Internship Report Quetta Serena Hotel

2013
Quetta Serena Hotel

Mohammad Abdullah Shah Bukhari
[INTERSHIP REPORT]
Institute of Management Sciences University of Baluchistan Sariab Road Quetta
INTERNSHIP REPORT
Quetta Serena Hotel
Submitted By:
Mohammad Abdullah
MBA (Finance)
Submitted To:
Manager HR Quetta Serena Hotel
Enrollment:
E37
Mailing Address:
Abdullah.bukhari.ptv@gmail.com
Contact No:
0345-8167252
Institute of Management Sciences, University of

Baluchistan Quetta
TO WHOM IT MAY CONCERN

This is certified that Mr. Muhammad Abdullah S/O Mohammad Ali
Enrollment. E37 and Registration No.2004/ub-09/a (p) 19954 MBA (Finance) from
Institute of Management Sciences University of Baluchistan has completed his
internship training in Serena Hotel Quetta branch Zarghoon Road Quetta with
effect from 08th May, 2013 to 18th June, 2013. During his training we found him
dedicated, hardworking, proficient in his field and obedient to his official staff.
Manager HR
Major Hussain Saif
Branch Office:
Shahrah-e-Zarghoon, Quetta, Pakistan
Tel: (92) 812820073
Fax: (92) 812820070
(http://www.serenahotels.com/serenaquetta/)
ACKNOWLEDGEMENT
Thanks to Almighty Allah, The Creator, most Gracious and Merciful whom we never
heard Nay whenever I knocked at His door. He bestowed upon us with potential
and ability to sacred wealth of knowledge, which is permanent source of benefit for
his humanity and creature. We offer our humblest thanks from the deepest of our
heart to the Holy Prophet Hazrat Mohammad (Peace Be upon Him) who is forever,
torch of guidance for mankind. I bow my head before almighty Allah with gratitude.
I am obliging to the entire staff of Serena who remains helpful during entire my
internship. They were good, helpful, supporting, and courteous I have learned a lot
practical aspects of management sciences during internship. I am especially thankful
to management of Serena hotel who provide me an opportunity to do internship there.
Dedicated To My Beloved
To my beloved parents who threw bright
patches of light in the dark path of
ignorance that I walked in
TABLE OF CONTENTS
SR. #
CONTENTS
PAGE #
Title Page
II
Copy of Internship Letter
III
Acknowledgement
IV
Dedication
List of Contents
01
Objective of Studying the Organization
01
02
Executive Summary
01
03
Overview of Serena Hotels
02
04
Organizational Structure
06
05
Functions of the Finance Department
15
06
My internship program
20
07
SWOT Analysis
23
08
Recommendations
24
09
References
24
10
Appendices
01. Objectives of the Internship:

Passion and innovations drag us from yesterday and drive to tomorrow the era of
change. In fact we are rapidly shifting into the new era of human history on this planet
having gone from gatherers and hunters to agriculture producers to industrial
manufacturers to the current gatherers and users of information. Theories remain
Black & White if supported by the colors of practicality. To quench the thirst of
practical exposure, I joined the Quetta Serena Hotel and congregated all necessary
information by which the dream of the esteemed internship report could come true.
Efforts have been made to compile this report in such away that activates its salient
features not only for students but also for the layman. At last I must say that this text
is designed to stimulate the curiosity about management practices of Quetta Serena
Hotel and to raise readers consciousness about the hospitality industry in Pakistan.
02. Executive Summary:

Four star hotels play a very important role when ever there is a foreign people comes
for festivals, visiting, business tours, etc. It also for the locals to visit and enjoy. Over
a period of years, it has now been proved that good environmental hotels can
contribute effectively towards the advancement and prosperity of a country as a whole
and by improving the hospitality when they come and feel that they are the king.
These, from the busy life whenever people feel free themselves they want to take over
their stress by going the place where there will be an element of refreshment. Serena
hotels has a solid foundation in Pakistan, with a network of 8 branches, Serena Head
Office Pakistan Islamabad, Faisalabad Serena, Gilgit Serena, Hunza Baltit Inn,Quetta
Serena Hotel, Sawat Serena Hotel, Shinger Fort Pakistan And Kapalu Place Pakistan,
.During my internship report, various methods of information collection were
adopted, which include interviewing Executives of Serena Hotel, journals, Internet
and, more importantly, my own observation. My internship report consists of
introduction of study, which includes background of study, purpose of study, scope of
study; evaluation of hotels industry history, services provided by Serena Hotels and
functions of different department. SWOT analysis and different strategies also done in
this report. Serena Hotels is a well reputed hotel in Pakistan. Its equity position is very
strong because of its good hospitality. It has a competitive edge due to its more
modern and convenience facilities such as, ATM, courier services, exchange
currency, Doctors, shopping Centre, Rent a Car, Business etc
Prepared By Mohammad Abdullah Shah Bukhari

Institute Of Management Sciences University Of Balochistan Quetta
Page 1 of 35
03. Overview of the Serena Hotels:

Serena Hotels
Type
Traded as
Industry
Founded
Headquarters
Products
Owner(s)
Website
Public
KN: TPSE
Hospitality, Tourism
1970s in Kenya
Nairobi, Kenya
Hotels, Lodges, and Resorts
Tourism Promotion Services
www.serenahotels.com
Tourism Promotion Services (Pakistan) Limited was incorporated in Pakistan on 19th

