Event Management for Hospitality Industry: A Comprehensive Study

This project provides a comprehensive overview of event management within the hospitality industry. It begins with a detailed food safety plan, including a hazard analysis for roasted duck preparation, outlining potential hazards like Salmonella poisoning and cross-contamination, along with preventive measures and critical control points. The project then delves into service operations, detailing specific work areas, client service provisions, sales techniques, problem-solving approaches, and end-of-service procedures. It also includes a section on bar operations, covering drink preparation methods, glassware, and garnishes. Furthermore, the project incorporates a presentation on menu planning, addressing customer feedback and desired outcomes for adding a kids' menu. Finally, the project covers regulatory requirements, including the identification of legal requirements for compliance, development of regulatory policies and procedures, and an evaluation of an event. The document also includes bibliography and a series of quizzes to assess knowledge on the subject.

Running head: EVENT MANAGEMENT FOR HOSPITALITY INDUSTRY
Event Management for Hospitality Industry
Name of the Student:
Name of the University:
Author’s Note:
Course ID:

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EVENT MANAGEMENT FOR HOSPITALITY INDUSTRY
Table of Contents
Develop and implement a Food safety Plan....................................................................................3
Part B: Written Assessment.........................................................................................................3
Task 1...........................................................................................................................................3
Task 2...........................................................................................................................................7
Service 16: Work effectively in hospitality service.........................................................................8
Operate a Bar.................................................................................................................................11
Part B: Project Work..................................................................................................................11
Make a Presentation.......................................................................................................................12
Part B Presentation....................................................................................................................12
Research and comply with Regulatory Requirements...................................................................14
Part A: Identification of the legal requirements for compliance...............................................14
Part B: Develop and Articulate Regulatory Policies and Procedures........................................15
Part C: Compliance and Continuous Improvement...................................................................26
Prepare and Monitor Budgets..........................................................................................................0
Part B: Quiz.................................................................................................................................0
Task 1...........................................................................................................................................0
Task 2...........................................................................................................................................8
Task 3...........................................................................................................................................0

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EVENT MANAGEMENT FOR HOSPITALITY INDUSTRY
Part C: Quiz.....................................................................................................................................2
Plan in house-events or functions....................................................................................................2
Assessment 1...............................................................................................................................2
Manage on-site event operations...................................................................................................11
Evaluation of an Event...................................................................................................................17
Assessment 3.............................................................................................................................22
Establish and Conduct Business Relationships.............................................................................27
Part B- Conducting Negotiations...............................................................................................33
Part C- Making formal agreements............................................................................................35
Bibliography..................................................................................................................................40

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EVENT MANAGEMENT FOR HOSPITALITY INDUSTRY
Develop and implement a Food safety Plan
Part B: Written Assessment
Task 1
Hazard Analysis on Preparation of Roasted Duck
Process
Step Hazard
Preventive
Measure CCP
Critic
al
Limit
s
Monitoring
Procedures
Corrective
Actions Records
What When
Purchase
and
Receiving
Salmonella
Poisoning
Minimize
opportuniti
es of
contaminat
ion from
equipment
surfaces
and
workers'
hands
Handlin
g of
ducks or
ducks at
the store
NA
Preventiv
e
measures
to ensure
that they
do not
contamina
te other
areas
At the
time of
purchasin
g 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
contaminat
ed with
pathogens
when they
arrive in the
kitchen and
bacterial
multiplicati
on can
occur
during
room-
temperature
storage of
thawed
ducks
Temperatur
es to which
cooked
ducks are
exposed
during hot
storage
should be
at or above
55 C (131
F)
throughout
55
Degree
s
131 F Storage
procedure
Storage
of cooked
ducks at
room
temperatu
re or in
display
counters
or
cabinets
Care must
be
given to
minimize
contaminat
ion 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
contaminat
ed the
ducks or
which may
have
multiplied
on or in
them
during
storage, are
certain to

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EVENT MANAGEMENT FOR HOSPITALITY INDUSTRY
be
killed.
Thawing
Contaminat
ion 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
defrostin
g NA
Followin
g a safe
submergi
ng
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.
Preparatio
n
Undercook
ed
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
conventio
nal oven
10 to 20
minutes.
While
Place
duck in
an oven
cooking
bag
When
microwavi
ng 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-
contaminati
on when
chopped or
cut up on
cutting
boards.
It is safe to
partially
pre-cook or
microwave
poultry
immediatel
y before
transferring
it to the hot
Choppin
g of
cooked
ducks
55 C Thaw at
room
temperatu
re
Post-oven
temperatu
re
exceeded
94 C
Hold
cooked
ducks at 55
C
Hold for
several
hours at
bacteria-
incubating
temperatur
es

