This November marks the 9th anniversary of the Taj Mahal Palace Hotel terror attack, and since then extremist ideology has manifested itself in equally violent assaults perpetrated against Western society. The recent events in London and Manchester reinforce the fact that communal spaces such as hotels, restaurants and stadiums are particularly vulnerable. The indirect impacts of terrorism are also felt keenly by the industry. Last year, in wake of the callous onslaught in central Brussels, Hôtel des Galeries haemorrhaged bookings and experienced 255 cancellations within a week. Although hoteliers could expect their premises to be targeted, the collective instinct of the public to reunite at these facilities suggests that the principles upon which hospitality is founded, inclusion and superior customer service, remain upheld. Take, for instance, the decisive actions undertook by The Hilton London Tower Bridge Hotel, which acted as a survivor reception centre (SRC) to accommodate the injured and lost parties following the Westminster Bridge incident. Because of the trust established between hoteliers and the public, we must remain vigilant in our efforts to counter the rising threat of terrorism surrounding these facilities. How exactly are we expected to achieve this?
Stringent recruitment and engagement with government training
It is recommended that senior staff attend the government’s Project Griffin and Project Argus initiatives, which simulate a live breach of security designed to prompt hoteliers to reconsider their own company’s preparedness for an attack. More guidance is available from the police, such as the ‘Run, Hide, Tell’ campaign, which neatly summarises the recommended actions directly following an attack. It is important to consider how the hospitality industry experiences peak seasons. An increase in guests often results in hiring temporary staff to cope with demand. No matter how great the need for extra staff becomes, vetting of all potential employees must remain rigorous. Hotels are advised to reinforce the ethos that client safety is not solely in the hands of security staff, but rather that there is to be a collective responsibility to upholding standards.
Proper and continued risk assessment
Statutes such as the Health and Safety at Work Act 1974 and the Regulatory Reform Order 2005 inform hoteliers that improper or neglectful risk assessments will not only result in a tarnished reputation, but criminal prosecution. It may become time-consuming, but incorporating regular checks into the staff rota could save the company, its staff and the community from serious repercussions. At regular intervals employees should ensure that all emergency exits left unobstructed and that intumescent strips and evacuation plans are attached to every door. Hotel companies are constantly reviewing their safety and security procedures. IHG have a global safety management system which ensures safety and security is built into their culture. They are constantly monitoring the threats as they evolve so they can respond accordingly, working with the hotel teams and government and military intelligence professionals to make sure that operationally the hotel staff are as prepared as is possible for any potential incidents.
Clear communication
It is critically important that no member of staff enforces changes to safety procedures in isolation, as communication must be consistent and clear throughout the business. Hoteliers should keep in contact with their community’s Counter Terrorism Security Advisor, who should know intimately about the recommended bomb threat response, physical security measures and mail handling procedures for businesses. Lastly, remaining calm and brave yet empathetic in the face of public unnerve is an essential skill. No breach of security should compromise our ability to uphold the principles of hospitality. If you are forced to turn people away due to overcrowding, do so considerately.
Intimate knowledge of the hotel’s location
Lockdown measures can quickly escalate into hostage situations if terrorists penetrate the building. In June of this year, a situation similar to this was prevented by trained staff at London’s Black and Blue restaurant, who responded by operating key fobs to unlock a concealed set of doors from which customers could escape following lockdown. Prominently displayed signs showing means of escape are strongly encouraged, whilst staff are expected to gain a thorough understanding of the building’s proximity to safe zones and major transport routes.
Hotels are constantly reviewing their procedures to keep guests as safe as is possible in light of an ever changing threat.
