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Printed and published byMamta Sainifor Centre for Workers’ Management

The Centre for Workers Management (CWM) is a trade union resource centre founded in 1991 by trade unionists and social activists with the mandate to advance workers’ self management and and industrial democracy. This mandate continues to guide CWM’s activities and engagement with trade unions and social movements.

The Rosa Luxemburg Foundation is one of the largest political education institutions in Germany today and sees itself as part of the intellectual current of democratic socialism. The foundation evolved from a small political group, “Social Analysis and Political Education Association”, founded in 1990 in Berlin into a nationwide political education organisation, a discussion forum for critical thought and political alternatives as well a research facility for progressive social analysis.

Objective of the study

The study seeks to examine regulation of employment

for 5-Star hotels in India; focussing on the hotel sector

in the city of Chennai. The issues raised for Chennai

can be largely generalised for 5-Star hotels in the

country, and more importantly, point to a possibility of

using research for furthering understanding of the

industry, and the use of this enhanced understanding

by workers‟ organisations to expand the remit of

collective bargaining.

The purpose of focussing on the 5-Star hotels is

because this would represent the highest level of

regulation in an industry where regulation, in particular

regulation of employment is very poor. Therefore the

issues with regulation in these hotels could serve as a

barometer in understanding the problems with

regulation of employment in the industry as a whole.

The premium hotel industry employs both regular and

contract workers, and therefore the sector also has the

potential for collective bargaining struggles around

security of employment and equality of wage and

working conditions.

1

Section1: Background

Indian Hotel Industry

Indian economy recorded healthy growth during most of

the last decade. Despite global economic slowdown, the

Indian economy persisted with healthy growth, at

around 6-8% for most of 2008-15. In keeping with the

buoyant economic conditions, the Indian hotel industry

also maintained a healthy growth rate. According to the

rating agency ICRA, for the year 2014-15 the industry

was poised to achieve a growth of 7-9%.1 A study

undertaken by the Federation of Hotel and Restaurant

Associations of India (FHRAI) indicated that while hotel

capacity grew at a 17.8% compounded annual growth

rate (CAGR) for the period 2008-09 to 2012-13, the

annual demand grew at 17.3% CAGR, showing a

relatively strong correlation between supply and

demand in the sector.2

Various policy measures undertaken by the Ministry of

Tourism and tax incentives also aided growth of the

industry. Some of them include:3

Allowance of 100% FDI under the automatic route in

the „Hotel & Tourism‟ sector.

1 ‚Indian hotel revenues to rise 7-9 percent in FY 15‛, Economic Times, Jan

27, 2015 – Mumbai.

2 Indian Hotel Industry Survey 2012-13-HVS.com 3 mospi.nic.in/Mospi_New/upload/SYB2015/ch27/HOTEL.pdf.

2

Introduction of „Medical Visa‟ for medical treatment

in reputed/recognized specialized hospitals and

treatment centres in the country.

Tourist visa-on-arrival (TVOA) for tourists from

Japan, Singapore, Philippines, Finland,

Luxembourg, New Zealand, Cambodia, Laos,

Vietnam, Myanmar Indonesia and South Korea.

Promotion of rural tourism by the Ministry of

Tourism in collaboration with the United Nations

Development Programme

Five-year tax holiday for 2, 3 and 4-Star hotels in

specific districts declared as „World Heritage Sites‟ by

UNESCO.

Elimination of customs duty for import of raw

materials, equipment, liquor etc.

Capital subsidy programme for budget hotels.

Consequently the premium sector in the hotel industry

has maintained a bullish perspective, with new hotels

being set up in the metro cities, and also in smaller

Tier-2 cities. With 100% FDI in the hotel industry, top

multinational brands are also making a big push to

expand their market share. “By 2020 three out of every

four branded hotel rooms in the country will be

operated by international hotel chains, which will

almost double their market share by then on the back of

aggressive expansion. Currently, international chains

account for about 40% of just over one lakh branded

hotel rooms in the country. According to hospitality

consultants HVS, their share will soar to 76% by

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2020.”4 The industry would have to gear up for the

requirements of this rapid expansion in capacity. In

particular, this also means a large increase in trained

and skilled workforce in different categories of

employment in the sector. Government programmes like

the Hunar Rozgar Yojana scheme for creating a trained

manpower aim to create a pool of skilled personnel for

the sector in all categories of employment.

Employment in the 5-Star hotel sector in India has a

large proportion of employees in the managerial and

supervisory categories. The survey by the FHRAI quoted

earlier showed that managers and supervisors

constituted 15% and 16% respectively of employment in

5-Star and 5-Star Deluxe hotels in the country (see

Table1). The study further showed that 89% of the

employees had some training (certified courses and in-

house training) in the hotel sector. This is important as

this indicates that employees in the sector would have

some degree of bargaining capacity.

Table1: Employment ratios in 5-Star Hotels in India

Category

Percentage of Total employees Men Women

Managers 15% 81% 19%

Supervisors 16% 84% 16%

Staff 69% 89% 11%

Source: Indian Hotel Industry Survey 2012-13, FHRAI.

4 ‚Global hotel chains like Marriott, Carlson Rezidor plan to double market

share by 2020‛, Economic Times, 4 May 2015.

4

However the 5-Star hotel segment also employs contract

workers in the support categories, especially in

employment where guest contact is minimal. These

employs have very little bargaining strength, and are

dependent on the available labour laws for the sector for

any bargaining on their employment rights. The 11% of

the workforce in the sector without any training would

largely represent the workers employed on contract.

Employment Regulation in the Hotel Industry

The Government of India enacted the Shops and

Establishments Act of 1953 to cover workers employed

in various shops and establishments across the

country. Each state had to frame its own legislation

with its own set of rules. The predominant nature of

establishments in the sector is unorganised, with

primarily informal employment relations. Thus the Act

could be seen as primarily trying to regulate

employment conditions in the unorganised sector.5 The

hotel industry is also covered by the Act. This includes

the premium hotel sector, which cannot by any account

be seen as part of the unorganised sector.

In Tamil Nadu, a variation of the Shops and

Establishment Act, the Tamil Nadu Catering

Establishments Act 1958 was enacted for regulation of

employment in the hotel industry. In 1953, labour

5 The Delhi Shops and Establishments Act 1954 states its object as ‚to give

some minimum benefits and relief to the vast unorganized sector of

employees, employed in Shops and Establishments.‛

5

leaders and hotel owners in Tamil Nadu had a

discussion with the Commissioner of Labour and as a

result, a separate legislation was enacted for hotels and

restaurants. Payment of Wages Act would also apply to

hotels and catering establishments.

