working on the equipment.
3. All breaker panels which are readily accessible to all employees or guests
will be locked closed at all times. Exceptions to this standard would be
electrical devices within the locked confines of the engineering spaces.
4. An engineer who has purposely tripped a circuit breaker(s) to repair or
work on the circuitry will close and lock the breaker panel while making
the repair. A note indicating the breaker tripped and the engineer
responsible will be affixed to the outside of the breaker panel. This note will
alert others of the repair and stop the re-energizing of a circuit before it
injures the repairman.

EMERGENCY PREPAREDNESS
VISION: In order to prevent or minimize loss due to emergency
situations, a pre-planned, well conceived procedure is essential.
TEAM PLAYERS: Engineering
MOVE #: ENG-SOP-50
EFFECTIVE DATE: 9/98
DATE REVISED: 9/98



























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PROCEDURE:
The Engineering Manager and Director of Security will coordinate development
of a written loss prevention plan dealing with emergency preparedness. Due to
the possible involvement of each department during an emergency situation, it
is necessary for all employees to be familiar with their part in the procedures. The
Executive Committee will be the governing body to ensure familiarity with the
procedure.
The procedure shall include, but is not limited to:
1. Fire
2. Power failure
3. Bomb threat
4. Inclement weather
5. Tornado (where applicable)
6. Hurricane (where applicable)
7. Earthquake (where applicable)
8. Flooding
9. General charts and information
10. Civil unrest
The plan upon completion must conform to local state and federal jurisdiction
and be signed for acceptance by the local governing authority.

LIFE SAFETY/OPERATION & TRAINING
VISION: Many governmental agencies have various regulations
concerning life safety tests and training. It is not only a legal issue,
but a moral issue whereby to the best of our ability we provide the
safest possible atmosphere for our guest.
TEAM PLAYERS: Engineering
MOVE #: ENG-SOP-51
EFFECTIVE DATE: 9/98
DATE REVISED: 9/98



























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PROCEDURE:
The Engineering Manager will ensure compliance with all local codes
concerning life safety tests, fire drills, evacuation procedures, emergency
preparedness and training for each above item.
A minimum of two fire drills will be conducted annually regardless of a less
frequent requirement by local authorities. The drill will be documented (see form
attached) and corrective action on shortcomings taken immediately. The local
fire department authorities will be asked to view at least one drill during a 12-
month period.
The Engineering Manager or designate will attend each new employee
orientation and discuss the proper operation of fire extinguishers, safety features
of the building, the employees participation in loss prevention and field
questions concerning these topics.
The Engineering Manager shall once a year give a class to (but not limited to) all
managers on proper fire prevention/fighting techniques. The local fire
departments will be most willing to assist in this area. A hands-on class whereby
each person must use an extinguisher to extinguish a small controlled test fire is
suggested.
The Engineering Manager shall ensure his departments readiness in an
emergency situation by:
1. Discussing their assignments at department meetings (see ENG-SOP-10,
paragraph C).
2. Ensuring all are familiar with the respective training manuals.
3. Encouraging suggestions on improving reaction time and procedures.
4. Complying with insurance carriers request/ suggestions on fire safety (fire
coverage).
5. Ensure all life safety equipment are present and properly maintained.

LIFE SAFETY/OPERATION & TRAINING
VISION: Many governmental agencies have various regulations
concerning life safety tests and training. It is not only a legal issue,
but a moral issue whereby to the best of our ability we provide the
safest possible atmosphere for our guest.
TEAM PLAYERS: Engineering
MOVE #: ENG-SOP-51
EFFECTIVE DATE: 9/98
DATE REVISED: 9/98



























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6. All engineering personnel will be CPR certified.

EMERGENCY TELEPHONE LIST
VISION: A list of readily available phone numbers for use in an
emergency is a valuable tool. Persons or services needed will be
available to assist/direct any emergency situation.
TEAM PLAYERS: Engineering
MOVE #: ENG-SOP-52
EFFECTIVE DATE: 9/98
DATE REVISED: 9/98



























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PROCEDURE:
The Engineering Manager will develop and maintain two emergency phone lists.
The first list will be for engineering use only and shall be posted in a conspicuous
location within the shop. This list shall contain but not be limited to:
1. Engineering Managers home phone
2. Person in charge of engineering in the absence of the Engineering
Manager
3. Electric utilities (24-hour emergency)
4. Fuel utilities (24-hour emergency)
5. Steam utilities (24-hour emergency)
6. Water (24-hour emergency)
7. Sanitary waste (emergency service)
8. Elevator (emergency service)
9. All engineering staff home phone numbers
The second list will be for general hotel use and will be posted in PBX on their
bulletin board. This list shall include but not be limited to:
1. Corporate Hot Line
2. Emergency Public Service
a. Fire
b. Police
c. Ambulance
d. Paramedic
e. Bomb Threat
f. Poison Control Center
3. Executive Committee (See PBX)
4. Engineering manager (See PBX)
5. Departmental heads (See PBX)
Items 3, 4, and 5 are usually on a confidential nature and should be access
controlled. A secured Rolodex is suggested with access only by PBX.

MOBILE COMMUNICATIONS
VISION: As with any major business today, accurate, precise and
immediate information is a must. Although its taken for granted,
mobile communication is essential in loss prevention., daily
maintenance functions and in the CUSTOMER effort.
TEAM PLAYERS: Engineering
MOVE #: ENG-SOP-53
EFFECTIVE DATE: 9/98
DATE REVISED: 9/98



























Page 189 of 234

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PROCEDURE:
The Engineering Manager shall ensure effective utilization of mobile
communication for the engineering staff and critical managerial personnel
(MOD). At least four handheld, two-way (walkie talkie) radios must be
maintained for critical hotel personnel. These two-way radios must be of the
quick recharge type and have a watt capacity sufficient to service the entire
physical property (5 watt suggested) . The brand of radio shall be serviceable at
a local repair facility. Loaner radios from this repair facility should be available
while repairs are made.
Critical personnel for two-way radio use shall be:
1. Shift engineer on duty
2. PBX/Engineering Manager*
3. Security**
4. Manager on Duty
* If a base station is used, the two way radio assigned to PBX is not
necessary and should be carried by the Engineering Manager.
* * Hotels with a full time Director of Security and a full time 24-hour staff
should have their own communication procedures. If this is the case, the
hotels two way radios will have an A and B channel, thereby allowing
security the privacy of channel B and the monitoring capabilities of
channel A.
Hotels with a lesser security staff will utilize one channel radios. All critical
personnel will then be on one frequency.
NOTE: Many restrictions apply to two-way communication. These restrictions vary
between states and municipalities. The Engineering Manager shall ensure the
proper license, permit, or any other documents are secured prior to utilizing this
type of communication.
Pagers come in a myriad of styles, types and capabilities. While a good form of
communication, these items should not (unless temporarily used) be carried by
critical personnel. Most pagers are carried by non-critical, but essential

MOBILE COMMUNICATIONS
VISION: As with any major business today, accurate, precise and
immediate information is a must. Although its taken for granted,
mobile communication is essential in loss prevention., daily
maintenance functions and in the CUSTOMER effort.
TEAM PLAYERS: Engineering
MOVE #: ENG-SOP-53
EFFECTIVE DATE: 9/98
DATE REVISED: 9/98



