March 1969 and is a public limited company (unlisted) registered under the
Companies Ordinance, 1984. Serena Group of Hotels is a part of this company.
The Aga Khan Fund for Economic Development S.A., Switzerland (AKFED) holds
majority of the shareholding i.e. 92%, followed by 6% holding by the Industrial
Promotion Services (Pakistan) Limited, another project of AKFED and the remaining
2% by Government of Pakistan through Pakistan Tourism Development Corporation
and Ministry of Tourism, Government of Pakistan.
The Company owns and manages hotels in Islamabad, Faisalabad, Quetta, Swat,
Gilgit and Hunza. The expansion plan of the company includes development of hotels
in northern and the southern regions of Pakistan. The company is committed to work
hand in hand with the Government of Pakistan in developing tourism in Pakistan.
The Corporate Office and the Hotels are being managed by a team of professionals.
They are committed to provide full support to their associates for delivering the best
possible, efficient and personalized services to their guests.
In addition to Pakistan, over 20 Serena Hotels and Inns are being run professionally in
Kenya, Tanzania, Zanzibar, Mozambique, Uganda, Afghanistan and Tajikistan.
The four-star Nairobi Serena Hotel is the flagship hotel of the group. It features 183
rooms and 7 suites, including 1 state suite. The Maisha Health Club is arguably the
best in Afghanistan. Along with several other Serena properties it is a member of the
Leading Hotels of the World.
The five-star Serena Hotel in Islamabad, Pakistan was designed by renowned
Pakistani architect Nayyar Ali Dada and opened in 2002. It features 220 rooms with
state-of-the-art facilities, a ballroom for 200 people, three unique restaurants, a
shopping mall, and a health club with a swimming pool. The hotel's rooftop banquet
and main lawns can accommodate up to 1,000 guests. It is also a member of the
Leading Hotels of the World.
The Quetta Serena Hotel has 144 rooms all decorated to reflect the vibrant colors of
the Baluchi people and culture of Baluchistan. Besides all the living amenities
Page 2 of 35
through guest rooms, the Hotel also provides conference rooms, health club, business
center and the restaurants, which offer Continental, Chinese Pakistani and Bar-BeQue cuisine.
In early 2007, Serena took over management of two properties in Rwanda from
Southern Sun. These hotels have been renamed the Kigali Serena Hotel and the Lake
Kivu Serena Hotel.
Serena Hotels took over management of 3 hotels in 2009 namely, Lake Victoria
Serena Resort located in Uganda equidistant between Entebbe international airport
and Kampala Town. Serena also took over management of Selous Wildlife Lodge and
Mivumo River Lodge Located in the Selous Game Reserve in Southern Tanzania.
Serena Hotels have announced the building of Lake Elementaita Luxury Tented Camp
which should be completed in December 2010.
On July 13, 2011, TPS Serena announced a Sh4 billion plan to upgrade the Nairobi
Serena hotel as competition intensifies in Kenyas hospitality industry the revamp will
see the hotel chain establish a separate wing adjacent to the Nairobi hotel that will
have a 300-seat conference Centre, a car park, and 40 new rooms and refurbished
public areas.
3.1 Nature of Business
The Board of TPS Eastern Africa Limited (TPSEAL/ the Company ) is responsible
for the overall management, strategic direction and governance of TPSEAL and its
subsidiaries (TPS Group) and is accountable to the shareholders for ensuring that
the Company complies with the provisions of the law. To this end, the TPS Group has
remained committed to ensuring continuous adherence to the highest standards of
corporate governance and business ethics in the interest of the shareholders and other
stakeholders at large. The Company has complied with Nairobi Securities Exchange
(NSE) Continuing Listing requirements and the Guidelines on Corporate Governance
Practices by Public Listed Companies in Kenya issued by the Capital Markets
Authority (CMA). In this respect, the directors have committed to ensuring that
integrity of internal systems continues to be a key pillar in the enhancement of the
Groups financial performance and sustainability.
3.2 Volume,
TPS Eastern Africa Ltd. (TPSEA), the Kenyan holding company for a hotels chain
has a turnover reported in year 2011 is 5,465,975,000 shs and basic and diluted
market price per share is 4.51 shs. With total capital resources of 11,516,544,000 shs.
3.3 Main Offices

Serena Properties in Africa Kenya
Page 3 of 35
Nairobi Serena
Serena Beach Hotel
Mara Serena Safari Lodge
Amboseli Serena Safari Lodge
Samburu Serena Safari Lodge
Sweet Waters Tented Camp
Kilaguni Serena Safari Lodge
Serena Mountain Lodge
Ol Pejeta House
Lake Elementaita Serena Camp
Tanzania
Zanzibar Serena Hotel
Arusha Serena Hotel
Ngorongoro Serena Safari Lodge
Serengeti Serena Safari Lodge
Lake Manyara Serena Safari Lodge
Kirawira Serena Camp
Mbuzi Mawe Serena Camp
Selous Serena Camp
Serena Mivumo River Lodge
Dar es Salaam Serena Hotel
Uganda
Kampala Serena Hotel
Lake Victoria Serena Resort & Spa
Rwanda
Kigali Serena Hotel
Lake Kivu Serena Hotel
Mozambique
Polana Serena Hotel
Serena Properties in Asia
Afghanistan
Kabul Serena Hotel
Pakistan
Faisalabad Serene Hotel
Gilgit Serena Hotel
Hunza Baltit Inn
Islamabad Serena Hotel
Quetta Serena Hotel
Swat Serena Hotel
Shigar Fort
Khaplu Palace
Tajikistan
Khorog Hotel
Dushanbe Serena Hotel
3.4 Total staff strength:

Page 4 of 35
Total staff strength of Quetta Serena Hotel is 250 employees including managers and
executives.
3.5 Products & Services:
There are diverse varieties of facilities provided by QSH which includes: 144 guest Rooms and Suites
Complimentary Airport Shuttle Service
Rent-a-car
Concierge
Multilingual staff
Laundry Shop
The Executive Floor and Jasmine Floor offer additional facilities for our
guests such as private Lounge area, Business Center, Meeting Room and
Butler Service.
Lyallpur Coffee Shop
Fine-dining Restaurant serving Pakistani, Continental cuisine and Hi Tea With
live music
Xuelian Restaurant with Chinese, Japanese and Thai specialty Cuisines
Jharoka, Caf and Ice Cream Parlor
The Seasonal Barbeque at the Basant Court featuring traditional provincial
Food with live music
Lobby Lounge serves tea, coffee and light snacks.
Health Club
Swimming pool and sun-deck
Pool Bar
Tennis Court
Squash Court
Gymnasium
Shopping Arcade
Baby-sitting, additional beds/cots, childrens meals
Conference/Events Centre
24-hour Business Centre
WI-FI Internet access
Flat screen TV with a variety of Channels
24-hour Forex
Room Service,
Valet parking,
In House Laundry and Dry Cleaning same day service
24-hour doctor on call
Power (240V/ 3 pin square- plugs/shaver sockets)

Page 5 of 35
4. Organizational Structure:
BOARD OF DIRECTORS
Francis Okomo-Okello
Mahmud Jan Mohamed
Abdulmalek Virani
Ameer Kassim-Lakha
Dr. Ramadhani Dau
Jack Jacob Kisa
Ghislain de Valon*
Jean-Louis Vinciguerra*
Mseli Abdallah*** *
Kabir Hyderally***
Mahmood Pyarali Manji
Kungu Gatabaki
Guedi Ainache*
Ashish Sharma*
(Chairman)
(Managing Director)
(Finance Director)
(Resigned on 14 November 2011)

(Alternate Dr. Ramadhani Dau)
(Resigned on 14 June 2011)

(Appointed on 12 January 2012)
(Alternat Jean-Louis Vinciguerra)
BOARD AUDIT & FINANCE COMMITTEE

Ameer Kassim-Lakha
Jean-Louis Vinciguerra
(Chairman)
BOARD NOMINATION AND REMUNERATION COMMITTEE

Jack Jacob Kisa
Dr. Ramadhani Dau
Kabir Hyderally
(Chairman)
*French ***Pakistani *** *Tanzanian

COMPANY SECRETARY
Dominic K. Nganga
DIRECTORS AND ADMINISTRATION
RINCIPAL OFFICERS
Catherine Waruhiu (Mrs)
Charles Ogada
Killian Lugwe
Mark Gathuri
Rosemary Mugambi (M/s)
Salim Janmohamed
Surinder Sandhu
Director of Human Resources E.A.

Financial Controller E.A.
Director of Operations, City Hotels E.A.
Director of Operations, Kenya Lodges &
Resorts
Director of Sales and Marketing E.A.
General Manager - TPS (T) and TPS (Z)
Chief Engineer E.A.

