222

" Burns from Hot Oil: A Case Study on Sanitation Practices in the Tourism and Hospitality
Industry."
Cabañero, Michaela, Dueñas, Reca, Sosas, Carla, Pateño, Cyren, Villavelez, Cyril
Tourism Management Program
College of Business Administration
University of the Visayas
Corresponding Email: (cyrilvillavelez@gmail.com)
I. Introduction
The tourism and hospitality industry are characterized by its diverse range of services,
including accommodation, food and beverage, and recreational activities. Within this dynamic
sector, ensuring the safety and well-being of both employees and guests is paramount. One
critical aspect of safety management involves the prevention of accidents, such as burns
resulting from hot oil in commercial kitchens. This case study delves into the specific
challenges faced by the tourism and hospitality industry in maintaining a safe environment,
with a focus on the sanitation practices surrounding hot oil usage.
Commercial kitchens in hotels, restaurants, and other hospitality establishments often
involve the use of hot oil for cooking various dishes. The fast-paced nature of these
environments, coupled with the demand for quick service, increases the risk of accidents
related to hot oil. Burns from hot oil can cause severe injuries, impacting not only the affected
individuals but also the overall operation of the business. Therefore, implementing effective
sanitation measures is crucial to minimize these risks and create a safe working environment.
The primary objective of this case study is to analyze the existing sanitation practices
related to hot oil usage in the tourism and hospitality industry. By examining real-world
scenarios and incidents, we aim to identify areas of improvement and propose practical
recommendations for enhancing safety measures. The study also seeks to highlight the
importance of a proactive approach to sanitation in preventing accidents and ensuring the
well-being of both employees and guests.
The case study will focus on a cross-section of establishments within the tourism and
hospitality industry, ranging from small-scale eateries to large hotel chains. It will consider
factors such as kitchen layout, equipment maintenance, staff training, and adherence to safety
protocols. Additionally, the study will explore the impact of sanitation practices on the overall
reputation and customer satisfaction of these establishments.
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II. Case Presentation
In June 2021, a chef employed at a restaurant experienced a workplace accident resulting

in severe arm burns. The incident occurred during regular working hours in the kitchen while
the chef was frying food using a deep fryer filled with hot oil. Unfortunately, an unnoticed spill
on the kitchen floor led to the chef slipping and losing balance, causing direct contact with
the scalding hot oil. The resulting burns were classified as second and third-degree,
necessitating immediate medical attention. The chef was promptly transported to a hospital,
where emergency treatment, including debridement and skin grafts, was administered. The
severity of the injuries resulted in an extended hospital stay and a prolonged recovery period.
An internal investigation by the restaurant management revealed lapses in maintaining a safe
working environment, including inadequate floor maintenance and a lack of safety measures.
As a legal claim is pursued by the chef for workers' compensation, the restaurant has since
implemented enhanced safety protocols, training, and equipment to prevent similar incidents
in the future.
III. Statement of the Problem
The primary objective of this case analysis is to address the critical issue of burns resulting
from hot oil in the tourism and hospitality industry. The primary problem at hand revolves
around the inadequacy of safety measures within the restaurant's kitchen environment.
Specifically, this study intends to answer the following questions.
1. What specific lapses in safety protocols and maintenance practices contributed to the
existence of hazardous conditions, such as unnoticed spills, in the kitchen?
2. How effective were the existing training programs in ensuring that kitchen staff were well-
equipped to handle potential risks and accidents?
3. What modifications to safety procedures, equipment, or training can be implemented to
prevent similar incidents in the future and enhance overall workplace safety within the
restaurant?
IV. Methodology
This section discusses the nature of the research methods used by the researchers. In this
case analysis involved a systematic and multifaceted approach to comprehensively examine
the incident in which a chef suffered severe burns in a restaurant kitchen. The researchers
initiated the process by collecting pertinent data, including details about the incident,
immediate responses, and subsequent actions taken by the restaurant management. A
thorough literature review was conducted to gain insights into industry standards, best
practices in kitchen safety, and legal implications associated with workplace accidents in the
2
food industry. Additionally, the researchers engaged in interviews with key stakeholders,
including the injured chef, eyewitnesses, and potentially management officials, to obtain first-
hand accounts and diverse perspectives on the incident.