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EVENT MANAGEMENT FOR HOSPITALITY INDUSTRY
grill to
finish
cooking.
Cooked
muscle
meats can
be pink
even when
the meat
has
reached a
safe
minimum
internal
temperatur
e. If fresh
duck has
reached a
safe
minimum
internal
temperatur
e of 165 °F
as
measured
with a food
thermomet
er, even
though it
may still be
pink in the
center, it
should be
safe.
Cooling Presence of
Common
vegetative
pathogenic
bacteria
Cooked
ducks
should be
cooled
after
cooking so
that
their
internal
temperatur
es fall
rapidly
(within 2
h) to 21
C (70 F)
and then
continue to
cool
(within
another 4
h) to
More
care
should
be given
to
Cooling
previousl
y
refrigerat
ed duck
71 C
to 74
C
Followin
g
appropriat
e storage
times
At the
time of
refrigerati
ng
It is safe
to freeze
ready
prepared
duck.

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EVENT MANAGEMENT FOR HOSPITALITY INDUSTRY
7 C (45 F)
or below
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
temperatu
re to 70C
At the
time of
reheating
Reheat
leftover
ducks to
internal
temperatur
es
of 71-74 C
(160-165
F),
If the skin
is to be
crispier, it
is
recommen
ded to dab
the skin
with
kitchen
paper and
place
under a hot
grill or in
the oven.
Hot-
Holding
and
serving
transportat
ion
Lukewarm
food is
dangerous
as it is a
perfect
environmen
t 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
temperatur
es fall
rapidly
If duck is
not stored
above
63°C, it
should be
used up
within two
hours of
cooking.

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EVENT MANAGEMENT FOR HOSPITALITY INDUSTRY
Place seasoning inside the duck
Put Supporter inside the duck to
support its body
Dispense boiling water till the
skin discolors
Skewer the duck
Heating at moderate heat level
for 40 minutes
Cool
Rethermalisation
Serve in Dinner
Drain, coat the duck with coating
liquid
Seasoning will consist of barbeque sauce, seasoned salt, Chinese Rose wine, star anise, ginger and shallot
Coating liquid to contain white vinegar and malt syrup
Task 2
Basic Flow Chart of Roasted Duck
Figure: Flow Chart of Roasted Duck
(Source: As created by the author)

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EVENT MANAGEMENT FOR HOSPITALITY INDUSTRY
Service 16: Work effectively in hospitality service
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

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EVENT MANAGEMENT FOR HOSPITALITY INDUSTRY
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

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EVENT MANAGEMENT FOR HOSPITALITY INDUSTRY
 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

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EVENT MANAGEMENT FOR HOSPITALITY INDUSTRY
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.
Operate a Bar
Part B: Project Work
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

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EVENT MANAGEMENT FOR HOSPITALITY INDUSTRY
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
Make a Presentation
Part B Presentation
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.

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EVENT MANAGEMENT FOR HOSPITALITY INDUSTRY
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.
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

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EVENT MANAGEMENT FOR HOSPITALITY INDUSTRY
available for them. This kind of focused attention will increase the customer value and service
value of the restaurant.

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EVENT MANAGEMENT FOR HOSPITALITY INDUSTRY
Research and comply with Regulatory Requirements
Part A: Identification of the legal requirements for compliance
Requirement
s 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

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EVENT MANAGEMENT FOR HOSPITALITY INDUSTRY
Part B: Develop and Articulate Regulatory Policies and Procedures
1. 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 be;
(b) not engage in any handling of food where there is a reasonable likelihood of food
contamination as a result of the disease; and

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EVENT MANAGEMENT FOR HOSPITALITY INDUSTRY
(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.
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;

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EVENT MANAGEMENT FOR HOSPITALITY INDUSTRY
(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
(c) immediately after using the toilet.
(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
(c) after touching his or her hair, scalp or a body opening.

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EVENT MANAGEMENT FOR HOSPITALITY INDUSTRY
(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.

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EVENT MANAGEMENT FOR HOSPITALITY INDUSTRY
(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;
(c) ensure hand washing facilities are only used for the washing of hands, arms and face;
and
(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.

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EVENT MANAGEMENT FOR HOSPITALITY INDUSTRY
(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.
2. 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

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EVENT MANAGEMENT FOR HOSPITALITY INDUSTRY
 Cleaning
 Maintenance
 Personal Hygiene
 Environmental hygiene
 Correct handling, storage and transport
 Staff training
3. 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.
4. Overview of the legal tax obligations
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)

23
EVENT MANAGEMENT FOR HOSPITALITY INDUSTRY
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
5. 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:

24
EVENT MANAGEMENT FOR HOSPITALITY INDUSTRY
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

25
EVENT MANAGEMENT FOR HOSPITALITY INDUSTRY
 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

26
EVENT MANAGEMENT FOR HOSPITALITY INDUSTRY
6. 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
 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
Australian
Human
Rights
Commissio
n
Good Practice,
Good Business
factsheets,
Workplace
discrimination and
harassment policy
template
11 July
2018