Page 6 of 35
TOURISM PROMOTION SERVICES (KENYA) LIMITED [TPS (K)]

Daniel Kangu
Tuva Mwahunga
Herman Mwasaghua
Paul Chaulo
Henrietta Mwangola (Mrs)
Kathurima Mburugu
James Odenyo
Alphaxard Chege
G eneral Manager - Nairobi Serena Hotel

G eneral Manager - Serena Beach Hotel and Spa,
Mombasa
Manager - Amboseli Serena Safari Lodge
Manager - Mara Serena Safari Lodge
Manager - Kilaguni Serena Safari Lodge
Manager - Serena Mountain Lodge
Manager - Sweetwaters Tented Camp and Ol Pejeta
House
Manager - Lake Elmenteita Serena Camp
TOURISM PROMOTION SERVICES (TANZANIA) LIMITED [TPS (T)]

Jonathan Cheres
Mustafa Mbinga
Felix Ogembo
Dismas Simba
Gerald Macharia
Vincent Matei
Charles Mbuya
Manager - Kirawira Luxury Tented Camp

Manager - Lake Manyara Serena Safari Lodge
Manager - Serengeti Serena Safari Lodge
Manager - Ngorongoro Serena Safari Lodge
Manager - Serena Mountain Village Hotel, Arusha
Manager - Mbuzi Mawe Tented Camp
Manager - Mivumo River Lodge and Selous Luxury
Camp
TOURISM PROMOTION SERVICES (ZANZIBAR) LIMITED [TPS (Z)]

Daniel Sambai
G eneral Manager - Zanzibar Serena Inn
OTHER MANAGED PROPERTIES

Anthony Chege
Wilfred Shirima
Charles Muia
Kennedy Were
Karim Merali
Rahim Azad
G eneral Manager - Kampala Serena Hotel, Uganda

G eneral Manager - Lake Victoria Serena Resort,
Uganda
G eneral Manager - Kigali Serena Hotel, Rwanda
Manager - Lake Kivu Serena Hotel, Rwanda
G eneral Manager - Polana Serena Hotel, Mozambique
G eneral Manager - Dar es Salaam Serena Hotel

Page 7 of 35
4.1 VARIOUS DEPARTMENTS IN QSH

At QSH there are seven major departments and each department has its own style of
working and at the same time it is connected with the rest of the network. These
departments are as follows:
Accounts Department
Sales & Marketing Department
House Keeping Department
Human Resource (HR) Department
F & B Department
Production Department
Engineering Department
IT department
Front Office Department
Security Department
ACCOUNTS DEPARTMENT
This department is considered as the backbone of the hotel operations. It looks into
all the matters related with the finance and cost control. The department is headed by
Financial Controller. He has the full authority and control over the department and his
decisions in this regard are final with the approval of General Manager. This
department is responsible
To support other operational departments
To maximize hotel profitability
To be accurate in bookkeeping system. It should ensure effective
Management Information System and implementation of controls &
procedures
SALES AND MARKETING DEPARTMENT
This department plays a vital role in attracting customers and runs promotional
campaigns.
HOUSE KEEPING DEPARTMENT
This department is responsible for establishing and maintaining high standards of
cleanliness, for both our external customers (Guests) and internal customers
(employees).The scope of the house keeping responsibilities and duties involve the
following activities as:
Housekeeping control desk

Minibar
Linen
Front of the house
Laundry
Flower Room
Back of the house
Uniform

Page 8 of 35
Pest control
Lost & Found
HUMAN RESOURCE DEPARTMENT

Human Resource Department is one of the most important parts of the Quetta Serena
Hotel back of the house management team. It serves to handle all the matters
regarding attracting, retaining and compensating the employees. It overlooks all the
matters that help to develop smooth employment relations all over the Hotel to
achieve maximum output from the employees. It functions like a bridge in between
the workers and management. There is Human Resource Manager who manages the
whole department and its functioning along with the assistant HR-Manager and HROfficer.
The sub departments or sections HR-Dept looks into are as follows:
Time Office
Staff Cafeteria Satoon
F & B DEPARTMENT
The word F&B stands for Food and Beverages. This department is headed by F&B
director. The main duties assigned are:
Provision of quality food to the guests
Serving and related matters
Maintenance of food items
PRODUCTION DEPARTMENT
The Food & Beverages department when comprised of the production division
involves the kitchen having the specialized production area and wide range of cooking
equipment that helps for cooking of different types of meals. The key objectives of F
& B ( Kitchen) is to enhance the dining experience of the guests and to create the
cuisine which is beyond customer expectations by providing modern creative yet
authentic food and maintaining high hygiene standards . It starts from the purchase of
food items and ends with the production. Following are the sub departments comes
under the Kitchen
Butchery
Garde Manager
Patisserie
Bnquets
Coffee Shop and Room Service
Pakistani, Thai, Chinese
Staff Canteen

Page 9 of 35
Kitchen Stewarding
ENGINEERING DEPARTMENT
The Engineering department is responsible for the maintenance of various mechanical
sections of the organization and operational readiness of all engineering services. It
also strives to achieve declining routine complaints and minimum down time on
machineries and equipment.
I.T. DEPARTMENT
The Information Technology Department is responsible to design such technologies
for the Hotel that will work efficiently along with the cost control. They are using
opera software and moreover all computers are interconnected.
Multimedia and sound system controls in the Events
FRONT OFFICE DEPARTMENT
Following of the services are offered in the front office of QSH:
Reception
Reservation
Restaurants
Concierge
Guest relation
Business Centre
Rent a car
SECURITY DEPARTMENT
There have always been security needs whenever services are rendered, but
traditionally this has been restricted to pilferage. In modern era service organization
have seen increasing sophistication of the security system offset new and unexpected
challenges.
Some of the functions performed by this department are:
Physical safety of guests
Safety of guest's belongings
Safety of hotel premises from criminal acts
Control of Pilferage
Control of illegal occupancy of rooms by guests
Control of unauthorized use of rooms
Parking control
The Quetta Serena Hotel organization has put into effect procedures where the
security department is authorized to inspect/search any individual even the Assistant
general manager. The General Manager directly controls the security dept.
Page 10 of 35
MARKETING & COMMUNICATION SETUPS

Hotel business mostly depends on public relations. Management try to have positive
image in public, so because of this QSH maintains a separate good office of public
relations department. This department performs following important functions:
Organizing advertising companies
Conveying protocol on arrival of VIP's
Publishing pamphlets, bulletin
Organizing festivals
Functions
STRUCTURAL DIMENSIONS OF QSH

Following are the major dimensions which are adopted in QSH as:
Formalization
Specialization
Line of Authority
Centralization
Professionalism
Formalization There is a formalized system of the departmentalization at QSH. The

company is divided into formalized departments. These are
Front Office
Room division
House Keeping
Engineering
Purchase
Stewarding
Food & Beverages (Kitchen)
Food & Beverages (Service)
Food & Beverages (Banqueting)
Prestige Club
Public Relations
Sales & Marketing
Human Resource Department

Page 11 of 35
Accounts
Information Technology
Specialization
All departments have been assigned a specialized division of labor. They are
responsible for performing their respective tasks and duties when working together.
They share their duties but they are responsible on their own.
Line of Authority
The hierarchal structure practicing in QSH is Top-Bottom approach. Final authority
lays in General Manager or Director Operations that is delegated to the lower level of
management.
Centralization
Being the multinational company it is working under standard operational procedures.
Such procedures pre determine the set of activities the individual departments can
perform. The General Manager controls the department in the way that no department
could involve into such activities that is out of their SOPs. The basic concept of
centralization in QSH is to control the activities of the departments in a favorable
manner.
General Manager/Director Operations