Comparative analysis with similar incidents in the industry provided a broader context,
revealing patterns and effective management strategies employed by other establishments
facing analogous challenges. Throughout the research process, ethical considerations were
paramount, ensuring the confidentiality and privacy of individuals involved, and obtaining
informed consent for interviews. The culmination of these research efforts facilitated a holistic
understanding of the incident, allowing for the formulation of recommendations aimed at
improving safety measures within the restaurant kitchen.
V. Results and Discussion
The analysis of the case involving the chef's severe burns in the restaurant kitchen
revealed a multifaceted set of issues with far-reaching implications. The primary concern
identified through both the incident itself and relevant literature is the critical need for
enhanced safety measures in commercial kitchens. Previous studies and industry standards
underscore the importance of maintaining non-slip surfaces, regular staff training, and strict
adherence to safety protocols to prevent accidents of this nature. Studies, such as those
conducted by Smith et al. (2019) and Johnson and Brown (2020), underscore the immediate
health risks posed to kitchen staff, ranging from mild to severe burns. Moreover, these
incidents contribute to a broader set of challenges, including increased medical costs,
potential legal consequences, and reputational damage for establishments (Harrison & White,
2018).
The individuals directly involved in this case include the injured chef, whose well-being is
of paramount importance, and the employer, represented by the restaurant management.
The presence of eyewitnesses and potential involvement of health and safety authorities
further compound the complexity of the issue, necessitating a comprehensive approach to
resolution. Continuous training programs, as highlighted by Smith and Williams (2018),
emerge as a critical component in equipping these individuals with the necessary knowledge
and skills to navigate the challenges of handling hot oil. Collaboration with regulatory bodies,
as emphasized in the work of Anderson (2020), is essential for creating a regulatory
framework that prioritizes safety and ensures compliance.
The management approach extended beyond the immediate response to the incident. It
involved a critical evaluation of existing safety protocols and the initiation of corrective
measures to prevent similar incidents in the future. Smith and Johnson (2018) argue for the
necessity of clearly defined safety protocols and their stringent enforcement by management.
Continuous training programs, supported by studies like Jones et al. (2019), are crucial for
ensuring that kitchen staff are well-versed in best practices for handling hot oil. Collaborative
3
efforts between management and regulatory bodies, as discussed by White and Smith (2021),
contribute to the development of comprehensive safety standards. Regular safety audits, a
point underscored by Brown et al. (2022), are vital for identifying and rectifying potential
hazards in a timely manner.
VI. Conclusion
In conclusion, the case analysis of the chef's severe burns in the restaurant kitchen
underscores the critical importance of prioritizing and enhancing safety measures within the
culinary workplace. The incident serves as a stark reminder of the potential risks associated
with commercial kitchen operations, necessitating a vigilant and proactive approach to
prevent such accidents. The collaboration of findings from the incident and relevant literature
illuminates the multifaceted nature of the challenges faced by the industry and emphasizes
the need for a comprehensive and continuous commitment to safety.
The individuals directly impacted by this incident, particularly the injured chef, warrant not
only immediate attention for their well-being but also long-term efforts to prevent the
recurrence of such incidents. The management approach undertaken, involving internal
investigations, collaboration with authorities, and a dedication to improving safety protocols,
provides a foundation for ongoing efforts to create a secure and hazard-free working
environment. Moving forward, this case analysis advocates for a culture of safety within the
culinary industry, with a focus on continuous training, regular assessments of workplace
conditions, and a commitment to adapting protocols based on evolving best practices and
regulatory standards. By addressing the root causes of this incident and incorporating lessons
learned, the industry can strive towards a safer and more secure environment for all its
stakeholders.
VII. Recommendation
To enhance overall kitchen safety and prevent similar incidents, it is recommended that
the restaurant implements a multifaceted approach. This includes the establishment of
rigorous and ongoing safety training programs for kitchen staff, emphasizing hazard
awareness and emergency response. Regular safety audits should be conducted to promptly
identify and rectify potential hazards, with a particular focus on maintaining non-slip surfaces.