27
EVENT MANAGEMENT FOR HOSPITALITY INDUSTRY
in
the workplace.
the workplace.
Part C: Compliance and Continuous Improvement
1. 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
2. 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

28
EVENT MANAGEMENT FOR HOSPITALITY INDUSTRY
3. 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.
4. 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.
5. 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

29
EVENT MANAGEMENT FOR HOSPITALITY INDUSTRY
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.

0
EVENT MANAGEMENT FOR HOSPITALITY INDUSTRY
Prepare and Monitor Budgets
Part B: Quiz
Task 1
(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
1,634,3
44
2,761,2
03
4,720,10
3
8,133,25
0
14,089,2
38
24,492,8
09
42,676,9
13
74,473,81
4
130,089,5
25
(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
1,634,3
44
2,761,2
03
4,720,10
3
8,133,25
0
14,089,2
38
24,492,8
09
42,676,9
13
74,473,81
4
130,089,5
25
Capital Employed
2,000,0
00 166,666 166,666 166,666 166,666 166,666 100,000 166,666 166,666 166,666 166,666 166,666 100,000
Other cash
inflows
TOTAL CASH
INFLOW
2,000,0
00 552,248 773,031
1,150,5
17
1,801,0
10
2,927,8
69
4,820,10
3
8,299,91
6
14,255,9
04
24,659,4
75
42,843,5
79
74,640,48
0
130,189,5
25

1
EVENT MANAGEMENT FOR HOSPITALITY INDUSTRY
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
2,286,04
3
4,050,61
7
7,144,35
3
12,566,0
91
22,064,17
3
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
1,147,7
27 479,678
2,818,83
6
4,652,56
3
7,833,72
7
13,364,3
40
22,996,97
2 1,098,486
Cash flow
summary

2
EVENT MANAGEMENT FOR HOSPITALITY INDUSTRY
NET
CASHFLOW
FOR PERIOD
2,000,0
00 170,574 324,189 578,691
1,016,4
74
1,780,1
42
4,340,42
5
5,481,07
9
9,603,34
1
16,825,7
49
29,479,2
39
51,643,50
8
129,091,0
39
OPENING
CASH
BALANCE 0
2,000,0
00
2,170,5
74
2,494,7
63
3,073,4
54
4,089,9
28
5,870,07
0
10,210,4
95
15,691,5
74
25,294,9
15
42,120,6
63
71,599,90
2
123,243,4
10
CLOSING
CASH
BALANCE
2,000,0
00
2,170,5
74
2,494,7
63
3,073,4
54
4,089,9
28
5,870,0
70
10,210,4
95
15,691,5
74
25,294,9
15
42,120,6
63
71,599,9
02
123,243,4
10
252,334,4
49
(3)
DEPRECIATIO
N 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

3
EVENT MANAGEMENT FOR HOSPITALITY INDUSTRY
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
1,634,3
44
2,761,2
03
4,720,10
3
8,133,25
0
14,089,2
38
24,492,8
09
42,676,9
13
74,473,81
4
130,089,5
25
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
1,547,6
62
2,651,9
83
4,582,48
5
7,959,85
2
13,870,7
57
24,217,5
23
42,330,0
52
74,036,77
0
129,538,8
49
Gross Margin 346,674 413,842 536,826 749,537
1,112,7
27
1,733,43
0
2,799,14
9
4,637,79
8
7,822,65
2
13,356,0
34
22,990,74
3
39,792,52
6
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/overhea
ds 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 1,264,0 2,354,9 4,266,67 7,620,14 13,502,0 23,814,5 41,886,9 73,547,24 128,995,7

4
EVENT MANAGEMENT FOR HOSPITALITY INDUSTRY
11 66 6 4 58 10 69 5 13
Tax @ 30% 16,675 82,510 191,582 379,203 706,490
1,280,00
3
2,286,04
3
4,050,61
7
7,144,35
3
12,566,0
91
22,064,17
3
38,698,71
4
Profit after tax 38,908 192,523 447,025 884,808
1,648,4
76
2,986,67
3
5,334,10
1
9,451,44
0
16,670,1
57
29,320,8
78
51,483,07
1
90,296,99
9
Transfer to
reserves 55,583 275,033 638,607
1,264,0
11
2,354,9
66
4,266,67
6
7,620,14
4
13,502,0
58
23,814,5
10
41,886,9
69
73,547,24
5
128,995,7
13
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 $2,000,00
0
Loans