Head of the Department
Asst. Head of the department
Section Head
Supervisor

Page 12 of 35
Organogram of Quetta Serena Hotel
Director
Operations
Gernal
Manager
Financial
Controller
Director Sales
Assistan
Financial
Controller
Manager
Sales
Assistant
Manager
Sales
Manager
Accounts
Income
Auditor
Night
Audotor
Revenue
Manager
Gernal
Cashier
Front Cashier
Credit
Manager
Presteige
Club
Supervisor
Fron Office
Manager
Executive
House
Keeper
Flour
Supervisor
Laundry
Manager
Front
Cashirer
Executive
Engineer
Relationship
Manger
Reservation
Officer
Assistant
Executive
Engineer
Receptionist
Consol
Operator
Assistants
Human
Resource
Manager
F&B Manager
Executive
Chef
Assistant
Executive
Chef
Banquet
Manager
Chef Steward
Assistant
HRM
Time Keeper
Management
Training
Officer
IT Manager
Manager
Sevurity
Assistan
Manager IT
Assistan
Manager
Security
Assistants
Security
Supervisors
Cost
Controller
Assistants
Outlet
Cashiers

Page 1 of 35
MEASURING THE HOTEL BUSINESS PLAN

Motivating managers and measuring their performance are key challenges of any
organization. Financial results are typically the barometer for managements
effectiveness; however, the drivers of financial results are managements performance
in the areas of marketing effectiveness, sales, revenue management, sound labor
relations, quality assurance systems and financial systems, hygiene and control,
amongst other things.
The Hotel Management Balanced Scorecard measure the Hotels management
performance in implementing the four areas of the Business Plan (Marketing, Quality,
Staff and Finance).
It also recognizes that, at any stage, the four focus areas may not be of equal critical
importance to the Hotel, in periods of high, sustainable occupancies, marketing may
be of lesser importance than maintaining GUEST service and quality. Each plan has
an adjustable weighting factor.
The measurement of achieved results against goals set in all four weighted areas
constitutes the measurement methodology of the Hotel Management Balanced
Scorecard, giving an overall performance score for the Hotel, as a whole, plus scoring
each contributing focus area (Marketing, Quality, Staff and Finance).
HOTEL REGISTRATION / CHECK IN CARDS
Hotel Registration Cards are handed over directly to the guests upon arrival, which
has to be filled in complete and presented at the reception desk or at the desk set up
for this special purpose to obtain room keys. Hotel expects to receive detailed group
naming list one month prior to the arrival date
SAFETY REGULATIONS
Following are some safety instructions inside the arena of hotel as:
Any accident or loss occurred to the exhibitor's personal staff or exhibits will
be the exhibitor's own responsibility.
Exhibitors will comply with hotel safety regulations specifically in regard to
fire proof decoration or protection against electrical malfunction.
Any activity threatening fire safety standard or damage to the hotel property
will be discouraged.
RESTRICTIONS INSIDE THE HOTEL
There are following some restrictions inside the building of hotel for security purpose:
Display of signs or banner is not allowed within all public areas of the hotel.
Consumable, i.e. Food and Beverage items, may not be brought into the hotel.
Food and Beverage items cannot be served to the exhibit booths.
The exhibitor can only use the area placed at its disposal and cannot be
extended to the other public areas of the hotel.
The exhibitor undertakes to return the space in its initial condition, any
requirement regarding setup or display against the walls must require prior
permission from Conventions department.
The use of nails, tack, stickers etc. is prohibited.
EMPLOYEES ON THE JOB TRAINING
Page 1 of 35
In Quetta Serena Hotel (QSH) immense stress is given on the training of the
employees. The process of training an employee does not end with probationary
period but it continues during the whole service of the employee.
The hotel has a training g room which is administrated by the system training
manager. The training room is equipped with modern teaching technique such as
audio, video, TV, projector. It has sitting capacity of around 20 seats.
Training classes for each department are arranged regularly and headed by chief
executive or a senior member of the department. The schedule of the classes is
displayed on the notice board. English classes are also arranging to enhance the
spoken capability of the employees. The training classes are also essential for senior
executive because annual increment is not based only on job well done but also on
learning abilities and enthusiasm to teach others.
At the end of training program an exam is conducted to assess the learning of
employees. During the training program it is the responsibility of the employees to
attend and participate in all classes whether it is about hotel rules and regulation about
his job or English classes. It is also important that the employees should participate in
the classes and pass his exam.
VARIOUS SERVICES FOR GUESTS
The guests have access to all kinds of services and facilities so as to make their stay,
not only comfortable, but also a memorable one. The QSH is not simply all that. It has
every intention of offering its guests services and facilities that they expect of genuine
first class hotels, services which have not yet been made available on this scale before
in Pakistan. Besides these the following services and facilities are available to our
guests:
Laundry/Dry Cleaning
Jewelry and Gem shops
Travel Desk
Parking
Baby Sitting
Authorized Money Changers
Airline Offices
In-House Doctor
Florist
Bookstore
Business Centre
Pharmacy
24 Hour Room Service
Car Rental
CONSUMER TYPE
Service firms have both consumers and organizational customers. The services are
analogues in some cases, but different marketing strategies are required for the
different type of customers. The QSH has two types of clients:
The Regular Corporate Client

The General Client

Page 2 of 35
The seventy five percent (75%) of the hotel's business is dependent on the corporate
client. Many large organizations have a contract with the hotel and their clients
regularly avail the services of the hotel. Seventy percent (70%) of the tourists are
regular corporate client of the hotel. They come here and avail the services for the
business purposes or for recreation. There is another type of customers that is the
general clients of the hotel. These customers come here for the recreation. So the hotel
has a different marketing strategies for the corporate client and different for the
general client.
5. 1 General information
TPS Eastern Africa Limited is incorporated in Kenya under the Companies Act as a
public limited liability company and is domiciled in Kenya. The address of its
registered office is:
Williamson House
4th Ngong Avenue
PO Box 48690
00100 NAIROBI
KENYA.
The Companys shares are listed on the Nairobi Securities Exchange.
For the Kenya Companies Act reporting purposes, the balance sheet is represented by
the statement of financial position and profit or loss by the statement of
comprehensive income in these financial statements.
5.2 Summary of significant accounting policies
The principal accounting policies adopted in the preparation of these financial
statements are set out below. These policies have been consistently applied to all
years presented, unless otherwise stated.
(a) Basis of preparation
The financial statements are prepared in compliance with International Financial
Reporting Standards (IFRS). The measurement basis applied is the historical cost
basis, except where otherwise stated in the accounting policies below. The financial
statements are presented in Kenya Shillings (Shs), rounded to the nearest thousands,
except where otherwise indicated.
The preparation of financial statements in conformity with IFRS requires the use of
certain critical accounting estimates.
It also requires management to exercise its judgment in the process of applying the
Groups accounting policies. The areas involving a higher degree of judgment or
complexity, or where assumptions and estimates are significant to the financial
statements.