Some of the highlights of the Act relevant to this

discussion are as follows:

i. Definition of Young Person: A young person is

someone who has completed 16 years but not yet

completed 18 years. Young people and women

cannot be employee between 9pm and 5am.

ii. Closure: Section 6 specifies if the employer closes

the catering establishment, must communicate to

the Inspector within 10 days of doing so. Inspector

will check for correctness and remove the

establishment from the register.

iii. Hours of Work: Section 7 mandates young person

will not be made to work more than 5 hours in a

day. However Section 19 states he will not work

more than 7 hours in a day and 42 hours in any

week. He/she is not allowed to work overtime.

Section 7 further mandates others cannot be made

to work more than 9 hours in a day or 48 hours

in a week. Subject to overtime (OT) wage payment

– overtime must not exceed 10 hours in a day

and total number of overtime hours shall not exceed

54 hours in any quarter. (Quarter – Three

consecutive months beginning from 1 Jan, 1 April,

1 July or 1 Oct)

6

Section 8 mandates OT payment at double wage

rate. Half an hour OT will be treated as one full

hour.

iv. Period of work and interval for rest: Section 9

states the period of work for employee on each day

should be fixed so that she does not have to work

continuously for more than 5 hours before she has

had a rest for half an hour.

Section 10 further stipulates that period of work

shall be arranged so that along with the rest

intervals, they shall not spread over more than 14

hours in any day, and that the number of intervals

for rest for an employee in any day shall not exceed

two.

v. Holidays: There will be a weekly holiday of one day.

May 1st, August 15th and October 2nd plus five more

days will be additional holidays. Rule 16 allows the

majority trade union to apply on behalf of the

workers for change in designated five holidays. The

employee will be paid full wages on holidays. The

employer can require and employee to come to work

on a holiday with 24 hours notice. The employee is

entitled to twice wage for a day‟s work on a holiday,

or a single day‟s wage plus a day off on any of the

three days preceding or after the holiday.

vi. Leave with wages: Any employee who has

completed 240 days work can take paid leave at the

rate of one day for every 20 days for an adult and

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one day for every 15 days for a young person. In

addition the employee is eligible for 12 days sick

leave and 12 days casual leave.

vii. Dismissal: If an employee has worked for 120 days

during a six month period, the employer can not

dismiss without reasonable cause, one months

notice, or wages in lieu of such notice.

Annexure 1 compares the Catering Workers Act with

the standard provisions of the Shops & Establishments

Act, and clearly brings out how the Catering Workers

Act benefits employers both on provisions of hours of

work (both for adults and young workers) and spread of

the working day.

The suitability of the Catering Workers Act or the Shops

& Establishments Act to regulate employment in the

hotel sector, in particular for large residential hotels

needs some deliberation. The industry lobbies with the

Ministry of Tourism for status as an industry when

seeking to be considered for financial incentives. In the

situation, it would only be appropriate that the industry

should also be prepared to allow employment in hotels

to be regulated by the Factories Act and the Industrial

Disputes Act, which have stronger regulation of work

and security of employment.

Representatives of the Hotel Employees Federation of

India (HEFOI) criticised the Tamil Nadu Catering

Workers Act as not being suited to the needs of

regulation of employment in the hotel industry for large

hotels. According to them Hotel Industry should come

8

under the Factories Act and Industrial Disputes (ID)

Act. They said that many of the operations in the hotels

including in the kitchen, laundry, bakery service dealt

with equipment like industrial ovens, boilers, washers

and dryers, etc which are not very different from work in

factories. Bringing the industry under the Factories Act

would help to ensure 8 hour work day, over time, etc.

The present Act is not conclusive on these matters.

We have earlier listed out some of the highlights of the

Act. Two of the main drawbacks when compared to

industrial regulation include:

i. Closure: The Catering Act only mandates

communication to the Inspector, as opposed to the

more stringent conditions for industrial closure

under the ID Act.

ii. Hours of Work: The Catering Act is more liberal on

issues of hours of work (9 hours per day) and spread

of the working day (14 hours). This encroaches

substantially into the personal freedom of the

employee in the sector. The overtime (OT) regulation

also allows a worker to be employed for 10 hours OT

work in a day – effectively to be employed for two

shifts in a single day. This is surely draconian, and

can have severe impact on the physical and mental

health of workers.

At the same time, some amendments are made that

benefit workers, which unions need to track and build

into their collective bargaining strategy. For instance,

unions can ensure that hotel management complies

9

with the mandatory requirement of a six-monthly

medical check-up of all employees, including ensuring

that the provision is extended to contract workers of the

hotel. To give another instance, the government

introduced a significant amendment on 3 June 2008 to

the Shops and Establishments Act (sections 41-A and

45-A)6 whereby if any appellate authority orders

reinstatement of the employee and the employer

concerned prefers proceedings in the higher courts, the

employer shall pay full wages drawn by the employee

and any maintenance allowance provided for under any

rule provided the employee is not employed elsewhere

during the period of pendency of the proceedings. This

is a powerful tool against employers resorting to

vexatious litigation in an attempt to exhaust dissenting

workers and worker-activists and force them to give up

the struggle and settle with the management.

One piece of legislation that needs discussion is on

employment of contract labour. Increasingly the 5-Star

hotel industry resorts to contract employment for those

workers who do not have a direct interaction with

guests – these would include a large section of the

housekeeping staff, kitchen auxiliary staff, security staff

and outdoor staff including gardening, cleaning etc.

There is no special employment protection for these

workers in the hotel industry.

6 See for instance K.R. Shyam Sundar (2010), ‘The Current State of Industrial

Relations in Tamil Nadu’, ILO Asia-Pacific Working Paper Series, December

2010, pg 23-24.

10

Some of the other employment provisions within the

hotel industry for 5-star hotels that HEFOI

representatives highlighted were (a) the prevalence of

fixed time contracts (FTC) whereby workers were

employed for 11 months, given a month break and then

contracts renewed. These provisions were included in

the standing orders itself and therefore difficult to

oppose; (b) trainees including management trainees who

were regularly employed in the hotels, and who were

made to work upward of 12 hours per day. This put

pressure on permanent workers to accede to higher

work targets.

The issue of sexual harassment at the workplace was

highlighted by HEFOI representatives. In Taj Goa,

recently there was a case of sexual harassment of a

woman worker in Food and Beverages by the manager.