5
EVENT MANAGEMENT FOR HOSPITALITY INDUSTRY
Bank Loan $0
Other
Total Loans $0
Total Start up Funds $2,000,00
0
Assets
Equipments $32,000
Computers $35,000
Total Fixed Assets $67,000
Total Start-up Assets $2,067,00
0
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 $106,0
50
$137,05
0
$124,65
0
$110,90
0
$116,65
0 $116,650 $116,650 $116,650 $116,650 $116,650 $116,650 $116,650
Accounts receivable $385,5
82
$606,36
5
$983,85
1
$1,634,3
44
$2,761,2
03
$4,720,1
03
$8,133,2
50
$14,089,
238
$24,492,
809
$42,676,9
13
$74,473,8
14
$130,089,
525
Total current assets $491,6
32
$743,41
5
$1,108,5
01
$1,745,2
44
$2,877,8
53
$4,836,7
53
$8,249,9
00
$14,205,
888
$24,609,
459
$42,793,5
63
$74,590,4
64
$130,206,
175
Fixed (Long-Term) Assets
Equipments
$32,00
0 $36,000 $42,000 $48,000 $54,000 $48,600 $43,740 $39,366 $35,429 $31,886 $28,698 $25,828
Computers
$35,00
0 $35,000 $35,000 $35,000 $35,000 $26,250 $19,688 $14,766 $11,074 $8,306 $6,229 $4,672

6
EVENT MANAGEMENT FOR HOSPITALITY INDUSTRY
(Less accumulated
depreciation)
$10,20
0 $10,600 $11,200 $11,800 $12,400 $10,110 $8,312 $6,890 $5,758 $4,850 $4,116 $3,517
Intangible assets $50,70
0
Total fixed assets $107,5
00 $60,400 $65,800 $71,200 $76,600 $64,740 $55,116 $47,242 $40,746 $35,342 $30,811 $26,983
Total Assets $599,1
32
$803,81
5
$1,174,3
01
$1,816,4
44
$2,954,4
53
$4,901,4
93
$8,305,0
16
$14,253,
130
$24,650,
205
$42,828,9
05
$74,621,2
76
$130,233,
158
Liabilities and Owner's Equity
Current Liabilities
Accounts payable $43,33
3 $54,600 $68,796 $86,683 $109,22
0 $137,617 $173,398 $218,481 $275,286 $346,861 $437,045 $550,676
Staff Cost for Catering $73,33
3 $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 $11,66
7 $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 $31,66
7 $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 $23,33
3 $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 $56,66
6 $37,400 $24,684 $16,291 $10,752 $7,097 $4,684 $3,091 $2,040 $1,347 $889 $587
Staff Cost for bar $60,00
0 $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 $30,00
0 $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 $329,9
99
$331,33
2
$345,24
4
$370,33
3
$406,23
7 $453,427 $513,106 $587,180 $678,299 $789,943 $926,570 $1,093,81
2
Long-Term Liabilities
Deferred income tax $269,1
33
$472,48
3
$829,05
7
$1,446,1
11
$2,548,2
16
$4,448,0
66
$7,791,9
10
$13,665,
950
$23,971,
906
$42,038,9
62
$73,694,7
06
$73,694,7
06

7
EVENT MANAGEMENT FOR HOSPITALITY INDUSTRY
Total long-term liabilities $269,1
33
$472,48
3
$829,05
7
$1,446,1
11
$2,548,2
16
$4,448,0
66
$7,791,9
10
$13,665,
950
$23,971,
906
$42,038,9
62
$73,694,7
06
$129,139,
345
Total Liabilities $599,1
32
$803,81
5
$1,174,3
01
$1,816,4
44
$2,954,4
53
$4,901,4
93
$8,305,0
16
$14,253,
130
$24,650,
205
$42,828,9
05
$74,621,2
76
$130,233,
158
Owner's Equity
Owner's investment $166,6
66
$166,66
6
$166,66
6
$166,66
6
$166,66
6 $166,666 $166,666 $166,666 $166,666 $166,666 $166,666 $166,666
Net Profits $38,90
8
$192,52
3
$447,02
5
$884,80
8
$1,648,4
76
$2,986,6
73
$5,334,1
01
$9,451,4
40
$16,670,
157
$29,320,8
78
$51,483,0
71
$90,296,9
99
Reserve and Surplus $55,58
3
$275,03
3
$638,60
7
$1,264,0
11
$2,354,9
66
$4,266,6
76
$7,620,1
44
$13,502,
058
$23,814,
510
$41,886,9
69
$73,547,2
45
$128,995,
713
Total owner's equity $261,1
57
$634,22
2
$1,252,2
98
$2,315,4
85
$4,170,1
08
$7,420,0
15
$13,120,
911
$23,120,
164
$40,651,
333
$71,374,5
14
$125,196,
982
$219,459,
378
Total Liabilities and
Owner's Equity
$860,2
89
$1,438,0
37
$2,426,5
99
$4,131,9
29
$7,124,5
60
$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