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personnel in other departments. It is the Engineering Managers responsibility to
ensure these pagers are repaired and maintained in a timely manner.
A code system needs to be established at each property (see sample as
recommendation).
ENGINEERING CODES
#10 TOILET PROBLEM
#11 SHOWER VALVE
#12 TELEPHONE PROBLEM
#13 TV PROBLEM
#14 DOOR LOCK PROBLEM
#15 LEAK
#16 TOO COLD
#17 TOO HOT
#18 LIGHT PROBLEM
#19 FLOODING
#20 VANITY LIGHT BULB OUT
#21 TUB NEEDS CAULKING
#22 KEYS CUT
#23 NO WATER PRESSURE
#24 TORN WALLPAPER

EMERGENCY VALVE CHART
VISION: Preplanning is needed to minimize losses and still protect
the building during an emergency situation. A valve chart showing
the location of all major and zone shut-offs for utilities and fire
suppression makes a quick reference tool to accomplish
immediate and safe shut down.
TEAM PLAYERS: Engineering
MOVE #: ENG-SOP-54
EFFECTIVE DATE: 9/98
DATE REVISED: 9/98



























Page 191 of 234

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PROCEDURE:
The Engineering Manager shall ensure an emergency valve chart (s) is posted in
a conspicuous area within the shop. Each valve designated for main or zone
control will be numbered and its location and area served noted. Valves on the
emergency chart will include but not be limited to:
1. Gas main and zones
2. Cold domestic water main and zones
3. Heated domestic water main and zones
4. Heated domestic water return main and zones
5. Chilled water supply and return main and zones
6. Heating water supply and return main and zones
7. Steam supply and return main and zones
8. Fire suppression water (sprinklers) main and zones
9. Chiller condenser water supply and return main
10. Fire department pump truck connections

VALVE CHARTS
VISION: Valves, whether the shut off, throttling or balancing type
are located all over the physical property. As with the emergency
valve chart, a useful tool in day-to-day operation would be a
listing of all valves (other than main or zone) and the areas served.
This will reduce time spent searching for the shut off and assist the
Engineering Department in quicker response to trouble.
TEAM PLAYERS: Engineering
MOVE #: ENG-SOP-55
EFFECTIVE DATE: 9/98
DATE REVISED: 9/98



























Page 192 of 234

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PROCEDURE:
The Engineering Manager shall ensure a listing of numbered valves with their
location and area served is posted within the shop area. The list shall include but
not be limited to:
1. Domestic hot water riser supply
2. Domestic hot water riser return
3. Domestic cold water supply
4. Chilled water riser supply
5. Chilled water riser supply
6. Heating water riser supply
7. Heating water riser return
8. Steam supply and return (if applicable)
9. Outlet controls (if not on risers)
a. Lounge
b. Restaurant
c. Health Facilities
The valves referred to in this section are isolation valves. They mainly control risers
which have multiple devices or risers on the stack. Valves which control a single
device such as a sink or fountain are not included.

MAJOR EQUIPMENT & AREAS SERVED
VISION: To understand and be familiar with all the equipment
within a building structure is practically impossible. As a quick read
reference refresher, a set of documents (prints) which reflect the
major equipment and areas which they serve becomes a valuable
tool for troubleshooting and emergency reaction.
TEAM PLAYERS: Engineering
MOVE #: ENG-SOP-56
EFFECTIVE DATE: 9/98
DATE REVISED: 9/98



























Page 193 of 234

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PROCEDURE:
A set of documents (prints) which show the major equipment areas served will
be maintained in the Engineering shop. Major equipment will be defined as but
not limited to:
1. Air handling units (major)
2. Zone electrical switchgear
3. Boilers (heating) (multiple units)
4. Domestic Boilers (multiple units)
5. Emergency Power Grid
a. Stair-well pressurization
b. Fire pump
c. Automatic transfer switch
d. Fire control center
e. Standby generator
The documents (prints) which are used will be marked in highlighter colors. These
colors will show the different systems which may overlap on one print thus
making it easier to follow. These documents will be, if stored with the other
building prints, singled out in a fashion which will denote them as special.

ENERGY MANAGEMENT COMPUTER
VISION: Different buildings have different needs concerning
energy management. You must custom fit a program to
accomplish the desired results. Geographical location, weather
conditions, humidity and an evaluation if a computer is actually
needed must all be studied prior to solicitation of any company on
its product. Properties which have energy management
computers must use them to the fullest, but bear in mind the guest
must not suffer inconvenience.
TEAM PLAYERS: Engineering
MOVE #: ENG-SOP-57
EFFECTIVE DATE: 9/98
DATE REVISED: 9/98


























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PROCEDURE:
All requests for purchase of energy management computers, systems or
programs must have Corporate approval. Buildings which currently have these
systems in place must use them to the fullest and be able to prove their
usefulness during the SOP audit.

ENERGY MANAGEMENT HOUSEKEEPING
VISION: The Housekeeping Department can be a vital link in the
chain to good energy management. The housekeepers,
supervisors, floor attendants and public space personnel cover the
entire property. This coverage if used properly can make an
impact on energy efficiency.
TEAM PLAYERS: Engineering
MOVE #: ENG-SOP-58
EFFECTIVE DATE: 9/98
DATE REVISED: 9/98



























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PROCEDURE:
The Engineering Manager and Executive Housekeeper will develop a manual
system of energy management for the Housekeeping Department. The system
must be customized for each property but will include the following
considerations.
Guestrooms
1. Guestroom thermostat setting - winter
a. Unoccupied - off - 65 degrees
b. Occupied guest absent on 65 degrees
c. Occupied guest present on leave alone
2. Guestroom thermostat setting - summer
a. Unoccupied - off - 75 degrees
b. Occupied guest absent - on - 75 degrees
c. Occupied guest present - on - leave alone
3. Sheer Drapes
a. Unoccupied - closed
b. Occupied guest absent - closed
c. Occupied quest present - leave alone
4. Black out drapes
a. Unoccupied - leave a 12 maximum opening to allow light
infiltration.
b. Occupied guest absent - close, but allow a 12 maximum opening
for light infiltration.

ENERGY MANAGEMENT HOUSEKEEPING
VISION: The Housekeeping Department can be a vital link in the
chain to good energy management. The housekeepers,
supervisors, floor attendants and public space personnel cover the
entire property. This coverage if used properly can make an
impact on energy efficiency.
TEAM PLAYERS: Engineering
MOVE #: ENG-SOP-58
EFFECTIVE DATE: 9/98
DATE REVISED: 9/98



























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c. Occupied guest present - leave alone

ENERGY MANAGEMENT HOUSEKEEPING
VISION: The Housekeeping Department can be a vital link in the
chain to good energy management. The housekeepers,
supervisors, floor attendants and public space personnel cover the
entire property. This coverage if used properly can make an
impact on energy efficiency.
TEAM PLAYERS: Engineering
MOVE #: ENG-SOP-58
EFFECTIVE DATE: 9/98
DATE REVISED: 9/98



























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5. Blinds
a. Unoccupied - blinds will be set in a down view to 3/4 of its
maximum closed setting.
b. Occupied guest absent - blinds will be set in a down view to 3/4
of its maximum closed setting.
c. Occupied guest present - leave alone
6. TV/Radio
Regardless of occupied status the housekeeping will not use the TV. The
radio may be used while servicing the room. However, the selector switch
must be returned to the TV mode upon departure.
7. Lighting
a. Unoccupied - all lights off
b. Occupied guest absent all lights off
c. Occupied guest present leave alone
d. Turndown service - will leave 2 bed light on
8. Repairs
A quick check for proper operation of the following items with work orders
on problems written.
a. Both tub/shower (leaks dripping)
b. Vanity/wash basin (leaks dripping)
c. Commode (leaks dripping, constant running/filling of water closet)
d. Lighting - burned out bulbs or damaged lights
PUBLIC SPACE