An enquiry was held but the results were manipulated

to be completely unfavourable to the woman. The

woman worker‟s character was maligned and several

rumours were spread about her. She was eventually

forced to resign. HEFOI did a poster campaign which

the Taj management was very angry about. Posters were

stuck in airports and other prominent places in

Chennai. The management of Taj Coromandel and

Connemara questioned the respective HEFOI leaders

but there had not been any adverse action as yet. In

both Taj and Trident Oberoi Sexual Harassment

Complaints Committees had been set up, but there were

no union representatives on the committee. Oberoi

Trident had union representatives on the committee. Taj

11

had put up toll free numbers to report sexual

harassment.

Trainee Employees The training of workers under the Hunar Rozgar Yojana is useful for the trainees to gain skills and improve their bargaining capacity. However, some aspects of the use of trainees in other industries would be useful in understanding the manner in which industry uses

different forms of employees, including trainees to weaken implementation of labour law regulation. In industries like the engineering and automobile sector, “trainees” are used as a source of cheap labour to bring down labour cost, reduce the bargaining capacity of permanent workers and unions, and push up work intensification. In the automobile sector in Pune for instance, trainees under the “earn and learn” scheme can be employed for up to four years with a factory, without any guarantee of employment. There are trained workers with more than ten years experience in the sector who are still employed as trainees, at less than half the salary of permanent workers, and with no regulation of employment, as they are not technically classified as “workers”. A similar situation can also come to play in the hotel sector, with the expansion of schemes like the Hunar Rozgar Yojana and the increasing availability of a reserve army of trained hotel employees. From the hotel‟s point of view, the trainee represents cheap labour the management can exploit.

The management gets subsidised by Rs.4000 per month for each trainee. The view point of Ellena Maller of South India Hotels and Restaurants Association (SIHRA) is illuminating: “Hunar se Rozgar scheme is a failure in Chennai. There are not enough candidates who opt for the training. In principle, it is actually a very good scheme and given that it is totally funded by the

12

Government of India, the hotel industry welcomes it. But the problems are that the qualification requirement is too high. In the case of housekeeping jobs, education qualification can be kept to a minimum. The other issue is that the period of training is totally not sufficient to develop any sort of competency.” Clearly the view of the hotel sector is that the period of training, and hence access to free labour should be increased beyond the current 6-8 weeks. The sector would also be happy with downgrading entry-level qualifications, in order to get

cheap labour for „unskilled‟ work. Other Challenges of Employment Regulation

The main issue that HEFOI was currently dealing with

in Chennai was the demand for 10% service charge.

According to Richard of HEFOI, none of the hotels in

Chennai or in Tamil Nadu included service charge in

their billing. There was conciliation before the Joint

Commissioner of Labour (Madras) which ultimately

failed to yield any result, and currently the issue is

before the Tamil Nadu Government. Apparently Hyatt in

other cities had the 10% service charge, but when the

management appeared for conciliation proceedings in

Chennai they said that they were “newborns in the

industry” and that therefore would not be able to charge

this. Trident Oberoi in Chennai had 10% service charge

for a while, but this was withdrawn. The employee

demand for service charge is that it distributes

incentives to all categories of employees, including those

who have no direct guest interface, and therefore would

not normally benefit from the practice of tips in the

hotel sector.

13

The case of Oberoi Trident in Mumbai of the employees

going to the Mumbai High Court to get the tax

component on 10% service charge that the management

charged to the customer but illegally held back from

disbursement to workers from 1988 to 2005 is

representative of the need for employee vigilance to

ensure they got their dues. The High Court adjudged

more than Rs.3 crores as unpaid service charge

component illegally held back by the management.7

Hotel management would constantly seek to cut costs,

and cost cutting measures could even include denying

workers what is legally theirs. In particular, statutory

obligations towards the more vulnerable employs on

contract are often subject to violations, both by the

hotel management and the layer of contractors through

whom companies employ workers. The trend in the

industry is towards seeking to employ through

contractual intermediaries, even in categories that are

presently permanent hotel workers. The regulation of

employment would only be weakened in situations

where increasing numbers of workers are in precarious

relations as trainees and contract employees with the

principal employer.

7 ‚Oberoi Trident to pay staff Rs.3.03 crores in unsettled tips‛, Mumbai

Mirror, October5, 2014

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Section 2: Employment Conditions and

Regulation in the 5-Star Hotel Industry

in Chennai

This section attempts to examine actual employment

conditions and regulation of employment in 5-Star

hotels in Chennai. The issues raised are mainly based

on discussions with workers employed in hotels of the

Hyatt Group in Chennai. Discussions have also been

held with hotel professionals, contractors supplying

workers, and union representatives in Chennai

representing workers in the Oberoi Trident and Taj

Connemara. While discussions pertain to employment

in different categories of employment, the focus has

been on housekeeping work.

Employment at Hyatt

Many Hyatt hotels in India are owned by private

promoters, with Hyatt having a management contract

with the promoters. In the case of the Hyatt Regency

hotels, the four hotels in Delhi, Mumbai and

Calcutta/Chennai are respectively owned by the Asia

Hotels North, West and East. However, an ex-Hyatt

hotel professional from the HR Department said during

discussions that all employees were directly recruited by

Hyatt, and were not employees of the original hotel

promoters. Clearly the management contract included

the cost of staff brought in by Hyatt. Even the contract

employees were recruited through contractors who

entered into agreement with Hyatt, and not with the

15

original promoters. The hotel professional recounted

how in the Hyatt she was employed with, when the

private promoter tried to intervene to get employment

from a particular religious group excluded, he was

firmly told that he had no hand in the recruitment

process.

This seemed to be corroborated by the discussions with

tenured Hyatt employees, all of whom said that they

were directly employed by the particular Hyatt hotel.

One interviewee was earlier employed with the Park

Hyatt at Chennai as Team Leader in the Engineering

Department. He described his own recruitment process

in some detail. He had posted his resume with the

employment portal naukri.com. After three rounds of

interview, including the final round with the General

Manager, he was appointed as Team Leader. His

appointment was with a three month probation period,

before confirmation in the position. He said that except

for a few workers in Stewarding and Housekeeping, all

workers at the hotel were “on permanent roll”. As Hyatt

wanted only its employees to deal with guests, all

workers with any possibility of direct guest dealing were

not taken on either contract or FTC.