8
EVENT MANAGEMENT FOR HOSPITALITY INDUSTRY
Task 2
(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
1,634,3
44
2,761,2
03
4,720,10
3
8,133,25
0
14,089,2
38
24,492,8
09
42,676,9
13
74,473,81
4
130,089,5
25
(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
1,634,3
44
2,761,2
03
4,720,10
3
8,133,25
0
14,089,2
38
24,492,8
09
42,676,9
13
74,473,81
4
130,089,5
25
Capital Employed
2,000,0
00 166,666 166,666 166,666 166,666 166,666 100,000 166,666 166,666 166,666 166,666 166,666 100,000
Other cash
inflows
TOTAL CASH
INFLOW
2,000,0
00 552,248 773,031
1,150,5
17
1,801,0
10
2,927,8
69
4,820,10
3
8,299,91
6
14,255,9
04
24,659,4
75
42,843,5
79
74,640,48
0
130,189,5
25
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 0 1 2

9
EVENT MANAGEMENT FOR HOSPITALITY INDUSTRY
expenses ( )
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
2,363,08
9
4,145,70
8
7,261,28
8
12,703,7
98
22,231,49
4
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
1,019,6
16 265,764
2,639,06
3
4,430,68
6
7,560,87
9
13,043,0
22
22,606,55
7 497,097
Cash flow
summary
NET
CASHFLOW
FOR PERIOD
2,000,0
00 186,071 357,135 666,056
1,098,0
15
1,908,2
53
4,554,33
9
5,660,85
3
9,825,21
8
17,098,5
96
29,800,5
57
52,033,92
3
129,692,4
28
OPENING
CASH
BALANCE 0
2,000,0
00
2,186,0
71
2,543,2
06
3,209,2
62
4,307,2
78
6,215,53
0
10,769,8
70
16,430,7
23
26,255,9
41
43,354,5
37
73,155,09
4
125,189,0
17

10
EVENT MANAGEMENT FOR HOSPITALITY INDUSTRY
CLOSING
CASH
BALANCE
2,000,0
00
2,186,0
71
2,543,2
06
3,209,2
62
4,307,2
78
6,215,5
30
10,769,8
70
16,430,7
23
26,255,9
41
43,354,5
37
73,155,0
94
125,189,0
17
254,881,4
45
(3)
DEPRECIATIO
N 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
1,634,3
44
2,761,2
03
4,720,10
3
8,133,25
0
14,089,2
38
24,492,8
09
42,676,9
13
74,473,81
4
130,089,5
25

11
EVENT MANAGEMENT FOR HOSPITALITY INDUSTRY
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
1,581,0
11
2,707,8
69
4,666,77
0
8,079,91
6
14,035,9
05
24,439,4
76
42,623,5
80
74,420,48
1
130,036,1
92
Gross Margin 331,177 380,896 449,461 667,995 984,616
1,583,69
0
2,619,37
5
4,415,92
0
7,549,80
5
13,034,7
16
22,600,32
8
39,371,55
4
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/overhea
ds 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
1,380,4
99
2,537,9
81
4,480,59
0
7,876,96
4
13,819,0
26
24,204,2
92
42,345,9
95
74,104,98
1
129,597,1
02
Tax @ 30% 23,316 96,630 229,024 414,150 761,394
1,344,17
7
2,363,08
9
4,145,70
8
7,261,28
8
12,703,7
98
22,231,49
4
38,879,13
1
Profit after tax 54,405 225,469 534,390 966,349
1,776,5
87
3,136,41
3
5,513,87
5
9,673,31
8
16,943,0
05
29,642,1
96
51,873,48
6
90,717,97
1

12
EVENT MANAGEMENT FOR HOSPITALITY INDUSTRY
Transfer to
reserves 77,721 322,099 763,415
1,380,4
99
2,537,9
81
4,480,59
0
7,876,96
4
13,819,0
26
24,204,2
92
42,345,9
95
74,104,98
1
129,597,1
02
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 $2,000,00
0
Loans
Bank Loan $0
Other
Total Loans $0
Total Start up Funds $2,000,00
0

13
EVENT MANAGEMENT FOR HOSPITALITY INDUSTRY
Assets
Equipments $32,000
Computers $35,000
Total Fixed Assets $67,000
Total Start-up Assets $2,067,00
0
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 $106,0
50
$137,05
0
$124,6
50
$110,9
00
$116,6
50
$116,65
0
$116,65
0
$116,65
0
$116,65
0 $116,650 $116,650 $116,650
Accounts receivable $385,5
82
$606,36
5
$983,8
51
$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 $491,6
32
$743,41
5
$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
$32,00
0 $36,000 $42,00
0
$48,00
0
$54,00
0 $48,600 $43,740 $39,366 $35,429 $31,886 $28,698 $25,828
Computers
$35,00
0 $35,000 $35,00
0
$35,00
0
$35,00
0 $26,250 $19,688 $14,766 $11,074 $8,306 $6,229 $4,672
(Less accumulated depreciation) $10,20
0 $10,600 $11,20
0
$11,80
0
$12,40
0 $10,110 $8,312 $6,890 $5,758 $4,850 $4,116 $3,517
Intangible assets $50,70
0
Total fixed assets $107,5 $60,400 $65,80 $71,20 $76,60 $64,740 $55,116 $47,242 $40,746 $35,342 $30,811 $26,983

