Organisational Policies And Procedures For Preparing Roasted Duck

Process Step Save Time On Research and Writing Hire a Pro to Write You a 100% Plagiarism-Free Paper. Get My Paper	Hazard	Preventive Measure	CCP	Critical Limits Save Time On Research and Writing Hire a Pro to Write You a 100% Plagiarism-Free Paper. Get My Paper	Monitoring Procedures	Corrective Actions	Records
					What	When
Purchase and Receiving	Salmonella Poisoning	Minimize opportunities of contamination from equipment surfaces and workers’ hands	Handling of ducks or ducks at the store	NA	Preventive measures to ensure that they do not contaminate other areas	At the time of purchasing a duck	Using gloves during handling a duck	Eggs may also transmit Salmonella. Therefore, appropriate precautions should be applied when handling raw eggs.
Storage	At times Ducks are contaminated with pathogens when they arrive in the kitchen and bacterial multiplication can occur during room-temperature storage of thawed ducks	Temperatures to which cooked ducks are exposed during hot storage should be at or above 55 C (131 F) throughout	55 Degrees	131 F	Storage procedure	Storage of cooked ducks at room temperature or in display counters or cabinets	Care must be given to minimize contamination from hands, cleavers, knives, cutting boards, table tops, wiping cloths while storage	At the geometric center of the thickest region of the duck so that common vegetative pathogenic bacteria, which may have contaminated the ducks or which may have multiplied on or in them during storage, are certain to be killed.
Thawing	Contamination of pathogens	To thaw a duck in cold water, packaging should never be removed. In needs to be ensured that the packaging is airtight or put in a leakproof bag. Submerge the bird in cold water, changing the water every 30 minutes. A whole (3 to 4-pound) duck or package of parts should defrost in 2 to 3 hours.	2 to 3 hours of defrosting	NA	Following a safe submerging process	During defrosting	Packaging is airtight or put it in a leakproof bag. Submerge the bird in cold water, changing the water every 30 minutes.
Preparation	Undercooked	Marinate duck in the refrigerator up to 2 days. After this it to be cut it into several pieces and refrigerate in shallow, covered containers.	2-½ hours	NA	Crisp in 500 °F conventional oven 10 to 20 minutes.	While Place duck in an oven cooking bag	When microwaving parts, arrange in dish or on rack so thick parts are toward the outside of dish and thin or bony parts are in the center.	Ensure the vent end of the duck is always open
Cooking	Cross-contamination when chopped or cut up on cutting boards.	It is safe to partially pre-cook or microwave poultry immediately before transferring it to the hot grill to finish cooking. Cooked muscle meats can be pink even when the meat has reached a safe minimum internal temperature. If fresh duck has reached a safe minimum internal temperature of 165 °F as measured with a food thermometer, even though it may still be pink in the center, it should be safe.	Chopping of cooked ducks	55 C	Thaw at room temperature	Post-oven temperature exceeded 94 C	Hold cooked ducks at 55 C	Hold for several hours at bacteria-incubating temperatures
Cooling	Presence of Common vegetative pathogenic bacteria	Cooked ducks should be cooled after cooking so that their internal temperatures fall rapidly (within 2 h) to 21 C (70 F) and then continue to cool (within another 4 h) to 7 C (45 F) or below	More care should be given to Cooling previously refrigerated duck	71 C to 74 C	Following appropriate storage times	At the time of refrigerating		It is safe to freeze ready prepared duck.
Reheating	Duck reheats with ease so it is best to cook it the day before, joint it when it’s cold and reheat in a hot oven or under the grill	Reheated to 165° F	NA	21C	Maintain reheat temperature to 70C	At the time of reheating	Reheat leftover ducks to internal temperatures of 71-74 C (160-165 F),	If the skin is to be crispier, it is recommended to dab the skin with kitchen paper and place under a hot grill or in the oven.
Hot-Holding and serving transportation	Lukewarm food is dangerous as it is a perfect environment for bacteria to thrive.	Ducks are usually transported frozen and hot held by wearing microwave proof gloves	5C	63C	Duck must only be reheated once following cooking or hot holding	At the time of serving	Hot-holding should be done in such a way so that their internal temperatures fall rapidly	If duck is not stored above 63°C, it should be used up within two hours of cooking.

Hazard Analysis on Preparation of Roasted Duck

Name of the Establishment/Outlet:

Date of Service:

Type of Service: Kitchen Staff

No. of staff on duty: 4

Section: Culinary

Recording specific work area tasks for this service

The specific work areas identified with following activities:

Planning and organizing work requirements
Preparing food and organizing
Cooking of present menu items
Completing end of shift requirements

In addition to this, the list of food preparation equipment used includes

Food Processor
Grater
Chef’s knife
Measuring spoon
electric mixer
Vegetable peeler
Blenders
Whisk

Identification of the client services provided during the service period

Preparing predetermined items by the client and also preparing different items based on client bookings which may not be prescribed in the standard checklist. The selection of the menu is done by client in advance and quantities are determined prior to the event.

Example of addressing each of the points during the service period

Sales Techniques/Daily activity	Conflict	Problem Solving
Estimate the number of customers	At times there is significant discrepancy in the anticipation during a major event or holiday	Anticipating the sales based on sales history and previous experience.
Documentation	It is difficult to integrate the documentation process in a MIS with lot of difficulties such as linking of one department to another	Following of MIS which uses relational data document important findings
Quantities sold	Quantities prepared are not matching with the number of customers	Breaking down of sales figures and popular dishes which will allow sufficient preparation of quantities
Accepting bookings through anticipated sales and production requirements	Large number of customers rejected for booking due to full occupancy	Setting a time limit of ordering during peak hours

Team members liaised and about the nature of duties

Colleagues: The colleagues guided me in terms of best recipes to be followed for popular dishes and also the way in which equipment’s should be handled for increased efficiency.

Supervisor: The supervisors were helpful in considering the best procedure of service decision which would be conducive for both the customers and restaurant.

Special requests carried out for the customers

Making special arrangements relating to food, bookings and ambience during Valentine’s Day
Providing special service for birthday celebration
Arrangement of musical performance on the request of customers

Detail End Service Procedures followed:

Waste Minimization- Tracking and analyzing the waste in a restaurant, conduct inventory ordering system frequently for comparing purchase and quantity of garbage.
Recycling- Using only recyclable containers
Storage Requirements of the Commodities- Following appropriate storage requirement for dry foods, refrigerated products and dairy products
Materials and Equipment-Regular maintenance of treatments such as Range, Oven, Grill, Deep-fryer, Reach-in cooler and Walk-in cooler.

Cleaning duties, chemicals used and procedures applied

Some of the most commonly used chemicals during the cleaning process can be identified with bleach and blue concentrate (multipurpose cleaning agent). The main procedures used for cleaning included sanitization, soap water cleaning and deep cleaning.

Evaluation of the factors for the service Period

Supervisor Trainer Evaluation		Student Self Evaluation
Followed moderate practices for ensuring efficiency in the restaurant	Speed/Efficiency	I ensured that only best cooking procedures were followed to increase speed. Moreover, I also aided staff to carry out regular routine maintenance.
Use of good interpersonal skills to ensure good customer service	Skills/Abilities	Flexibility, good interpersonal skills, team working, customer service skills and organizational skills
Maintain high quality standard of the food served to the customers	Quality/Consistency	I ensured use of Quality ingredients used and quality of equipment
Able to maintain good relation with the customers visiting the restaurant	Communication	I gathered Efficient interpersonal skills by accepting requests from the customers and providing suggestions
Wearing of approved kitchenware at all times	Safety/Hygiene	I ensured use of safe chemicals for cleaning in a productive manner and also used approved kitchenware at all times
Efficient organization skills demonstrated through delegation of authority, maintaining deadlines, managing appointments and overall team management	Organization	I was able to conduct my duties appropriately in terms of making schedules, efficient booking of orders and setting priority to the best decision making.

Type of Drink	Method of Preparation	Types of Glassware Used	Garnishes Used (If Any)
Beers	· Beer and Muddled Lime · Layered Beer	Beer Mugs	Ginger
White wines	· Blended White Wines · Built	Chardonnay, Bordeaux	Cherries, Lemon Slice
Potable spirits	· Muddled Potable spirits · Stirred Potable spirits	Highball Glass, Brandy Snifter	NA
Proprietary Liquors	· Built Proprietary Liquors · Muddled Proprietary Liquors	Short Tumbler, Tall Tumbler	Lime slice, Cinnamon, grated
Champagne	· Champagne shaken · Champagne stirred	Tulip shaped champagne glass, Stemless Champagne Glasses	Raspberry, Herbs, Rock Candy, Citrus Peels
Soft drinks	· Layered Soft drinks · Shaken Soft drinks	Highball Glass	Limes
Juices	· Layered Juices · Stirred Juices	Collins glass, Highball glass	NA
Brewed Tea	· Built Brewed Tea · Stirred Brewed Tea	Plastic Glasses, Porcelain Tea Set	NA
Coffee beverages	· Built Coffee beverages · Stirred Coffee beverages	Porcelain coffee set	NA
Water	Built Water	Highball Glass	NA

Task 1

Desired Outcomes

Based on the present situation, the menu of the restaurant does not include a kid’s section. Therefore, there are several feedbacks from the customers states to include kids’ menu in the existing menu. Therefore, the desired outcomes for the project will be based on recommending a kid’s menu besides the normal menu followed at the restaurant. The main aim of the study is to recommendations to the manager about the new menu dishes be included and its rational. It will further use the feedback taken from the customers in the previous sessions.

Recommendation of new side dishes to in the kid’s menu

The new menu at the restaurant will include grapefruit juice and orange juice. The new menu list also introduces Grilled Meatloaf Burgers. The new menu needs to also include Vegetable Lasagna which is a recipe packed with mushrooms, zucchini, spinach, and red peppers. The side dish should also include the provision for dish like Spinach and Feta Mac and Cheese. The kids will also enjoy Nut-Free Granola Bars which will act as a perfect snack.

Reason for the recommendations

Grapefruit juice and orange juice will ensure more of source Vitamin A for kids. Grilled Meatloaf Burgers will act as a good source of nutrients and this will also help in absorption of minerals like iron, zinc and calcium. Vegetable Lasagna will also act as a good source of vitamins C which is beneficial for the kids. The inclusion of Spinach and Feta Mac and Cheese will ensure a good source of Vitamin A. The inclusion of balanced low-calorie snack such as Nut-Free Granola Bars will definitely call for more cravings.

Process Step

Management Considerations

The management should first consider the demand of the new menu. Secondly, based on the nutrient value we should look forward to increased sales revenue of the restaurant. Thirdly, management of the industry needs to conduct a cost benefit analysis due to the changes in sales.

Implementation Plan

A basic implementation process to begin with including only of some the items from the list of all items recommended for the kids. Secondly, it should provide complimentary service for the individuals who have arrived at the restaurant with their kids. The complimentary service will include providing complimentary fruit juice on purchase of a certain amount of food. Moreover, during the initial stages should look for offering discounts on the new dishes.

Improvements which can be brought in future presentations (80 words)

As per the feedback provided by the customers it is important to consider the nutrient value associated to the food. The restaurant should also clearly mention about the calorie count, source of the vitamin and other nutrients value associated to the food items listed in the menu. Moreover, the kids needed to be personally informed about the range of food items which is available for them. This kind of focused attention will increase the customer value and service value of the restaurant.