The Food and Beverages Team Leader at Hyatt Regency

at Chennai said that around 30 percent of employees at

the hotel were migrants from other states. The men

from other states were provided staying arrangements

at Eldams Road near the hotel, while women were

provided accommodation at Taramani in south

Chennai, and Hyatt arranged pick-up and drop for

them.

16

Advertisements for housekeeping jobs at the Park Hyatt

at Chennai (Annexure2) bear out the fact of direct

employment to Hyatt hotels for housekeeping related

occupations. They specify the job level as being “full

time”. They also specify the qualifications including

educational qualifications required for the positions.

The advertisements seem to indicate that the employer

is the Hyatt, and not the original hotel promoter.

The HR Manager at the Park Hyatt said that the starting

wage for housekeeping associates was below Rs.10000

per month. They had to be young people with graduate

or diploma degree in hotel management. They looked

after the amenities in the room and coordinated with

the engineering department to ensure things were

functioning properly in the rooms. He also mentioned

that they often worked long hours, even up to 12-14

hours a day. Given this, the hotel hired only young

people in their 20s or early 30s.

It should be noted, however, that while the Hyatt

Regency hotel bill mentioned the hotel name at the top,

the original hotel owner company name, Robust Hotels

Private Limited was printed at the bottom of the bill. It

was not possible to ascertain, from viewing a copy of the

appointment letter, if the tenured appointees at the

Hyatt hotels unambiguously had Hyatt, and not the

original hotel owner as their employer.

We see therefore that there appears to be a regulated

procedure for employment into tenured positions within

the Hyatt hotels, with job specifications and

qualifications for the positions clearly defined; with well

17

defined recruitment processes. However, the situation

was quite different for contract employment.

Lamclean Contractors provided contract housekeeping

staff and kitchen stewards to hotels in Chennai. Their

clients included the Hyatt Regency, Park Hyatt, Taj Club

House, Taj Connemara. The workers had to be between

18 to 35 years old. All hotels were particular that they

did not want to employ older women. An ID proof was

required for each worker – ration card, aadhar card, and

also police verification. The workers had to get a

certificate that they had not been involved in any

criminal cases. Other than that the workers did not

require specific qualifications, or work experience. Hyatt

would train the workers on site.

According to the contractor the workers were paid a

starting wage of Rs.7500 per month, with “a wage

revision every six months as per the government rules”.

We could assume that this „wage revision‟ is the

adjustment of wage for inflation, as per the change in

the consumer price index (CPI). The contractor also

claimed that ESI and PF deduction was made. The

starting wage was lower than for a tenured worker

because “the tenured worker had to fulfil job

qualification criteria”.

Work timings on two shifts for women contract workers

in Hyatt were 8am to 5pm and 1pm to 10pm. They got

four weekly off per month. There were no other paid

leaves, including sick leave, casual leave, etc.

18

Other facilities to Hyatt contract workers included:

Canteen facility common for all the workers and

meals during on duty time.

Uniforms provided by the hotel.

Transport facilities for those working on the

second shift, provided by Hyatt. The contractor

said workers were dropped at their door step in a

vehicle accompanied by a security guard.

The contractor claimed that Hyatt was a better employer

of contract workers than most other hotels in Chennai.

A trainee in Park Hyatt, a Hotel Management student

from Ambattur, was completing his 1 year training. He

said he earned a stipend of Rs.1000 per month, and

was expected to do all the work of a regular employee.

He said he often worked up to 12 hours a day. He was

given the same uniform as the regular employees. He

was at the time employed in the hotel, working as a bell

boy to assist people with their luggage.

S and V were two of 5 workers employed on contract to

do the gardening work inside the Park Hyatt Hotel. They

were also responsible for maintaining a kitchen garden

indoors, and potted plants on various floors of the hotel.

S had almost 10 years experience as housekeeping staff

in various establishments. She joined Park Hyatt about

two and a half years ago on a salary of Rs.6000 and

now she earned Rs.6500. V had also been working for a

little over two and a half years and earned Rs.6500.

Salary was given in cash in an envelope, and there was

19

no ESI or PF deduction. They were also given seasonal

train pass each month from Chrompet to Guindy and

back for Rs.195. The workers were also given an annual

bonus of Rs.1500 during Diwali time. The women were

employed through a contractor who met them in their

village near Chengelpet and offered them work.

Work timings were 9am to 5pm. This included 15

minutes to go to the locker rooms and change into the

hotel uniforms. They got one hour lunch and rest break.

Canteen was available with good food for all workers.

There was no difference in food for contract and

permanent staff. They all used the same facilities. They

got a weekly day off (either Sunday or Monday).

According to S, they had spoken to the contractor

several times to increase wages and to deduct ESI and

PF. But the contractor said that Hyatt was not giving

him enough to raise their wages. They were unaware of

the name of their contractor.

Fixed Term Contract Employment

The 5-Star hotels primarily engaged three distinct types

of employment: tenured employees; contract employees;

and fixed term contract (FTC), where workers were

typically employed on 11 month contracts. In addition,

hotels also employed trainees in various work

categories, primarily under the Hunar Rozgar Yojana.

There were different viewpoints on the issue of FTC employment. Some of the hotel professionals said that many hotel employees in the front office, hospitality and

20

room service categories, who had direct customer contact, preferred FTC, as this allowed them to change jobs and move up the wage and responsibility hierarchy. However the HEFOI representative (the union federation in Chennai has membership in the Oberoi Trident and Taj Connemara hotels, but does not have any representation in the Hyatt hotels) claimed that the FTCs were given for 11 months with a break in service precisely so that the union cannot make a demand for confirming the workers. He however said that in the

Oberoi Trident most of the workers who come in through FTC got confirmed because the management wanted to retain good workers. At the Taj Connemara when the management attempted to include FTC as part of the company Standing Orders, the union obtained an interim stay from the Tamil Nadu High Court, and forced the management to the negotiating table. In the last round of negotiations, three years ago, six housekeeping attendants and waiters on FTC were made permanent. However, in response the company had drastically reduced FTC employment, and was instead resorting to employment through outside contracts. A hotel professional working earlier with the Hyatt Group in training, and now employed in a free lance capacity in the sector, categorically said the Hyatt hotels did not employ workers in any category on FTC. The management was clear that all Hyatt employees who had direct guest contact had to be permanent Hyatt

employees. These included all staff at the front office, restaurants, room service, and housekeeping staff employed in cleaning and servicing the rooms. Hyatt placed great emphasis on employee training, and felt that “the quality of contract staff would not match that of the permanent staff who underwent regular training.” The hotel professional also said that while contract

21

employment was there in Hyatt among kitchen staff and housekeeping staff, the hotels still sought to employ at least half the workers as direct Hyatt employees. This was so that they were not over-dependent on contract workers for any category of employment. Work Intensity A critical issue for hotel employees was long hours of

work, and literally back-breaking work, in particular for

those employed in housekeeping. The following

discussion with seven permanent housekeeping staff of

the Oberoi Trident and Taj Connemara during an IUF

meeting at Chennai in July 2015 was instructive. The

Oberoi Trident employed 31 housekeeping staff, of

whom three were women; 15 workers were contract

employees working in the laundry and common areas.