ENERGY MANAGEMENT HOUSEKEEPING
VISION: The Housekeeping Department can be a vital link in the
chain to good energy management. The housekeepers,
supervisors, floor attendants and public space personnel cover the
entire property. This coverage if used properly can make an
impact on energy efficiency.
TEAM PLAYERS: Engineering
MOVE #: ENG-SOP-58
EFFECTIVE DATE: 9/98
DATE REVISED: 9/98



























Page 198 of 234

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1. Public Restrooms
A quick check for proper operation of the following items with work orders
on problems written.
a. Dripping faucets
b. Dripping/leaking commodes
c. Constant running water closets
d. Improperly working electric hand dryers
e. Burnt out or flickering lighting
f. Temperature control (too hot, too cold)
PUBLIC AREAS
A quick check for proper operation of items with work orders on problems
written.
1. Water fountains (consistently running)
2. Electronic doors
3. Lighting
4. Elevator (operation)
5. Temperature control
6. Meeting rooms (see sample)
SERVICE AREAS, OFFICES, BACK OF THE HOUSE
A quick check for proper operation of items with work orders on problems
written.
1. Employee restrooms (drips/leaks, water closets running consistently).
2. Corridor lighting

ENERGY MANAGEMENT HOUSEKEEPING
VISION: The Housekeeping Department can be a vital link in the
chain to good energy management. The housekeepers,
supervisors, floor attendants and public space personnel cover the
entire property. This coverage if used properly can make an
impact on energy efficiency.
TEAM PLAYERS: Engineering
MOVE #: ENG-SOP-58
EFFECTIVE DATE: 9/98
DATE REVISED: 9/98



























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3. Temperature control
4. Equipment left on (coffee pots)
Properties with computerized energy management should consider its
capabilities prior to writing a manual program.

ENERGY MANAGEMENT KITCHEN
VISION: Energy management in the food preparation area
becomes more complex with laws and health standards
governing certain aspects of food handling and preparation.
There is, however, a wide range of procedures and checks that
can reduce the amount of energy expended.
TEAM PLAYERS: Engineering
MOVE #: ENG-SOP-59
EFFECTIVE DATE: 9/98
DATE REVISED: 9/98



























Page 200 of 234

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PROCEDURE:
The Engineering Manager and Executive Chef will develop and implement a
manual procedure in writing for energy management in the kitchen food
preparation area. The system must be customized for each property but will
include the following considerations.
1. Exhaust hoods, ducts and motor cleaned biannual (outside contractor).
2. All ovens, flat top ranges, spider top ranges, food warmers, deep fryers,
steam tables, steam cabinets and plate warmers should be off when not
in use or between meal serving periods.
3. Dripping or leaking faucets to be written up on a work request.
4. Dish machine temperatures to be at manufacturers or health department
specification.
5. Leaking valves and drains on dish machine to be written up on a work
request.
6. Refrigeration door gaskets and automatic door closers to be in good
working condition.
7. Frayed or damaged cords on equipment to be placed out of order until
repaired.
8. Lights which are flickering or burnt out to be replaced immediately.
9. Lights in refrigeration equipment will be in accordance to manufacturers
specification (lowest wattage possible).
10. Ovens to be checked monthly for temperature settings and calibrated if
necessary.
11. Pilots to be functioning and in good working order.
12. All gas nozzles to be clean and allowing free flow of gas

ENERGY MANAGEMENT KITCHEN
VISION: Energy management in the food preparation area
becomes more complex with laws and health standards
governing certain aspects of food handling and preparation.
There is, however, a wide range of procedures and checks that
can reduce the amount of energy expended.
TEAM PLAYERS: Engineering
MOVE #: ENG-SOP-59
EFFECTIVE DATE: 9/98
DATE REVISED: 9/98



























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The procedure should reflect a conscientious effort from the kitchen staff to
control energy waste.

ENERGY BILL RECONCILIATION
VISION: The utility budget is a substantial part of the engineering
budget. By ensuring we are being charged the correct amount, at
the correct rate, we can alleviate overcharges or mischarges.
TEAM PLAYERS: Engineering
MOVE #: ENG-SOP-60
EFFECTIVE DATE: 9/98
DATE REVISED: 9/98



























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PROCEDURE:
The Engineering Manager will secure from each utility the billing calculation
procedure and the rate category for which the property is being charged (see
enclosure 1 electrical). A calculation worksheet will be developed (see
enclosure 2) from the information supplied by the utility. An actual billing (see
enclosure 3) will be used in conjunction with the calculation worksheet to
develop ease of reference when reconciling future billings.
Any other pertinent information such as surcharges, demand factors, or property
utility assessments should be noted also (see enclosure 4).
The purpose of the reconciliation is to accomplish the following:
1. Ensure only the correct billing is paid.
2. Make the Engineering Manager familiar with all utilities and rates.
3. When an Engineering Manager leaves or is transferred he will have an
easy to understand procedure for his replacement.
4. Make the Engineering Manager aware of hidden extras such as four
month averaging for set peak demand (enclosure 4), or pipe line carrier
charges for gas distribution.
5. Meet annually with utility company to discuss rates.

ENERGY BILL RECONCILIATION
VISION: The utility budget is a substantial part of the engineering
budget. By ensuring we are being charged the correct amount, at
the correct rate, we can alleviate overcharges or mischarges.
TEAM PLAYERS: Engineering
MOVE #: ENG-SOP-60
EFFECTIVE DATE: 9/98
DATE REVISED: 9/98



























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BILLING CALCULATION
In order to ensure the proper charge for electrical service, the following
procedure should be used to calculate/check the power invoice.
1. Ensure the account number is correct.
2. Check the rate code (2GLAE).
3. Calculate the kilowatt hours used, (see calculation A.) and the dollar
amount billed for the used kilowatt hours (see calculation B.).
4. Calculate the energy cost adjustment, (see calculation C.). NOTE: This
adjustment is for the network use of the Wolfe Creek Nuclear plant and
can be an addition or subtraction to the bill. A (CR) following the dollar
factor or the negative (-) symbol behind the calculated dollar amount
indicates the amount is to be deducted from the kilowatt hour dollar
amount.
5. Calculate the demand charge (see calculation D.). Use the billing
demand amount for this calculation. The billing demand is determined by
the peak demand established from building usage. The peak demand
amount is then multiplied by 70% to give the billing demand charge.
6. Calculate the Franchise Tax. (See calculation E.).
7. Calculate Local Sales Tax. (See calculation F.). This tax is 76% exempt.
8. Add totals from calculations B, C, D, E and F. The total should be within 5
cents of amount due.
a. 68293 Present
67160 Previous
1133 Total
x 300 Meter Constant
339900 KWH Used

ENERGY BILL RECONCILIATION
VISION: The utility budget is a substantial part of the engineering
budget. By ensuring we are being charged the correct amount, at
the correct rate, we can alleviate overcharges or mischarges.
TEAM PLAYERS: Engineering
MOVE #: ENG-SOP-60
EFFECTIVE DATE: 9/98
DATE REVISED: 9/98



