Requirements	Licenses	Support Info	Timeframe	Penalties (if Applicable)
Extension of Liquor license	One-off trading hours	A one-off extended hour permit allows licensees and permit holders to extend current trading hours for a one-off occasion.	6 permits in a calendar year for trading between midnight and 5am	NA
Employment	Keno employee	Employed by an organisation licensed to conduct keno in Queensland and has work duties relating to the conduct of Keno games	Indefinite period	NA
Insurances	Register for Insurance Duty	Company will pay this duty in you take out insurance on possessions, vehicles or buildings.	1 Year	NA
Advertising in Property Premises	Advertising Signage Permit	This permit is required to erect, install, place, paint or construct a sign, hoarding or advertisement on premises in public places.	As designated.	NA
Playing music	General Business Music License – Australian Government	This license is required to play copyright music in your business. This license covers the use of recorded music for the following activities: playing general background music duplicating music for playback on mobile devices (CD players, mobiles, tablets) telephone hold music.	NA	NA

Part B: Develop and Articulate Regulatory Policies and Procedures

Requirements to comply with the Food Act and Australia New Zealand Food Standard Code

STANDARD 3.2.2

FOOD SAFETY PRACTICES AND GENERAL REQUIREMENTS

Division 4 – Health and hygiene requirement

Subdivision 1 – Requirements for food handlers

13 General requirements

A food handler must take all reasonable measures not to handle food or surfaces likely to come into contact with food in a way that is likely to compromise the safety and suitability of food.

14 Health of food handlers

(1) A food handler who has a symptom that indicates the handler may be suffering from a foodborne disease, or knows he or she is suffering from a foodborne disease, or is a carrier of a foodborne disease, must, if at work –

(a) report that he or she is or may be suffering from the disease, or knows that he or she is carrying the disease, to his or her supervisor, as the case may b

(b) not engage in any handling of food where there is a reasonable likelihood of food contamination as a result of the disease; and

(c) if continuing to engage in other work on the food premises – take all practicable measures to prevent food from being contaminated as a result of the disease.

(2) A food handler who suffers from a condition must, if at work –

(a) if there is a reasonable likelihood of food contamination as a result of suffering the condition – report that he or she is suffering from the condition to his or her supervisor; and

(b) if continuing to engage in the handling of food or other work – take all practicable measures to prevent food being contaminated as a result of the condition.

(3) A food handler must notify his or her supervisor if the food handler knows or suspects that he or she may have contaminated food whilst handling food.

Hazard

15 Hygiene of food handlers

(1) A food handler must, when engaging in any food handling operation –

(a) take all practicable measures to ensure his or her body, anything from his or her body, and anything he or she is wearing does not contaminate food or surfaces likely to come into contact with food;

(b) take all practicable measures to prevent unnecessary contact with ready-to-eat food;

(c) ensure outer clothing is of a level of cleanliness that is appropriate for the handling of food that is being conducted;

(d) only use on exposed parts of his or her body bandages and dressings that are completely covered with a waterproofed covering;

(e) not eat over unprotected food or surfaces likely to come into contact with food;

(f) not sneeze, blow or cough over unprotected food or surfaces likely to come into contact with food;

(g) not spit, smoke or use tobacco or similar preparations in areas in which food is handled; and

(h) not urinate or defecate except in a toilet.

(2) A food handler must wash his or her hands in accordance with subclause (4) –

(a) whenever his or her hands are likely to be a source of contamination of food;

(b) immediately before working with ready-to-eat food after handling raw food; and

(3) A food handler must, when engaging in a food handling operation that involves unprotected food or surfaces likely to come into contact with food, wash his or her hands in accordance with subclause (4) –

(a) before commencing or re-commencing handling food;

(b) immediately after smoking, coughing, sneezing, using a handkerchief or disposable tissue, eating, drinking or using tobacco or similar substances; and

(4) A food handler must, whenever washing his or her hands –

(a) use the hand washing facilities provided;

(b) thoroughly clean his or her hands using soap or other effective means, and warm running water; and

(c) thoroughly dry his or her hands on a single use towel or in another way that is not likely to transfer pathogenic microorganisms to the hands.

(5) A food handler who handles food at temporary food premises does not have to clean his or her hands with warm running water, or comply with paragraph (4)(c), if the appropriate enforcement agency has provided the food business operating from the temporary food premises with approval in writing for this purpose.

Subdivision 2 – Requirements for food businesses

16 Health of persons who handle food – duties of food businesses

(1) A food business must ensure the following persons do not engage in the handling of food for the food business where there is a reasonable likelihood of food contamination –

(a) a person known to be suffering from a foodborne disease, or who is a carrier of a foodborne disease; and

(b) a person known or reasonably suspected to have a symptom that may indicate he or she is suffering from a foodborne disease.

Preventive Measure

(2) A food business must ensure that a person who is known or reasonably suspected to be suffering from a condition and who continues to engage in the handling of food for the food business takes all practicable measures to prevent food contamination.

(3) A food business may permit a person excluded from handling food in accordance with paragraph (1)(a) to resume handling food only after receiving advice from a medical practitioner that the person no longer is suffering from, or is a carrier of, a foodborne disease.

17 Hygiene of food handlers — duties of food businesses

(1) Subject to subclause (2), a food business must, for each food premises

(a) maintain easily accessible hand washing facilities;

(b) maintain, at or near each hand washing facility, a supply of –

(i) warm running water; and

(ii) soap; or

(iii) other items that may be used to thoroughly clean hands;

(d) provide, at or near each hand washing facility –

(i) single use towels or other means of effectively drying hands that are not likely to transfer pathogenic microorganisms to the hands; and

(ii) a container for used towels, if needed.

(2) Paragraph (1)(c) does not apply in relation to handwashing facilities at food premises that are used principally as a private dwelling if the proprietor of the food business has the approval in writing of the appropriate enforcement agency.

(3) With the approval in writing of the appropriate enforcement agency, a food business that operates from temporary food premises does not have to comply with any of the requirements of paragraphs (1)(b)(i) or (1)(d) that are specified in the written approval.

18 General duties of food businesses

(1) A food business must inform all food handlers working for the food business of their health and hygiene obligations under Subdivision 1 of this Division.

(2) A food business must ensure that any information provided by a food handler in accordance with Subdivision 1 of this Division is not disclosed to any person without the consent of the food handler, except the proprietor or an authorised officer, and that the information is not used for any purpose other than addressing the risk of food contamination.

(3) A food business must take all practicable measures to ensure all people on the food premises of the food business –

(a) do not contaminate food;

(b) do not have unnecessary contact with ready-to-eat food; and

(c) do not spit, smoke, or use tobacco or similar preparations in areas where there is unprotected food or surfaces likely to come into contact with food.

Requirements to comply with the Food Act at state and local levels

The compliance to ensure that procedures required by the local government needs the Food safety standards needs to be organized in the following manner:

Pest control
Waste Management and recycling of waste
Cleaning
Maintenance
Personal Hygiene
Environmental hygiene
Correct handling, storage and transport
Staff training

Liquor License

This licence is required in order to sell alcohol. This applies to such activities as restaurants, hotels, cruises or tour operators, offering or providing alcohol to their clients. The Act does not allow for the taking of alcohol onto Restricted Areas such as Aboriginal Communities. You should also be aware of the restrictions imposed by the Commonwealth Stronger Futures in the NT Act 2012 relating to the possession, consumption, supply or transport of liquor in prescribed areas. Activities conducted on Commonwealth land, such as army base clubs are exempted under the Liquor Act. Provisions are in place for license holders to apply for a special license or a special continuing licence to allow for the selling of alcohol at times other than stipulated on the liquor license, or in the case of sporting or social clubs selling alcohol to members.

Overview of the legal tax obligations

CCP

Pay As You Go (PAYG) withholding

Pay As You Go (PAYG) withholding is a legal requirement to withhold amounts for income tax purposes. If company have employees, then it is required to withhold tax from payments. Company may have to withhold tax from payments to other workers, such as contract workers. As a new employer, company must register with the Australian Taxation Office (ATO) before company withhold from payments to company’s employees. Company may also need to withhold an amount from payments to other businesses if they don’t quote their ABN to company on an invoice or other document if required. Company must send all withheld amounts to the ATO.

Payroll tax

Payroll tax is a state tax on the wages paid by employers. It is calculated on the amount of wages you pay per month. You must pay payroll tax if your total Australian wages exceed the exemption threshold that applies in your state or territory – exemption thresholds vary between states. A business entity must register for payroll tax in its state or territory. This applies to

ACT Revenue Office
NSW Office of State Revenue
Northern Territory Revenue
Qld Office of State Revenue
Revenue SA
TAS State Revenue Office
VIC State Revenue Office
WA Office of State Revenue

Requirements to comply with the NES and EEO for requirements of the staff

Procedures for advertising, selection, interview and recruitment
National Employment Standards Reflected in the organization

The national employment standards and the application of the same in my organization are depicted with the following points:

Maximum weekly hours

Maximum weekly hours forms part of the National Employment Standards (NES). The NES apply to all employees covered by the national workplace relations system, regardless of any award, agreement or contract.

My organization ensures not request or require an employee to work more than the following hours of work in a week, unless the additional hours are reasonable:

for a full-time employee, 38 hours or
for an employee other than a full-time employee, the lesser of:
38 hours
the employee’s ordinary hours of work in a week.
The hours an employee works in a week must be taken to include any hours of leave or absence (paid or unpaid) that is authorised:

Flexible working arrangements

Certain employees have the right to request flexible working arrangements. Employers can only refuse these requests on reasonable business grounds. Employees who have worked with the same employer for at least 12 months can request flexible working arrangements if they:

are the parent, or have responsibility for the care, of a child who is school aged or younger
are a carer (under the Carer Recognition Act 2010)
have a disability
are 55 or older
are experiencing family or domestic violence, or
provide care or support to a member of their household or immediate family who requires care and support because of family or domestic violence.
by the employer or
by or under a term of the employee’s employment or
by or under a Commonwealth, State or Territory law, or an instrument in force under such a law.

Maternity & parental leave

Employees can get parental leave when a child is born or adopted. Parental leave entitlements include:

Maternity Leave
Paternity and Partner Leave
Adoption Leave
Special Maternity Leave
A Safe Job and No Safe Job Leave
A Right to Return to Old Job.

Some of the other National Employment Standards include

Annual leave
Personal carers leave and compassionate leave
Community service leave
Long service leave
Public holidays
Notice of termination and redundancy pay
Fair Work Information Statement

WHS Requirements for the establishment

Anti-Bullying and harassment policy for the organization

Policy

Purpose

Procedure

Hierarchy of personnel responsible

Forms/Documents to be used

Date to be Reviewed

Workplace Bullying Policy and harassment policy

Australian Government is committed to providing a safe and healthy work environment in which all workers are

treated fairly, with dignity and respect. Bullying is a risk to the health and safety of the

workplace. It is unacceptable and will not be tolerated by Australian Government.

This policy outlines Australian Government’s commitment to a safe workplace and is aimed at ensuring, so far as

it reasonably can, that employees are not subjected to any form of bullying while at work. It

also details the legal responsibilities of Australian Government and employees in relation to preventing bullying in

the workplace.

· Order the Australian Human Rights Commission’s ‘Good practice, good business’ factsheets.