Page 3 of 35
Changes in accounting policy and disclosures

(i) New and amended standards adopted by the Group
The amendment to IAS 24, Related party disclosures clarifies and simplifies
the definition of a related party and removes the requirement for governmentrelated entities to disclose details of all transactions with the government and
other government-related entities. The amended definition means that some
entities will be required to make additional disclosures, e.g., an entity that is
controlled by an individual that is part of the key management personnel of
another entity is now required to disclose transactions with that second entity.
There has been minimal impact on related party disclosures following
adoption of this amendment.
The amendments to IFRS 7, Financial Instruments - Disclosures are part of
the 2010 Annual Improvements and emphasizes the interaction between
quantitative and qualitative disclosures about the nature and extent of risks
associated with financial instruments. The amendment has also removed the
requirement to disclose the following;
Maximum exposure to credit risk if the carrying amount best represents the
maximum exposure to credit risk;
Fair value of collaterals; and
Renegotiated assets that would otherwise be past due but not impaired.
The application of the above amendment has simplified financial risk disclosures
made by the Group.
Other amendments and interpretations to standards became mandatory for the year
beginning 1 January 2011 but had no significant effect on the Groups financial
statements.
(ii) Standards, amendments and interpretations to existing standards that are
not yet effective and have not been early adopted by the Group
Numerous new standards, amendments and interpretations to existing standards have
been issued but are not yet effective. Below is the list of new standards that are likely
to be relevant to the Group. However, the directors are yet to assess the impact on the
Groups operations.
Standard
beginning on/after
IAS 19
IFRS 9
IFRS 13
Title
Applicable for financial years
Employee benefits
Financial instruments
Fair value measurement
1 January 2013
1 January 2015
1 January 2013
IAS 19, Employee benefits

Page 4 of 35
The impact on the Group will be as follows: to eliminate the corridor approach and
recognize all actuarial gains and losses in other comprehensive income as they occur,
to immediately recognize all past service costs; and to replace interest cost and
expected return on plan assets with a net interest amount that is calculated by applying
the discount rate to the net defined benefit liability/(asset). The amendment will not
have a significant impact on the Group statement of financial position since all
actuarial losses are recognized immediately in the income statement.
IFRS 9, Financial instruments
IFRS 9 was issued in November 2009 and October 2010 and replaces those parts of
IAS 39 relating to the classification and measurement of financial instruments.
IFRS 9 requires financial assets to be classified into two measurement categories:
those measured as at fair value and those measured at amortized cost. The
determination is made at initial recognition. The classification depends on the entitys
business model for managing its financial instruments and the contractual cash flow
characteristics of the instrument.
For financial liabilities, the standard retains most of the IAS 39 requirements. The
main change is that, in cases where the fair value option is taken for financial
liabilities, the part of a fair value change due to an entitys own credit risk is recorded
in other comprehensive income rather than in statement of comprehensive income,
unless this creates an accounting mismatch. The Group is yet to assess IFRS 9s full
impact and intends to adopt IFRS 9 no later than the accounting period beginning on
or after 1 January 2015.
IFRS 13, Fair value measurement
IFRS 13 aims to improve consistency and reduce complexity by providing a precise
definition of fair value and a single source of fair value measurement and disclosure
requirements for use across all IFRSs. The requirements, which are largely aligned
between IFRS and US GAAP, do not extend the use of fair value accounting but
provide guidance on how it should be applied where its use is already required or
permitted by other standards within IFRS. The Group is yet to assess IFRS 13s full
impact.
There are no other IFRSs or IFRIC interpretations that are not yet effective that would
be expected to have a material impact on the Group.
(b) Consolidation
(i) Subsidiaries
Subsidiaries are all entities over which the Group has the power to govern the
financial and operating policies generally accompanying a shareholding of more than
Page 5 of 35
one half of the voting rights. The existence and effect of potential voting rights that
are currently exercisable or convertible are considered when assessing whether the
Group controls another entity. The Group also assesses existence of control where it
does not have more than 50% of the voting power but is able to govern the financial
and operating policies by virtue of de-facto control. De-facto control may arise in
circumstances where the size of the groups voting rights relative to the size and
dispersion of holdings of other shareholders give the group the power to govern the
financial and operating policies, etc.
Subsidiaries are fully consolidated from the date on which control is transferred to the
Group. They are de-consolidated from the date the control ceases.
The Group uses the acquisition method of accounting to account for business
combinations. The consideration transferred for the acquisition of a subsidiary is the
fair values of the assets transferred, the liabilities incurred and the equity interests
issued by the Group. The consideration transferred includes the fair value of any asset
or liability resulting from a contingent consideration arrangement. Identifiable assets
acquired and liabilities and contingent liabilities assumed in a business combination
are measured initially at their fair values at the acquisition date. The Group recognizes
any non-controlling interest in the acquire on an acquisition- by-acquisition basis,
either at fair value or at the non-controlling interests proportionate share of the
recognized amounts of acquirers identifiable net assets.
If the business combination is achieved in stages, the acquisition date fair value of the
acquirers previously held equity interest in the acquiree is premeasured to fair value
at the acquisition date through profit or loss.
Any contingent consideration to be transferred by the Group is recognized at fair
value at the acquisition date. Subsequent changes to the fair value of the contingent
consideration that is deemed to be an asset or liability is recognized in accordance
with IAS 39 either in the income statement or as a change to other comprehensive
income. Contingent consideration that is classified as equity is not premeasured, and
its subsequent settlement is accounted for within equity.
Goodwill is initially measured as the excess of the aggregate of the consideration
transferred and the fair value of non-controlling interest over the net identifiable
assets acquired and liabilities assumed. If this consideration is lower than the fair
value of the net assets of the subsidiary acquired, the difference is recognized in the
income statement.
Inter-company transactions, balances and unrealized gains on transactions between
Group companies are eliminated. Unrealized losses are also eliminated unless the
transaction provides evidence of an impairment of the asset transferred. Accounting
policies of subsidiaries have been changed where necessary to ensure consistency
with the policies adopted by the Group.

Page 6 of 35
Investments in subsidiaries are accounted for at cost less impairment. Cost is adjusted
to reflect changes in consideration arising from contingent consideration amendments.
Cost also includes direct attributable costs of investment.
(ii) Changes in ownership interests in subsidiaries without change of control
Transactions with non-controlling interests that do not result in loss of control are
accounted for as equity transactions that is, as transactions with the owners in their
capacity as owners. The difference between fair value of any consideration paid and
the relevant share acquired of the carrying value of net assets of the subsidiary is
recorded in equity. Gains or losses on disposals to non-controlling interests are also
recorded in equity.
(iii) Disposal of subsidiaries

When the Group ceases to have control, any retained interest in the entity is
premeasured to its fair value at the date when control is lost, with the change in
carrying amount recognized in profit or loss. The fair value is the initial carrying
amount for the purposes of subsequently accounting for the retained interest as an
associate, joint venture or financial asset. In addition, any amounts previously
recognized in other comprehensive income in respect of that entity are accounted for
as if the Group had directly disposed of the related assets or liabilities. This may mean
that amounts previously recognized in other comprehensive income are reclassified to
the income statement.
(iv) Associates
Associates are all entities over which the Group has significant influence but not
control, generally accompanying a shareholding of between 20% and 50% of the
voting rights. Investments in associates are accounted for by the equity method of
accounting. Under the equity method, the investments are initially recognized at cost,
and the carrying amount is increased or decreased to recognize the investors share of
the profit or loss of the investee after the date of acquisition. The Groups investment
in associates includes goodwill identified on acquisition. If the ownership interest in
an associate is reduced but significant influence is retained, only a proportionate share
of the amounts previously recognized in other comprehensive income is reclassified
to the income statement. The Groups share of its associates post-acquisition profits
or losses is recognized in the income statement, and its share of post-acquisition
movements in other comprehensive income is recognized in other comprehensive
income, with a corresponding adjustment to the carrying amount of the investment.
When the Groups share of losses in an associate equals or exceeds its interest in the
associate, including any other unsecured receivables, the Group does not recognize
further losses, unless it has incurred legal or constructive obligations or made
payments on behalf of the associate.