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b. 731 x 120 hours = 877720 KWH
(1) Maximum first step = 600 KWH at .0758 = 454.80
(2) 731 x 180 = 131,580 KWH at .0649 = 8539.54
(3) 731 x 180 = 131,580 KWH at .0573 = 7539.53
(4) 70740 KWH x .04 = 2829.60
TOTAL BILLING KWH 19363.47
Energy Cost Adjustment 173.35
TOTAL 19190.12
339900 KWH Used
6000 1st step maximum
333900
131580 2nd step
202320
131580 3rd step
70740 4th step
c. .000510 Factor
x 339900 KWH Used
173.35 Adjustment
The (CR) or negative (-) symbol means to deduct from total billing KWH
(19363.47). this must be done before computing taxes.
d. Demand 731
(1) 60 KW of billing demand x 7.43 = 445.80
(2) 340 KW of billing demand x 5.55 = 1887.00
(3) 331 KW of billing demand x 4.48 = 1482.88
3815.68

ENERGY BILL RECONCILIATION
VISION: The utility budget is a substantial part of the engineering
budget. By ensuring we are being charged the correct amount, at
the correct rate, we can alleviate overcharges or mischarges.
TEAM PLAYERS: Engineering
MOVE #: ENG-SOP-60
EFFECTIVE DATE: 9/98
DATE REVISED: 9/98



























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ENERGY BILL RECONCILIATION
VISION: The utility budget is a substantial part of the engineering
budget. By ensuring we are being charged the correct amount, at
the correct rate, we can alleviate overcharges or mischarges.
TEAM PLAYERS: Engineering
MOVE #: ENG-SOP-60
EFFECTIVE DATE: 9/98
DATE REVISED: 9/98



























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DEMAND CHARGE
731 Billing Demand
60 1st Step
671
340 2nd Step
331 3rd Step
e. 19190.13 KWH
+ 3815.69 Demand
23005.81 Total Demand & KWH
x 3% City Tax Rate
690.17 Franchise Tax
f. 23005.81 Total Demand & KWH
+ 690.17 Franchise Tax
23695.98
x 4.5% Local Tax Rate
1066.32 Local Tax
x 76% Exemption
810.40 Adjusted Exemption
1066.32 Local Tax
810.40 Adjusted Exemption
255.92 Local Sales Tax

ENERGY AUDIT
VISION: Each hotel will complete this audit prior to the budget
process in the fall each year. The objective is to identify energy
management opportunities and plan accordingly from a capital
standpoint. A complete audit also identifies deficient areas that
can be corrected immediately.
TEAM PLAYERS: Engineering
MOVE #: ENG-SOP-61
EFFECTIVE DATE: 3/04
DATE REVISED: 3/04



























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PROCEDURE
Team leaders will be the Chief Engineer and Executive Housekeeper. The
General Manager will review and submit to corporate for discussion and
approval.

ENERGY AUDIT
VISION: Each hotel will complete this audit prior to the budget
process in the fall each year. The objective is to identify energy
management opportunities and plan accordingly from a capital
standpoint. A complete audit also identifies deficient areas that
can be corrected immediately.
TEAM PLAYERS: Engineering
MOVE #: ENG-SOP-61
EFFECTIVE DATE: 3/04
DATE REVISED: 3/04



























Page 208 of 234

M.O.V.E.S.
Managing Operating
Visions Ensuring Success
ENERGY AUDIT
AUDIT QUESTIONS
Meet Standards?
Yes No
Follow Up Actions
A. Turn it Off When Not in Use

1.
Turn off al non-emergency lighting in
unoccupied spaces.


2.
Turn off heat-producing kitchen/laundry
equipment when not in use.


3.

Set back thermostats in unoccupied
spaces.


4.

Shut down escalators at night.


5.

Turn off an elevator at low occupancy
times.


6.
Turn off retail display and F&B signage
during late night hours.

B. Use Free Energy

7.

Use outside air (airside economizer) for free
cooling

C. General Maintenance

8.

Deliver guest room hot water at 120 F


9.
Audit Energy Management System to check
set points and hours of operation for each
piece of equipment and space


10.
Clean all equipment components: filters,
strainers, traps, coils, condenser and
evaporator tubes, boiler tubes, cooling
towers, etc. to assure most efficient
operation.


11.
Assure adequate insulation on all HVA
equipment, ductwork and piping, including
roof-mounted components.



ENERGY AUDIT
VISION: Each hotel will complete this audit prior to the budget
process in the fall each year. The objective is to identify energy
management opportunities and plan accordingly from a capital
standpoint. A complete audit also identifies deficient areas that
can be corrected immediately.
TEAM PLAYERS: Engineering
MOVE #: ENG-SOP-61
EFFECTIVE DATE: 3/04
DATE REVISED: 3/04



























Page 209 of 234

M.O.V.E.S.
Managing Operating
Visions Ensuring Success

Audit Questions
Meet Standards?
Yes No
Follow Up Actions

12.

Survey and assure proper sealing of HVAC
equipment.


13.
Adjust drive mechanisms and motors for
preferred tension, alignment, wear to assure
best power transmission, etc.


14.
Lubricate all components of all equipment
as recommended by manufacturers to
preclude excess friction and loss of power.


15.

Remove any obstructions at air intake or
delivery grills.


16.

Clean lint from laundry equipment filters
regularly.


17.
Check calibration on all controls including
valve and damper actuators, thermostats,
sensors, etc. and adjust or replace device as
required.


18.
Check air and water flows, rpms. and motor
amp draw on all fans, pumps, chillers, etc.
and adjust to maximum.


19.
Check operation of control motors, valves,
and dampers: adjust, repair or replace
device as required,


20.
Check operation of all airside economizer
cycles and adjust/repair as required.


21.
Insure a complete chemical treatment
program is in effect on chilled water,
condenser water and heating hot water
systems.

22. Check that kitchen and laundry equipment
venting is fully functional and optimized.

23.
Assure proper operation of dock fly fans.

24. Operate all water storage at all times: dont
allow stagnating.


ENERGY AUDIT
VISION: Each hotel will complete this audit prior to the budget
process in the fall each year. The objective is to identify energy
management opportunities and plan accordingly from a capital
standpoint. A complete audit also identifies deficient areas that
can be corrected immediately.
TEAM PLAYERS: Engineering
MOVE #: ENG-SOP-61
EFFECTIVE DATE: 3/04
DATE REVISED: 3/04



























Page 210 of 234

M.O.V.E.S.
Managing Operating
Visions Ensuring Success
25.
Survey for and repair all leaks.


AUDIT QUESTIONS
Meet Standards?
Yes No
FOLLOWUP ACTIONS
26.
Treat all water and sanitize tanks after
maintenance.


27.
Remove any cross-connection between
domestic and non-domestic water systems.


28.
Adjust heating and cooling water
temperature set points to align with
demand. Use a reset schedule to avoid
affecting comfort.

D. Parking Lot & Landscaping

29.
Calibrate timers to assure minimum on time
for landscaping and parking lot lighting.


30.
Turn off, reduce or dim patio, terrace and
balcony lighting wherever possible without
compromising safety.


31.
Shut down water features at midnight if
equipment permits.


32.

Manage irrigation systems.


33.

Water plants, not buildings or pavement.


34.

Water only when needed.


35.

Restrict lawn/bed watering to mornings.


36.

Assure good soil management.


37.
Clean outdoor paving by sweeping with a
broom rather than a hose.

E.
Building Envelope
The building envelope is the first line of defense against energy waste. Well-maintained roof and wall
systems, and adequate thermal insulation, are essential for an energy efficient structure. A well sealed
building, under positive pressure, will prevent the infiltration of untempered air that can destabilize HVAC
systems.