· Go to the Australian Human Rights Commission’s website to find out more on workplace discrimination, harassment and bullying and a workplace discrimination and harassment policy template.

· Visit the Fair Work Ombudsman website for information on employees protected rights at work.

· Documentation for Equal opportunity and diversity in the workplace.

Australian Human Rights Commission

Good Practice, Good Business factsheets, Workplace discrimination and

harassment policy template

11 July 2018

Systems to ensure consistent evaluation of operational non-compliance

Developing compliance policies and procedures
Training management and employees in consumer protection laws and regulations
Reviewing policies and procedures for compliance with applicable laws and
Regulations and the institution’s stated policies and procedures
Assessing emerging issues or potential liabilities
Coordinating responses to consumer complaints
Reporting compliance activities and audit/review findings to the board; and
Ensuring corrective actions

Assistance to implement any modifications which may be required

A sound compliance program is essential to the efficient and successful operation of the

institution, much as a business plan. A compliance program modification may pertain to the following components:

Policies and procedures
Training
Monitoring
Consumer complaint response

Staying up to date with the changes in legislation and regulatory requirement to ensure compliance

In order to stay up to date a compliance officer must be provided with ongoing training, as well as sufficient time and adequate resources to do the job. The compliance officer may utilize third-party service providers or consultants to help administer the compliance program or audit functions. However, the compliance officer should perform sufficient due diligence to verify that the provider is qualified, because ultimately the institution is accountable for compliance with consumer protection laws and regulations.

Ensuring up to date information with relevant information for the changes

Compliance policies and procedures generally should be described in a document and reviewed and updated as the financial institution’s business and regulatory environment changes. Policies should be established that include goals and objectives and appropriate procedures for meeting those goals and objectives. Generally, the degree of detail or specificity of procedures will vary in accordance with the complexity of the issue or transactions addressed.

Documentation to assist in managing of compliance and continuous improvement

Provide a centralized queue to manage and confirm incoming change requests.
Capture any kind of change including changes in manufacturing, documentation, IT systems, facilities, equipment, validation procedures, packaging and labeling, laboratory operations, and design.
Record all impacted areas, assign tasks, and propose change plans.
Organize the change process to handle complex changes when necessary. This should include multi-level action plans so that larger changes can be broken into smaller tasks to be completed throughout your organization. You should have the option to run change tasks and plans sequentially or in parallel so that changes can be implemented in a timely manner.
Enable one or multiple assessments to allow experts to evaluate the impacts of a change, accounting for results of impact assessments before routing for approval.
Enforce formal sign-offs from a change control board and quality assurance to ensure compliance.
Track and manage action plans as they are implemented and verified.
Enable you to perform a quality check to ensure the effectiveness of each change.
Integrate with other areas of the quality system to designate changes to documents as part of your heterogeneous action plans, including creation of new documents, new revisions, expirations and deviations, and, from there, additional trainings and certifications.


Month	0	1	2	3	4	5	6	7	8	9	10	11	12
Projected Sales		385,582	606,365	983,851	1,634,344	2,761,203	4,720,103	8,133,250	14,089,238	24,492,809	42,676,913	74,473,814	130,089,525
(b) Cost of goods		43,333	54,600	68,796	86,683	109,220	137,617	173,398	218,481	275,286	346,861	437,045	550,676

	Preop
Year	0	1	2	3	4	5	6	7	8	9	10	11	12

CASH INFLOWS
Cash from Sales		385,582	606,365	983,851	1,634,344	2,761,203	4,720,103	8,133,250	14,089,238	24,492,809	42,676,913	74,473,814	130,089,525

Capital Employed	2,000,000	166,666	166,666	166,666	166,666	166,666	100,000	166,666	166,666	166,666	166,666	166,666	100,000
Other cash inflows

TOTAL CASH INFLOW	2,000,000	552,248	773,031	1,150,517	1,801,010	2,927,869	4,820,103	8,299,916	14,255,904	24,659,475	42,843,579	74,640,480	130,189,525

CASH OUTFLOWS

Payments for materials		43,333	54,600	68,796	86,683	109,220	137,617	173,398	218,481	275,286	346,861	437,045	550,676
operating expenses ( )	0						1						2
Staff Cost for Catering	0	73,333	79,200	85,536	92,379	99,769	107,750	116,370	125,680	135,734	146,593	158,321	170,986
Other Expenses for Catering	0	11,667	12,483	13,357	14,292	15,293	16,363	17,508	18,734	20,045	21,449	22,950	24,557
Staff Cost for Banquet	0	31,667	25,650	20,776	16,829	13,631	11,041	8,944	7,244	5,868	4,753	3,850	3,118
Other Expenses for Banquet		23,333	26,600	30,324	34,569	39,409	44,926	51,216	58,386	66,560	75,878	86,501	98,612
Staff cost for room service		56,666	37,400	24,684	16,291	10,752	7,097	4,684	3,091	2,040	1,347	889	587
Staff Cost for bar		60,000	60,000	60,000	60,000	60,000	60,000	60,000	60,000	60,000	60,000	60,000	60,000
Other Expenses for Bar		30,000	35,400	41,772	49,291	58,163	68,632	80,986	95,564	112,765	133,063	157,014	185,277
Corporation Tax		16,675	82,510	191,582	379,203	706,490		2,286,043	4,050,617	7,144,353	12,566,091	22,064,173
capital expenditure
Computers	0	35,000	35,000	35,000	35,000	35,000	26,250	19,688	14,766	11,074	8,306	6,229	4,672
financing repayments
Loan repayments			0	0	0	0			0	0	0	0
TOTAL CASH OUTFLOWS	0	381,674	448,842	571,826	784,537	1,147,727	479,678	2,818,836	4,652,563	7,833,727	13,364,340	22,996,972	1,098,486
Cash flow summary
NET CASHFLOW FOR PERIOD	2,000,000	170,574	324,189	578,691	1,016,474	1,780,142	4,340,425	5,481,079	9,603,341	16,825,749	29,479,239	51,643,508	129,091,039
OPENING CASH BALANCE	0	2,000,000	2,170,574	2,494,763	3,073,454	4,089,928	5,870,070	10,210,495	15,691,574	25,294,915	42,120,663	71,599,902	123,243,410
CLOSING CASH BALANCE	2,000,000	2,170,574	2,494,763	3,073,454	4,089,928	5,870,070	10,210,495	15,691,574	25,294,915	42,120,663	71,599,902	123,243,410	252,334,449

(3) DEPRECIATION SCHEDULE
Year	0	1	2	3	4	5	6	7	8	9	10	11	12
Fixed Assets
Equipments	0	32000	36000	42000	48000	54000	48600	43740	39366	35429	31886	28698	25828
Computers	0	35,000	35,000	35,000	35,000	35,000	26,250	19,688	14,766	11,074	8,306	6,229	4,672
Total book values (i.e. net fixed assets)	0	67,000	71,000	77,000	83,000	89,000	74,850	63,428	54,132	46,504	40,192	34,927	30,500
Annual Depreciation
Equipments -10% straight line		3,200	3,600	4,200	4,800	5,400	4,860	4,374	3,937	3,543	3,189	2,870	2,583
Computers – 20% reducing balance		7,000	7,000	7,000	7,000	7,000	5,250	3,938	2,953	2,215	1,661	1,246	934
Total annual depreciation		10,200	10,600	11,200	11,800	12,400	10,110	8,312	6,890	5,758	4,850	4,116	3,517

(4) PROFIT AND LOSS FORECAST
	Preop						Preop						Preop
Year	0	1	2	3	4	5	6	7	8	9	10	11	12

Revenue	0	385,582	606,365	983,851	1,634,344	2,761,203	4,720,103	8,133,250	14,089,238	24,492,809	42,676,913	74,473,814	130,089,525

Cost of sales	0	43,333	54,600	68,796	86,683	109,220	137,617	173,398	218,481	275,286	346,861	437,045	550,676

Gross profit	0	342,249	551,765	915,055	1,547,662	2,651,983	4,582,485	7,959,852	13,870,757	24,217,523	42,330,052	74,036,770	129,538,849

Gross Margin		346,674	413,842	536,826	749,537	1,112,727	1,733,430	2,799,149	4,637,798	7,822,652	13,356,034	22,990,743	39,792,526
Expenses/overheads
Staff Cost for Catering		73,333	79,200	85,536	92,379	99,769	107,750	116,370	125,680	135,734	146,593	158,321	170,986
Other Expenses for Catering		11,667	12,483	13,357	14,292	15,293	16,363	17,508	18,734	20,045	21,449	22,950	24,557
Staff Cost for Banquet		31,667	25,650	20,776	16,829	13,631	11,041	8,944	7,244	5,868	4,753	3,850	3,118
Other Expenses for Banquet		23,333	26,600	30,324	34,569	39,409	44,926	51,216	58,386	66,560	75,878	86,501	98,612
Staff cost for room service		56,666	37,400	24,684	16,291	10,752	7,097	4,684	3,091	2,040	1,347	889	587
Staff Cost for bar		60,000	60,000	60,000	60,000	60,000	60,000	60,000	60,000	60,000	60,000	60,000	60,000
Other Expenses for Bar		30,000	35,400	41,772	49,291	58,163	68,632	80,986	95,564	112,765	133,063	157,014	185,277
Total expenses/overheads		286,666	276,732	276,449	283,651	297,017	315,810	339,708	368,699	403,013	443,083	489,525	543,136
Profit before tax		55,583	275,033	638,607	1,264,011	2,354,966	4,266,676	7,620,144	13,502,058	23,814,510	41,886,969	73,547,245	128,995,713
Tax @ 30%		16,675	82,510	191,582	379,203	706,490	1,280,003	2,286,043	4,050,617	7,144,353	12,566,091	22,064,173	38,698,714
Profit after tax		38,908	192,523	447,025	884,808	1,648,476	2,986,673	5,334,101	9,451,440	16,670,157	29,320,878	51,483,071	90,296,999
Transfer to reserves		55,583	275,033	638,607	1,264,011	2,354,966	4,266,676	7,620,144	13,502,058	23,814,510	41,886,969	73,547,245	128,995,713

Critical Limits

Start-up Requirements

	Start-up Expenses
	Fixed Costs	Particulars	Amount ($)
		Staff Cost for Catering	$73,333
		Other Expenses for Catering	$11,667
		Staff Cost for Banquet	$31,667
		Other Expenses for Banquet	$23,333
		Staff cost for room service	$56,666
		Staff Cost for bar	$60,000
		Other Expenses for Bar	$30,000
		Total Monthly Costs	$286,666
	Total Startup Expenses	$286,666

	Start-up Assets
	Owner Funding
		Owners Fund	$166,666
		Total Owner Funding	$2,000,000
	Loans
		Bank Loan	$0
		Other
		Total Loans	$0
		Total Start up Funds	$2,000,000
	Assets
		Equipments	$32,000
		Computers	$35,000