Page 7 of 35
The Group determines at each reporting date whether there is any objective evidence
that the investment in the associate is impaired. If this is the case, the Group
calculates the amount of impairment as the difference between the recoverable
amount of the associate and its carrying value and recognizes the amount adjacent to
share of profit/ (loss) of an associate in the income statement.
Profits and losses resulting from upstream and downstream transactions between the
group and its associate are recognized in the Groups financial statements only to the
extent of unrelated investors interests in the associates. Unrealized losses are
eliminated unless the transaction provides evidence of an impairment of the asset
transferred. Accounting policies of associates have been changed where necessary to
ensure consistency with the policies adopted by the Group.
Dilution gains and losses arising from investments in associates are recognized in the
income statement.
06. My Internship Program:
a) Introduction of the Branch where i worked
I have worked in the Quetta Serena which is the sub branch of the TPS Nairobi Kenya
Comes under the regional office of Islamabad Serena. Located in the city center and
spread over six acres, Quetta Serena Hotel is prominently located on Shahrah-eZarghoon in the Cantonment area. The hotel is conveniently accessible from all parts
of the country and is linked by air, rail, and road network.
It has a character of its own. It has incorporated many stunning architectural and
decorative elements of the local Baloch people - famed for their chivalry and martial
prowess. Traditional arts and crafts, decorative patterns and other graphic designs
found throughout the plush interior of the hotel are an affirmation of pride in the local
culture and aesthetic traditions.
With stunning mountain views on all sides, the hotel is set amid flower-filled
courtyards with fountains and water channels around the fruit orchards. It provides
guests with first-class amenities and a world of luxury where the service is warm and
gracious. From the doormen to the reception, to the Room Service and everything in
between, it promises to make each ones stay a memorable one.
b) Departments in which i worked during my internship & Description of the

tasks/projects which were assigned to me during my internship
Quetta Serena Hotel Front office: Manager (Mr. Imran)
Date: 13/05/2013 Monday to 18/05/2013 Saturday
Operator
Photocopy operating and code was 987132 room code 3, fax machine
operating, opera software catalogue, Operating of fax machine, operating of

Page 8 of 35
console, reminding and dialing of extensions transferrin calls and method of

dialing, dialing outside calls using line i.e. 9,
Front desk cashier Pit 1 , Pit 2 = Reg sheets, Reminder register, vatch card,
checks, mini bar bills, billing American express card rate 2.5 rs, normal 1.5 rs,
Prestige club machine 1 night free after 900 points, float of cashier outlet
2000, cashier 35000, remittance envelope, cashier closure method, billing and
occupancy, Giddan, lobby, front desk, guest reservation, bell desk, bell boy,
Ziarat Cofy Shop, Xuelian, Qila Saifullah house, Makran, gym health club
swimming pool, bed tax 40 rs, 16% gst on whole amount i.e. 40+amount,
Receptionist Customer dealing, Check in, check outs on opera, greeting to the
customer, billing
Reservation through opera
Remittance envelope
Cashier closure and float of 35,000 for front and 2000 for outlet
Occupancy checking through opera in term of graph and other in days and
percent f3
Operator use of opera f7
Make up sheet
Mod chart display
Flight schedule
Front office duty roster
Walk in check in
Reports from house keeping
Guest profile creation
Key charging
Fruit basket preparation cp1,cp3,cp5
Checkouts postings
Expected and actual arrivals
Quetta Serena Hotel Food and beverages: Manager (Mr. Gulistan)

Standard operating procedure

Early birds reports
Orientation
Kitchen cooking
Xulian
Ziarat coffee shop
Banquet management
Room Service
Stores

Page 9 of 35
Quetta Serena Hotel Housekeeping: Acct: Manager (Mr. Zulfiqar Hussain)
SOP file study

Laundry
Messages handling
Log book writing
Room division i.e. K: wing 161-183, H: wing 130-148, G: wing 121-127, F:
wing 101-120, J: wing 149-150
First flour executive flour with F,H and K wings sweets out of 141 total rooms
President sweet 2, Khojak mini sweet, Deluxe room, Standard room, Twin
bed,
List, House keeping work plan, House keeping duty roster
Uniform handling
Brief orientation of rooms
Brief visits of floor
Housekeeping report 3 times a days morning 10 am, afternoon 4 pm, evening
10 pm
Room boy trolley check list
Preparation of defect report, room boy report, minibar charging
Quetta Serena Hotel Sales and marketing: Director Sales (Mr. Edwin Das)
SOP file study

Prestige Club
Sale Calls
Report writing
Borrowers lists
Economic report
Budget presentation
Quetta Serena Hotel

Mohammad Athar)
Finance
Department:
Financial
Controller
(Mr.
Date: 10/06/2013 Monday to 18/06/2013 Tuesday
Preparation of bank reconciliation

Contract management
Filing, punching and their types
Checks management and their justification
Duties and responsibilities of all the staff sop
Slight overview of Receivables, payable, accounts management and income
and night audit
Study of sop file, pay slips, checks, invoices, financial statements

Page 10 of 35
Approval of reimbursement from head office

Bunch preparation
Due to scarcity of time Got failed to see some more substantial things like
preparation of financial statement, budget and investment mechanism
7. SWOT Analysis of Quetta Serena Hotel

Strengths
1. Contended employees, Hygienic motivation factor
2. Physical, financial, technological, human, resources
3. Employees educated and synchronized with technological sophistication
4. Conducive and motivational work environment
5. Efficient management
6. Learning environment
Weaknesses
1.
2.
3.
4.
Lake of leadership I.e. direction, decision making and effectiveness