14
EVENT MANAGEMENT FOR HOSPITALITY INDUSTRY
00 0 0 0
Total Assets $599,1
32
$803,81
5
$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 $53,33
3 $53,333 $53,33
3
$53,33
3
$53,33
3 $53,333 $53,333 $53,333 $53,333 $53,333 $53,333 $53,333
Staff Cost for Catering $83,25
0 $74,000 $29,40
0
$57,60
0
$21,00
0 $32,300 $30,400 $26,100 $19,175 $34,790 $34,790 $105,600
Other Expenses for Catering $11,66
7 $12,483 $13,35
7
$14,29
2
$15,29
3 $16,363 $17,508 $18,734 $20,045 $21,449 $22,950 $24,557
Staff Cost for Banquet $31,66
7 $25,650 $20,77
6
$16,82
9
$13,63
1 $11,041 $8,944 $7,244 $5,868 $4,753 $3,850 $3,118
Other Expenses for Banquet $23,33
3 $26,600 $30,32
4
$34,56
9
$39,40
9 $44,926 $51,216 $58,386 $66,560 $75,878 $86,501 $98,612
Staff cost for room service $56,66
6 $37,400 $24,68
4
$16,29
1
$10,75
2 $7,097 $4,684 $3,091 $2,040 $1,347 $889 $587
Staff Cost for bar $17,94
5 $19,400 $6,790 $11,64
0
$11,64
0 $5,820 $9,215 $7,760 $8,730 $6,305 $9,506 $21,340
Other Expenses for Bar $30,00
0 $35,400 $41,77
2
$49,29
1
$58,16
3 $68,632 $80,986 $95,564 $112,76
5 $133,063 $157,014 $185,277
Total current liabilities $307,8
61
$284,26
6
$220,4
36
$253,8
45
$223,2
21
$239,51
3
$256,28
6
$270,21
3
$288,51
7 $330,918 $368,834 $492,423
Long-Term Liabilities
Deferred income tax $291,2
71
$519,54
9
$953,8
65
$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 $291,2
71
$519,54
9
$953,8
65
$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 $599,1
32
$803,81
5
$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

15
EVENT MANAGEMENT FOR HOSPITALITY INDUSTRY
Owner's investment $166,6
66
$166,66
6
$166,6
66
$166,6
66
$166,6
66
$166,66
6
$166,66
6
$166,66
6
$166,66
6 $166,666 $166,666 $166,666
Net Profits $54,40
5
$225,46
9
$534,3
90
$966,3
49
$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 $77,72
1
$322,09
9
$763,4
15
$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 $298,7
92
$714,23
5
$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 $897,9
23
$1,518,0
50
$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) 183,77
1 459,149
Debt-to-Equity Ratio (Total
Liabilities / Owner's Equity) 2.01 1.13

EVENT MANAGEMENT FOR HOSPITALITY INDUSTRY
0
Task 3
Scenario 1
The reason for changes leading to such a discrepancy are listed as follows:
i. The inventory value may have been overstated during the previous years
ii. Incorrect unit count which relates to error in the physical count of the inventory
iii. Incorrect standard cost or non-adjustment of standard cost
iv. Cycle counting adjustment error
v. Transfer imbalance
Scenario 2
The External factors affecting the negative trends in the budget are listed as follows:
i. 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.
ii. 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.
iii. 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

EVENT MANAGEMENT FOR HOSPITALITY INDUSTRY
1
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.
iv. 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.
v. 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
1. 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
2. The following staffs are essential to be called for discussion of such a situation
 Inventory manager
 Accounting Staff
4. 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.

EVENT MANAGEMENT FOR HOSPITALITY INDUSTRY
2
Part C: Quiz
Plan in house-events or functions
Assessment 1
Observation and Portfolio of Evidence
1. 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

EVENT MANAGEMENT FOR HOSPITALITY INDUSTRY
3
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.
2. 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 (25x19) 2500 400 250 600 500
Corner Bar 130 (13x10) 1500 180 120 200 220
Éclair 141 (16× 9) 952 80 60 80 100
Bay Leaf 324 (18x18)
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

EVENT MANAGEMENT FOR HOSPITALITY INDUSTRY
4
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
3. Event Order Detailing

EVENT MANAGEMENT FOR HOSPITALITY INDUSTRY
5
Technical Requirements

EVENT MANAGEMENT FOR HOSPITALITY INDUSTRY
6
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
4. Run Sheet (Scheduling, staffing and special Requirements)

EVENT MANAGEMENT FOR HOSPITALITY INDUSTRY
7
5. Submission and distribution of documents

EVENT MANAGEMENT FOR HOSPITALITY INDUSTRY
8
Floor Plan
Banquet Invoice

EVENT MANAGEMENT FOR HOSPITALITY INDUSTRY
9
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

EVENT MANAGEMENT FOR HOSPITALITY INDUSTRY
10
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.

