Gefördert durch die Rosa-Luxemburg-Stiftung e.V. aus...
Transcript of Gefördert durch die Rosa-Luxemburg-Stiftung e.V. aus...
Gefördert durch die Rosa-Luxemburg-Stiftung e.V. aus Mitteln des Bundesministerium für wirtschaftliche Zusammenarbeit und Entwicklung der Bundesrepublik Deutschland.
Sponsored by the Rosa Luxemburg Foundation e.V. with funds of the Federal Ministry for Economic Cooperation and Development of the Federal Republic of Germany.
Printed and published byMamta Sainifor Centre for Workers’ Management
The Centre for Workers Management (CWM) is a trade union resource centre founded in 1991 by trade unionists and social activists with the mandate to advance workers’ self management and and industrial democracy. This mandate continues to guide CWM’s activities and engagement with trade unions and social movements.
The Rosa Luxemburg Foundation is one of the largest political education institutions in Germany today and sees itself as part of the intellectual current of democratic socialism. The foundation evolved from a small political group, “Social Analysis and Political Education Association”, founded in 1990 in Berlin into a nationwide political education organisation, a discussion forum for critical thought and political alternatives as well a research facility for progressive social analysis.
Objective of the study
The study seeks to examine regulation of employment
for 5-Star hotels in India; focussing on the hotel sector
in the city of Chennai. The issues raised for Chennai
can be largely generalised for 5-Star hotels in the
country, and more importantly, point to a possibility of
using research for furthering understanding of the
industry, and the use of this enhanced understanding
by workers‟ organisations to expand the remit of
collective bargaining.
The purpose of focussing on the 5-Star hotels is
because this would represent the highest level of
regulation in an industry where regulation, in particular
regulation of employment is very poor. Therefore the
issues with regulation in these hotels could serve as a
barometer in understanding the problems with
regulation of employment in the industry as a whole.
The premium hotel industry employs both regular and
contract workers, and therefore the sector also has the
potential for collective bargaining struggles around
security of employment and equality of wage and
working conditions.
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Section1: Background
Indian Hotel Industry
Indian economy recorded healthy growth during most of
the last decade. Despite global economic slowdown, the
Indian economy persisted with healthy growth, at
around 6-8% for most of 2008-15. In keeping with the
buoyant economic conditions, the Indian hotel industry
also maintained a healthy growth rate. According to the
rating agency ICRA, for the year 2014-15 the industry
was poised to achieve a growth of 7-9%.1 A study
undertaken by the Federation of Hotel and Restaurant
Associations of India (FHRAI) indicated that while hotel
capacity grew at a 17.8% compounded annual growth
rate (CAGR) for the period 2008-09 to 2012-13, the
annual demand grew at 17.3% CAGR, showing a
relatively strong correlation between supply and
demand in the sector.2
Various policy measures undertaken by the Ministry of
Tourism and tax incentives also aided growth of the
industry. Some of them include:3
Allowance of 100% FDI under the automatic route in
the „Hotel & Tourism‟ sector.
1 ‚Indian hotel revenues to rise 7-9 percent in FY 15‛, Economic Times, Jan
27, 2015 – Mumbai.
2 Indian Hotel Industry Survey 2012-13-HVS.com 3 mospi.nic.in/Mospi_New/upload/SYB2015/ch27/HOTEL.pdf.
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Introduction of „Medical Visa‟ for medical treatment
in reputed/recognized specialized hospitals and
treatment centres in the country.
Tourist visa-on-arrival (TVOA) for tourists from
Japan, Singapore, Philippines, Finland,
Luxembourg, New Zealand, Cambodia, Laos,
Vietnam, Myanmar Indonesia and South Korea.
Promotion of rural tourism by the Ministry of
Tourism in collaboration with the United Nations
Development Programme
Five-year tax holiday for 2, 3 and 4-Star hotels in
specific districts declared as „World Heritage Sites‟ by
UNESCO.
Elimination of customs duty for import of raw
materials, equipment, liquor etc.
Capital subsidy programme for budget hotels.
Consequently the premium sector in the hotel industry
has maintained a bullish perspective, with new hotels
being set up in the metro cities, and also in smaller
Tier-2 cities. With 100% FDI in the hotel industry, top
multinational brands are also making a big push to
expand their market share. “By 2020 three out of every
four branded hotel rooms in the country will be
operated by international hotel chains, which will
almost double their market share by then on the back of
aggressive expansion. Currently, international chains
account for about 40% of just over one lakh branded
hotel rooms in the country. According to hospitality
consultants HVS, their share will soar to 76% by
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2020.”4 The industry would have to gear up for the
requirements of this rapid expansion in capacity. In
particular, this also means a large increase in trained
and skilled workforce in different categories of
employment in the sector. Government programmes like
the Hunar Rozgar Yojana scheme for creating a trained
manpower aim to create a pool of skilled personnel for
the sector in all categories of employment.
Employment in the 5-Star hotel sector in India has a
large proportion of employees in the managerial and
supervisory categories. The survey by the FHRAI quoted
earlier showed that managers and supervisors
constituted 15% and 16% respectively of employment in
5-Star and 5-Star Deluxe hotels in the country (see
Table1). The study further showed that 89% of the
employees had some training (certified courses and in-
house training) in the hotel sector. This is important as
this indicates that employees in the sector would have
some degree of bargaining capacity.
Table1: Employment ratios in 5-Star Hotels in India
Category
Percentage of Total employees Men Women
Managers 15% 81% 19%
Supervisors 16% 84% 16%
Staff 69% 89% 11%
Source: Indian Hotel Industry Survey 2012-13, FHRAI.
4 ‚Global hotel chains like Marriott, Carlson Rezidor plan to double market
share by 2020‛, Economic Times, 4 May 2015.
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However the 5-Star hotel segment also employs contract
workers in the support categories, especially in
employment where guest contact is minimal. These
employs have very little bargaining strength, and are
dependent on the available labour laws for the sector for
any bargaining on their employment rights. The 11% of
the workforce in the sector without any training would
largely represent the workers employed on contract.
Employment Regulation in the Hotel Industry
The Government of India enacted the Shops and
Establishments Act of 1953 to cover workers employed
in various shops and establishments across the
country. Each state had to frame its own legislation
with its own set of rules. The predominant nature of
establishments in the sector is unorganised, with
primarily informal employment relations. Thus the Act
could be seen as primarily trying to regulate
employment conditions in the unorganised sector.5 The
hotel industry is also covered by the Act. This includes
the premium hotel sector, which cannot by any account
be seen as part of the unorganised sector.
