(TORONTO, ON - April 2nd, 2020) – Today, the Windsor Arms Hotel, in partnership with Cerise Fine Catering, delivered 500 boxed lunches to first responders at Michael Garron Hospital in Toronto, with an additional 1,000 snacks prepared for the University Health Network to support health care professionals on the frontline battling the COVID-19 crisis.

First responders and health care professionals will be delivered a free boxed meal designed by Executive Chef, Shawn Whalen of Cerise Fine Catering. Whalen is 1 of 5 Master Chefs in Canada and the only one in Toronto. 

 “As COVID-19 continues to spread globally, those not involved in the medical field may feel an inability to help. The Windsor Arms Hotel and Cerise Fine Catering wanted to do our part in supporting first responders through this challenging time,” said George Friedmann - President of Windsor Arms Hotel. 

“We’re proud to help the city combat this crisis by providing our brave medical professionals with a meal or snack so that they can focus on what’s most important saving lives," remarked Mateus de Campos – General Manager of Cerise Fine Catering


March 31, 2020

Debra Sanchez, Director of Sales at the Abilene property, reports that all 80 staff members remain employed. In-room dining continues, as do evening Managers' receptions (guests can take complimentary beverages to their individual rooms). The housekeeping staff is especially busy, using the time to perform a deep cleaning. The hotel is also doing painting, minor repairs, and other refurbishments that are difficult to get done when occupancy is at its normal higher rate.


Help us demonstrate the impact of COVID-19 on Hotels

In moments like these, it becomes important to put names and faces behind the hotel industry. Your personal stories help us in our advocacy work and we need more voices, particularly small owners, to talk about the impact on their business. Please share your story with the Hotel Association of Canada to help us demonstrate the impact of COVID-19 on hotels.

A Message from the Hotel Association of Canada

Dear Members,

Many of our members are dealing with active COVID-19 situations in their hotels right now, but unfortunately there are no clear directives from Public Health on how to manage a COVID-19 scenario in a hotel setting.

To help, we have gathered some of the best practices currently being used by our members and have compiled some recommendations into one document.

Examples of these processes include: 

  • Establishing clear expectations with the guest
  • Preparation of guest rooms for receiving isolating guests
  • Food preparation and distribution
  • Housekeeping
  • HVAC 
  • Detailed reference documents are attached and are also available on our website:

    At the BCHA we will continue to work to bring you the latest information and resources as it becomes available from HAC, government updates, and provincial updates.

    If you have any questions or require any additional support, we are here to help you. Please call 604-443-4756 or email This email address is being protected from spambots. You need JavaScript enabled to view it. if you have any questions or concerns.

March 12, 2020

Travel isn’t always a bed of roses. There are natural disasters, tainted products, bad actors, data breaches, regional and global viruses, and events big and small that require industries to step up, speak up, and do whatever it takes to care of their employees and customers. 

As the coronavirus outbreak tops 93,000 in dozens of countries, it’s an appropriate time to offer advice on how to handle an industry crisis.

  1. Protect Your Employees, Guests, and Brand

Brands have a responsibility to ensure life safety for associates and guests. Government safety regulations vary around the world, but standards, processes, communications and training can save lives and reputations. This is especially apparent with the impact of the coronavirus on international travel.

An aesthetically pleasing environment will never be able to substitute for a reinforced building structure, visible exits, immediate mitigation, transparent communications, or an effective emergency response plan. 

For example, Marriott’s leadership puts safety and people first. They have rigorously committed to protecting associates and guests around the world. Most notably, during the September 11 terrorist attack on the World Trade Center in New York, hotel staff members worked alongside numerous firefighters to evacuate guests from the World Trade Center Marriott. Tragically, two lost their lives when the remaining portion of the building collapsed.  

What they sacrificed was obviously not an expectation, but it would be gross error to describe what was done from a life safety perspective without honoring them.  

  1. Develop a Communications Plan

Silence is not golden when it comes to crisis management. Develop an internal and external communications plan to keep associates informed and stay in touch with loyal customers. 

Global brands must have a response team identified, business continuity plans in place, and a crisis communications team and agency. Individual and small groups of hotels can also benefit from identifying the team or an individual who will be the central communicator.

Additionally, a clear process for internal communication is key. Facebook groups are good for check-ins, and it’s important to have access to cell phone numbers and email addresses for all associates, as well as family members..

Depending on the crisis, regular updates may be necessary to make sure company messages are getting out, as opposed to risking rumors or speculation by the press due to lack of information.

Most importantly, do not hide from the press. They have a job to do and are providing news to their readers and viewers. Best practice is to prepare a statement, answer questions (even if just in writing). Sometimes you are the story and sometimes you become the story. Being proactive with employees, consumers and the media gives businesses a chance to tell the story from their perspective.

  1. Listen to Customers

It’s important to provide information as well as listen to what customers think. Find information on social media and ask employees to share what they are hearing from customers. Depending on business impact, adding short surveys to communication updates can give a pulse on what people are thinking and provide important information as next moves are considered to recover lost business momentum.  

  1. Collaborate with Competition

Pay attention to competitors who have also been impacted. Don’t be afraid to collaborate with them. It may take everyone’s effort to rebuild and restore reputation. 

Sometimes the entire industry needs to work together to recover. For example, hurricanes are not generally selective when they hit a major tourist destination. Working together to get the island up and running again, sharing contractors, relocating guests or employees for a period of time, or just communicating with competitors can help. 

The Chamber of Commerce and Ministry of Tourism often work to pull everyone together to develop action plans, and at times, provide funding to generate new business and restore momentum. Don't wait to get involved with local tourism or economic organizations.

  1. Rebuild Customer Confidence and Business Momentum

“When is it time to start marketing again?” was the question asked after September 11. Most advocated waiting; however, Marriott International took a different approach. 

The company took on an industry-wide effort through the Travel Industry Association of America. Bill Marriott played the lead role in encouraging companies from across the travel industry to create an ad campaign encouraging business and leisure travelers to hit the road again. It was an industry-wide effort---cruise ships, airlines, hotels--- along with President Bush, telling them it was okay.  

Meanwhile the internal Marriott team debated whether company advertising should resume. Consumer feedback indicated the company could market right away provided the message was light and had a valuable offering. “Come Out and Play” was launched portfolio-wide encouraging families to plan time away together over a weekend of fun. This helped to increase traffic and room night hotels which also meant  front-line team members could return to work at a time when re-building the business was crucial. 

Bottom Line

Process and training, resource identification and tactical plans are the basic advance planning requirements to help minimize personal and brand risk in challenging times, which will inevitably occur.   

Once a crisis emerges, such as the current coronavirus outbreak, history tells us that the impact on the travel industry will extend many months beyond the peak. Identifying ways to continue to operate and provide a customer experience should be a key focus. For instance, if the hotel’s occupancy has tanked, close off several floors so that you can be both operationally efficient and provide an upgraded guest experience for those choosing to stay in your hotel. If the airplane has more open seats than full, provide instant upgrades if load balancing allows. “This too will pass,” as the saying goes, so it’s important to always maintain focus on the consumer experience.  

Lastly, keep in mind employees are watching what management does as much as consumers are. Crisis times are when company values and CEO integrity and leadership are put to the test. Don’t fail.


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