EVENT MANAGEMENT FOR HOSPITALITY INDUSTRY
11
Manage on-site event operations
Developing event documentation
Task 1
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.
2. 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

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 Demonstrate Indian Hotels how 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.
3. 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.

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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.
4. Running Sheet including bump in and bump out
Run Sheet for Security Framework

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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
5. 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

EVENT MANAGEMENT FOR HOSPITALITY INDUSTRY
15
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
6. Checklist of eight items to double check before the events
i. Ensure adequate lighting
ii. Test out the sight lines
iii. Proofreading all files and slides
iv. Manage microphones
v. Confirm Internet connectivity
vi. Prepare the speakers
vii. Consider speakers’ comfort
viii. Make sure the space is safe

EVENT MANAGEMENT FOR HOSPITALITY INDUSTRY
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7. Bibliography
Acu.edu.au. 2018. 3.22 Bump out and Clean up - ACU (Australian Catholic University) .
[online] Available at:
http://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.
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:
http://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.

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Evaluation of an Event
Task 2
1. 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.
2. 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:

EVENT MANAGEMENT FOR HOSPITALITY INDUSTRY
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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.
3. Overview of discussions at pre-event briefing
i. Layout of entrances and the check-in procedure
ii. Ensuring adequate Parking and access
iii. Setting protocol for important guests
iv. Onsite task distribution
v. Volunteer management
4. Overview of the provisions for reducing the environmental impacts and reducing waste
present in the place of the event
Possible impacts

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 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
5. Monitoring of the pre-event progress with contractors
a. 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
b. 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

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6. Six examples monitoring and controlling an event and use of the appropriate tools
i. 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
ii. LogFusion
I used this to handle text-based log dumps, event logs, remote logging of the
attendees
iii. Splunk
I used this tool for encapsulating data from an entire range of devices across a
network.
iv. Scheduling event alerts
I used this tool to get instant notification for proceeding with the next agenda in
the event.
v. 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.
vi. Earned Value Analysis
This was done by comparing actual completion amount of each task relative to the
task budget.

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7. 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.
8. Items discussed with the operational staff and contractors during the event debrief
 Event Details
 Event Catering
 Event Operations Including Signage, Toilets and Noise level
9. 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
10. 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.

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 Making sure that the event logs are capturing the appropriate level of details — what
happened, when it happened, how it was handled, who it was escalated to, and any details
of communication with other people or systems to support any actions taken.
Assessment 3
Verbal Questions and demonstration- On Site
1. 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

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 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
2. Using of two-way radio and demonstration using the two-way radio with correct
protocol
3. Ensuring adequate management of staff for managing time and stress

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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.
4. Frequency of liaising with the client
The frequency of liaising with all the clients is depicted with every one month.
5. 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.
6. 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.
7. 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.

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 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.
8. 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

EVENT MANAGEMENT FOR HOSPITALITY INDUSTRY
26
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.
9. 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
10. 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

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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
Establish and Conduct Business Relationships
Part A
1. 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)

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 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
2. 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

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 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.
3. Research on alternative supplier and obtaining alternative quote for each supplier based
on the performance indicators
Alternate Supplier 1:

EVENT MANAGEMENT FOR HOSPITALITY INDUSTRY
30
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)
4. Comparing the existing supplier provisions and summary of advantages and
disadvantages
 Quality
Existing Supplier Alternate Supplier
Advantages
 Better Quality in terms of beverages
 The quality of food is best in the
industry
 The quality of lighting used is best in
the industry
Advantages
 Best known for its quality in
refreshment offered
 Speedy response to technical assistance
 Third party security are well trained
 Highly trained Special security service

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 High quality of sound systems and
other technical equipment’s used
for VIP’s
 Improved parking assistance with more
sign boards
Disadvantages
 Poor quality in terms of refreshments
 Delay in technical Assistance
 Third party security are moderately
trained
 Poor parking assistance
Disadvantages
 Inferior ingredients used in beverages
 Food quality is moderate
 The brands of equipment for sound
system is not up to the mark
 Prices
Existing Supplier Alternate Supplier
Advantages
 Low pricing strategy for technical
assistance

Advantages
 Competitive rates for food, beverage
and refreshments
 Lower Pricing strategy for lightings,
sound systems, projectors and TVs
Disadvantages
 High price of beverages and food
 High Price of Lighting, Projectors and
TV
Disadvantages
 High Price for Parking Assistance and
Special security service for VIP’s
 High pricing strategy for technical
assistance
 Payment conditions
Existing Supplier Alternate Supplier
Advantages
 Catering staff Accepts payment within
60 days of service