In Tamil Nadu, a variation of the Shops and
Establishment Act, the Tamil Nadu Catering
Establishments Act 1958 was enacted for regulation of
employment in the hotel industry. In 1953, labour
5 The Delhi Shops and Establishments Act 1954 states its object as ‚to give
some minimum benefits and relief to the vast unorganized sector of
employees, employed in Shops and Establishments.‛
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leaders and hotel owners in Tamil Nadu had a
discussion with the Commissioner of Labour and as a
result, a separate legislation was enacted for hotels and
restaurants. Payment of Wages Act would also apply to
hotels and catering establishments.
Some of the highlights of the Act relevant to this
discussion are as follows:
i. Definition of Young Person: A young person is
someone who has completed 16 years but not yet
completed 18 years. Young people and women
cannot be employee between 9pm and 5am.
ii. Closure: Section 6 specifies if the employer closes
the catering establishment, must communicate to
the Inspector within 10 days of doing so. Inspector
will check for correctness and remove the
establishment from the register.
iii. Hours of Work: Section 7 mandates young person
will not be made to work more than 5 hours in a
day. However Section 19 states he will not work
more than 7 hours in a day and 42 hours in any
week. He/she is not allowed to work overtime.
Section 7 further mandates others cannot be made
to work more than 9 hours in a day or 48 hours
in a week. Subject to overtime (OT) wage payment
– overtime must not exceed 10 hours in a day
and total number of overtime hours shall not exceed
54 hours in any quarter. (Quarter – Three
consecutive months beginning from 1 Jan, 1 April,
1 July or 1 Oct)
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Section 8 mandates OT payment at double wage
rate. Half an hour OT will be treated as one full
hour.
iv. Period of work and interval for rest: Section 9
states the period of work for employee on each day
should be fixed so that she does not have to work
continuously for more than 5 hours before she has
had a rest for half an hour.
Section 10 further stipulates that period of work
shall be arranged so that along with the rest
intervals, they shall not spread over more than 14
hours in any day, and that the number of intervals
for rest for an employee in any day shall not exceed
two.
v. Holidays: There will be a weekly holiday of one day.
May 1st, August 15th and October 2nd plus five more
days will be additional holidays. Rule 16 allows the
majority trade union to apply on behalf of the
workers for change in designated five holidays. The
employee will be paid full wages on holidays. The
employer can require and employee to come to work
on a holiday with 24 hours notice. The employee is
entitled to twice wage for a day‟s work on a holiday,
or a single day‟s wage plus a day off on any of the
three days preceding or after the holiday.
vi. Leave with wages: Any employee who has
completed 240 days work can take paid leave at the
rate of one day for every 20 days for an adult and
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one day for every 15 days for a young person. In
addition the employee is eligible for 12 days sick
leave and 12 days casual leave.
vii. Dismissal: If an employee has worked for 120 days
during a six month period, the employer can not
dismiss without reasonable cause, one months
notice, or wages in lieu of such notice.
Annexure 1 compares the Catering Workers Act with
the standard provisions of the Shops & Establishments
Act, and clearly brings out how the Catering Workers
Act benefits employers both on provisions of hours of
work (both for adults and young workers) and spread of
the working day.
The suitability of the Catering Workers Act or the Shops
& Establishments Act to regulate employment in the
hotel sector, in particular for large residential hotels
needs some deliberation. The industry lobbies with the
Ministry of Tourism for status as an industry when
seeking to be considered for financial incentives. In the
situation, it would only be appropriate that the industry
should also be prepared to allow employment in hotels
to be regulated by the Factories Act and the Industrial
Disputes Act, which have stronger regulation of work
and security of employment.
Representatives of the Hotel Employees Federation of
India (HEFOI) criticised the Tamil Nadu Catering
Workers Act as not being suited to the needs of
regulation of employment in the hotel industry for large
hotels. According to them Hotel Industry should come
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under the Factories Act and Industrial Disputes (ID)
Act. They said that many of the operations in the hotels
including in the kitchen, laundry, bakery service dealt
with equipment like industrial ovens, boilers, washers
and dryers, etc which are not very different from work in
factories. Bringing the industry under the Factories Act
would help to ensure 8 hour work day, over time, etc.
The present Act is not conclusive on these matters.
We have earlier listed out some of the highlights of the
Act. Two of the main drawbacks when compared to
industrial regulation include:
i. Closure: The Catering Act only mandates
communication to the Inspector, as opposed to the
more stringent conditions for industrial closure
under the ID Act.
ii. Hours of Work: The Catering Act is more liberal on
issues of hours of work (9 hours per day) and spread
of the working day (14 hours). This encroaches
substantially into the personal freedom of the
employee in the sector. The overtime (OT) regulation
also allows a worker to be employed for 10 hours OT
work in a day – effectively to be employed for two
shifts in a single day. This is surely draconian, and
can have severe impact on the physical and mental
health of workers.
At the same time, some amendments are made that
benefit workers, which unions need to track and build
into their collective bargaining strategy. For instance,
unions can ensure that hotel management complies
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with the mandatory requirement of a six-monthly
medical check-up of all employees, including ensuring
that the provision is extended to contract workers of the
hotel. To give another instance, the government
introduced a significant amendment on 3 June 2008 to
the Shops and Establishments Act (sections 41-A and
45-A)6 whereby if any appellate authority orders
reinstatement of the employee and the employer
concerned prefers proceedings in the higher courts, the
employer shall pay full wages drawn by the employee
and any maintenance allowance provided for under any
rule provided the employee is not employed elsewhere
during the period of pendency of the proceedings. This
is a powerful tool against employers resorting to
vexatious litigation in an attempt to exhaust dissenting
workers and worker-activists and force them to give up
the struggle and settle with the management.
One piece of legislation that needs discussion is on
employment of contract labour. Increasingly the 5-Star
hotel industry resorts to contract employment for those
workers who do not have a direct interaction with
guests – these would include a large section of the
housekeeping staff, kitchen auxiliary staff, security staff
and outdoor staff including gardening, cleaning etc.
There is no special employment protection for these
workers in the hotel industry.
6 See for instance K.R. Shyam Sundar (2010), ‘The Current State of Industrial
Relations in Tamil Nadu’, ILO Asia-Pacific Working Paper Series, December
2010, pg 23-24.
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Some of the other employment provisions within the
hotel industry for 5-star hotels that HEFOI
representatives highlighted were (a) the prevalence of
fixed time contracts (FTC) whereby workers were
employed for 11 months, given a month break and then
contracts renewed. These provisions were included in
the standing orders itself and therefore difficult to
oppose; (b) trainees including management trainees who
were regularly employed in the hotels, and who were
made to work upward of 12 hours per day. This put
pressure on permanent workers to accede to higher
work targets.