ENERGY AUDIT
VISION: Each hotel will complete this audit prior to the budget
process in the fall each year. The objective is to identify energy
management opportunities and plan accordingly from a capital
standpoint. A complete audit also identifies deficient areas that
can be corrected immediately.
TEAM PLAYERS: Engineering
MOVE #: ENG-SOP-61
EFFECTIVE DATE: 3/04
DATE REVISED: 3/04



























Page 211 of 234

M.O.V.E.S.
Managing Operating
Visions Ensuring Success


Audit Questions
Meet
Standards?
Yes No
Follow Up Actions
38. Close draperies to reduce heat loss or gain
through radiation, convection or air leaks.

39. Open draperies in heating season on sunny
days to take advantage of free heat and
light.

40.
Close draperies in heating season on dark,
cold days.


41.
Maintain door weather striping and window
gaskets to preclude air and water leaks.

42. Maintain all building sealants, assure
appropriate locations and condition
preclude air and water leaks.

43. Maintain good condition of wall surfaces to
preclude air and water leaks.

44. Maintain roofs free of debris, plants and ding
water reduce failures.

45. Survey roof to assure good maintenance and
timely repairs.


46.

Survey for adequate DRY building insulation.

F. Meeting Rooms
The hotel meeting rooms represent the largest portion of lighting and air-conditioning load outside of the
guestrooms. These spaces are generally not occupied all day, everyday. Constant vigilance is needed to
prevent waste or energy on unoccupied spaces.

47.

Turn off lights in unoccupied rooms.


48.

Lock unoccupied rooms.

49. Establish and maintain temperature set
points for unoccupied meeting rooms.


50.

Do not under-load a meeting room


51.
Whenever possible, schedule function setup
and breakdown back-to-back.


ENERGY AUDIT
VISION: Each hotel will complete this audit prior to the budget
process in the fall each year. The objective is to identify energy
management opportunities and plan accordingly from a capital
standpoint. A complete audit also identifies deficient areas that
can be corrected immediately.
TEAM PLAYERS: Engineering
MOVE #: ENG-SOP-61
EFFECTIVE DATE: 3/04
DATE REVISED: 3/04



























Page 212 of 234

M.O.V.E.S.
Managing Operating
Visions Ensuring Success
52. Use a lower lighting level for set up/break
down of meeting rooms. Use fluorescent
only.


Audit Questions
Meet Standards?
Yes No
Follow Up Actions

53.

Open drapes for free setup light.


54.

Close draperies when room is not in use.


55.

Close the ice bin when not in use.

56. Plug in cooking and warming equipment
only when needed.


57.

Turn catering equipment off when not in
use.

G. Food & Beverage Spaces and Kitchen
The percentage of a hotels energy that is used by the food and beverage department can range from
10% for a prototype Select Service property, to 20% for a larger downtown property, to 40% for a
convention/resort property. Energy is often the highest departmental cost in the entire hotel. Proper
associate training and behavior will achieve the bulk of the potential energy savings in a food and
beverage operation.

58.

Turn off the lights when an area is not being
used.


59.

Turn off all lights after hours.


60.
Set thermostats back after hours, maintain
building positive pressure.


61.

Turn off equipment power and water when
not in use.


62.
Hotbox and refrigerator doors should be
closed at all times.


63.
Survey for and repair all leaks: Maintain
faucets leak-free.


64.
Ensure proper and accurate temperature
settings for stoves and ovens.


ENERGY AUDIT
VISION: Each hotel will complete this audit prior to the budget
process in the fall each year. The objective is to identify energy
management opportunities and plan accordingly from a capital
standpoint. A complete audit also identifies deficient areas that
can be corrected immediately.
TEAM PLAYERS: Engineering
MOVE #: ENG-SOP-61
EFFECTIVE DATE: 3/04
DATE REVISED: 3/04



























Page 213 of 234

M.O.V.E.S.
Managing Operating
Visions Ensuring Success

65.

Defrost food under refrigeration not water.


Audit Questions
Meet Standards?
Yes No
Follow Up Actions

66.

Clean hood filters regularly


67.

Contract for quarterly hood cleaning.


68.

Run only full loads in dishwasher.


69.
Insure dish machine heating elements are
off when they are not in use.


70.
Ensure proper and accurate temperature
settings for each dishwasher cycle.

71. Assure proper operation of walk-in and
reach-in refrigerator door closers.

72. Reduce frequency of walk-in and reach-in
door opening/closing.


73.

Use rack and stack policy for dishwasher
use.

H. Public Toilet Rooms

74.

Survey for and repair all leaks.


75.

Dont over supply water.


76.

Maintain toilet ball cocks and flappers.

I. Laundry

77.

Consider reduction of laundry schedule to 6
days or less.


78.
Consider operation of laundry at non-peak
utility hours avoid operation between
11:00 a.m. and 6:00 p.m.



ENERGY AUDIT
VISION: Each hotel will complete this audit prior to the budget
process in the fall each year. The objective is to identify energy
management opportunities and plan accordingly from a capital
standpoint. A complete audit also identifies deficient areas that
can be corrected immediately.
TEAM PLAYERS: Engineering
MOVE #: ENG-SOP-61
EFFECTIVE DATE: 3/04
DATE REVISED: 3/04




























Page 214 of 234

M.O.V.E.S.
Managing Operating
Visions Ensuring Success

Audit Questions
Meet Standards?
Yes No
Follow Up Actions

79.

Weigh all loads to maximum efficiency


80.

Complete linen logs daily.


81.

Turn air conditioning off after hours.


82.

Turn lights off after hours.


83.

Calibrate washer water levels.


84.

Set dryer times properly for fabrics in each
load.


85.

Calibrate washer temperature controls.


86.

Leak check the compressed air system
periodically.


87.
Turn off compressor and air dryer when
laundry is not in operation.


88.
Maximize tunnel washer system presses to
optimize de-watering.

J. Recreation Facilities

89.
Assure proper water restriction in locker
room showerheads, faucets, and toilets.


90.
Keep interior & exterior swimming pools at
82F maximum.


91.

Turn hydrotherapy pool on only when in use.


92.

Maintain hydrotherapy pool at 104F
maximum.

93. Consider shut-down of pool when weather
conditions inhibit use.


Audit Questions
Meet Standards?
Yes No
Follow Up Actions

ENERGY AUDIT
VISION: Each hotel will complete this audit prior to the budget
process in the fall each year. The objective is to identify energy
management opportunities and plan accordingly from a capital
standpoint. A complete audit also identifies deficient areas that
can be corrected immediately.
TEAM PLAYERS: Engineering
MOVE #: ENG-SOP-61
EFFECTIVE DATE: 3/04
DATE REVISED: 3/04




























Page 215 of 234

M.O.V.E.S.
Managing Operating
Visions Ensuring Success
94. Assure that steam generators and saunas
are shut off during facility closure hours.

95. Maintain saunas and steam rooms at
minimum functional temperatures.


96.

Charge golf carts only during off-peak
hours.

K. Guestrooms
Warning: Initiate a towel and linen reuse program ONLY where required by government agencies having
jurisdiction AND by approval of the Regional SVP.
97. Assure minimum heat/AC in unoccupied
rooms, within proper range for efficient
recovery and building health.


98.

Turnoff all lights in unoccupied rooms.


99.

Leave minimum lights on at turndown.

100. Maintain color corrected fluorescent
lighting in all fixtures.

101. Set draperies to provide maximum view
AND maximum protection from heat loss
and gain.

102. Keep room HVAC system clean to
improve unit efficiency.

103. Replace room HVAC system filters per
maintenance schedules.


104.