The remaining 16 permanent workers were engaged in

the upkeep of rooms on 2-shift basis. The first floor of

the hotel has 17 rooms with one housekeeping staff per

shift. The second floor has 50 rooms, and three workers

per shift. The third floor has 55 rooms and three

workers per shift. Thus 7 permanent housekeeping staff

maintained a total of 122 rooms per shift. This worked

out to just under 18 rooms per worker.

The morning shift started at 6.30, and the worker had

30 minutes to change into uniform and have breakfast

provided by the hotel. The work-day started at 7 am. On

an average each room took about 45 minutes to clean

and prepare. Even with continuous working, a worker

would be able to complete only 13 rooms in 10 hours.

Two young workers, migrants from Kerala who had

joined the hotel about a year ago, after working in

22

housekeeping for about 3 months were ready to quit.

They said that on some days they ended up servicing up

to 20 rooms. The mattresses in particular were

extremely heavy and changing the sheets was the most

difficult task. The heavy work left them with severe

back-aches.

At the Taj Connemara, with 150 rooms, the situation

was a bit better. Workers were expected to take care of

up to 18 rooms in a shift, and could take short breaks

after every 3-4 rooms. The housekeeping workers at the

IUF meeting said that around 12-13 rooms per shift was

reasonable. Any norm beyond this was not sustainable.

A suggestion from the workers was to allot an assistant

to each housekeeper so that the burden would be

reduced. This could however be a situation for

management to engage contract workers for

housekeeping. At the Oberoi Trident, with the union

taking the management to court on the issue of

including FTC in its Standing Orders, the management

was now seeking to get housekeepers for room servicing

also on contract.

The IUF has an ongoing Global Campaign for

Housekeeping, to bring the housekeeping workers and

their specific issues to the forefront in unions. The

campaign seeks to first focus on non wage issues, in

particular the issue of work intensity. Given the fact

that there are many contract/FTC workers in

housekeeping, IUF feels this would help to bring them

in to the union fold. One demand is to do a time study

of the tasks involved in housekeeping and to set a

reasonable standard for number of rooms to be

23

completed each day. The federation demand is for a

joint, representative worker - management committee to

be set up for this purpose. This clause has been

included in the charter of demands of the Trident

Oberoi union in its present collective bargaining cycle.

The situation of work intensity was also important

within the Hyatt hotels. Discussions with an ex-

employee at the Park Hyatt at Chennai in the

Engineering department revealed that normal shift

timings were 10pm to 7am, 7am to 4pm, 12 noon to

9pm, or 9 hours per shift. Tea was served for half an

hour at a particular time during each shift, and there

was also a 1 hour break for meals. However, the actual

work-day regularly extended beyond the mandated 9-

hours. Employees in the Engineering department were

better off, working a maximum of ten hours in a day. In

other departments, workers had to work two hours

extra, or up to 11 hours in a day, without any overtime

payment. Two contract workers in the Housekeeping

department reported their work timings were 10pm to

8am (night shift), 12 noon to 10pm and 8am to 6pm.

Their standard shift was therefore for 10 hours each

day. We might reasonably assume that the actual work-

day spread beyond this.

Leave rules at the Park Hyatt as reported by the ex-

employee in the Engineering department were

reasonably generous, and beyond the specified

minimum as per the TN Catering Establishment Act for

permanent workers. In addition to 12 days of sick leave

and 12 days of casual leave per year, they were also

allowed 21 days of “earned leave”, all fully paid leave.

24

Wages in Housekeeping

Housekeeping workers are the lowest paid employees in

the 5-Star hotels. Discussion with housekeeping

workers in Oberoi Trident and Taj Connemara revealed

entry level wages of Rs.12000 per month for workers

employed on FTC. At the Park Hyatt, the starting wage

according to the HR Manager, for housekeeping

associates was below Rs.10000 per month. A

housekeeper at the Oberoi Trident or Taj Connemara

with 25 years experience would get around Rs.28000

per month. In contrast, the ex-employee in the

Engineering department at Park Hyatt with 4 years

experience was already earning a basic wage of

Rs.17000 per month. The F&B Team Leader at Hyatt

Residency, with less than 10 years experience, in his

late twenties/early thirties had a salary of Rs.25000 per

month. He said that employees in F&B with 2-3 years

experience would earn a salary of around Rs.15000 per

month. In addition they would also earn “a lot from

tips”.

There was discussion on the issue of „service tax‟. The

HEFOI representative said that in Chennai among 5-

Star hotels, 10% service charge for the banquet alone

existed till 2005. This was shared among all the

employees. The practice was abruptly stopped. HEFOI

had put forward demand for 10% service charge and the

conciliation proceedings were underway with the Labour

Department with most hotels agreeable on a service

charge to be termed as an incentive. Only Taj, Trident-

Oberoi and Hyatt had refused to agree. The

25

representative also claimed that Hyatt had a practice of

service charge at all its hotels outside Chennai. The

F&B Team Leader said that there were discussions

within the management to introduce „service tax‟ at

Hyatt Regency in the next couple of months, and it

would be shared among all employees. This would mean

that the permanent housekeeping staff would also be

able to get some incentive beyond wages. However, it is

doubtful if contract workers would also be included in

sharing benefit from the „service tax‟.

There appeared to substantial variation in reported wages for contract housekeeping workers. As discussed earlier, the representative of the contractor Lamclean said that contract housekeeping workers supplied by them to 5-Star hotels were paid a starting wage of Rs.7500 per month, with “a wage revision every six months as per the government rules”. Discussions with two young male Oriya workers at the Hyatt Regency seemed to give a different picture. They were brought by a contractor to Chennai along with around 100 other workers. They said around 60 contract workers were currently employed in Hyatt to do various housekeeping jobs. These mainly involved cleaning the bathrooms and wiping the tiles, glass elevator. They were also called to clean up any spill or dirt in the restaurants. Hyatt provided the workers with uniforms.