		Total Fixed Assets	$67,000
	Total Start-up Assets		$2,067,000

Assets	Month 1	Month 2	Month 3	Month 4	Month 5	Month 6	Month 7	Month 8	Month 9	Month 10	Month 11	Month 12
Current Assets
Cash	$106,050	$137,050	$124,650	$110,900	$116,650	$116,650	$116,650	$116,650	$116,650	$116,650	$116,650	$116,650
Accounts receivable	$385,582	$606,365	$983,851	$1,634,344	$2,761,203	$4,720,103	$8,133,250	$14,089,238	$24,492,809	$42,676,913	$74,473,814	$130,089,525
Total current assets	$491,632	$743,415	$1,108,501	$1,745,244	$2,877,853	$4,836,753	$8,249,900	$14,205,888	$24,609,459	$42,793,563	$74,590,464	$130,206,175
Fixed (Long-Term) Assets
Equipments	$32,000	$36,000	$42,000	$48,000	$54,000	$48,600	$43,740	$39,366	$35,429	$31,886	$28,698	$25,828
Computers	$35,000	$35,000	$35,000	$35,000	$35,000	$26,250	$19,688	$14,766	$11,074	$8,306	$6,229	$4,672
(Less accumulated depreciation)	$10,200	$10,600	$11,200	$11,800	$12,400	$10,110	$8,312	$6,890	$5,758	$4,850	$4,116	$3,517
Intangible assets	$50,700
Total fixed assets	$107,500	$60,400	$65,800	$71,200	$76,600	$64,740	$55,116	$47,242	$40,746	$35,342	$30,811	$26,983
Total Assets	$599,132	$803,815	$1,174,301	$1,816,444	$2,954,453	$4,901,493	$8,305,016	$14,253,130	$24,650,205	$42,828,905	$74,621,276	$130,233,158

Liabilities and Owner’s Equity
Current Liabilities
Accounts payable	$43,333	$54,600	$68,796	$86,683	$109,220	$137,617	$173,398	$218,481	$275,286	$346,861	$437,045	$550,676
Staff Cost for Catering	$73,333	$79,200	$85,536	$92,379	$99,769	$107,750	$116,370	$125,680	$135,734	$146,593	$158,321	$170,986
Other Expenses for Catering	$11,667	$12,483	$13,357	$14,292	$15,293	$16,363	$17,508	$18,734	$20,045	$21,449	$22,950	$24,557
Staff Cost for Banquet	$31,667	$25,650	$20,776	$16,829	$13,631	$11,041	$8,944	$7,244	$5,868	$4,753	$3,850	$3,118
Other Expenses for Banquet	$23,333	$26,600	$30,324	$34,569	$39,409	$44,926	$51,216	$58,386	$66,560	$75,878	$86,501	$98,612
Staff cost for room service	$56,666	$37,400	$24,684	$16,291	$10,752	$7,097	$4,684	$3,091	$2,040	$1,347	$889	$587
Staff Cost for bar	$60,000	$60,000	$60,000	$60,000	$60,000	$60,000	$60,000	$60,000	$60,000	$60,000	$60,000	$60,000
Other Expenses for Bar	$30,000	$35,400	$41,772	$49,291	$58,163	$68,632	$80,986	$95,564	$112,765	$133,063	$157,014	$185,277
Total current liabilities	$329,999	$331,332	$345,244	$370,333	$406,237	$453,427	$513,106	$587,180	$678,299	$789,943	$926,570	$1,093,812
Long-Term Liabilities
Deferred income tax	$269,133	$472,483	$829,057	$1,446,111	$2,548,216	$4,448,066	$7,791,910	$13,665,950	$23,971,906	$42,038,962	$73,694,706	$73,694,706
Total long-term liabilities	$269,133	$472,483	$829,057	$1,446,111	$2,548,216	$4,448,066	$7,791,910	$13,665,950	$23,971,906	$42,038,962	$73,694,706	$129,139,345
Total Liabilities	$599,132	$803,815	$1,174,301	$1,816,444	$2,954,453	$4,901,493	$8,305,016	$14,253,130	$24,650,205	$42,828,905	$74,621,276	$130,233,158
Owner’s Equity
Owner’s investment	$166,666	$166,666	$166,666	$166,666	$166,666	$166,666	$166,666	$166,666	$166,666	$166,666	$166,666	$166,666
Net Profits	$38,908	$192,523	$447,025	$884,808	$1,648,476	$2,986,673	$5,334,101	$9,451,440	$16,670,157	$29,320,878	$51,483,071	$90,296,999
Reserve and Surplus	$55,583	$275,033	$638,607	$1,264,011	$2,354,966	$4,266,676	$7,620,144	$13,502,058	$23,814,510	$41,886,969	$73,547,245	$128,995,713
Total owner’s equity	$261,157	$634,222	$1,252,298	$2,315,485	$4,170,108	$7,420,015	$13,120,911	$23,120,164	$40,651,333	$71,374,514	$125,196,982	$219,459,378
Total Liabilities and Owner’s Equity	$860,289	$1,438,037	$2,426,599	$4,131,929	$7,124,560	$12,321,508	$21,425,926	$37,373,294	$65,301,538	$114,203,419	$199,818,258	$349,692,535

Common Financial Ratios
Debt Ratio (Total Liabilities / Total Assets)	1.00	1.00
Current Ratio (Current Assets / Current Liabilities)	1.49	2.24
Working Capital (Current Assets – Current Liabilities)	161,633	412,083
Debt-to-Equity Ratio (Total Liabilities / Owner’s Equity)	2.29	1.27

(1) SALES FORECAST
Month	0	1	2	3	4	5	6	7	8	9	10	11	12
Projected Sales		385,582	606,365	983,851	1,634,344	2,761,203	4,720,103	8,133,250	14,089,238	24,492,809	42,676,913	74,473,814	130,089,525
(b) Cost of goods		53,333	53,333	53,333	53,333	53,333	53,333	53,333	53,333	53,333	53,333	53,333	53,333

	Preop
Year	0	1	2	3	4	5	6	7	8	9	10	11	12

CASH INFLOWS
Cash from Sales		385,582	606,365	983,851	1,634,344	2,761,203	4,720,103	8,133,250	14,089,238	24,492,809	42,676,913	74,473,814	130,089,525

Capital Employed	2,000,000	166,666	166,666	166,666	166,666	166,666	100,000	166,666	166,666	166,666	166,666	166,666	100,000
Other cash inflows

TOTAL CASH INFLOW	2,000,000	552,248	773,031	1,150,517	1,801,010	2,927,869	4,820,103	8,299,916	14,255,904	24,659,475	42,843,579	74,640,480	130,189,525

CASH OUTFLOWS

Payments for materials		53,333	53,333	53,333	53,333	53,333	53,333	53,333	53,333	53,333	53,333	53,333	53,333
operating expenses ( )	0						1						2
Staff Cost for Catering	0	83,250	74,000	29,400	57,600	21,000	32,300	30,400	26,100	19,175	34,790	34,790	105,600
Other Expenses for Catering	0	11,667	12,483	13,357	14,292	15,293	16,363	17,508	18,734	20,045	21,449	22,950	24,557
Staff Cost for Banquet	0	31,667	25,650	20,776	16,829	13,631	11,041	8,944	7,244	5,868	4,753	3,850	3,118
Other Expenses for Banquet		23,333	26,600	30,324	34,569	39,409	44,926	51,216	58,386	66,560	75,878	86,501	98,612
Staff cost for room service		56,666	37,400	24,684	16,291	10,752	7,097	4,684	3,091	2,040	1,347	889	587
Staff Cost for bar		17,945	19,400	6,790	11,640	11,640	5,820	9,215	7,760	8,730	6,305	9,506	21,340
Other Expenses for Bar		30,000	35,400	41,772	49,291	58,163	68,632	80,986	95,564	112,765	133,063	157,014	185,277
Corporation Tax		23,316	96,630	229,024	414,150	761,394		2,363,089	4,145,708	7,261,288	12,703,798	22,231,494
capital expenditure
Computers	0	35,000	35,000	35,000	35,000	35,000	26,250	19,688	14,766	11,074	8,306	6,229	4,672
financing repayments
Loan repayments			0	0	0	0			0	0	0	0
TOTAL CASH OUTFLOWS	0	366,177	415,896	484,461	702,995	1,019,616	265,764	2,639,063	4,430,686	7,560,879	13,043,022	22,606,557	497,097
Cash flow summary
NET CASHFLOW FOR PERIOD	2,000,000	186,071	357,135	666,056	1,098,015	1,908,253	4,554,339	5,660,853	9,825,218	17,098,596	29,800,557	52,033,923	129,692,428
OPENING CASH BALANCE	0	2,000,000	2,186,071	2,543,206	3,209,262	4,307,278	6,215,530	10,769,870	16,430,723	26,255,941	43,354,537	73,155,094	125,189,017
CLOSING CASH BALANCE	2,000,000	2,186,071	2,543,206	3,209,262	4,307,278	6,215,530	10,769,870	16,430,723	26,255,941	43,354,537	73,155,094	125,189,017	254,881,445

(3) DEPRECIATION SCHEDULE
Year	0	1	2	3	4	5	6	7	8	9	10	11	12
Fixed Assets
Equipments	0	32000	36000	42000	48000	54000	48600	43740	39366	35429	31886	28698	25828
Computers	0	35,000	35,000	35,000	35,000	35,000	26,250	19,688	14,766	11,074	8,306	6,229	4,672
Total book values (i.e. net fixed assets)	0	67,000	71,000	77,000	83,000	89,000	74,850	63,428	54,132	46,504	40,192	34,927	30,500
Annual Depreciation
Equipments -10% straight line		3,200	3,600	4,200	4,800	5,400	4,860	4,374	3,937	3,543	3,189	2,870	2,583
Computers – 20% reducing balance		7,000	7,000	7,000	7,000	7,000	5,250	3,938	2,953	2,215	1,661	1,246	934
Total annual depreciation		10,200	10,600	11,200	11,800	12,400	10,110	8,312	6,890	5,758	4,850	4,116	3,517

(4) PROFIT AND LOSS FORECAST
	Preop						Preop						Preop
Year	0	1	2	3	4	5	6	7	8	9	10	11	12

Revenue	0	385,582	606,365	983,851	1,634,344	2,761,203	4,720,103	8,133,250	14,089,238	24,492,809	42,676,913	74,473,814	130,089,525

Cost of sales	0	53,333	53,333	53,333	53,333	53,333	53,333	53,333	53,333	53,333	53,333	53,333	53,333

Gross profit	0	332,249	553,032	930,518	1,581,011	2,707,869	4,666,770	8,079,916	14,035,905	24,439,476	42,623,580	74,420,481	130,036,192