Negligence to the innovation
Absence of R&D Department
Poorly defined jobs with less information to what employees are doing and
who they are
5. Pressurized employees rather motivated when it comes to work
6. Lake of effective utilization of all resources
7. Use of conventional marketing techniques
8. Lake of abilities to captivate unionization
9. Excessive administrative expenses
10. Effective delegation of authorities
11. Great distinction among internal and external social culture.
Opportunities
1. Serena has a great potential market only the need is to capture it through the
alteration in strategies.
2. Leadership should be more oriented and effective towards goals, directions,
decision making and effectiveness.
3. Inclination towards innovation
4. Assurance of R&D activities
5. Planning, recruitment, Job description, job specification, employee
involvement, compensation, TNA, T&D, appraisal and team building, should
be streamlined.
6. No doubt employees are satisfied with their jobs but they should be motivated
to work as well and this motivation can be brought through compensation and
involvement strategies.
7. Serena has a great potential to generate more business by utilizing utilize
resource efficiently
8. Serena has an opportunity to use contemporary marketing techniques such as
media awareness campaigns on rates and products and services.
Page 11 of 35
9. Serena can captivate with the unionized employees easily using voluntary
separation scheme and through equity, unions are formed because the seek
equity in the reward system.
10. Administrative expenses should be curtailed down and should be efficiently
utilized if occurring any way.
11. Serena can bring convenience for employees and for themselves as well by
changing dress code. Dress code and uniform should be for only employees
those are interacting with guests
12. Materiality and immateriality concept of accounting should be applied on
while accounting it can save time and rigorous efforts.
13. Can target middle class witch is majority in Quetta.
14. Serena can start home delivery of food
Threats to the Organization
1. Only the administrative expense is the finest threat to the organization Serena
should utilize these administrative expenses. Through increasing business.
2. Serena is threatened by its higher prices
3. Terrorism law and order
4. Distinction of culture
5. High employee turnover intention and low salaries
6. There is much lack of co-ordination among its workers
7. Only the niche market is targeted
8. Quetta Serena Hotel is desperately threatened by its strategy

Page 12 of 35
08. Recommendations:
I cannot comment in a way that it can
be in the case of other organizations.
The issue is that Serena is not a non
profit organization but working like
non profit organization. Always feeded
by the head office cannot even meet its
expenditures even. According to them
they are doing social welfare so there
fore I will not suggest them to take
austerity measures. People of Quetta
are not as hard working in contrast of
their counterparts in Karachi and

Lahore and in other cities because jobs
are easily available in Quetta therefore
people of Quetta do not chose to work
hard on fewer salaries. There fore
turnover intention is also high in this
organization for Serena reward system
is the only tool to retain employees. As
I indicated the leadership should make
strategy to nurture the retention culture
and to retain valuable employees.
09. References & Sources Used for Data Collection
Tps eastern Africa limited annual report and financial statements 2011
www.serenahotels.com
Internship report writing guidelines Career Management Center (CMC),
Preston University, Islamabad
Financial statement analysis using financial accounting information By
Charles H. Gibson
Accounting the basis for business decision Robert f. Maigs and William d.
Maigs
Managerial accounting by Ronald w. Hilton

Page 1 of 35
10. Annexes/Appendices
Table 101: Consolidated Income Statement for the year ended December 31 2011
Vertical Analysis
2010
2011
2010
2011
Shs000
Shs000
%ages
%ages
Sales
4,480,128
5,465,975
100 %
100 %
Other operating income
427,578
271,378
10 %
5%
Inventory expensed
(874,595 )
(929,234)
(20 %)
(17 %)
Employee benefits expense
(1,335,351)
(1,576,219)
(30 %)
(29 %)
Other operating expenses
(1,589,742)
(1,963,175)
(35 %)
(36 %)
Profit before dep, tax and interest
1,108,018
1,268,725
25 %
23 %
Depreciation on property, plant and equipment
(257,617)
(330,834)
(6 %)
(6 %)
Finance income
52,227
59,757
1%
1%
Finance costs
(210,783)
(163,847)
(5 %)
(3 %)
Share of profit of associates
1,088
19,332
0.02 %
0.35 %
Profit before income tax
692,933
853,133
15 %
16 %
Income tax expense
(176,549)
(237,242)
(4 %)
(4 %)
Profit for the year (Shs )
516,384
615,891
12 %
11 %
Earnings per share basic and diluted (Shs per share)
3.49
4.51
3.49
4.51
TPS eastern Africa limited annual report and financial statements 2011
Table 102:Consolidated Statement of Financial Position As at 31 December
Vertical Analysis
Stock holder's equity

Share capital
Share premium
Revaluation reserve
Translation reserve
Retained earnings
Proposed dividends
2010
Shs000
2011
Shs000
148,211
3,032,431
2,473,370
(157,883)
1,717,779
185,264
148,211
3,032,431
2,404,495
(90,593)
2,262,751
192,674

2010
Shs000
1.24 %
25.43 %
20.74 %
(1.32) %
14.41 %
1.55 %
2011
Shs000
1.13 %
23.09 %
18.31 %
(0.69) %
17.23 %
1.47 %
Horizontal Analysis
2010
2011
%ages
%ages
100 %
122 %
100 %
63 %
100 %
106 %
100 %
118 %
100 %
123 %
100 %
115 %
100 %
128 %
100 %
114 %
100 %
78 %
100 %
1,777 %
100 %
123 %
100 %
134 %
100 %
119 %
100 %
129 %
Horizontal Analysis
2010
Shs000
2011
Shs000
100.00
100.00
100.00
100.00
100.00
100.00
100.00
100.00
97.22
57.38
131.73
104.00
%
%
%
%
%
%
%
%
%
%
%
%
Page 2 of 35
Sub total
7,399,172
7,949,969
62.06 %
60.54
Non controlling interest
97,213
96,855
0.82 %
0.74
Total equity
7,496,385
8,046,824
62.87 %
61.28
Non-current liabilities
Borrowings
1,204,524
1,659,372
10.10 %
12.64
Deferred income tax liability
1,453,428
1,678,659
12.19 %
12.78
Retirement benefit obligations
110,835
131,689
0.93 %
1.00
Total non-current liabilities
2,768,787
3,469,720
23.22 %
26.42
Current liabilities
Payables and accrued expenses
1,205,488
1,139,017
10.11 %
8.67
Current income tax
31,720
9,585
0.27 %
0.07
Borrowings
420,757
466,694
3.53 %
3.55
Total current liabilities
1,657,965
1,615,296
13.91 %
12.30
Total equity and liabilities
11,923,137
13,131,840
100.00 %
100.00
Non-current assets
Property, plant and equipment
8,248,664
8,829,042
69.18 %
67.23
Intangible assets
1,057,861
1,057,861
8.87 %
8.06
Investment in associates
30,718
687,008
0.26 %
5.23
Available-for-sale financial asset
216,251
1.81 %
Deferred income tax asset
33,661
143,000
0.28 %
1.09
Total fix assets
9,587,155
10,716,911
80.41 %
81.61
Current assets
Inventories
299,776
375,588
2.51 %
2.86
Receivables and prepayments
986,959
1,636,227
8.28 %
12.46
Cash and cash equivalents
1,049,247
403,114
8.80 %
3.07
Total current assets
2,335,982
2,414,929
19.59 %
18.39
Total Assets
11,923,137
13,131,840
100.00 %
100.00
TPS EASTERN AFRICA LIMITED ANNUAL REPORT AND FINANCIAL STATEMENTS 2011
%
%
%
100.00 %
100.00 %
100.00 %
107.44 %
99.63 %
107.34 %
%
%
%
%
100.00
100.00
100.00
100.00
%
%
%
%
137.76
115.50
118.82
125.32
%
%
%
%
%
%
%
%
%
100.00
100.00
100.00
100.00
100.00
%
%
%
%
%
94.49
30.22
110.92
97.43
110.14
%
%
%
%
%
%
%
%
%
%
%
100.00
100.00
100.00
100.00
100.00
100.00
%
%
%
%
%
%
107.04
100.00
2,236.50
424.82
111.78
%
%
%
%
%
%
%
%
%
%
%
100.00
100.00
100.00
100.00
100.00
%
%
%
%
%
125.29
165.78
38.42
103.38
110.14
%
%
%
%
%
Page 3 of 35
Table 103:
RATIO ANALYSIS
Ratio
s
1.50
1.26
24.96
799,6
33
1. Liquidity ratios
a) Current ratio=Current assets/current liabilities
b) Quick ratio / acid test ratio= Current assets -inventory/ current liabilities
c) Cash ratio= cash + marketable securities/Current liabilities
%
%
%
d) Networking capital= current assets - current liabilities
shs
e) Defensive interval= cash + marketable securities +accounts receivables/