One worker worked in the men‟s restroom for the past 2 years. His starting wage was Rs.4500 and he now earned Rs.6000 per month. The other worker had been working for 3 years and earned Rs.8000. According to them, ESI and PF deductions were made. The worker with 2 years service said however that he did not have an ESI card. The workers had been provided

26

accommodation in Teynampet close to the hotel. We see that the wages these workers received were significantly lower than the starting wage of Rs.7500 claimed by the Lamclean contractor. There could be some deduction in wages for these migrant workers for the accommodation provided by the contractor.

In the case of contract housekeeping workers starting wages were lower than for permanent workers in similar occupation. The Lamclean contractor claimed that while contract housekeepers were paid Rs.7500 per month, permanent workers received Rs.9000 per month as starting wages. The significant difference was that the permanent workers had some relevant educational qualifications, and presumably would have the ability to carry on limited interactions with the hotel guests. The work done and hours of work in both cases would not be very different. The wage increases also appeared significantly lower for contract workers. A washroom attendant at the Grand Hyatt in Mumbai, on contract with a company called Signor providing contract housekeeping staff, had been with the hotel for 8 years. His present wage was Rs.10000 per month. He said that the current starting wage for a contract washroom attendant was Rs.8500 per month. That meant that effectively he received only an incremental Rs.1500 in real wages for his 8 years experience. This represents an annual real wage increment of just over 2 percent.

Work Standardisation

The HR professional who used to be with Hyatt explained in detail how the Hyatt hotel chain was extremely particular about standardisation. This reflected in the big emphasis given to training. All training specifications and material were prepared by the corporate training group and sent out to various

27

Hyatt hotels across the world. Training was highly standardised, to such an extent that that the training manual even specified what the trainer should say with each slide, including examples given. The standardization extended also to room and facility designs, so much so that the trainer professional described how the Engineering department head would half in jest tell her that if he had to deal with any room facility repair he could refer to her and she would surely be able to pull the relevant repair protocol out of her

training manuals!

The trainer also said that this “obsession with standardization” also determined Hyatt policy of tight recruitment and holding to staff. The hotel chain saw as its USP the ability to provide a uniform high quality of service to a global clientele who would find the Hyatt services to be identical in different locations across the globe. The employee at Hyatt, in every work category, represented a huge time and money investment into training. Hyatt management sought to recruit, and mould to its requirements, permanent employees in all categories of work requiring direct customer interface. Therefore, the group did not, as in the case of other hotel employers like Taj and Oberoi, employ on FTC.

Corporate Profile

Ownership and Employment in Hyatt

Hyatt Hotels Corporation, incorporated on August 4,

2004, is a global hospitality company. The company

“manage, franchise, own and develop Hyatt branded

hotels, resorts and residential and vacation ownership

28

properties around the world” with a total of around 600

properties worldwide.8

As of December 31, 2014, the Company‟s portfolio of

properties included 246 managed properties, all of

which were operated under management agreements

with third-party property owners; 239 franchised

properties, all of which were owned and operated by

third parties that had franchise agreements with it; 35

owned properties (including one consolidated hospitality

venture), one capital leased property and seven

operating leased properties, all of which were managed

by the Company; 18 managed properties and 9

franchised properties owned or leased by hospitality

ventures, and five all-inclusive resorts, all of which were

owned and operated by a hospitality venture that had

franchise agreements with the Company. As of

December 31, 2014, the Company had 16 vacation

ownership properties, all of which were licensed under

the Hyatt Residence Club brand and operated by third

parties, and 11 residential properties, all of which the

Company managed and one of which the Company

owned.9 Thus we see an eclectic mix of owned,

managed, leased in, franchised out arrangements that

the hotel chain employed. The largest numbers of

properties were those operated by Hyatt under

management agreements, or franchised out and

8 www.hyatt.com/hyatt/about/

9 Company profile for Hyatt Hotels Corp –

Reuters,in.reuters.com/finance/stocks/companyProfile?symbol=H.N

29

operated by third-party property owners.

The relationship of employees to the principal employer

in Hyatt hotels that are not owned by the company, but

are operated under various forms of management

agreement would be a matter of concern. The Hyatt

Regency in Chennai is a managed property of the Hyatt

group. The background of this hotel is of interest to try

to understand emerging forms of employment relations

in the sector.

Asian Hotels Limited (AHL) was incorporated under the Companies Act, 1956 in Delhi on 13th November 1980 as a Public Company and obtained the Certificate of Commencement of Business on 14th January, 1981. The promoters of AHL were the Gupta Group (represented by Mr. Sushil Kumar Gupta), Jatia Group (represented by Mr. Shiv Jatia), and the Saraf Group (represented by Mr. Umesh Saraf). The promoters set up a hotel in New Delhi. In 1990 AHL entered into a financial arrangement with M/s Hyatt of Hong Kong Ltd for a period of 10 years. By this arrangement, AHL was to pay Hyatt 3% of gross room revenues as franchise and marketing fees. Under the Franchise Agreement, Hyatt was to render services and assistance to the company in the fields of marketing and sales, international reservation and publicity, and technical assistance including use of trade name and logos. The hotel became a member of the Hyatt International chain, and was named Hyatt Regency Delhi. This marked the entry of Hyatt into the Indian hotel industry.

30

In 1993, a new Agreement was entered into by AHL with Hyatt International with effect from 1st January 1994, for a period of 15 years, and the terms of the Agreement were approved by the Government of India. The agreement would have ended by 2008. AHL went on to set up new Hyatt Regency hotels in Kolkata and Mumbai. In 2009 the promoters embarked upon restructuring AHL by way of a Scheme of Arrangement and Demerger.

The Delhi High Court, vide its Order dated January 13, 2010, approved the Scheme of Arrangement/ De-merger of AHL whereby the Mumbai and Kolkata undertakings of AHL were transferred to Asian Hotels (West) Limited) and Asian Hotels (East) Limited), respectively, with effect from October 31, 2009) under Sections 391 to 394 of the Companies Act, 1956.10 Under the demerged arrangement, AHL (North) got control of Hyatt Regency Delhi, AHL (East) got control of Hyatt Regency Calcutta, and AHL (West) got control of Hyatt Regency Mumbai. The Annual Report of AHL (East) for 2013-14 announced the takeover of the Hyatt Regency Chennai by the company, through its wholly owned subsidiary GJS Hotels, which in turn owned Robust Hotels Private Limited which was the owner of Hyatt Regency Chennai.