Maintain positive pressure in rooms at all
times.


105.

Survey for and repair all leaks.


106.

Maintain toilet ball cocks and flappers.

107. Tune toilets so the trap level reaches full
at the same time the tank is full.


ENERGY AUDIT
VISION: Each hotel will complete this audit prior to the budget
process in the fall each year. The objective is to identify energy
management opportunities and plan accordingly from a capital
standpoint. A complete audit also identifies deficient areas that
can be corrected immediately.
TEAM PLAYERS: Engineering
MOVE #: ENG-SOP-61
EFFECTIVE DATE: 3/04
DATE REVISED: 3/04




























Page 216 of 234

M.O.V.E.S.
Managing Operating
Visions Ensuring Success

Audit Questions
Meet Standards?
Yes No
Follow Up Actions

108.

Do not over supply water temperature.

109. Check mini-bar defrost cycle
effectiveness during room PM

110. Keep mini-bar condensers free of dust
and well ventilated.


111.

Close balcony/patio doors while cleaning
exterior floors.


112.

Keep hair dryer fan intake filter free of lint.


113.

Defrost in-room refrigerators weekly.

114. Shut down office equipment at the end of
the day or when not in use, to reduce
energy consumption and heat load.

115. Set BOH temperatures to 70F/21C in
winter and to 75F/24C in summer.

116. Set temperatures in guest occupied
space to =/-78F (summer), =/-68F
(winter), IF the system can recover to 74F
(summer), 70F (winter) within a 30 minute
period, on demand.


117.

Control interior humidity to reduce AC
load.

118. Reduce wattage of or remove
unnecessary light bulbs. Maintain
required lighting levels.


ENERGY AUDIT
VISION: Each hotel will complete this audit prior to the budget
process in the fall each year. The objective is to identify energy
management opportunities and plan accordingly from a capital
standpoint. A complete audit also identifies deficient areas that
can be corrected immediately.
TEAM PLAYERS: Engineering
MOVE #: ENG-SOP-61
EFFECTIVE DATE: 3/04
DATE REVISED: 3/04




























Page 217 of 234

M.O.V.E.S.
Managing Operating
Visions Ensuring Success
119. Balance supply and exhaust air to assure
positive pressure in all spaces except
poolrooms and trash rooms, which must
be under slight negative pressure.


Audit Questions
Meet Standards?
Yes No
Follow Up Actions
M. Improve Efficiencies of Existing Heating Water System
120
.
Assure sufficient ventilation in boiler,
pool equipment, and other rooms
with heating equipment, to maximize
combustion efficiency.

121
.
Set power burner boilers burner
controls up to minimize or eliminate
cycling.


122
.

Clean soot, scale, etc. from tubes
and firewalls.

123
.
Check tempering valve systems for
calibration: do not allow domestic
hot water temperatures to exceed
design temperatures.


124
.

Schedule boiler lowdown on an as-
required basis.

125
.
Check for insulation or recirculation
system deficiencies if supply water
temperature (at the boiler) exceeds
delivered temperature (at the most
remote faucet) by more than 5F.

126
.
For efficient burning and SAFETY
assure that all rooms containing
combustion-fueled equipment
(including guestrooms with fireplaces)
are under positive pressure.


ENERGY AUDIT
VISION: Each hotel will complete this audit prior to the budget
process in the fall each year. The objective is to identify energy
management opportunities and plan accordingly from a capital
standpoint. A complete audit also identifies deficient areas that
can be corrected immediately.
TEAM PLAYERS: Engineering
MOVE #: ENG-SOP-61
EFFECTIVE DATE: 3/04
DATE REVISED: 3/04




























Page 218 of 234

M.O.V.E.S.
Managing Operating
Visions Ensuring Success
127
.
After performing tune-up on boilers
measure efficiency and consider
replacement of any that cannot
achieve better than 80%.

N. Improve Efficiencies of Existing Chilled Water System

128
.

Keep Chiller condenser tubes clean.

129
.
Install an energy control system on
chiller(s) to assure maximum
efficiency.


130
.
Install variable speed drives on the
secondary chilled water pumps.


131
.

Install sub-meter on cooling tower for
sewer credit.

132
.
Maintain condenser water
temperature as low as manufacturer
supports.

O. Improve Efficiencies of Existing General Systems

Audit Questions
Meet Standards?
Yes No
Follow Up Actions

133
.

Use temperature reset on heating and
cooling water.

134
.
Insure that supply and return fans
operate in conjunction with each
other.

135
.
Balance air and water flows to match
conditions and demand.


ENERGY AUDIT
VISION: Each hotel will complete this audit prior to the budget
process in the fall each year. The objective is to identify energy
management opportunities and plan accordingly from a capital
standpoint. A complete audit also identifies deficient areas that
can be corrected immediately.
TEAM PLAYERS: Engineering
MOVE #: ENG-SOP-61
EFFECTIVE DATE: 3/04
DATE REVISED: 3/04




























Page 219 of 234

M.O.V.E.S.
Managing Operating
Visions Ensuring Success
136
.
Set domestic water pump systems to
assure adequate pressure (35-40 psi)
to the highest and/or most remote
point in the system. Inspect staged
pumps for efficiency.


137
.

Divert all loads possible to off-peak
times.

138
.
Check pneumatic control systems for
proper calibration and operation.

P. Use Most Efficient New Equipment
139
.
Analyze equipment for efficiency
upgrades, and remember that the
entire system impacts energy savings.


140
.

Consider all facets of all alternatives

141
.
Obtain accurate information on
actual consumption, systems,
operations and conditions of existing
equipment.

142
.
Compare to efficiency of newer
equipment and evaluate ROI
potential.


143
.

Properly size equipment to minimize
in/off cycling.









ENERGY CHARTS AND GRAPHS
VISION: To graphically map and be able to compare where you
are, where youve budgeted to be and the previous years actual
concerning utility usage.
TEAM PLAYERS: Engineering
MOVE #: ENG-SOP-62
EFFECTIVE DATE: 9/98
DATE REVISED: 9/98




























Page 220 of 234

M.O.V.E.S.
Managing Operating
Visions Ensuring Success
PROCEDURE:
The Engineering Manager will develop an individual line graph (see enclosure) for
each utility showing actual budget and previous year cost.
1. Electricity
2. Fuel (natural gas)
3. Water
4. Waste water
5. Purchased steam
6. Purchased chilled water
The actual line will be in red pencil. The budget line will be in blue pencil. The
previous year will be in black pencil.
The bottom half of the graph will show by month the budget, actual and
variance for cost. Totals at year end will be added when completed.
The second part of the bottom graph will contain energy consumption of the
current year converted to a common denominator of MMBTU. The conversion
factors to be used are:
1. Electricity (KWH x .0034 - MMBTU)
2. Fuel (CU.FT. - 1000 = MMBTU) or (MCF x 1.0 - MMBTU)
3. Water (CU.FT. x 7.48 - Gallons)
4. Waste Water (CU.FT. x 7.48 - Gallons)
5. Purchased Steam (Pounds - 1000 = MMBTU)
6. Purchased Chilled Water (Tons/HR x .012 = MMBTU)
A black 8 1/2 x 11 inch, three-ring binder with indexing dividers will be used to
contain the following information on energy.
1. Indexing by utility
2. Copies of current year
utility bills
3. Charts and graphs per
utility
4. Procedure by utility for
bill calculation
5. Bill reconciliation
worksheet by month
6. Energy conservation