The issue of sexual harassment at the workplace was
highlighted by HEFOI representatives. In Taj Goa,
recently there was a case of sexual harassment of a
woman worker in Food and Beverages by the manager.
An enquiry was held but the results were manipulated
to be completely unfavourable to the woman. The
woman worker‟s character was maligned and several
rumours were spread about her. She was eventually
forced to resign. HEFOI did a poster campaign which
the Taj management was very angry about. Posters were
stuck in airports and other prominent places in
Chennai. The management of Taj Coromandel and
Connemara questioned the respective HEFOI leaders
but there had not been any adverse action as yet. In
both Taj and Trident Oberoi Sexual Harassment
Complaints Committees had been set up, but there were
no union representatives on the committee. Oberoi
Trident had union representatives on the committee. Taj
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had put up toll free numbers to report sexual
harassment.
Trainee Employees The training of workers under the Hunar Rozgar Yojana is useful for the trainees to gain skills and improve their bargaining capacity. However, some aspects of the use of trainees in other industries would be useful in understanding the manner in which industry uses
different forms of employees, including trainees to weaken implementation of labour law regulation. In industries like the engineering and automobile sector, “trainees” are used as a source of cheap labour to bring down labour cost, reduce the bargaining capacity of permanent workers and unions, and push up work intensification. In the automobile sector in Pune for instance, trainees under the “earn and learn” scheme can be employed for up to four years with a factory, without any guarantee of employment. There are trained workers with more than ten years experience in the sector who are still employed as trainees, at less than half the salary of permanent workers, and with no regulation of employment, as they are not technically classified as “workers”. A similar situation can also come to play in the hotel sector, with the expansion of schemes like the Hunar Rozgar Yojana and the increasing availability of a reserve army of trained hotel employees. From the hotel‟s point of view, the trainee represents cheap labour the management can exploit.
The management gets subsidised by Rs.4000 per month for each trainee. The view point of Ellena Maller of South India Hotels and Restaurants Association (SIHRA) is illuminating: “Hunar se Rozgar scheme is a failure in Chennai. There are not enough candidates who opt for the training. In principle, it is actually a very good scheme and given that it is totally funded by the
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Government of India, the hotel industry welcomes it. But the problems are that the qualification requirement is too high. In the case of housekeeping jobs, education qualification can be kept to a minimum. The other issue is that the period of training is totally not sufficient to develop any sort of competency.” Clearly the view of the hotel sector is that the period of training, and hence access to free labour should be increased beyond the current 6-8 weeks. The sector would also be happy with downgrading entry-level qualifications, in order to get
cheap labour for „unskilled‟ work. Other Challenges of Employment Regulation
The main issue that HEFOI was currently dealing with
in Chennai was the demand for 10% service charge.
According to Richard of HEFOI, none of the hotels in
Chennai or in Tamil Nadu included service charge in
their billing. There was conciliation before the Joint
Commissioner of Labour (Madras) which ultimately
failed to yield any result, and currently the issue is
before the Tamil Nadu Government. Apparently Hyatt in
other cities had the 10% service charge, but when the
management appeared for conciliation proceedings in
Chennai they said that they were “newborns in the
industry” and that therefore would not be able to charge
this. Trident Oberoi in Chennai had 10% service charge
for a while, but this was withdrawn. The employee
demand for service charge is that it distributes
incentives to all categories of employees, including those
who have no direct guest interface, and therefore would
not normally benefit from the practice of tips in the
hotel sector.
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The case of Oberoi Trident in Mumbai of the employees
going to the Mumbai High Court to get the tax
component on 10% service charge that the management
charged to the customer but illegally held back from
disbursement to workers from 1988 to 2005 is
representative of the need for employee vigilance to
ensure they got their dues. The High Court adjudged
more than Rs.3 crores as unpaid service charge
component illegally held back by the management.7
Hotel management would constantly seek to cut costs,
and cost cutting measures could even include denying
workers what is legally theirs. In particular, statutory
obligations towards the more vulnerable employs on
contract are often subject to violations, both by the
hotel management and the layer of contractors through
whom companies employ workers. The trend in the
industry is towards seeking to employ through
contractual intermediaries, even in categories that are
presently permanent hotel workers. The regulation of
employment would only be weakened in situations
where increasing numbers of workers are in precarious
relations as trainees and contract employees with the
principal employer.
7 ‚Oberoi Trident to pay staff Rs.3.03 crores in unsettled tips‛, Mumbai
Mirror, October5, 2014
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Section 2: Employment Conditions and
Regulation in the 5-Star Hotel Industry
in Chennai
This section attempts to examine actual employment
conditions and regulation of employment in 5-Star
hotels in Chennai. The issues raised are mainly based
on discussions with workers employed in hotels of the
Hyatt Group in Chennai. Discussions have also been
held with hotel professionals, contractors supplying
workers, and union representatives in Chennai
representing workers in the Oberoi Trident and Taj
Connemara. While discussions pertain to employment
in different categories of employment, the focus has
been on housekeeping work.
Employment at Hyatt
Many Hyatt hotels in India are owned by private
promoters, with Hyatt having a management contract
with the promoters. In the case of the Hyatt Regency
hotels, the four hotels in Delhi, Mumbai and
Calcutta/Chennai are respectively owned by the Asia
Hotels North, West and East. However, an ex-Hyatt
hotel professional from the HR Department said during
discussions that all employees were directly recruited by
Hyatt, and were not employees of the original hotel
promoters. Clearly the management contract included
the cost of staff brought in by Hyatt. Even the contract
employees were recruited through contractors who
entered into agreement with Hyatt, and not with the
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original promoters. The hotel professional recounted
how in the Hyatt she was employed with, when the
private promoter tried to intervene to get employment
from a particular religious group excluded, he was
firmly told that he had no hand in the recruitment
process.
This seemed to be corroborated by the discussions with
tenured Hyatt employees, all of whom said that they
were directly employed by the particular Hyatt hotel.
One interviewee was earlier employed with the Park
Hyatt at Chennai as Team Leader in the Engineering
Department. He described his own recruitment process
in some detail. He had posted his resume with the
employment portal naukri.com. After three rounds of
interview, including the final round with the General
Manager, he was appointed as Team Leader. His
appointment was with a three month probation period,
before confirmation in the position. He said that except
for a few workers in Stewarding and Housekeeping, all
workers at the hotel were “on permanent roll”. As Hyatt
wanted only its employees to deal with guests, all
workers with any possibility of direct guest dealing were
not taken on either contract or FTC.