Gross Margin		331,177	380,896	449,461	667,995	984,616	1,583,690	2,619,375	4,415,920	7,549,805	13,034,716	22,600,328	39,371,554
Expenses/overheads
Staff Cost for Catering		83,250	74,000	29,400	57,600	21,000	32,300	30,400	26,100	19,175	34,790	34,790	105,600
Other Expenses for Catering		11,667	12,483	13,357	14,292	15,293	16,363	17,508	18,734	20,045	21,449	22,950	24,557
Staff Cost for Banquet		31,667	25,650	20,776	16,829	13,631	11,041	8,944	7,244	5,868	4,753	3,850	3,118
Other Expenses for Banquet		23,333	26,600	30,324	34,569	39,409	44,926	51,216	58,386	66,560	75,878	86,501	98,612
Staff cost for room service		56,666	37,400	24,684	16,291	10,752	7,097	4,684	3,091	2,040	1,347	889	587
Staff Cost for bar		17,945	19,400	6,790	11,640	11,640	5,820	9,215	7,760	8,730	6,305	9,506	21,340
Other Expenses for Bar		30,000	35,400	41,772	49,291	58,163	68,632	80,986	95,564	112,765	133,063	157,014	185,277
Total expenses/overheads		254,528	230,933	167,103	200,512	169,888	186,180	202,953	216,879	235,184	277,585	315,501	439,090
Profit before tax		77,721	322,099	763,415	1,380,499	2,537,981	4,480,590	7,876,964	13,819,026	24,204,292	42,345,995	74,104,981	129,597,102
Tax @ 30%		23,316	96,630	229,024	414,150	761,394	1,344,177	2,363,089	4,145,708	7,261,288	12,703,798	22,231,494	38,879,131
Profit after tax		54,405	225,469	534,390	966,349	1,776,587	3,136,413	5,513,875	9,673,318	16,943,005	29,642,196	51,873,486	90,717,971
Transfer to reserves		77,721	322,099	763,415	1,380,499	2,537,981	4,480,590	7,876,964	13,819,026	24,204,292	42,345,995	74,104,981	129,597,102

Start-up Requirements

	Start-up Expenses
	Fixed Costs	Particulars	Amount ($)
		Staff Cost for Catering	$83,250
		Other Expenses for Catering	$11,667
		Staff Cost for Banquet	$31,667
		Other Expenses for Banquet	$23,333
		Staff cost for room service	$56,666
		Staff Cost for bar	$17,945
		Other Expenses for Bar	$30,000
		Total Monthly Costs	$254,528
	Total Startup Expenses	$254,528

	Start-up Assets
	Owner Funding
		Owners Fund	$166,666
		Total Owner Funding	$2,000,000
	Loans
		Bank Loan	$0
		Other
		Total Loans	$0
		Total Start up Funds	$2,000,000
	Assets
		Equipments	$32,000
		Computers	$35,000

		Total Fixed Assets	$67,000
	Total Start-up Assets		$2,067,000

Balance Sheet

	Assets	Month 1	Month 2	Month 3	Month 4	Month 5	Month 6	Month 7	Month 8	Month 9	Month 10	Month 11	Month 12
	Current Assets
	Cash	$106,050	$137,050	$124,650	$110,900	$116,650	$116,650	$116,650	$116,650	$116,650	$116,650	$116,650	$116,650
	Accounts receivable	$385,582	$606,365	$983,851	$1,634,344	$2,761,203	$4,720,103	$8,133,250	$14,089,238	$24,492,809	$42,676,913	$74,473,814	$130,089,525
	Total current assets	$491,632	$743,415	$1,108,501	$1,745,244	$2,877,853	$4,836,753	$8,249,900	$14,205,888	$24,609,459	$42,793,563	$74,590,464	$130,206,175
	Fixed (Long-Term) Assets
	Equipments	$32,000	$36,000	$42,000	$48,000	$54,000	$48,600	$43,740	$39,366	$35,429	$31,886	$28,698	$25,828
	Computers	$35,000	$35,000	$35,000	$35,000	$35,000	$26,250	$19,688	$14,766	$11,074	$8,306	$6,229	$4,672
	(Less accumulated depreciation)	$10,200	$10,600	$11,200	$11,800	$12,400	$10,110	$8,312	$6,890	$5,758	$4,850	$4,116	$3,517
	Intangible assets	$50,700
	Total fixed assets	$107,500	$60,400	$65,800	$71,200	$76,600	$64,740	$55,116	$47,242	$40,746	$35,342	$30,811	$26,983
	Total Assets	$599,132	$803,815	$1,174,301	$1,816,444	$2,954,453	$4,901,493	$8,305,016	$14,253,130	$24,650,205	$42,828,905	$74,621,276	$130,233,158

	Liabilities and Owner’s Equity
	Current Liabilities
	Accounts payable	$53,333	$53,333	$53,333	$53,333	$53,333	$53,333	$53,333	$53,333	$53,333	$53,333	$53,333	$53,333
	Staff Cost for Catering	$83,250	$74,000	$29,400	$57,600	$21,000	$32,300	$30,400	$26,100	$19,175	$34,790	$34,790	$105,600
	Other Expenses for Catering	$11,667	$12,483	$13,357	$14,292	$15,293	$16,363	$17,508	$18,734	$20,045	$21,449	$22,950	$24,557
	Staff Cost for Banquet	$31,667	$25,650	$20,776	$16,829	$13,631	$11,041	$8,944	$7,244	$5,868	$4,753	$3,850	$3,118
	Other Expenses for Banquet	$23,333	$26,600	$30,324	$34,569	$39,409	$44,926	$51,216	$58,386	$66,560	$75,878	$86,501	$98,612
	Staff cost for room service	$56,666	$37,400	$24,684	$16,291	$10,752	$7,097	$4,684	$3,091	$2,040	$1,347	$889	$587
	Staff Cost for bar	$17,945	$19,400	$6,790	$11,640	$11,640	$5,820	$9,215	$7,760	$8,730	$6,305	$9,506	$21,340
	Other Expenses for Bar	$30,000	$35,400	$41,772	$49,291	$58,163	$68,632	$80,986	$95,564	$112,765	$133,063	$157,014	$185,277
	Total current liabilities	$307,861	$284,266	$220,436	$253,845	$223,221	$239,513	$256,286	$270,213	$288,517	$330,918	$368,834	$492,423
	Long-Term Liabilities
	Deferred income tax	$291,271	$519,549	$953,865	$1,562,599	$2,731,231	$4,661,980	$8,048,730	$13,982,918	$24,361,688	$42,497,987	$74,252,442	$129,740,735
	Total long-term liabilities	$291,271	$519,549	$953,865	$1,562,599	$2,731,231	$4,661,980	$8,048,730	$13,982,918	$24,361,688	$42,497,987	$74,252,442	$129,740,735
	Total Liabilities	$599,132	$803,815	$1,174,301	$1,816,444	$2,954,453	$4,901,493	$8,305,016	$14,253,130	$24,650,205	$42,828,905	$74,621,276	$130,233,158
	Owner’s Equity
	Owner’s investment	$166,666	$166,666	$166,666	$166,666	$166,666	$166,666	$166,666	$166,666	$166,666	$166,666	$166,666	$166,666
	Net Profits	$54,405	$225,469	$534,390	$966,349	$1,776,587	$3,136,413	$5,513,875	$9,673,318	$16,943,005	$29,642,196	$51,873,486	$90,717,971
	Reserve and Surplus	$77,721	$322,099	$763,415	$1,380,499	$2,537,981	$4,480,590	$7,876,964	$13,819,026	$24,204,292	$42,345,995	$74,104,981	$129,597,102
	Total owner’s equity	$298,792	$714,235	$1,464,471	$2,513,514	$4,481,234	$7,783,669	$13,557,504	$23,659,010	$41,313,963	$72,154,857	$126,145,133	$220,481,739
	Total Liabilities and Owner’s Equity	$897,923	$1,518,050	$2,638,772	$4,329,958	$7,435,687	$12,685,162	$21,862,520	$37,912,140	$65,964,168	$114,983,762	$200,766,409	$350,714,897
			{42}
	Common Financial Ratios
	Debt Ratio (Total Liabilities / Total Assets)	1.00	1.00
	Current Ratio (Current Assets / Current Liabilities)	1.60	2.62
	Working Capital (Current Assets – Current Liabilities)	183,771	459,149
	Debt-to-Equity Ratio (Total Liabilities / Owner’s Equity)	2.01	1.13

Scenario 1

The reason for changes leading to such a discrepancy are listed as follows:

The inventory value may have been overstated during the previous years
Incorrect unit count which relates to error in the physical count of the inventory

Incorrect standard cost or non-adjustment of standard cost

Cycle counting adjustment error
Transfer imbalance

Scenario 2

The External factors affecting the negative trends in the budget are listed as follows:

Revenue-External factors negatively affecting assumed revenue might include an economic downturn, unexpected competition causing lowered sales or an inability to sustain the level of growth needed. Internal factors such as inadequate collections and poor accounts receivable practices could also impact revenue.
Expenditure-Increases to health insurance, turnover levels and collective bargaining in unionized organizations can all change salary and benefits by a significant margin. In many industries, salary and benefits is more than 50 percent of the organization’s total expenses. Any variance to employee compensation will have a noticeable impact on budget predictions.

Market Conditions-The economy and current market conditions can impact the financial forecast in several ways. Changes to the inflation rate and stock market conditions directly affect the organization’s net worth and its ability to generate funds or loans. If the company relies heavily on investments as a funding vehicle, then poor stock market performance will have a direct, negative effect on budget predictions.

Legislative Changes- Certain legislative changes have a direct impact on budget projections. In most cases, businesses will be aware of pending legislation before it takes effect and can plan accordingly. Sometimes, just the introduction of future legislation, even if it has not taken effect, will disrupt current budget projections.
Customer Base-Cultural implications of a changing neighborhood may affect the business negatively based on the ability to meet the needs of changing demographics.

Scenario 3

In order to report the issue, the following reports are needed to be prepared

Sales Forecast
Cash flow forecast
Profit and Loss Forecast
Balance sheet

The following staffs are essential to be called for discussion of such a situation

Inventory manager
Accounting Staff

The cash flow problems may be addressed by the transferring the excess amount for 20 bottles to reserves in the same accounting period. This will prevent exceeding of par stock level of 220 bottles instead of 240 bottles.

Observation and Portfolio of Evidence

Event Brief

Event Brief Template
Date	Arrival Date	Departure Date
Type of event:	Banquet
Where	Courtyard by Marriott Bhopal (26 Km from my Location)
Venue Rating	4.4 Star
How many people would be attending the event?	800
Conference Room Set Up:	The conference room setup will be based on Banquet Style
Breakout rooms required	5 (11 Delegates in each rooms)
Catering	Full day delegate package
Dinners-# of People	At the same venue	55
	Offsite	96
Audio Visual required	Microphone, Speakers and Large Screen Displays
Accommodation-Approx. how many	Single Rooms	26
	Double Rooms (Couples)	1
	Twins Rooms (Shared)	8

Team Building Events Required
Budget	2000000
Preferred or desired venues	Bhopal, India
Approach to other venues	Jehan Numa Palace Hotel, Sayaji Hotel, Bhopal
Any Other Relevant Information	Set in the city centre, the hotel offers oversized rooms with deluxe amenities and on-site dining.

Event Proposal

Banquet Proposal- Courtyard by Marriott Bhopal
Venues / Rent / Terms
Venue	Size in m	Price (AUD)	Long rows	Round tables	Theatre	Concert standing
Meeting Room (x3)	475 (25×19)	2500	400	250	600	500
Corner Bar	130 (13×10)	1500	180	120	200	220
Éclair	141 (16× 9)	952	80	60	80	100
Bay Leaf	324 (18×18)	Upon agreement	150	300	0	0

Theme Format

Rounds

Round tables of up to 08 guests can provide an intimate feeling within a large gathering. This traditional setting allows all guests easy access to the table and is ideal for a sit-down meal.