As is evident from the foregoing, the Hyatt Regency in

Chennai is owned by AHL (East) as a wholly owned

subsidiary. The property is managed and run by Hyatt

under a management contract. An examination of the

10 Background information obtained from Annual Report 2013-14 of Asia

Hotels West Limited and www.moneycontrol.com/company-

focus/asianhotelsnorth/history/AH.

31

Annual Report of AHL (East) for 2013-14 raises several

questions about the operations of the hotel. The

Consolidated Financial Statement under Notes to

Consolidated Financial Statement in Section 23

„Revenues from Operations‟ listed „Sale of Products‟

including „Beverages, Wines and Liquor‟ and „Food and

Smokes‟; and „Sale of Services‟, including „Rooms‟,

„Banquet income‟, and Communications‟. Clearly the

hotel revenues accrued to AHL (East). Further, Section

26 „Employee Benefit Expenses‟ gave the total employee

cost as Rs.36.92 crores, while Section 28 „other

Expenses‟ under „Contract Labour and Services‟ gave

the cost as Rs.8.51 crores. Clearly the bulk of employee

remunerations, both permanent and contract

employment, are being booked to the accounts of AHL

(East). This would seem to contradict the various

discussions with Hyatt personnel and ex employees that

maintained that all Hyatt employees with direct guest

interaction are tenured employees, who look to Hyatt as

their employers. As it was not possible to examine any

employment contract of a tenured employee, it could not

be ascertained as to who was the legal employer.

However, in the case of billing from the Coffee Shop at

Hyatt Regency at Chennai, the bottom of the bill had

the name of Robust Hotels Private Limited, a different

legal entity from the hotel. The advertisement for

housekeeping jobs at Park Hyatt in Chennai shown in

Annexure2 states only that the jobs are for the hotel. It

does not explicitly specify who the employer would be.

In the event, who would be legally responsible for the

rights of the employees at Hyatt? In case of closure of

32

business, who would be liable to clear all employee

dues? The Annual Report of AHL (East) showed that

Hyatt International was not represented either on the

Board of the company, or its list of shareholders.

Therefore legally the accountability of Hyatt towards

employees appears prima facie to be very limited. This is

not only question with AHL (East) and Hyatt. There are

many multinational chains that seek to exploit the

lucrative and fast growing hospitality business in India.

The „management agreement‟ route appears to be not

just limited to the Hyatt group. AHL (West) has sought

to tie-up with JW Marriot for a new hotel in Delhi

developed under its subsidiary Aria Hotels and

Consultancy Services Pvt Limited.11 We see that many

hotel properties are choosing to tie up with major

multinational and Indian hotel brands to run their

hotels. The accountability of these brands who lend

their names and expertise to attract both customers

and employees could be a matter of concern.

11 www.careratings.com/.../ASIANHOTELS(WEST)LIMITE..., May 19, 2015

33

Section 3: Discussions

Two aspects of employment relations in 5-Star hotels

are of critical importance in building workers‟

organisation and strengthening collective bargaining.

The first is the issue of work intensity and the second of

wage.

As is evident from the foregoing, there is some degree of

convergence evident between different categories of

employees on work intensity. The normal hours of work

in a day mandated by the Shops and Establishment Act

that covers the hotel industry is 9 hours. Further, the

day with rest period can be stretched to 12 hours

under the Act, and even further to 14 hours under

the TN Catering Establishment Act which covers the

hotel industry in Chennai. The workers all reported that

their normal work-day stretched to anywhere between

10-12 hours. HEFOI highlighted the long hours of work

as critical in demanding that the hotel industry be

covered under the Factories Act, which mandates an 8-

hour work-day. Many categories of employment like

boiler attendant and maintenance in hotels had job

description similar to that in industry. Further,

employment in housekeeping in particular involved

physical strain of a high degree, with very little scope for

rest, similar to work on the shop floor. IUF has rightly

sought to focus on work intensity as its first demand in

its Global Campaign for Housekeeping.

The issue of work intensity would also bring together

concerns of contract employees, who in the hotel

34

industry are largely in housekeeping, with concerns of

tenured workers. HEFOI representatives reported how

contract workers, trainees and new recruits were used

by management in hotels to push up the productivity

norm. The inability of unions to include contract

workers in their unions and charter of demand would

affect their ability to bargain for fairer work standards.

The high productivity standards of 18 rooms per

shift, around 50 percent higher than the 12-13

rooms per shift seen as reasonable by housekeeping,

can only be addressed if contract workers are also

included within the charter of demands.

On the issue of wage there was a clear hierarchy, with

housekeeping including permanent housekeeping staff

being at the bottom. Their opportunities for growth were

the most limited, They faced constant threat from

contract workers, prepared to work longer hours for less

wages. Their consequent low bargaining power is

manifest in the fact of low wage increase with

experience. The wage of Rs.28000 per month for a

housekeeping worker with 25 years work experience at

the Oberoi Trident represented just around 3.5 percent

annualised compound real wage improvement on a

starting wage of Rs.12000 per month. The wage

growth opportunity for contract housekeeping

workers appeared even lower, around 2 percent per

annum. The opportunity for growth and wage

improvement was substantially more in other categories

of employment with more direct customer interface.

They further also carried the ability for workers to earn

incentive in the form of tips, which would be quite

35

handsome in 5-Star hotels. Common demands around

wage would be more difficult to formulate in the sector.

In the context, the struggle for service tax could be a

uniting force to bring together all categories of

employees, and even supervisory and management

cadre within the hotels.

Standardisation of work in the Hyatt group globally

could provide significant opportunity for collective

bargaining. Two issues of standardisation seemed to

stand out. First, the group sought to standardise the

role of the employee in all categories of work across the

globe, especially for work with direct customer interface.

Second, the group also sought to standardise across its

hotels globally, the type of designs and facilities offered.

What this would imply is a high congruence between

employee duties, work norms, and delivery

requirements across Hyatt hotels, not only within the

country and the region, but across the global chain.

This could be the basis of a strong demand for

collective bargaining globally at the company level

– seeking some form of parity for equal work in

non-wage and wage conditions of employment. This

could be feasible if the Hyatt workers and their

unions within the USA first made a demand for a

standard employment code within the industry in

their country. There can then surely be a campaign for

taking such a code global. This can also be an

organisation strategy to unionise in the hotel chain,

which presently has no unionisation within its hotels in

India. Any such code can then also be used to define

36

conditions of employment in the sector, for 5-Star hotels

of comparable features.