The Food and Beverages Team Leader at Hyatt Regency
at Chennai said that around 30 percent of employees at
the hotel were migrants from other states. The men
from other states were provided staying arrangements
at Eldams Road near the hotel, while women were
provided accommodation at Taramani in south
Chennai, and Hyatt arranged pick-up and drop for
them.
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Advertisements for housekeeping jobs at the Park Hyatt
at Chennai (Annexure2) bear out the fact of direct
employment to Hyatt hotels for housekeeping related
occupations. They specify the job level as being “full
time”. They also specify the qualifications including
educational qualifications required for the positions.
The advertisements seem to indicate that the employer
is the Hyatt, and not the original hotel promoter.
The HR Manager at the Park Hyatt said that the starting
wage for housekeeping associates was below Rs.10000
per month. They had to be young people with graduate
or diploma degree in hotel management. They looked
after the amenities in the room and coordinated with
the engineering department to ensure things were
functioning properly in the rooms. He also mentioned
that they often worked long hours, even up to 12-14
hours a day. Given this, the hotel hired only young
people in their 20s or early 30s.
It should be noted, however, that while the Hyatt
Regency hotel bill mentioned the hotel name at the top,
the original hotel owner company name, Robust Hotels
Private Limited was printed at the bottom of the bill. It
was not possible to ascertain, from viewing a copy of the
appointment letter, if the tenured appointees at the
Hyatt hotels unambiguously had Hyatt, and not the
original hotel owner as their employer.
We see therefore that there appears to be a regulated
procedure for employment into tenured positions within
the Hyatt hotels, with job specifications and
qualifications for the positions clearly defined; with well
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defined recruitment processes. However, the situation
was quite different for contract employment.
Lamclean Contractors provided contract housekeeping
staff and kitchen stewards to hotels in Chennai. Their
clients included the Hyatt Regency, Park Hyatt, Taj Club
House, Taj Connemara. The workers had to be between
18 to 35 years old. All hotels were particular that they
did not want to employ older women. An ID proof was
required for each worker – ration card, aadhar card, and
also police verification. The workers had to get a
certificate that they had not been involved in any
criminal cases. Other than that the workers did not
require specific qualifications, or work experience. Hyatt
would train the workers on site.
According to the contractor the workers were paid a
starting wage of Rs.7500 per month, with “a wage
revision every six months as per the government rules”.
We could assume that this „wage revision‟ is the
adjustment of wage for inflation, as per the change in
the consumer price index (CPI). The contractor also
claimed that ESI and PF deduction was made. The
starting wage was lower than for a tenured worker
because “the tenured worker had to fulfil job
qualification criteria”.
Work timings on two shifts for women contract workers
in Hyatt were 8am to 5pm and 1pm to 10pm. They got
four weekly off per month. There were no other paid
leaves, including sick leave, casual leave, etc.
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Other facilities to Hyatt contract workers included:
Canteen facility common for all the workers and
meals during on duty time.
Uniforms provided by the hotel.
Transport facilities for those working on the
second shift, provided by Hyatt. The contractor
said workers were dropped at their door step in a
vehicle accompanied by a security guard.
The contractor claimed that Hyatt was a better employer
of contract workers than most other hotels in Chennai.
A trainee in Park Hyatt, a Hotel Management student
from Ambattur, was completing his 1 year training. He
said he earned a stipend of Rs.1000 per month, and
was expected to do all the work of a regular employee.
He said he often worked up to 12 hours a day. He was
given the same uniform as the regular employees. He
was at the time employed in the hotel, working as a bell
boy to assist people with their luggage.
S and V were two of 5 workers employed on contract to
do the gardening work inside the Park Hyatt Hotel. They
were also responsible for maintaining a kitchen garden
indoors, and potted plants on various floors of the hotel.
S had almost 10 years experience as housekeeping staff
in various establishments. She joined Park Hyatt about
two and a half years ago on a salary of Rs.6000 and
now she earned Rs.6500. V had also been working for a
little over two and a half years and earned Rs.6500.
Salary was given in cash in an envelope, and there was
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no ESI or PF deduction. They were also given seasonal
train pass each month from Chrompet to Guindy and
back for Rs.195. The workers were also given an annual
bonus of Rs.1500 during Diwali time. The women were
employed through a contractor who met them in their
village near Chengelpet and offered them work.
Work timings were 9am to 5pm. This included 15
minutes to go to the locker rooms and change into the
hotel uniforms. They got one hour lunch and rest break.
Canteen was available with good food for all workers.
There was no difference in food for contract and
permanent staff. They all used the same facilities. They
got a weekly day off (either Sunday or Monday).
According to S, they had spoken to the contractor
several times to increase wages and to deduct ESI and
PF. But the contractor said that Hyatt was not giving
him enough to raise their wages. They were unaware of
the name of their contractor.
Fixed Term Contract Employment
The 5-Star hotels primarily engaged three distinct types
of employment: tenured employees; contract employees;
and fixed term contract (FTC), where workers were
typically employed on 11 month contracts. In addition,
hotels also employed trainees in various work
categories, primarily under the Hunar Rozgar Yojana.
There were different viewpoints on the issue of FTC employment. Some of the hotel professionals said that many hotel employees in the front office, hospitality and
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room service categories, who had direct customer contact, preferred FTC, as this allowed them to change jobs and move up the wage and responsibility hierarchy. However the HEFOI representative (the union federation in Chennai has membership in the Oberoi Trident and Taj Connemara hotels, but does not have any representation in the Hyatt hotels) claimed that the FTCs were given for 11 months with a break in service precisely so that the union cannot make a demand for confirming the workers. He however said that in the
Oberoi Trident most of the workers who come in through FTC got confirmed because the management wanted to retain good workers. At the Taj Connemara when the management attempted to include FTC as part of the company Standing Orders, the union obtained an interim stay from the Tamil Nadu High Court, and forced the management to the negotiating table. In the last round of negotiations, three years ago, six housekeeping attendants and waiters on FTC were made permanent. However, in response the company had drastically reduced FTC employment, and was instead resorting to employment through outside contracts. A hotel professional working earlier with the Hyatt Group in training, and now employed in a free lance capacity in the sector, categorically said the Hyatt hotels did not employ workers in any category on FTC. The management was clear that all Hyatt employees who had direct guest contact had to be permanent Hyatt
employees. These included all staff at the front office, restaurants, room service, and housekeeping staff employed in cleaning and servicing the rooms. Hyatt placed great emphasis on employee training, and felt that “the quality of contract staff would not match that of the permanent staff who underwent regular training.” The hotel professional also said that while contract
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employment was there in Hyatt among kitchen staff and housekeeping staff, the hotels still sought to employ at least half the workers as direct Hyatt employees. This was so that they were not over-dependent on contract workers for any category of employment. Work Intensity A critical issue for hotel employees was long hours of
work, and literally back-breaking work, in particular for
those employed in housekeeping. The following
discussion with seven permanent housekeeping staff of
the Oberoi Trident and Taj Connemara during an IUF
meeting at Chennai in July 2015 was instructive. The
Oberoi Trident employed 31 housekeeping staff, of
whom three were women; 15 workers were contract
employees working in the laundry and common areas.