Range and style of Products Offered- Indian

Products and service accurate costings

Menu proposal
	Price (AUD)
Soup
Dal Tamatar Ka Shorba	125
Yakhini Badami Shorba	140
Zaffrani Murgh Shorba	155

Kebab
Makai Seekh Kebab	199
Shahi Khumb Galouti	199
Lamb Galouti Kebab	249
Burra Kebab	349

Vegetarian
Matter Makhaney	250
Makhani Paneer	234
Dum Rice	149

Non- Vegetarian
Dum Murgh Lucknow Biriyani	239
Murgh Handi Korma	300
Murgh Rezala	300
Maahi Kaliyan	300

Event Order Detailing

Technical Requirements

	Prices (AUD)
Sound systems
Sound system with 1 cable microphone	220
Further cable microphone	80
Sound system with 1 wireless microphone	330
DJ equipment	700

Lighting
Ambience lighting with floor spots colors by choice	200
Mirror ball with spots	400

Projectors and TV
Beamer and screen 180x250cm	250
Overhead projector	150
DVD player (Blu-ray)	50
Swisscom TV, max 2 circuit points, each	125

Technical assistance
House technician Marriott Bhopal per hour (Charged by effective effort)	54

Run Sheet (Scheduling, staffing and special Requirements)

Submission and distribution of documents

Floor Plan

Banquet Invoice

Environmental and social impacts to address

Lifestyle of neighboring residents- The neighboring residents are concerned to the other guests present in the restaurant. The sponsor will be ensuring that the music played is within the prescribed limit of the hotel authority.
Recycling and disposal of all waste, especially hazardous substances-The following steps needs to be taken to Recycling and disposal of all waste, especially hazardous substances. Step 1: Measure the hazardous food waste

Step 2: Develop an action plan to reduce food waste using the data collected, with targets, timescales and responsibilities

Step 3: Review progress on the plan

Step 4: Share the details with staff, consumers and industry

Safety for crowds and the movement of large numbers of attendees- As it is a big event it will not only consist of the event staff but also event security personnel provided by the venue or hired from a third-party service. The attendees will be navigated with various types of sign board such as directions to the nearest restroom, where the line begins for the registration, designated smoking areas and restricted or staff-only areas.
Use of energy, water and other resources during event set-up, operation and break-down- Use Energy Star Qualified equipment, use water filtration systems to prevent calcification and mineral deposits in any equipment that uses water, Use energy-efficient lighting such as LED, halogen incandescents, and CFL lightbulbs.

Developing event documentation

Task 1

Provide a summary of the event (Business and Corporate)

The ABC Company is committed to supporting Indian restaurants and promoting the value of good corporate governance in promoting sustainable growth.

This roundtable was produced as a result of the of the findings of Indian Hotel industry identified a lack of capital and financing as one of the key challenge faced by Indian restaurants, as well as the matter of small businesses being unsure of the extent to which corporate governance can help them in managing their ongoing concerns.
In collaboration with other organizations, ABC Company organized an interactive roundtable session to connect small business owners with industry leaders and practitioners and engage them in conversation about how good governance practices create the accountability and transparency that investors and funders seek.
The goal of the roundtable was to have small business owners and stakeholders walk away with knowledge on how governance can be applied practically to access funding for their enterprises.

Five key policies and procedures

Explain why best practices in corporate governance are the integral foundation to increased funding and investments in Hotel Industry
Ensure long-term sustainable business growth of Indian Hotel industry
Inform Indian Hotel operators of the various corporate governance structures that can ensure long-term output quality and control
Demonstrate Indian Hotelshow corporate governance practices help build investor confidence by efficient Recycling & Disposal of Waste
Inform Indian Hotel operators about various types of risk management procedures by including measures such as intelligence gathering, quality audits, risk management assessments and internal audits.

Comprehensive Plan for the Event and developing of one procedure in detail

Developing the procedure for risk management

Process and framework

ABC Company will establish risk management process and framework embedded in owned and managed hotels in all regions across India. The long-term strategic goals will be aligned with the ABC Company’s core purpose and include three key elements:

Safety and security of guests, employees and other third parties
Brand strength supported by operational excellence in risk management at all hotels and corporate locations
Maintenance and promotion of the reputation of the Company

Our approach will enable and support hotel owners, staff and corporate functions to manage risk effectively. This will be accomplished by giving them a systematic approach and framework to follow and by providing them with tools to do the job.

The Global Risk Management function aims to share specialist knowledge and capability globally whilst being aligned to the operational structure of the business to ensure local circumstances are understood and respected and greater engagement of our people is achieved.

Strategic Framework for monitoring security risks in hotel

A strategic framework for hotel safety and security will be designed for owned and managed hotels thereby identifying the groups of risks and describing the management activities carried out to mitigate those risks. As a result of our holistic approach to risk, we will be able to maintain and develop risk management strategies to assess and control individual types of risk. This will involve developing policies, standards and guidelines, raising awareness levels, training staff on controls and systems to be used to manage and mitigate risk and reviewing and reporting upon progress and emerging risk.

Mitigation of Risks

Risks will be identified at hotel level through various means including intelligence gathering, quality audits, risk management assessments and internal audits. They will be also identified as a result of incidents, customer audits and self-assessment. Hotel management will discuss issues at monthly safety meetings and action plans are developed. Risks will be prioritized, assigned and improvement actions are identified, progressed and monitored. Action plans will be reviewed at appropriate levels in the organization for issues that need to be escalated either to drive action or to develop common solutions. ABC Company believes it will be able to formulate a mature and capable systemic and systematic approach to managing hotel safety and security which both reduces the likelihood and impact of events. The embedded culture within ABC corporation will make the hotels and the corporation more resilient to unexpected or unidentifiable risks.

Running Sheet including bump in and bump out

Monitoring Procedures

Run Sheet for Security Framework

Run Sheet – (EVENT NAME)
DATE	TIME	TASK	LOCATION	RESPONSIBLE PERSON
30/06/19	12noon	Security staff contacted prior to the event		Event team
01/07/19	8am	Arrive onsite	Park	Event team
01/07/19	8am – 10am	Unload vehicles, put up marquees, signage	Park	Event team
01/07/19	8am	Stage contractors bump in – Contact number:	Stage	Contractor
01/07/19	10am	Risk team – bump in commences	Park	Event manager + food vendors
01/07/19	10am	Stage – sound check	Stage	Contractor
01/07/19	12noon	All contractors & food vendor vehicles offsite	Park	Event team
01/07/19	12noon	Complete safety checklist	Park	Event manager
01/07/19	1pm	Event Start	Park
01/07/19	1pm	Welcome	Stage	MC + stage manager (event team)
01/07/19	1.15pm	First performer – Contact number:	Stage	Performer + stage manager (event team)
01/07/19	2.00pm	Second performer – Contact number:	Stage	Performer + stage manager (event team)
01/07/19	3.00pm	Third performer	Stage	Performer + stage manager (event team)
01/07/19	4.00pm	Event concludes	Stage
01/07/19	4.15pm	Event pack down commences	Park	Event team
01/07/19	6.15pm	Bump out complete	Park	Event team

Event order for the main event component

Event Order

Time	Agenda Item
8:30	Meet and Greet
9:00	Introductory Remarks Executive Director ABC Company
9:15	Panel Discussion: Accessing Capital – Is Your Business Ready? Discussing how corporate governance capabilities will benefit the Indian Hotel industry in fundraising, and what steps Indian Hotel industry can take to incorporate tailored governance structures to ensure their business potential and longevity is achieved.
10:15	Roundtable Discussion Helping Indian Hotel industry create tailored governance solutions to tackle the key triggers preventing their sustainable growth and success. Audience members will be given the chance to ask panellists their opinions on topics such as: • How to raise funding successfully • How to manage time and effort • How to attract and retain talent
10:45	Concluding Remarks- Business Development Manager, ABC
11:00	Coffee and Networking

Checklist of eight items to double check before the events
Ensure adequate lighting
Test out the sight lines

Proofreading all files and slides

Manage microphones
Confirm Internet connectivity
Prepare the speakers

Consider speakers’ comfort
Make sure the space is safe

Bibliography

Acu.edu.au. 2018. 3.22 Bump out and Clean up – ACU (Australian Catholic University) . [online] Available at: https://www.acu.edu.au/staff/our_university/directorates,_offices_and_their_units/marketing_and_external_relations/communications_creative_services/events/3._organising_your_event/3.22_responsible_service_of_alcohol [Accessed 20 Sep. 2018].

Dubin, A. 2015. Checklist: 8 Things to Double Check at an Event’s Run-Through. [online] BizBash. Available at: https://www.bizbash.com/checklist-8-things-to-double-check-at-an-events-run-through/new-york/story/31214/#.W6MgwugzaUk [Accessed 20 Sep. 2018].

Gration, D., Raciti, M., Getz, D. and Andersson, T.D., 2016. Resident valuation of planned events: An event portfolio pilot study. Event Management, 20(4), pp.607-622.

Jones, M.L., 2017. Sustainable event management: A practical guide. Routledge.

Pearlinitiative.org. 2018. Post Event Report Corporate Governance in MSMEs Accessing Capital: Is Your Business Ready? [online] Available at: https://www.pearlinitiative.org/pi_admin/event/viewenpdf?filename=article-20180912084642.pdf [Accessed 20 Sep. 2018].

Van der Wagen, L. and White, L., 2018. Event management: For tourism, cultural, business and sporting events. Cengage AU.

Van Niekerk, M. and Getz, D., 2016. The identification and differentiation of festival stakeholders. Event Management, 20(3), pp.419-431.

Task 2

Summary of the event

The panel discussion entailed a conversation on the following:

What corporate governance meant to each of the panelists and their business – The consensus being that corporate governance is a set of tools that helps stakeholders (both internal and external) know what is happening in a business allowing for businesses to be operated more efficiently.
The fact that corporate governance does not solely benefit big business and doesn’t necessarily have to be costly and that without governance, entrepreneurs miss key KPIs, employee feedback, and other essential information that could shape business activities.
The fact that corporate governance is held in high regard by potential funders, who see governance structures as indicators of accountability and responsibility. Good governance helps an entrepreneur stay accountable to all stakeholders, and that it assures investors that a business owner is serious about the work they are doing – It was concluded that corporate governance was not the end solution in obtaining funding, and that in itself was a difficult task that needs to be started early by businesses.

Event documentation and its practical implication

Event Scheduling:

The first set of documents, check out the events currently going on at the venue of the event. Then, choose a date for your event.

Event Overview:

This document is helpful in understanding the motivation behind, or purpose of, event, and will be a tool which can be continually referred back to during planning and communicating the event plan to stakeholders.

Critical Path:

This excel document gives the idea of the basic requirements and action items to complete during planning the event. One may edit and add to this list based on event.

Agenda:

This word document will be closely linked to overview (for timing) and will go through a number of edits during booking of speakers and modify timing. The final version of this document should be distributed to event participants and stakeholders.

Budget:

This excel document will be constantly updated to receive quotes and final invoices.