Advantages
 More Flexibility in terms of payment
for security services
Disadvantages
 Less Flexibility in terms of payment for
security services
 Spot payment to be done for security
services
Disadvantages
 Catering not flexible with the payment
terms. The payment needs to be made
with 15 days of service
 Spot payment to be done for lighting
 Service Provisions
Existing Supplier Alternate Supplier
Advantages
 Wide Range of selection for beverages
Advantages
 Wide Range of selection for

EVENT MANAGEMENT FOR HOSPITALITY INDUSTRY
32
 More options of food to choose from refreshment offered
 Online booking of technical assistance
Disadvantages
 Poor quality in terms of refreshments
 Delay in technical Assistance
 Third party security are moderately
trained
Poor parking assistance
Disadvantages
 Only one brand of equipment used for
sound system
 Reliability
Existing Supplier Alternate Supplier
Advantages
 The Catering service is more reliable in
terms of quantity estimation
 Reliable service in terms of beverages
Advantages
 The sound system technical assistance
is more reliable
 Security service for VIPs more reliable
 Reliable parking assistance with more
sign boards
Disadvantages
 Technical Assistance is not reliable
 Third party security are moderately
trained
 Poor parking assistance is not reliable
Disadvantages
 Not reliable in terms of beverages
services
 Food quality is not reliable during
major events
 The brands of equipment for sound
system is not reliable
 Specific Needs of the organizations
Existing Supplier Alternate Supplier
Advantages
 Lesser formalities needed for the food
and catering staff
Advantages
 Lesser formalities required as per the
organizational requirement for
technical assistance
 Third party security required lesser
formalities
Disadvantages
 More formalities required in terms of
technical service provided by the
company
Disadvantages
 More formalities needed for the food
and catering staff
5. Recommendation for the selection of supplier

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33
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
6. 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.

EVENT MANAGEMENT FOR HOSPITALITY INDUSTRY
34
Part B- Conducting Negotiations
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
✓
✓

EVENT MANAGEMENT FOR HOSPITALITY INDUSTRY
35
Being more flexible in terms of payment to be done
for security services
Part C- Making formal agreements
1. 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  Improving
quality in
terms of
refreshments
 Setting
Competitive
Pricing
Strategy
Contractual Detail 2
Name of the contracting
parties- Audio Visual
Equipment (Existing)
ABN- NA
Contact Details-NA
Volume- 12 Pcs
Not Approved  Reduce Price
of Lighting,
Projectors and
TV
 Improve the
service for

EVENT MANAGEMENT FOR HOSPITALITY INDUSTRY
36
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
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
Not Approved  More
Flexibility
required in
terms of the
payment terms

EVENT MANAGEMENT FOR HOSPITALITY INDUSTRY
37
Termination and
Exclusion clauses-NA
Signature Provisions
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  Improving
ingredients
used in
beverages
 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
Approved  Improving the
brands of
equipment for
sound system
 Reducing the
price of
technical
assistance

EVENT MANAGEMENT FOR HOSPITALITY INDUSTRY
38
defective goods or
services- NA
Limited liability-NA
Intellectual Property
Confidentiality
Insurance
Dispute Resolution-
ADR
Termination and
Exclusion clauses-NA
Signature Provisions
Supervisor Name/Assessor Name:
Supervisor Signature
Date
Supplier 1 Approved Not Approved Recommended Change
Contractual Detail 1   Improving
quality in
terms of
refreshments
 Setting
Competitive
Pricing
Strategy
Contractual Detail 2 NA  Reduce Price
of Lighting,
Projectors and
TV
 Improve the
service for
Technical
Assistance
Contractual Detail 3 NA  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  Inferior
ingredients

EVENT MANAGEMENT FOR HOSPITALITY INDUSTRY
39
used in
beverages
 Improving the
quality of food
Contractual Detail 2   Improving the
brands of
equipment for
sound system
 Reducing the
price of
technical
assistance
Contractual Detail 3  NA  Lower Pricing
strategy for
lightings,
sound systems,
projectors and
TVs
Contractual Detail 4  NA
Contractual Detail 5  NA
Supervisor Name/Assessor Name:
Supervisor Signature
Date
2.Recording of the negotiated changes
Supplier 1 Outcome Approved Not Approved
Details Negotiated
 Improving
quality in
terms of
refreshments
Not Positive Outcome No
 Setting
Competitive
Pricing
Strategy
Not Positive Outcome No
Supplier 2 Outcome
Details Negotiated
 Inferior
ingredients
used in
beverages
Not Positive Outcome No
 Quality of the Not Positive Outcome No

EVENT MANAGEMENT FOR HOSPITALITY INDUSTRY
40
food

EVENT MANAGEMENT FOR HOSPITALITY INDUSTRY
41
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