The remaining 16 permanent workers were engaged in
the upkeep of rooms on 2-shift basis. The first floor of
the hotel has 17 rooms with one housekeeping staff per
shift. The second floor has 50 rooms, and three workers
per shift. The third floor has 55 rooms and three
workers per shift. Thus 7 permanent housekeeping staff
maintained a total of 122 rooms per shift. This worked
out to just under 18 rooms per worker.
The morning shift started at 6.30, and the worker had
30 minutes to change into uniform and have breakfast
provided by the hotel. The work-day started at 7 am. On
an average each room took about 45 minutes to clean
and prepare. Even with continuous working, a worker
would be able to complete only 13 rooms in 10 hours.
Two young workers, migrants from Kerala who had
joined the hotel about a year ago, after working in
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housekeeping for about 3 months were ready to quit.
They said that on some days they ended up servicing up
to 20 rooms. The mattresses in particular were
extremely heavy and changing the sheets was the most
difficult task. The heavy work left them with severe
back-aches.
At the Taj Connemara, with 150 rooms, the situation
was a bit better. Workers were expected to take care of
up to 18 rooms in a shift, and could take short breaks
after every 3-4 rooms. The housekeeping workers at the
IUF meeting said that around 12-13 rooms per shift was
reasonable. Any norm beyond this was not sustainable.
A suggestion from the workers was to allot an assistant
to each housekeeper so that the burden would be
reduced. This could however be a situation for
management to engage contract workers for
housekeeping. At the Oberoi Trident, with the union
taking the management to court on the issue of
including FTC in its Standing Orders, the management
was now seeking to get housekeepers for room servicing
also on contract.
The IUF has an ongoing Global Campaign for
Housekeeping, to bring the housekeeping workers and
their specific issues to the forefront in unions. The
campaign seeks to first focus on non wage issues, in
particular the issue of work intensity. Given the fact
that there are many contract/FTC workers in
housekeeping, IUF feels this would help to bring them
in to the union fold. One demand is to do a time study
of the tasks involved in housekeeping and to set a
reasonable standard for number of rooms to be
23
completed each day. The federation demand is for a
joint, representative worker - management committee to
be set up for this purpose. This clause has been
included in the charter of demands of the Trident
Oberoi union in its present collective bargaining cycle.
The situation of work intensity was also important
within the Hyatt hotels. Discussions with an ex-
employee at the Park Hyatt at Chennai in the
Engineering department revealed that normal shift
timings were 10pm to 7am, 7am to 4pm, 12 noon to
9pm, or 9 hours per shift. Tea was served for half an
hour at a particular time during each shift, and there
was also a 1 hour break for meals. However, the actual
work-day regularly extended beyond the mandated 9-
hours. Employees in the Engineering department were
better off, working a maximum of ten hours in a day. In
other departments, workers had to work two hours
extra, or up to 11 hours in a day, without any overtime
payment. Two contract workers in the Housekeeping
department reported their work timings were 10pm to
8am (night shift), 12 noon to 10pm and 8am to 6pm.
Their standard shift was therefore for 10 hours each
day. We might reasonably assume that the actual work-
day spread beyond this.
Leave rules at the Park Hyatt as reported by the ex-
employee in the Engineering department were
reasonably generous, and beyond the specified
minimum as per the TN Catering Establishment Act for
permanent workers. In addition to 12 days of sick leave
and 12 days of casual leave per year, they were also
allowed 21 days of “earned leave”, all fully paid leave.
24
Wages in Housekeeping
Housekeeping workers are the lowest paid employees in
the 5-Star hotels. Discussion with housekeeping
workers in Oberoi Trident and Taj Connemara revealed
entry level wages of Rs.12000 per month for workers
employed on FTC. At the Park Hyatt, the starting wage
according to the HR Manager, for housekeeping
associates was below Rs.10000 per month. A
housekeeper at the Oberoi Trident or Taj Connemara
with 25 years experience would get around Rs.28000
per month. In contrast, the ex-employee in the
Engineering department at Park Hyatt with 4 years
experience was already earning a basic wage of
Rs.17000 per month. The F&B Team Leader at Hyatt
Residency, with less than 10 years experience, in his
late twenties/early thirties had a salary of Rs.25000 per
month. He said that employees in F&B with 2-3 years
experience would earn a salary of around Rs.15000 per
month. In addition they would also earn “a lot from
tips”.
There was discussion on the issue of „service tax‟. The
HEFOI representative said that in Chennai among 5-
Star hotels, 10% service charge for the banquet alone
existed till 2005. This was shared among all the
employees. The practice was abruptly stopped. HEFOI
had put forward demand for 10% service charge and the
conciliation proceedings were underway with the Labour
Department with most hotels agreeable on a service
charge to be termed as an incentive. Only Taj, Trident-
Oberoi and Hyatt had refused to agree. The
25
representative also claimed that Hyatt had a practice of
service charge at all its hotels outside Chennai. The
F&B Team Leader said that there were discussions
within the management to introduce „service tax‟ at
Hyatt Regency in the next couple of months, and it
would be shared among all employees. This would mean
that the permanent housekeeping staff would also be
able to get some incentive beyond wages. However, it is
doubtful if contract workers would also be included in
sharing benefit from the „service tax‟.
There appeared to substantial variation in reported wages for contract housekeeping workers. As discussed earlier, the representative of the contractor Lamclean said that contract housekeeping workers supplied by them to 5-Star hotels were paid a starting wage of Rs.7500 per month, with “a wage revision every six months as per the government rules”. Discussions with two young male Oriya workers at the Hyatt Regency seemed to give a different picture. They were brought by a contractor to Chennai along with around 100 other workers. They said around 60 contract workers were currently employed in Hyatt to do various housekeeping jobs. These mainly involved cleaning the bathrooms and wiping the tiles, glass elevator. They were also called to clean up any spill or dirt in the restaurants. Hyatt provided the workers with uniforms.