Overview of discussions at pre-event briefing
Layout of entrances and the check-in procedure
Ensuring adequate Parking and access

Setting protocol for important guests

Onsite task distribution
Volunteer management

Overview of the provisions for reducing the environmental impacts and reducing waste present in the place of the event

Possible impacts

Managing overuse of power consumption and transport by setting sleep mode to the electrical system during breaks
Involve contractors early so that they have plenty of time to prepare
Providing recycling services for catering units to prevent any possibility of food wastes on the floor during the event

Monitoring of the pre-event progress with contractors
List of discrepancies and monitoring of the same

Discrepancy	Monitoring
Staging components	Monitor pre-event progress with staging components at regular intervals through ongoing liaison with contractors and other stakeholders.
Work completed against event requirements	Evaluate work completed against event requirements and time schedules, and take appropriate action to address delays or other problems to maintain event quality and integrity.
Staging adjustments	Assess the need for staging adjustments to maintain event quality and integrity and negotiate appropriate changes
Quality and Integrity	Negotiate and confirm adjustments to maintain event quality and integrity

Scenario of negotiation with the contractors and the outcomes

Negotiation	Outcomes
Price of the project	The final pricing was chosen from “cost plus fee” arrangement, guarantees a specific fee for the contractor above project costs.
Role of Subcontractors	Subcontractors were used for a variety of specialized services, such as heating and air conditioning, room ambience and decoration

Six examples monitoring and controlling an event and use of the appropriate tools
Event Management Process Map

I used this tool to receive Notification of Event, Log Event, complete different Level Event Correlation and Filtering, Determine Significance of Event, identification of Further Action Required, Review Actions and Incident Management

LogFusion

I used this to handle text-based log dumps, event logs, remote logging of the attendees

Splunk

I used this tool for encapsulating data from an entire range of devices across a network.

Scheduling event alerts

I used this tool to get instant notification for proceeding with the next agenda in the event.

KPI Reports

This tool was conducive in identifying the number or percentage of events that become incidents. The CIs that generate the most events, how many events are reported by your monitoring tools, and the breakdown by event category, the total percentage of events that become incidents (or alternately result in changes), and more specifically, how many of these incidents are reported by your automated systems.

Earned Value Analysis

This was done by comparing actual completion amount of each task relative to the task budget.

Overview of the safety and risk involved in the event and management of the same

Safety and Risk	Mitigation
Prevention of injury	Maintaining incident management team (IMT) to prevent injury from any incidents such as electrical short circuit, fire or other accidents.
Operating legally and in compliance with agreements	The event took place after compliance with the local and state laws. Outside vendors needed to obtain a certificate of insurance.
Avoiding event cancellation	The event was managed as per staff/volunteer to attendee ratio. Consider safety and traffic flow of the parked cars.

Items discussed with the operational staff and contractors during the event debrief

Event Details
Event Catering
Event Operations Including Signage, Toilets and Noise level

Post event actions which are required to undertake and what did these entail

Dismantling details such as Ground protection, Power safety, Venue Assets and Event staff safety
Post cleaning activities
Lost property

List of recommendations which were made to improve the future management practices

Performing a thorough study of the types of events that occurred in the IT environment. Such as keeping track of the systems log events, and where, and what the events mean.
Streamlining set of workflows to automate the repetitive process — and alert the team when more significant events that threaten services (or that require human assistance of any type) occur.
Making sure that the event logs are capturing the appropriate level of details — what happened, when it happened, how it was handled, who itwas escalated to, and any details of communication with other people or systems to support any actions taken.

Corrective Actions

Verbal Questions and demonstration- On Site

Main liaison at the contact venue and the chain of command

To perform this job successfully, an individual must be able to perform each essential duty satisfactorily and perform other duties as assigned.

Successfully interacts and serves as point-of-contact for internal and external clients, caterers and event planners, vendors and guests to ensure excellent and high-quality guest experiences at the venue of the event
Maintains a welcoming environment and demeanor while servicing guests in person, on the phone or via email
Actively engage and respond promptly to venue clients, vendors and guests along with communicating their concerns to the Events and Venue Manager
Oversees vendor set up, teardown and cleanup of event spaces
Sets up the event per the client’s specification and maintains event spaces throughout the event
Ensures total compliance with the contracts, rules and regulations
Effectively anticipate and respond promptly to the needs of all guests and vendors
Responsible for executing the event and securing the building at the end of events
Supports the attendees’ staff through administrative services and office coordination
Maintain knowledge of corporate event programs to better serve guests
Manages multiple short-term and long-term priorities in an effective and organized manner in the execution of successful events.
Must be dependable, able to work independently and able to handle cash transactions when required
Successfully communicates with a diverse group of stakeholders, visitors and patrons
Perform other duties as assigned by Events and Venue Manager

Using of two-way radio and demonstration using the two-way radio with correct protocol

Ensuring adequate management of staff for managing time and stress

By focusing on the high priority tasks first the staffs ensured that they met deadlines and delivered the work on time. People often get stressed out when they feel they have too much work to do and not enough time to do it. Not only will it waste a lot of time, but it can also be detrimental to your health. Improving the Work/Life Balance among the staff ensured reduced stress levels at the workplace.

Frequency of liaising with the client

The frequency of liaising with all the clients is depicted with every one month.

Satisfaction with the client and feedback received to date

I am delighted with the way clients have responded to date. The clients were satisfied with the decors, seating arrangement, set up of the meeting and other amenities available at the facility.

Frequency of liaison taking place with the other relevant supervisors and managers

The frequency of liaising with all the clients is depicted with every six months.

Specific performance indicators and monitoring procedure

Manager Appraisal: A manager appraises the employee’s performance and delivers the appraisal to the employee. Manager appraisal is by nature top-down and does not encourage the employee’s active participation. It is often met with resistance, because the employee has no investment in its development.

Self-Appraisal:The employee appraises his or her own performance, in many cases comparing the self-appraisal to management’s review. Often, self-appraisals can highlight discrepancies between what the employee and management think are important performance factors and provide mutual feedback for meaningful adjustment of expectations.

Peer Appraisal:Employees in similar positions appraise an employee’s performance. This method is based on the assumption that co-workers are most familiar with an employee’s performance.
Team Appraisal:Similar to peer appraisal in that members of a team, who may hold different positions, are asked to appraise each other’s work and work styles. This approach assumes that the team’s objectives and each member’s expected contribution have been clearly defined.
MBO (Management by Objectives):The employee’s achievement of objective goals set in concert with his or her manager is assessed. The MBO process begins with action statements such as, “reduce rejected parts to 5 percent.” Ongoing monitoring and review of objectives keeps the employee focused on achieving goals. At the annual review, progress toward objectives is assessed, and new goals are set.

Planning in an event of uncertainty and dealing with the same

ABC Company once faced the uncertainty of losing a customer due to quality issues in the rooms. The company not want to lose one customer, it gives their employees a pre-approved budget for addressing and fixing customer service problems. ABC Company don’t want to aggravate the customer by forcing their employees to ask them to wait while they get permission to do the right thing from their boss. Of course, there is always the possibility that the staff doesn’t actually know what the proper solution to the problem is. This naturally happens more often with unpredictable problems that with predictable problems. I monitored such issues by directly asking the customer by saying “I want to do whatever it takes to make this right. What do you think is a fair solution?” This helps you make a better determination of what the best solution to address the problem really is. It always comes up in these “the customer is always right” conversations. The reality is that this is true, there will be the occasional customer that takes advantage of the goodwill.

Discussion on the use of run sheet

The run sheet for performance evaluation was used to assess the employees on several parameters and follow a standard scoring system. The grading criteria’s in the performance appraisal included staff quality, time management, customer serviceability and behavior. Similarly, in the peer and team appraisal forms the entire team/peer was graded as per quality, time management, customer serviceability and behavior

Bump out process for the event

Strike all lights.
Strike all extension cords that have been used
Removing all extra lighting bars or anything that have hung up or attached which was not there during bumped in.
Turning computer off and Unpatching the dimmers
Making sure that all personal items are removed
Cleaning the seating area, kitchen and toilets
Repaint all walls and floors

Checklist	Done	Not Done
Check final arrangements for event and address any discrepancy	Yes
Analyze event requirements and develop plans and procedures for event staging	Yes
Prepare and collate operational documentation to facilitate effective on-site management and distribute to relevant personnel	Yes
Develop and provide event briefing to co-workers in advance of event	Yes
Optimize use of paper-based resources	Yes
Oversee Event set-up
Establishing on-site contact with the contractors and confirm requirements	Yes
Assess all aspects of the event setup against the prearranged service agreements and check for safety and ease of attendee access	Yes
Identify deficiency and discrepancies and take prompt actions to resolve it	Yes
Conduct Final briefing on event operational details including communication and control mechanisms	Yes
Monitor event operation
Monitor event operation through observation and communication with relevant personnel	Yes
Identify and quickly evaluate operational problems	Yes
Monitor compliance with environmental and social sustainability procedures	Yes
Liaise with Client throughout the event to ensure satisfaction with the service delivery and making necessary adjustments	Yes
Oversee event break-down
Ensure event break-down is completed according to the agreements	Yes
Check and sign invoices according to contractor agreements	Yes
Debrief personnel to improve future event service delivery	Yes
Evaluate Operational success of the Event	Yes
Obtain feedback from customers and seek input from the personnel and contractors on the event operations	Yes
Reflect on and evaluate operational problems	Yes
Provide recommendations for improvements to the future events management practices	Yes

Part A

Listing the suppliers selected and description of the products and services provided by the organization

Supplier 1:

Catering and Food

Beverages ($ 34/h)
Food ($ 54/h)
Refreshments ($ 14/h)

Supplier 2:

Audio Visual Equipment’s

Sound systems ($ 14/h)
Lighting ($ 23/h)
Projectors and TV ($ 17/h)
Technical assistance ($ 54/h)

Supplier 3:

Security and Safety

Third party security services ($ 60/h)
Parking Assistance ($ 10/h)
Special security service for VIP’s (175/h)

Products or services provided

Key performance indicators and specifications required for the supply of each product or service from the supplier

KPI for Catering and Food

Average revenue per guest
Average revenue per table
Complaints per head
Complaints per order Labor cost per guest
Labor cost per table Minutes per table turn
Profit per table

KPI for Audio Visual Equipment’s

Maintain the IT Service Desk by receiving and responding to service desk requests placed via telephone call, email message, or face to face contact.
Respond to AV service or incident.
Record all service requests and Incidents on the Service Desk system as per SLA.
Provide AV support to the campus faculty, staff and students.
Setup and manage all technical aspects of the auditorium (audio, video and lights) and provide overall AV support during events.
Provide support and run regular preventative maintenance and repair of the campus AV equipment.
Provide technical support with videotaping and audio recording of curriculum related materials and student projects. Assist with videotaping and audio recording of campus related events both in indoor and outdoor settings.
Provide technical support with post-production editing of audio / video programmes
Maintain the campus plasma screens and keep them operational at all times.
Oversee and maintain a stock inventory of audio-visual equipment, consumables and spare parts.
Take film, digital photography, and TV programmes recording
Assist with the preparation, production and duplication of multi-media materials.
Assist in digitizing different conversion formats for the audio/video streams.