ENERGY COMMITTEE
VISION: To develop a functional committee of departments who
use or cause to be used the bulk of all utilities within the hotel. A
discussion/review group which endeavor to lower, or at least
maintain, effective energy conservation through prudent
management.
TEAM PLAYERS: Engineering
MOVE #: ENG-SOP-63
EFFECTIVE DATE: 9/98
DATE REVISED: 9/98




























Page 221 of 234

M.O.V.E.S.
Managing Operating
Visions Ensuring Success
PROCEDURE:
The Engineering Manager will chair a quarterly Energy Committee. The
committee will consist of but not be limited to:
1. Engineering Manager
2. Executive Housekeeper
3. Rooms Division
Manager/Front Office
Manager
4. Food and Beverage
Manager
5. Banquet Manager (not
applicable clubs)
6. Chef (not applicable
clubs)
7. CUSTOMER Committee
Representative
Substitution on a permanent basis for the above individuals is not allowed.
The meeting will be well structured and project the ideal of energy
conservation. A written agenda will be followed and will include the following:
1. Review of utility bills
a. Electricity
b. Gas
c. Water
2. Problem area identification
3. Assignments to committee members of problem areas. They will
formulate ideas and give written recommendations.
4. Policy review of existing energy conservation measures.
5. Idea recommendations on improving utility costs which in turn improved
bottom line profit.
The committee will work together to solve conservation problems. It will not be a
time for pointing and accusing wasteful practices, but will through cooperative
efforts identify and solve these problem areas.

GENERAL ENERGY CONSERVATION
PROGRAM
VISION: Being that energy is the second largest expense for a
property other than payroll, the following guidelines are provided to
insure an energy efficient property is maintained: At a minimum
each property should have specific settings for guest room HVAC
for vacant and stay over rooms.
TEAM PLAYERS: Engineering
MOVE #: ENG-SOP-64
EFFECTIVE DATE: 9/98
DATE REVISED: 9/98




























Page 222 of 234

M.O.V.E.S.
Managing Operating
Visions Ensuring Success
This committee may be combined with the Environmental Committee if
deemed appropriate at the hotel property.
PROCEDURE:
Conditioning - Ventilation equipment:
Changing and cleaning air condition filters or fan coil unit filters.
Cleaning air-conditioning unit coils on both interior and exterior sides.
Performing thorough maintenance on cooling towers.
Cleaning and straightening the fins of the condensing coils.
Repairing weather stripping on doors and windows.
Repair all duct work with leaks and/or insulation deficits.
Cleaning all air conditioner unit drains off proper drainage.
Cleaning exhaust fans and motors.
Kitchen Equipment:
Check all refrigeration compressors and coils for cleanliness.
Repair refrigeration door moldings for proper fit and tightness.
Clean kitchen exhaust fans and motors.
Defrost all refrigerators.
Laundry Equipment:
Drain and flush the hot water heaters
Inspect and clean gas burners of all gas fired equipment
Clean and replace filters in the laundry room ventilating units

GENERAL ENERGY CONSERVATION
PROGRAM
VISION: Being that energy is the second largest expense for a
property other than payroll, the following guidelines are provided to
insure an energy efficient property is maintained: At a minimum
each property should have specific settings for guest room HVAC
for vacant and stay over rooms.
TEAM PLAYERS: Engineering
MOVE #: ENG-SOP-64
EFFECTIVE DATE: 9/98
DATE REVISED: 9/98




























Page 223 of 234

M.O.V.E.S.
Managing Operating
Visions Ensuring Success
Check insulation on hot water storage tanks, pipes and steam lines.
Control temperatures based on your properties equipment set up.
Inspect water supply for leaks.

GENERAL ENERGY CONSERVATION
PROGRAM
VISION: Being that energy is the second largest expense for a
property other than payroll, the following guidelines are provided to
insure an energy efficient property is maintained: At a minimum
each property should have specific settings for guest room HVAC
for vacant and stay over rooms.
TEAM PLAYERS: Engineering
MOVE #: ENG-SOP-64
EFFECTIVE DATE: 9/98
DATE REVISED: 9/98




























Page 224 of 234

M.O.V.E.S.
Managing Operating
Visions Ensuring Success
Hot Water System:
Repair all leaking faucets in guest rooms, laundry, kitchen and public
areas.
Repair hot water piping insulation.
If gas or oil-fired or water heaters are used, check and adjust
combustion and clean the burners.
Lower water temperature whenever possible. Inspect and test hot water
temperature controls for proper operations.
Check swimming pool and its circulating pumps for leaks.
Clean coils on ice makers.
General(some items require capital approval for funds):
Rent rooms wisely, e.g., compress the house into wings or floors.
Install displacement devices in all toilet tanks to conserve water
Install low-flow shower heads.
Install low-flow aerators on all vanity and kitchen sink faucets.
Repair all plumbing leaks
Lawn sprinkler system that is tied into a City Water System: Install a
separate meter for the sprinkler system. (Eliminates sewage cost.)
Ask your local Electric Company about rebate programs.
Make sure your utility company to be sure the property is on the best
available Utility Rate Schedule. Ask the utility company how the peak
demand charge for your property is calculated. How and when during
the year is the peak demand set for your hotel.

GENERAL ENERGY CONSERVATION
PROGRAM
VISION: Being that energy is the second largest expense for a
property other than payroll, the following guidelines are provided to
insure an energy efficient property is maintained: At a minimum
each property should have specific settings for guest room HVAC
for vacant and stay over rooms.
TEAM PLAYERS: Engineering
MOVE #: ENG-SOP-64
EFFECTIVE DATE: 9/98
DATE REVISED: 9/98




























Page 225 of 234

M.O.V.E.S.
Managing Operating
Visions Ensuring Success
Replace incandescent bulbs with warm deluxe mercury, multi-vapor, or
fluorescent bulbs, where practical. (Achieves Wattage reduction)

GENERAL ENERGY CONSERVATION
PROGRAM
VISION: Being that energy is the second largest expense for a
property other than payroll, the following guidelines are provided to
insure an energy efficient property is maintained: At a minimum
each property should have specific settings for guest room HVAC
for vacant and stay over rooms.
TEAM PLAYERS: Engineering
MOVE #: ENG-SOP-64
EFFECTIVE DATE: 9/98
DATE REVISED: 9/98




























Page 226 of 234

M.O.V.E.S.
Managing Operating
Visions Ensuring Success
Control lights, T.V. and HVAC units for checkouts/stay overs.
Close down buildings or complete floors during slack periods.
Implement a controlled lighting plan to turn off lights when rooms and
corridors are unused.
Clean dryer lint screens and cylinders as needed.
Wash and Dry only full loads of laundry
Thermostat settings should be set correctly. Summer cooling at 75
degrees F and winter heating at 65 degrees F.

SPRINKLERS
VISION: All management that participates in Manager on Duty
program, security and night auditors must have access to
emergency phone numbers, i.e., chief engineer, fire protection
company, plumber, etc. All of the above must also be trained on
location and procedures to shut off main water valves.
TEAM PLAYERS: Engineering
MOVE #: ENG-SOP-65
EFFECTIVE DATE: 3/04
DATE REVISED: 3/04




























Page 227 of 234

M.O.V.E.S.
Managing Operating
Visions Ensuring Success
PROCEDURES
Sprinklers must be tested annually by an outside vendor or according to the
brand standards.
Self-testing should be done monthly, quarterly according to the attached
procedures and documented.
If your property has a fire pump, this needs to be self tested weekly utilizing
the attached procedures. The fire pump must be tested by an outside
vendor once annually or according to the brand standards.
Engineering should check fire/sprinkler control panel at the beginning of
each shift for any malfunction and document.
ON daily walk through, engineering should do a visual check of sprinkler
heads.
Laundry room sprinklers heads should be checked and cleaned of lint and
debris a minimum of once a week.
Kitchen sprinkler heads need to be checked once a week for build up of
grease and dirt particles.
Pool equipment rooms and rooms where chemicals are stored should have
sprinkler heads that are wax coated to prevent rust and corrosion.