One worker worked in the men‟s restroom for the past 2 years. His starting wage was Rs.4500 and he now earned Rs.6000 per month. The other worker had been working for 3 years and earned Rs.8000. According to them, ESI and PF deductions were made. The worker with 2 years service said however that he did not have an ESI card. The workers had been provided
26
accommodation in Teynampet close to the hotel. We see that the wages these workers received were significantly lower than the starting wage of Rs.7500 claimed by the Lamclean contractor. There could be some deduction in wages for these migrant workers for the accommodation provided by the contractor.
In the case of contract housekeeping workers starting wages were lower than for permanent workers in similar occupation. The Lamclean contractor claimed that while contract housekeepers were paid Rs.7500 per month, permanent workers received Rs.9000 per month as starting wages. The significant difference was that the permanent workers had some relevant educational qualifications, and presumably would have the ability to carry on limited interactions with the hotel guests. The work done and hours of work in both cases would not be very different. The wage increases also appeared significantly lower for contract workers. A washroom attendant at the Grand Hyatt in Mumbai, on contract with a company called Signor providing contract housekeeping staff, had been with the hotel for 8 years. His present wage was Rs.10000 per month. He said that the current starting wage for a contract washroom attendant was Rs.8500 per month. That meant that effectively he received only an incremental Rs.1500 in real wages for his 8 years experience. This represents an annual real wage increment of just over 2 percent.
Work Standardisation
The HR professional who used to be with Hyatt explained in detail how the Hyatt hotel chain was extremely particular about standardisation. This reflected in the big emphasis given to training. All training specifications and material were prepared by the corporate training group and sent out to various
27
Hyatt hotels across the world. Training was highly standardised, to such an extent that that the training manual even specified what the trainer should say with each slide, including examples given. The standardization extended also to room and facility designs, so much so that the trainer professional described how the Engineering department head would half in jest tell her that if he had to deal with any room facility repair he could refer to her and she would surely be able to pull the relevant repair protocol out of her
training manuals!
The trainer also said that this “obsession with standardization” also determined Hyatt policy of tight recruitment and holding to staff. The hotel chain saw as its USP the ability to provide a uniform high quality of service to a global clientele who would find the Hyatt services to be identical in different locations across the globe. The employee at Hyatt, in every work category, represented a huge time and money investment into training. Hyatt management sought to recruit, and mould to its requirements, permanent employees in all categories of work requiring direct customer interface. Therefore, the group did not, as in the case of other hotel employers like Taj and Oberoi, employ on FTC.
Corporate Profile
Ownership and Employment in Hyatt
Hyatt Hotels Corporation, incorporated on August 4,
2004, is a global hospitality company. The company
“manage, franchise, own and develop Hyatt branded
hotels, resorts and residential and vacation ownership
28
properties around the world” with a total of around 600
properties worldwide.8
As of December 31, 2014, the Company‟s portfolio of
properties included 246 managed properties, all of
which were operated under management agreements
with third-party property owners; 239 franchised
properties, all of which were owned and operated by
third parties that had franchise agreements with it; 35
owned properties (including one consolidated hospitality
venture), one capital leased property and seven
operating leased properties, all of which were managed
by the Company; 18 managed properties and 9
franchised properties owned or leased by hospitality
ventures, and five all-inclusive resorts, all of which were
owned and operated by a hospitality venture that had
franchise agreements with the Company. As of
December 31, 2014, the Company had 16 vacation
ownership properties, all of which were licensed under
the Hyatt Residence Club brand and operated by third
parties, and 11 residential properties, all of which the
Company managed and one of which the Company
owned.9 Thus we see an eclectic mix of owned,
managed, leased in, franchised out arrangements that
the hotel chain employed. The largest numbers of
properties were those operated by Hyatt under
management agreements, or franchised out and
8 www.hyatt.com/hyatt/about/
9 Company profile for Hyatt Hotels Corp –
Reuters,in.reuters.com/finance/stocks/companyProfile?symbol=H.N
29
operated by third-party property owners.
The relationship of employees to the principal employer
in Hyatt hotels that are not owned by the company, but
are operated under various forms of management
agreement would be a matter of concern. The Hyatt
Regency in Chennai is a managed property of the Hyatt
group. The background of this hotel is of interest to try
to understand emerging forms of employment relations
in the sector.
Asian Hotels Limited (AHL) was incorporated under the Companies Act, 1956 in Delhi on 13th November 1980 as a Public Company and obtained the Certificate of Commencement of Business on 14th January, 1981. The promoters of AHL were the Gupta Group (represented by Mr. Sushil Kumar Gupta), Jatia Group (represented by Mr. Shiv Jatia), and the Saraf Group (represented by Mr. Umesh Saraf). The promoters set up a hotel in New Delhi. In 1990 AHL entered into a financial arrangement with M/s Hyatt of Hong Kong Ltd for a period of 10 years. By this arrangement, AHL was to pay Hyatt 3% of gross room revenues as franchise and marketing fees. Under the Franchise Agreement, Hyatt was to render services and assistance to the company in the fields of marketing and sales, international reservation and publicity, and technical assistance including use of trade name and logos. The hotel became a member of the Hyatt International chain, and was named Hyatt Regency Delhi. This marked the entry of Hyatt into the Indian hotel industry.
30
In 1993, a new Agreement was entered into by AHL with Hyatt International with effect from 1st January 1994, for a period of 15 years, and the terms of the Agreement were approved by the Government of India. The agreement would have ended by 2008. AHL went on to set up new Hyatt Regency hotels in Kolkata and Mumbai. In 2009 the promoters embarked upon restructuring AHL by way of a Scheme of Arrangement and Demerger.
The Delhi High Court, vide its Order dated January 13, 2010, approved the Scheme of Arrangement/ De-merger of AHL whereby the Mumbai and Kolkata undertakings of AHL were transferred to Asian Hotels (West) Limited) and Asian Hotels (East) Limited), respectively, with effect from October 31, 2009) under Sections 391 to 394 of the Companies Act, 1956.10 Under the demerged arrangement, AHL (North) got control of Hyatt Regency Delhi, AHL (East) got control of Hyatt Regency Calcutta, and AHL (West) got control of Hyatt Regency Mumbai. The Annual Report of AHL (East) for 2013-14 announced the takeover of the Hyatt Regency Chennai by the company, through its wholly owned subsidiary GJS Hotels, which in turn owned Robust Hotels Private Limited which was the owner of Hyatt Regency Chennai.