Research on alternative supplier and obtaining alternative quote for each supplier based on the performance indicators

Alternate Supplier 1:

Catering and Food

Beverages ($ 30/h)
Food ($ 49/h)
Refreshments ($ 13/h)

Alternate Supplier 2:

Audio Visual Equipment

Sound systems ($ 12/h)
Lighting ($ 21/h)
Projectors and TV ($ 15/h)
Technical assistance ($ 60/h)

Alternate Supplier 3:

Security and Safety

Third party security services ($ 70/h)
Parking Assistance ($ 15/h)
Special security service for VIP’s (195/h)

Comparing the existing supplier provisions and summary of advantages and disadvantages

Quality

Existing Supplier

Alternate Supplier

Advantages

Ø Better Quality in terms of beverages

Ø The quality of food is best in the industry

Ø The quality of lighting used is best in the industry

Ø High quality of sound systems and other technical equipment’s used

Advantages

Ø Best known for its quality in refreshment offered

Ø Speedy response to technical assistance

Ø Third party security are well trained

Ø Highly trained Special security service for VIP’s

Ø Improved parking assistance with more sign boards

Disadvantages

Ø Poor quality in terms of refreshments

Ø Delay in technical Assistance

Ø Third party security are moderately trained

Ø Poor parking assistance

Disadvantages

Ø Inferior ingredients used in beverages

Ø Food quality is moderate

Ø The brands of equipment for sound system is not up to the mark

Prices

Existing Supplier

Alternate Supplier

Advantages

Ø Low pricing strategy for technical assistance

Advantages

Ø Competitive rates for food, beverage and refreshments

Ø Lower Pricing strategy for lightings, sound systems, projectors and TVs

Disadvantages

Ø High price of beverages and food

Ø High Price of Lighting, Projectors and TV

Disadvantages

Ø High Price for Parking Assistance and Special security service for VIP’s

Ø High pricing strategy for technical assistance

Payment conditions

Existing Supplier

Alternate Supplier

Advantages

Ø Catering staff Accepts payment within 60 days of service

Advantages

Ø More Flexibility in terms of payment for security services

Disadvantages

Ø Less Flexibility in terms of payment for security services

Ø Spot payment to be done for security services

Disadvantages

Ø Catering not flexible with the payment terms. The payment needs to be made with 15 days of service

Ø Spot payment to be done for lighting

Service Provisions

Existing Supplier

Alternate Supplier

Advantages

Ø Wide Range of selection for beverages

Ø More options of food to choose from

Advantages

Ø Wide Range of selection for refreshment offered

Ø Online booking of technical assistance

Disadvantages

Ø Poor quality in terms of refreshments

Ø Delay in technical Assistance

Ø Third party security are moderately trained

Poor parking assistance

Disadvantages

Ø Only one brand of equipment used for sound system

Reliability

Existing Supplier

Alternate Supplier

Advantages

Ø The Catering service is more reliable in terms of quantity estimation

Ø Reliable service in terms of beverages

Advantages

Ø The sound system technical assistance is more reliable

Ø Security service for VIPs more reliable

Ø Reliable parking assistance with more sign boards

Disadvantages

Ø Technical Assistance is not reliable

Ø Third party security are moderately trained

Ø Poor parking assistance is not reliable

Disadvantages

Ø Not reliable in terms of beverages services

Ø Food quality is not reliable during major events

Ø The brands of equipment for sound system is not reliable

Specific Needs of the organizations

Existing Supplier

Alternate Supplier

Advantages

Ø Lesser formalities needed for the food and catering staff

Advantages

Ø Lesser formalities required as per the organizational requirement for technical assistance

Ø Third party security required lesser formalities

Disadvantages

Ø More formalities required in terms of technical service provided by the company

Disadvantages

Ø More formalities needed for the food and catering staff

Recommendation for the selection of supplier

Requirement	Existing	Alternate
Catering and Food	Recommended	Not Recommended
Audio Visual Equipment’s	Not Recommended	Recommended
Security and Safety	Not Recommended	Recommended

Aspects Renegotiated in terms of alternate suppliers

Reducing the cost of parking assistance
Relying on more brands for audio visual equipment
More flexible terms of payment for lighting services
Providing an annual service maintenance contract for the technical assistance at a reduced price
Paying a onetime signup fee for Special security service at reduced price for three years

Managing the existing relationship among the suppliers in the present organization

The existing relationship with the Food and catering services suppliers are to be maintained with entering into a contract of three years. This shows the loyalty of the company with company in terms of good suppliers. In order to overcome the supply or service issues needs to be made by identifying key issues in terms quality and compliance and changing markets. The company will adopt a Powerful Data Management and Integration Tool to overcome their supply chain challenges. They help enterprises globally manage and seamlessly integrate mission-critical data to improve efficiencies in forecasting, inventory management, material procurement, stock replenishment, order fulfillment, supply chain, and other key manufacturing processes.

Negotiation 1

Real Negotiation Simulated Negotiation
Supplier details	Audio Visual Equipment
Represented by:
Location	Queensland
Date
Nature of Negotiation	Quality, Payment
Details	Improving the quality of sound systems
Providing an annual service maintenance contract for the technical assistance at a reduced price
More flexible terms of payment for lighting services

Negotiation 2

Real Negotiation Simulated Negotiation
Supplier details	Security and Safety
Represented by:
Location	New South Wales
Date
Nature of Negotiation	Price, Service Provisions, Payment
Details	Reducing the cost of parking assistance
Paying a onetime signup fee for Special security service at reduced price for three years
Being more flexible in terms of payment to be done for security services

Outcomes of the negotiation from each negotiation and discussion of the viability of each term negotiated

Supplier 1	Approved	Not Approved	Recommended Change
Contractual Detail 1 Name of the contracting parties- Food and Catering (Existing) ABN- NA Contact Details-NA Volume- 300 Plates Price- $ 102 Discounts- NA Ordering Periods- 60 Days Take or Pay- Pay Delivery times-2 Days Payment Terms- Payment within 60 days of service Specification of goods or services supplied- Food and Catering Warranty periods for defective goods or services- 1 day Limited liability-NA Intellectual Property Confidentiality Insurance Dispute Resolution- ADR Termination and Exclusion clauses-NA Signature Provisions	Approved		Ø Improving quality in terms of refreshments Ø Setting Competitive Pricing Strategy
Contractual Detail 2 Name of the contracting parties- Audio Visual Equipment (Existing) ABN- NA Contact Details-NA Volume- 12 Pcs Price- $108 Discounts- NA Ordering Periods- 10 Days Take or Pay- Pay Delivery times- 4 Days Payment Terms- Payment within 30 days of service Specification of goods or services supplied- AudioVisual Warranty periods for defective goods or services- 1 day Limited liability-NA Intellectual Property Confidentiality Insurance Dispute Resolution- ADR Termination and Exclusion clauses-NA Signature Provisions		Not Approved	Ø Reduce Price of Lighting, Projectors and TV Ø Improve the service for Technical Assistance
Contractual Detail 3 Name of the contracting parties- Security and Safety (Existing) ABN- NA Contact Details-NA Volume- 12 Pcs Price- $ 245 Discounts- NA Ordering Periods- 5 Days Take or Pay- Pay Delivery times- 1 Day Payment Terms- Spot Payment Specification of goods or services supplied- Security Warranty periods for defective goods or services- NA Limited liability-NA Intellectual Property Confidentiality Insurance Dispute Resolution- ADR Termination and Exclusion clauses-NA Signature Provisions		Not Approved	Ø More Flexibility required in terms of the payment terms
Contractual Detail 4 Name of the contracting parties- Food and Catering (Alternate) ABN- NA Contact Details-NA Volume- 300 Plates Price- $ 92 Discounts- NA Ordering Periods- 5 Days Take or Pay- Pay Delivery times- 1 Day Payment Terms- 55 Days Specification of goods or services supplied- Food and Catering Warranty periods for defective goods or services- NA Limited liability-NA Intellectual Property Confidentiality Insurance Dispute Resolution- ADR Termination and Exclusion clauses-NA Signature Provisions		Not Approved	Ø Improving ingredients used in beverages Ø Improving overall quality of Food
Contractual Detail 5 Name of the contracting parties- Audio Visual (Alternate) ABN- NA Contact Details-NA Volume- 12 Pcs Price- $ 108 Discounts- NA Ordering Periods- 5 Days Take or Pay- Pay Delivery times- 1 Day Payment Terms- 30 day Specification of goods or services supplied- Security Warranty periods for defective goods or services- NA Limited liability-NA Intellectual Property Confidentiality Insurance Dispute Resolution- ADR Termination and Exclusion clauses-NA Signature Provisions	Approved		Ø Improving the brands of equipment for sound system Ø Reducing the price of technical assistance
Supervisor Name/Assessor Name: Supervisor Signature Date

Supplier 1	Approved	Not Approved	Recommended Change
Contractual Detail 1	ü		Ø Improving quality in terms of refreshments Ø Setting Competitive Pricing Strategy
Contractual Detail 2		NA	Ø Reduce Price of Lighting, Projectors and TV Ø Improve the service for Technical Assistance
Contractual Detail 3		NA	Ø More Flexibility required in terms of the payment terms
Contractual Detail 4		NA
Contractual Detail 5		NA
Supervisor Name/Assessor Name: Supervisor Signature Date

Supplier 2	Approved	Not Approved	Recommended Change
Contractual Detail 1		NA	Ø Inferior ingredients used in beverages Ø Improving the quality of food
Contractual Detail 2	ü		Ø Improving the brands of equipment for sound system Ø Reducing the price of technical assistance
Contractual Detail 3	ü	NA	Ø Lower Pricing strategy for lightings, sound systems, projectors and TVs
Contractual Detail 4	ü	NA
Contractual Detail 5	ü	NA
Supervisor Name/Assessor Name: Supervisor Signature Date

Recording of the negotiated changes

Supplier 1	Outcome	Approved	Not Approved
Details Negotiated
Ø Improving quality in terms of refreshments	Not Positive Outcome	No
Ø Setting Competitive Pricing Strategy	Not Positive Outcome	No


Supplier 2	Outcome
Details Negotiated
Ø Inferior ingredients used in beverages	Not Positive Outcome	No
Ø Quality of the food	Not Positive Outcome	No

Bibliography

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Bamford, D., Moxham, C., Kauppi, K. and Dehe, B., 2015. Going the distance: Sport operations management in the public and third sectors. Public Sector Operations Management, Routledge, pp.13-29.

Deng, Y., Poon, S.W. and Chan, E.H.W., 2016. Planning mega-event built legacies–A case of Expo 2010. Habitat international, 53, pp.163-177.

Dowson, R. and Bassett, D., 2015. Event Planning and Management: A practical handbook for pr and events professionals. Kogan Page Publishers.

Hartman, S. and Zandberg, T., 2015. The future of mega sport events: examining the “Dutch Approach” to legacy planning. Journal of Tourism Futures, 1(2), pp.108-116.

Jones, M.L., 2017. Sustainable event management: A practical guide. Routledge.

Kassens-Noor, E., 2016. From ephemeral planning to permanent urbanism: An urban planning theory of mega-events. Urban Planning, 1(1), pp.41-54.

Lawton, L.J. and Weaver, D.B., 2015. Using residents’ perceptions research to inform planning and management for sustainable tourism: A study of the Gold Coast Schoolies Week, a contentious tourism event. Journal of Sustainable Tourism, 23(5), pp.660-682.

Müller, M., 2015. The mega-event syndrome: Why so much goes wrong in mega-event planning and what to do about it. Journal of the American Planning Association, 81(1), pp.6-17.

Phillips, P. and Moutinho, L., 2014. Critical review of strategic planning research in hospitality and tourism. Annals of Tourism Research, 48, pp.96-120.

Prabhu, A., 2017. To Study Health and Fitness Motivation of Hotel Guests, and Its Influence on Hotel Buying Decision. ATITHYA: A Journal of Hospitality, 3(1).

Shidfar, F., RUNDAVOO Inc, 2014. System and method for on-line event promotion and group planning. U.S. Patent Application 13/965,694.

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