The management style of Hyatt, particularly in hotels

where its role is limited by the Management Agreement

would be worth understanding better. There appears to

be a duality between the complete control that Hyatt

management exercises on all aspects of employment

and other operations on the one hand, and the absence

of Hyatt from any Board level representation. The

duality extends to the fact that all revenues and costs

as shown in the Annual Report accrue not in the name

of Hyatt, but the owner of the property. There are two

aspects to this duality. First, Hyatt‟s own financial

commitment in the hotels is minimal, and that could

possibly make it easy for the company to cut losses and

exit any one management agreement. However, India is

an emerging market, and Hyatt would not want to be

seen as not being able to run a tight ship. As the group

also seeks to run a global operation with tight control

over processes, any failure in one hotel could also reflect

badly on its global image, with wider negative impact.

Therefore Hyatt’s vulnerability to negative publicity

might be very significant. Second, given the fact that

Hyatt‟s profits do not seem to be directly impacted by

the bottom-line in the Profit and Loss Statement in its

managed enterprises, the group might, in the possibility

of collective bargaining efforts, be more flexible to

financial demands.

The vulnerability of the hotels should also be seen in

the context of Hyatt seeming to seek to avoid any

37

corporate accountability within India for its operations.

This could mean that Hyatt is able to exit with very little

costs other than loss of future management revenues,

any arrangement where the Indian partner can bring

negative publicity to it. It would be useful to learn from

experiences of Hyatt abroad, for instance, if non-

investment in ownership makes Hyatt more willing to

cut losses and exit franchise/management

arrangements.

The model of operations that Hyatt represents, with

high level of standardisation across individual Hyatt

hotels, also brings out the possibility of benchmarking

on labour standards. The benchmarking can be at

two levels – one with Indian premium hotel

industry, and the other with global industry

standards that Hyatt would seek to represent. The

labour benchmarking can be for various aspects of

employment relations, which could include among

others:

i. Compliance with contract labour regulations;

ii. Grievance handling mechanisms including for

harassment at workplace from supervisory and

peer staff;

iii. Grievance handling for harassment by guests.

The fact that the premium hotel industry caters to a

large foreign clientele would also make these

hotels vulnerable to corporate campaigns. In

particular, these campaigns would impact multinational

hotel chains which would be expected to attract large

foreign clientele. From the Annual Reports of the

38

companies, forex income as percentage of total revenues

was 36% for AHL East; 53% for AHL West; and 68% for

AHL North. We have seen from the example of global

supply chain for garments that customers in the global

North are affected by campaigns that highlight in

particular labour law violations. It might be possible to

learn from these campaigns to target multinational

hotel chains on various labour law violations, including

workplace harassment and denial of freedom of

association.

We see therefore that corporate research and

understanding of hotel chains from perspectives of

ownership, and of employment practices, can be

valuable to support organising and collective bargaining

attempts in the sector.

39

Annexure1: Comparison between TN Catering

Establishment Act and Shops & Establishment Act

TN Catering

Establishments

Act

Shops and

Establishments

Act

Young

person

16 – 18 years Who is not a child

and not completed

17 years

Registration Detailed procedure

for obtaining

registration

certificate for

operation

No such procedure

Closure Notice within 10

days of closing

No mention

Hours of

work

Young person –

not more than 5

hours a day

All others – 9

hours a day and

48 hours in a

week

Not more than 7

hours a day and

48 hours a week

8 hours a day and

48 hours a week

Women and

Young

persons

Cannot work

between 9pm and

5am

Young person

cannot work

between 7pm and

6am. Nothing on

women.

40

TN Catering

Establishments

Act

Shops and

Establishments

Act

Overtime Young person –

not allowed to

work overtime

All others –

Cannot exceed 10

hours in a day and

54 hours in any

quarter

Cannot exceed 10

hours a day and

54 hours a week

Work on

holiday

Double wages or

compensatory off

in the next three

days.

Notice has to be

given to employee

if they are

required to work

on a holiday

Rest interval Not more than 5

hours without

interval of rest for

half hour

Not more than 4

hours without an

interval of at least

half hour

Spread over Not more than 14

hours in a day

including rest

period.

Cannot be more

than 12 hours in a

day including rest

period

41

TN Catering

Establishments

Act

Shops and

Establishments

Act

Annual leave Annual leave – 1

day for every 20

days worked (if

worked for 240

days during

previous calendar

year)

Annual leave – 12

days ( if worked

continuously for

12 months)

Wages for

holiday

Average wage of

the preceding

month

Average wages of

last three months

Health and

safety

Medical

examination,

washing facilities,

first aid – focuses

more on workers

Detailed rules

regarding

cleanliness,

ventilation,

lighting,

precaution against

fire – focuses

mostly on

maintenance of

premises, toilets,

etc

Dismissal

Notice to be given for employee who has worked for 120 days in the last 6 months.

Notice to be given for employee who has worked for 6 months.

42

TN Catering

Establishments

Act

Shops and

Establishments

Act

Appeal

against

dismissal

Same procedure

but to the ACL

Same procedure

but to the DCL

Trade Unions

Can give

objections in the

case of national

festivals and

holiday

No mention of

employees having

a say in anything

43

Annexure 2: Advertisement for Housekeeping jobs at

Park Hyatt, Chennai

Housekeeping Attendant in CHENNAI India

(http://jobsearch.hyatt.com/chennai-ind/housekeeping-attendant/ BD41863BD1AB47FFBB9C88B55F395503/job/)

Description: To conduct cleaning duties in the assigned Place of Work, and provide a courteous, professional, efficient and flexible service to our customers. Qualifications: Ideally with a relevant diploma or professional certification in Hospitality or Tourism management. Minimum 2 years work experience in hotel operations. Good customer service, communications and interpersonal skills are a must. Primary Location: IN-TN-Chennai Organization: Park Hyatt Chennai Job Level: Full-time Job: Housekeeping/Laundry Req ID: CHE000712

44

Team Leader – Housekeeping

(http://jobsearch.hyatt.com/chennai-ind/team-

leader-

housekeeping/DB26CDD857754D0DB98B88076704

93FB/job/)

Description: Assists to manage all functions related to the cleanliness of the hotel‟s guest rooms and floors.

Qualifications: Ideally with a relevant degree or diploma in Hospitality or Tourism management. Minimum 2 years work experience hotel operations. Good problem solving, administrative and interpersonal skills are a must.

Primary Location: IN-TN-Chennai Organization: Park Hyatt Chennai Job Level: Full-time Job: Housekeeping/Laundry Req ID: CHE000781