projected expenditures * 365
f) Length of operation cycle=avg # of days a/r outstanding + avg # of days
inventory in stock
g) Length of cash cycle = operating cycle- avg # of days a/p outstanding
2. Activity Ratio
a) Inventory turnover ratio=cost of goods sold/ avg inventory
b) Average # of days inventory in stock=360/inventory turnover
c) Accounts receivable turnover=net sales/avg a/r
days
days
days
time
s
days
time
s
d) Average number of days accounts receivables outstanding=360/a/r

days
turnover
time
e) Account payable turn over= net sales/ avg a/p.
s
f) Average # of days accounts payables outstanding=360/a/p. turnover
days
time
g) Fix asset turnover ratio=net sales / avg fix assets
s
time
h) Operating asset turn over ratio=net sales / avg operating assets
s
time
i) Total asset turn over ratio=net sales / avg total assets
s
3. Solvency Ratio
a) Debt to equity ratio= total debt / total stock holder's equity*100
b) Debt to capital ratio= total debt /total capital*100
c)Time Interest Earn Ratio= EBIT/interest expanse
4. Profitability Ratio
a) Gross Margin= gross profit /net sale*100
b) Operating Income to Sale=operating income/net sales*100
c) Margin before Interest & Taxes= EBIT/net sales*100
d) Margin before Taxes=EBT/net sales*100
167
138
63
12
30
3
108
5
75
0.51
0.52
0.42
%
%
time
s
63
44
%
%
%
%
23
23
23
0.16
Page 4 of 35
e) Net Profit Margin, Return on sale ratio=net incom/net sales*100

f) Return on Asset=EBIT/avg total assets *100
g) Return on total asset=net income/avg total assets*100
h) Return on total capital=EBIT/total capital*100
i) Return on equity=EBT/avg stockholder's equity *100
j) Return on equity=net income /avg stockholder's equity*100
k) Return on cs = net income- ps dividend/avg cs. equity*100
5. Investor specific ratios
a) Earning per share= net income-ps. dividend/outstanding cs.
b) %age of earning retained= net income-all dividend / net income*100
c) Price earning ratio= market price per share/eps*100
d) Dividend payout ratio= dividend per common share/eps *100
e) Dividend Yield= dividend per common share /market price per share
*100
f) Book value per share= total stock holder's equity -(ps. equity + ps.
dividend in arrears)/ outstanding cs.
Degree of financial leverage= EBIT /EBIT-I
Degree of operating leverage=DCL / DFL
Degree of combine leverage=%age change in EPS/%age change in sales
%
%
%
%
%
%
%
11
10
5
11
11
8
8
shs
%
%
%
4.51
71
346
29
shs
54.29
%
%
%
1.15
1.16
1.33
DuPont analysis using return on total asset:

return on total assets= net profit margin x total asset turnover
%
Net income/avg. total assets = net income / net sales x net sales / avg. total
assets
DuPont analysis using return on operating assets:

Return on Operating asset = Operating profit margin x Operating asset %
turnover
Operating income / Avg. Operating assets = operating income/ net sales x
net sales / avg operating assets

4.69
12.00
Page 5 of 35

Internship Report Quetta Serena Hotel

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Internship Report Quetta Serena Hotel

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2013

Quetta Serena Hotel

Institute of Management Sciences, University of

TO WHOM IT MAY CONCERN

Copy of Internship Letter

Objective of Studying the Organization

Overview of Serena Hotels

Functions of the Finance Department

01. Objectives of the Internship:

02. Executive Summary:

Prepared By Mohammad Abdullah Shah Bukhari

03. Overview of the Serena Hotels:

Tourism Promotion Services (Pakistan) Limited was incorporated in Pakistan on 19th

3.3 Main Offices

Prepared By Mohammad Abdullah Shah Bukhari

Prepared By Mohammad Abdullah Shah Bukhari

(Resigned on 14 November 2011)

(Resigned on 14 June 2011)

BOARD AUDIT & FINANCE COMMITTEE

BOARD NOMINATION AND REMUNERATION COMMITTEE

*French ***Pakistani *** *Tanzanian

Director of Human Resources E.A.

Prepared By Mohammad Abdullah Shah Bukhari

TOURISM PROMOTION SERVICES (KENYA) LIMITED [TPS (K)]

G eneral Manager - Nairobi Serena Hotel

TOURISM PROMOTION SERVICES (TANZANIA) LIMITED [TPS (T)]

Manager - Kirawira Luxury Tented Camp

TOURISM PROMOTION SERVICES (ZANZIBAR) LIMITED [TPS (Z)]

G eneral Manager - Zanzibar Serena Inn

OTHER MANAGED PROPERTIES

G eneral Manager - Kampala Serena Hotel, Uganda

Prepared By Mohammad Abdullah Shah Bukhari

4.1 VARIOUS DEPARTMENTS IN QSH

Housekeeping control desk

Prepared By Mohammad Abdullah Shah Bukhari

HUMAN RESOURCE DEPARTMENT

Serving and related matters

Maintenance of food items

Coffee Shop and Room Service

Pakistani, Thai, Chinese

Prepared By Mohammad Abdullah Shah Bukhari

Safety of guest's belongings

Safety of hotel premises from criminal acts

Control of illegal occupancy of rooms by guests

Control of unauthorized use of rooms

MARKETING & COMMUNICATION SETUPS

Conveying protocol on arrival of VIP's

Publishing pamphlets, bulletin

STRUCTURAL DIMENSIONS OF QSH

Formalization There is a formalized system of the departmentalization at QSH. The

Food & Beverages (Kitchen)

Food & Beverages (Service)

Food & Beverages (Banqueting)

Sales & Marketing

Human Resource Department

Prepared By Mohammad Abdullah Shah Bukhari

General Manager/Director Operations

Prepared By Mohammad Abdullah Shah Bukhari

Organogram of Quetta Serena Hotel

Prepared By Mohammad Abdullah Shah Bukhari

MEASURING THE HOTEL BUSINESS PLAN

The Regular Corporate Client

Prepared By Mohammad Abdullah Shah Bukhari

Prepared By Mohammad Abdullah Shah Bukhari

Changes in accounting policy and disclosures

Applicable for financial years

IAS 19, Employee benefits

French Pakistani * *Tanzanian