As is evident from the foregoing, the Hyatt Regency in
Chennai is owned by AHL (East) as a wholly owned
subsidiary. The property is managed and run by Hyatt
under a management contract. An examination of the
10 Background information obtained from Annual Report 2013-14 of Asia
Hotels West Limited and www.moneycontrol.com/company-
focus/asianhotelsnorth/history/AH.
31
Annual Report of AHL (East) for 2013-14 raises several
questions about the operations of the hotel. The
Consolidated Financial Statement under Notes to
Consolidated Financial Statement in Section 23
„Revenues from Operations‟ listed „Sale of Products‟
including „Beverages, Wines and Liquor‟ and „Food and
Smokes‟; and „Sale of Services‟, including „Rooms‟,
„Banquet income‟, and Communications‟. Clearly the
hotel revenues accrued to AHL (East). Further, Section
26 „Employee Benefit Expenses‟ gave the total employee
cost as Rs.36.92 crores, while Section 28 „other
Expenses‟ under „Contract Labour and Services‟ gave
the cost as Rs.8.51 crores. Clearly the bulk of employee
remunerations, both permanent and contract
employment, are being booked to the accounts of AHL
(East). This would seem to contradict the various
discussions with Hyatt personnel and ex employees that
maintained that all Hyatt employees with direct guest
interaction are tenured employees, who look to Hyatt as
their employers. As it was not possible to examine any
employment contract of a tenured employee, it could not
be ascertained as to who was the legal employer.
However, in the case of billing from the Coffee Shop at
Hyatt Regency at Chennai, the bottom of the bill had
the name of Robust Hotels Private Limited, a different
legal entity from the hotel. The advertisement for
housekeeping jobs at Park Hyatt in Chennai shown in
Annexure2 states only that the jobs are for the hotel. It
does not explicitly specify who the employer would be.
In the event, who would be legally responsible for the
rights of the employees at Hyatt? In case of closure of
32
business, who would be liable to clear all employee
dues? The Annual Report of AHL (East) showed that
Hyatt International was not represented either on the
Board of the company, or its list of shareholders.
Therefore legally the accountability of Hyatt towards
employees appears prima facie to be very limited. This is
not only question with AHL (East) and Hyatt. There are
many multinational chains that seek to exploit the
lucrative and fast growing hospitality business in India.
The „management agreement‟ route appears to be not
just limited to the Hyatt group. AHL (West) has sought
to tie-up with JW Marriot for a new hotel in Delhi
developed under its subsidiary Aria Hotels and
Consultancy Services Pvt Limited.11 We see that many
hotel properties are choosing to tie up with major
multinational and Indian hotel brands to run their
hotels. The accountability of these brands who lend
their names and expertise to attract both customers
and employees could be a matter of concern.
11 www.careratings.com/.../ASIANHOTELS(WEST)LIMITE..., May 19, 2015
33
Section 3: Discussions
Two aspects of employment relations in 5-Star hotels
are of critical importance in building workers‟
organisation and strengthening collective bargaining.
The first is the issue of work intensity and the second of
wage.
As is evident from the foregoing, there is some degree of
convergence evident between different categories of
employees on work intensity. The normal hours of work
in a day mandated by the Shops and Establishment Act
that covers the hotel industry is 9 hours. Further, the
day with rest period can be stretched to 12 hours
under the Act, and even further to 14 hours under
the TN Catering Establishment Act which covers the
hotel industry in Chennai. The workers all reported that
their normal work-day stretched to anywhere between
10-12 hours. HEFOI highlighted the long hours of work
as critical in demanding that the hotel industry be
covered under the Factories Act, which mandates an 8-
hour work-day. Many categories of employment like
boiler attendant and maintenance in hotels had job
description similar to that in industry. Further,
employment in housekeeping in particular involved
physical strain of a high degree, with very little scope for
rest, similar to work on the shop floor. IUF has rightly
sought to focus on work intensity as its first demand in
its Global Campaign for Housekeeping.
The issue of work intensity would also bring together
concerns of contract employees, who in the hotel
34
industry are largely in housekeeping, with concerns of
tenured workers. HEFOI representatives reported how
contract workers, trainees and new recruits were used
by management in hotels to push up the productivity
norm. The inability of unions to include contract
workers in their unions and charter of demand would
affect their ability to bargain for fairer work standards.
The high productivity standards of 18 rooms per
shift, around 50 percent higher than the 12-13
rooms per shift seen as reasonable by housekeeping,
can only be addressed if contract workers are also
included within the charter of demands.
On the issue of wage there was a clear hierarchy, with
housekeeping including permanent housekeeping staff
being at the bottom. Their opportunities for growth were
the most limited, They faced constant threat from
contract workers, prepared to work longer hours for less
wages. Their consequent low bargaining power is
manifest in the fact of low wage increase with
experience. The wage of Rs.28000 per month for a
housekeeping worker with 25 years work experience at
the Oberoi Trident represented just around 3.5 percent
annualised compound real wage improvement on a
starting wage of Rs.12000 per month. The wage
growth opportunity for contract housekeeping
workers appeared even lower, around 2 percent per
annum. The opportunity for growth and wage
improvement was substantially more in other categories
of employment with more direct customer interface.
They further also carried the ability for workers to earn
incentive in the form of tips, which would be quite
35
handsome in 5-Star hotels. Common demands around
wage would be more difficult to formulate in the sector.
In the context, the struggle for service tax could be a
uniting force to bring together all categories of
employees, and even supervisory and management
cadre within the hotels.
Standardisation of work in the Hyatt group globally
could provide significant opportunity for collective
bargaining. Two issues of standardisation seemed to
stand out. First, the group sought to standardise the
role of the employee in all categories of work across the
globe, especially for work with direct customer interface.
Second, the group also sought to standardise across its
hotels globally, the type of designs and facilities offered.
What this would imply is a high congruence between
employee duties, work norms, and delivery
requirements across Hyatt hotels, not only within the
country and the region, but across the global chain.
This could be the basis of a strong demand for
collective bargaining globally at the company level
– seeking some form of parity for equal work in
non-wage and wage conditions of employment. This
could be feasible if the Hyatt workers and their
unions within the USA first made a demand for a
standard employment code within the industry in
their country. There can then surely be a campaign for
taking such a code global. This can also be an
organisation strategy to unionise in the hotel chain,
which presently has no unionisation within its hotels in
India. Any such code can then also be used to define
36
conditions of employment in the sector, for 5-Star hotels
of comparable features.
