Assessment 2

Assessment 2




Assessment 2


The identified risk management strategies as adopted by Eins Hotel will enable the entity to make identification of problem areas that are relative to competition, business risks, competition, investments, development risks, acquisition, health and safety, investments and acquisition and retention of talented employees in the organization (Hutter, 2011). It is imperative that the measures identified are effective in the identification, characterization of threats and subsequent development of relevant safety and health policies.


The identification of health and safety risks in the hotel is achieved through risk assessment processes with oversight of the same being conducted by a number of responsible parties and stakeholders of the organization. Using the stakeholders, professionals and employees in the organization, risk assessments would be effective in identification of relevant risks and the appropriate mitigation strategies in relation to health and safety of the employees. Furthermore, assessment of procedures, processes, functions, roles, duties, and responsibilities assumed by the employees will be effective in identifying threats and risks to their health, safety, and wellbeing in the workplace (Yüksel, 2008). Risk identification and assessment tools can be utilized and include methods such as guest satisfaction surveys, self-assessments, engineering and design plans, intelligence gathering, prevalence of incidences, quality risk management and audit reviews.

Hazards in the workplace include:

  1. Overexertion: Usually occurs because of excessive incidences of manual handling.
  2. Burns: A significant number of accidents in hotels occur because of scalds and burns with common cases arising from splashing, spilling, and coming into contact with hot liquids and surfaces.
  • Unguarded Machinery: Common equipment in kitchens such as meat slicers, mixers, maintenance equipment, and electrical tools may cause serious injury to employees and visitors.
  1. Slippery surfaces: Wet and slippery surfaces cause a large number of injuries in the hospitality industry.
  2. Cuts: Knives and other cutlery equipment may cause serious injuries especially amongst employees working in kitchens. Injuries may range from minor to serious and life threatening.
  3. Sprains and Strains: Arises from unwarranted and frequent manual handling of equipment leading to strains, sprains, and overexertion injuries.
  • Biohazards: Used needles: Workers may be exposed to infected body fluids from contaminated objects.
  • Biohazards: Cleaning: workers cleaning surfaces may be exposed to chemicals, fluids and other matter, which poses risk to the health and wellbeing of the workers.
  1. Biohazards: Laundry: workers may encounter contaminated materials in the client rooms or when cleaning other areas in the hotel.
  2. Chemical exposures
  3. Falls from ladders: falls from ladders are common with a 6% occurrence in all falls experienced in hotels.
  • Violence: comprises a small number of incidences, but remains a considerable issue of concern that poses a risk to the wellbeing, safety and health of the employees and customers.


  1. Board of Directors

The board is tasked with oversight of the adopted risk management framework. This is inclusive of the regulations, policies and procedures that are relative to risk management practices, profiling of risks, and assessment of the appropriateness and effectiveness of the management and oversight practices (Yüksel, 2008).

  1. Audit Committee

The audit committee is tasked with identifying the various risks in terms of regulation, compliance, health, and safety threats that may impede efficient and effective execution of duties by the employees in the organization.

  • Risk Assessment and Mitigation Committee

This is a team of professionals tasked with undertaking the risk assessment and management processes (Pizam, 2005). They are tasked with reporting on existing and new risks in the organization. Furthermore, they are provided with the opportunity of undertaking changes to existing risks and reporting the same to the audit committee in biannual and annual reports.

  1. Employees

The employees are tasked with reporting any new challenges, risks, and changes in current risks to their supervisors or managers with a sense of urgency.

  1. Function Heads

The function heads are tasked with ensuring that the existing processes, systems and their respective controls are functioning appropriately for identification of changes to existing risks or emergent risks, which may pose a threat to the safety, and health of the employees and customers to the organization.

  1. External Auditor

This party is tasked with conducting assessment and delivering an independent opinion on the presence of risks, both existing and emergent. In addition, the auditor may provide appropriate advice or recommendations on the available measures, which can be taken up to assess and mitigate such risks (Sturman et al., 2011).

Assessment and Evaluation

The various hotel management teams are tasked with conducting regular meetings (monthly) for evaluation of safety and health risks and developing relevant action plans to mitigate occurrence of such risks.

Hazard/Risk High Risk Moderate Risk Low Risk
             I.      Overexertion A    
          II.      Burns A    
       III.      Unguarded machinery A    
       IV.      Slippery surfaces A    
          V.      Cuts A    
       VI.      Sprains and strains A    
    VII.      Biohazards: Used needles   B  
 VIII.      Biohazards: Cleaning   B  
       IX.      Biohazards: Laundry   B  
          X.      Chemical exposures   B  
       XI.      Falls from ladders A    
    XII.      Violence     C




Hutter, B. M. (2011). Managing food safety and hygiene: Governance and regulation as risk management. Cheltenham, UK: Edward Elgar.

Pizam, A. (2005). International encyclopedia of hospitality management. Amsterdam: Elsevier Butterworth Heinemann.

Sturman, M. C., Corgel, J. B., Verma, R., & Cornell University. (2011). The Cornell School of Hotel Administration on Hospitality: Cutting edge thinking and practice. Hoboken, N.J: Wiley.

Wentz, B. (2007). Food service management: How to succeed in the high-risk restaurant business– by someone who did. Ocala, Fla: Atlantic Pub. Group

Yüksel, A. (2008). Tourist satisfaction and complaining behavior: Measurement and management issues in the tourism and hospitality industry. New York: Nova Science Publishers.




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