SPRINKLERS
VISION: All management that participates in Manager on Duty
program, security and night auditors must have access to
emergency phone numbers, i.e., chief engineer, fire protection
company, plumber, etc. All of the above must also be trained on
location and procedures to shut off main water valves.
TEAM PLAYERS: Engineering
MOVE #: ENG-SOP-65
EFFECTIVE DATE: 3/04
DATE REVISED: 3/04




























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M.O.V.E.S.
Managing Operating
Visions Ensuring Success
MONTHLY FIRE PREVENTION INSPECTION
Valve Inspections (inspect locked valves at least once a month.)
All inside and outside valves controlling sprinklers or fire protection water supplies are listed
below. Check the
condition of the valve as found. Physically try gate valves including non-indicating and
indicator post-gate valves.
Do not report a valve as open unless you have personally tried it. FM-approved PIVAs (post
indicator valve
assemblies) should be visually checked at close range.
________________________________________________________________________
Unit: Address:
________________________________________________________________________
NUMBER VALVE AREA OPEN SHUT
LOCKED
LOCATION CONTROLLED
________________________________________________________________________

__________________________________________________________________________

__________________________________________________________________________

__________________________________________________________________________


The factory Mutual valve-shut tag system is used to guard against delayed reopening valves.
Factory Mutual Red Tags should be used every time a sprinkler control valve is closed.
Were any valves operated since the last inspection? YES___ NO___
Were Factory Mutual Red Tags used? YES___ NO___
Was the valve reopened fully and a drain test made before the valve
was relocked and resealed? YES___ NO___


SPRINKLERS
VISION: All management that participates in Manager on Duty
program, security and night auditors must have access to
emergency phone numbers, i.e., chief engineer, fire protection
company, plumber, etc. All of the above must also be trained on
location and procedures to shut off main water valves.
TEAM PLAYERS: Engineering
MOVE #: ENG-SOP-65
EFFECTIVE DATE: 3/04
DATE REVISED: 3/04




























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M.O.V.E.S.
Managing Operating
Visions Ensuring Success
Check all extinguishers and list any missing or needing service. YES___ NO___
Housekeeping GOOD______ NEED ATTENTION______

SPRINKLERS
VISION: All management that participates in Manager on Duty
program, security and night auditors must have access to
emergency phone numbers, i.e., chief engineer, fire protection
company, plumber, etc. All of the above must also be trained on
location and procedures to shut off main water valves.
TEAM PLAYERS: Engineering
MOVE #: ENG-SOP-65
EFFECTIVE DATE: 3/04
DATE REVISED: 3/04




























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M.O.V.E.S.
Managing Operating
Visions Ensuring Success
QUARTERLY TESTS OF SPRINKLER FLOW AND TAMPER SWITCHES

Property: ________________________________ Date:_______________________________

Address: ________________________________ Inspection Made by: ________________

_______________________________________________________________________________

This form is to be used to document quarterly sprinkler system tests. It is to be kept on
file as a record of the tests which
Demonstrate to local fire officials that the code requirements for testing and
maintenance of these systems are being met.
When testing the sprinkler control valves and tamper switches, it is necessary to remove
locks, chains, or seals. Upon completion of the test, relock or reseal the valves in the
open position. If tamper, flow or pressure switches failed to respond during the test,
note date of repairs and person doing repairs under Remarks.
LOCATION TYPE OF DEVICE
Control Valve, Tamper
Switch, Flow Switch,
Pressure Switch
TESTED
Satisfactory
Unsatisfactory
REMARKS













SPRINKLERS
VISION: All management that participates in Manager on Duty
program, security and night auditors must have access to
emergency phone numbers, i.e., chief engineer, fire protection
company, plumber, etc. All of the above must also be trained on
location and procedures to shut off main water valves.
TEAM PLAYERS: Engineering
MOVE #: ENG-SOP-65
EFFECTIVE DATE: 3/04
DATE REVISED: 3/04




























Page 231 of 234

M.O.V.E.S.
Managing Operating
Visions Ensuring Success
LOCATION TYPE OF DEVICE
Control Valve, Tamper
Switch, Flow Switch,
Pressure Switch
TESTED
Satisfactory
Unsatisfactory
REMARKS































SPRINKLERS
VISION: All management that participates in Manager on Duty
program, security and night auditors must have access to
emergency phone numbers, i.e., chief engineer, fire protection
company, plumber, etc. All of the above must also be trained on
location and procedures to shut off main water valves.
TEAM PLAYERS: Engineering
MOVE #: ENG-SOP-65
EFFECTIVE DATE: 3/04
DATE REVISED: 3/04




























Page 232 of 234

M.O.V.E.S.
Managing Operating
Visions Ensuring Success
DIESEL FIRE PUMP
WEEKLY TEST PROCEDURES
1. Assure fire pump and jockey pump are in automatic mode.
2. Check engine fluids (oil & water/antifreeze). Add if low.
3. Bleed system pressure until jockey pump starts. Allow pump to run until
pressure is Satisfied and shuts pump off. If pump is on timer, you may shut
pump off when the pressure is satisfied.
4. Turn the jockey pump control Off.
5. Bleed system pressure until fire pump starts. Run pump approximately thirty
minutes which allows the engine and components to reach operating
temperature. VERIFY THE FOLLOWING:
A. Engine automatic cooling loop opens and flows adequate stream
to prevent diesel engine and pump casing from overheating.
B. Packing gland leakage is adequate to keep glands from overheating.
C. Bearing housings are not excessively hot.
D. No unusual vibration or noise levels.
E. No fuel or water leaks on or around the engine.
6. Stop fire pump after the recommended run time. Note: most diesel
pumps must be stopped manually even if started on the automatic mode.
7. Return jockey pump control to AUTOMATIC position.
8. Record check list items.

SPRINKLERS
VISION: All management that participates in Manager on Duty
program, security and night auditors must have access to
emergency phone numbers, i.e., chief engineer, fire protection
company, plumber, etc. All of the above must also be trained on
location and procedures to shut off main water valves.
TEAM PLAYERS: Engineering
MOVE #: ENG-SOP-65
EFFECTIVE DATE: 3/04
DATE REVISED: 3/04




























Page 233 of 234

M.O.V.E.S.
Managing Operating
Visions Ensuring Success
VALVE LOCATION AND IDENTIFICATION
BUILDING FLOOR VALVE LOCATION VALVE FUNCTION VALVE CODE & NO.





















SPRINKLERS
VISION: All management that participates in Manager on Duty
program, security and night auditors must have access to
emergency phone numbers, i.e., chief engineer, fire protection
company, plumber, etc. All of the above must also be trained on
location and procedures to shut off main water valves.
TEAM PLAYERS: Engineering
MOVE #: ENG-SOP-65
EFFECTIVE DATE: 3/04
DATE REVISED: 3/04




























Page 234 of 234

M.O.V.E.S.
Managing Operating
Visions Ensuring Success