The management style of Hyatt, particularly in hotels
where its role is limited by the Management Agreement
would be worth understanding better. There appears to
be a duality between the complete control that Hyatt
management exercises on all aspects of employment
and other operations on the one hand, and the absence
of Hyatt from any Board level representation. The
duality extends to the fact that all revenues and costs
as shown in the Annual Report accrue not in the name
of Hyatt, but the owner of the property. There are two
aspects to this duality. First, Hyatt‟s own financial
commitment in the hotels is minimal, and that could
possibly make it easy for the company to cut losses and
exit any one management agreement. However, India is
an emerging market, and Hyatt would not want to be
seen as not being able to run a tight ship. As the group
also seeks to run a global operation with tight control
over processes, any failure in one hotel could also reflect
badly on its global image, with wider negative impact.
Therefore Hyatt’s vulnerability to negative publicity
might be very significant. Second, given the fact that
Hyatt‟s profits do not seem to be directly impacted by
the bottom-line in the Profit and Loss Statement in its
managed enterprises, the group might, in the possibility
of collective bargaining efforts, be more flexible to
financial demands.
The vulnerability of the hotels should also be seen in
the context of Hyatt seeming to seek to avoid any
37
corporate accountability within India for its operations.
This could mean that Hyatt is able to exit with very little
costs other than loss of future management revenues,
any arrangement where the Indian partner can bring
negative publicity to it. It would be useful to learn from
experiences of Hyatt abroad, for instance, if non-
investment in ownership makes Hyatt more willing to
cut losses and exit franchise/management
arrangements.
The model of operations that Hyatt represents, with
high level of standardisation across individual Hyatt
hotels, also brings out the possibility of benchmarking
on labour standards. The benchmarking can be at
two levels – one with Indian premium hotel
industry, and the other with global industry
standards that Hyatt would seek to represent. The
labour benchmarking can be for various aspects of
employment relations, which could include among
others:
i. Compliance with contract labour regulations;
ii. Grievance handling mechanisms including for
harassment at workplace from supervisory and
peer staff;
iii. Grievance handling for harassment by guests.
The fact that the premium hotel industry caters to a
large foreign clientele would also make these
hotels vulnerable to corporate campaigns. In
particular, these campaigns would impact multinational
hotel chains which would be expected to attract large
foreign clientele. From the Annual Reports of the
38
companies, forex income as percentage of total revenues
was 36% for AHL East; 53% for AHL West; and 68% for
AHL North. We have seen from the example of global
supply chain for garments that customers in the global
North are affected by campaigns that highlight in
particular labour law violations. It might be possible to
learn from these campaigns to target multinational
hotel chains on various labour law violations, including
workplace harassment and denial of freedom of
association.
We see therefore that corporate research and
understanding of hotel chains from perspectives of
ownership, and of employment practices, can be
valuable to support organising and collective bargaining
attempts in the sector.
39
Annexure1: Comparison between TN Catering
Establishment Act and Shops & Establishment Act
TN Catering
Establishments
Act
Shops and
Establishments
Act
Young
person
16 – 18 years Who is not a child
and not completed
17 years
Registration Detailed procedure
for obtaining
registration
certificate for
operation
No such procedure
Closure Notice within 10
days of closing
No mention
Hours of
work
Young person –
not more than 5
hours a day
All others – 9
hours a day and
48 hours in a
week
Not more than 7
hours a day and
48 hours a week
8 hours a day and
48 hours a week
Women and
Young
persons
Cannot work
between 9pm and
5am
Young person
cannot work
between 7pm and
6am. Nothing on
women.
40
TN Catering
Establishments
Act
Shops and
Establishments
Act
Overtime Young person –
not allowed to
work overtime
All others –
Cannot exceed 10
hours in a day and
54 hours in any
quarter
Cannot exceed 10
hours a day and
54 hours a week
Work on
holiday
Double wages or
compensatory off
in the next three
days.
Notice has to be
given to employee
if they are
required to work
on a holiday
Rest interval Not more than 5
hours without
interval of rest for
half hour
Not more than 4
hours without an
interval of at least
half hour
Spread over Not more than 14
hours in a day
including rest
period.
Cannot be more
than 12 hours in a
day including rest
period
41
TN Catering
Establishments
Act
Shops and
Establishments
Act
Annual leave Annual leave – 1
day for every 20
days worked (if
worked for 240
days during
previous calendar
year)
Annual leave – 12
days ( if worked
continuously for
12 months)
Wages for
holiday
Average wage of
the preceding
month
Average wages of
last three months
Health and
safety
Medical
examination,
washing facilities,
first aid – focuses
more on workers
Detailed rules
regarding
cleanliness,
ventilation,
lighting,
precaution against
fire – focuses
mostly on
maintenance of
premises, toilets,
etc
Dismissal
Notice to be given for employee who has worked for 120 days in the last 6 months.
Notice to be given for employee who has worked for 6 months.
42
TN Catering
Establishments
Act
Shops and
Establishments
Act
Appeal
against
dismissal
Same procedure
but to the ACL
Same procedure
but to the DCL
Trade Unions
Can give
objections in the
case of national
festivals and
holiday
No mention of
employees having
a say in anything
43
Annexure 2: Advertisement for Housekeeping jobs at
Park Hyatt, Chennai
Housekeeping Attendant in CHENNAI India
(http://jobsearch.hyatt.com/chennai-ind/housekeeping-attendant/ BD41863BD1AB47FFBB9C88B55F395503/job/)
Description: To conduct cleaning duties in the assigned Place of Work, and provide a courteous, professional, efficient and flexible service to our customers. Qualifications: Ideally with a relevant diploma or professional certification in Hospitality or Tourism management. Minimum 2 years work experience in hotel operations. Good customer service, communications and interpersonal skills are a must. Primary Location: IN-TN-Chennai Organization: Park Hyatt Chennai Job Level: Full-time Job: Housekeeping/Laundry Req ID: CHE000712
44
Team Leader – Housekeeping
(http://jobsearch.hyatt.com/chennai-ind/team-
leader-
housekeeping/DB26CDD857754D0DB98B88076704
93FB/job/)
Description: Assists to manage all functions related to the cleanliness of the hotel‟s guest rooms and floors.
Qualifications: Ideally with a relevant degree or diploma in Hospitality or Tourism management. Minimum 2 years work experience hotel operations. Good problem solving, administrative and interpersonal skills are a must.
Primary Location: IN-TN-Chennai Organization: Park Hyatt Chennai Job Level: Full-time Job: Housekeeping/Laundry Req ID: CHE000781