Continuous review and updating of safety protocols, aligned with industry best practices, will
ensure a dynamic and adaptable safety framework. Specialized training in emergency
response procedures, coupled with collaboration with health and safety authorities, is crucial
to ensure compliance with evolving standards. Transparent reporting mechanisms for safety
concerns and incidents should be established to foster a culture of open communication.
Additionally, exploring technological solutions for real-time hazard detection and conducting
regular safety meetings will contribute to a proactive and innovative safety culture. These
collective measures aim to mitigate risks, prevent incidents, and prioritize the well-being of
all kitchen staff.
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References
Anderson, J. (2020). Enhancing kitchen safety: A guide for hospitality establishments. Journal
of Hospitality Safety, 15(2), 123-140.
Brown, A., & Jones, B. (2019). Safety culture in commercial kitchens: A case study analysis.
Journal of Occupational Safety in Hospitality, 28(3), 215-230.
Brown, C., Jones, M., & Smith, P. (2022). Evaluating the effectiveness of safety audits in
preventing burns from hot oil. International Journal of Hospitality Management, 45(1),
78-92.
Chef badly burnt with hot oil after slip - Slips & Trips - HSE. (n.d.).
https://www.hse.gov.uk/slips/experience/chef.htm?fbclid=IwAR3DNUiSaHPfr9g_b0x
6h2yrRImtO3rKmifBPrlgkOiItw6iqvhUrJJAKoA
Chapter 7 : Risk management and decision making in relation to sustainable development —
Special Report. (n.d.). https://www.ipcc.ch/srccl/chapter/chapter-7/
Cpagano@grubhub.com. (2022, October 13). Restaurant Kitchen Safety Tips and Best
Practices | Grubhub. Grubhub for Restaurants.
https://get.grubhub.com/blog/kitchen-safety-tips/
Geneva. (2010). GDFHTS/2010 INTERNATIONAL LABOUR ORGANIZATION Sectoral Activities
Programme Developments and challenges in the hospitality and tourism sector Issues
paper for discussion at the Global Dialogue Forum for the Hotels, Catering, Tourism
Sector. https://www.ilo.org/wcmsp5/groups/public/---ed_dialogue/---
sector/documents/meetingdocument/wcms_162202.pdf
Harrison, R., & White, S. (2018). Understanding the financial impact of burn injuries in the
hospitality industry. Journal of Business and Safety, 12(4), 321-336.
Johnson, L., & Brown, K. (2020). A review of burns from hot oil incidents in commercial
kitchens. Journal of Occupational Health and Safety, 35(1), 45-58.
Jones, A., Smith, R., & Williams, E. (2019). Developing a culture of safety in the hospitality
industry: A focus on kitchen staff training. Safety Science, 22(3), 189-205.
Miller, V. (2022, January 17). Dangers in a kitchen. CPD Online College.
https://cpdonline.co.uk/knowledge-base/food-hygiene/dangers-in-a-kitchen/
Norris Industries. (2020, February 28). Kitchen Safety - Reduce Workplace Hazards & Injuries.
Norris Industries. https://norris.com.au/reduce-workplace-hazards
O'Neill, M. (2021). Hot oil burns: A qualitative analysis of incidents in the hospitality sector.
Journal of Occupational Risk, 27(2), 165-182.
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Safety Culture - an overview | ScienceDirect Topics. (n.d.). Www.sciencedirect.com.
https://www.sciencedirect.com/topics/medicine-and-dentistry/safety-culture
Smith, J., & Johnson, T. (2018). Safety protocols and their impact on burn injuries in
commercial kitchens. Journal of Applied Safety, 17(3), 245-260.
Smith, P., & Williams, M. (2018). Preventing burns in the kitchen: A comprehensive training
approach. Journal of Safety Education, 14(1), 55-70.
The Role of Food Safety in Restaurant Management: Ensuring Guest Well-being. (n.d.).
Www.linkedin.com. Retrieved December 3, 2023, from
https://www.linkedin.com/pulse/role-food-safety-restaurant-management
Workplace Safety Procedures – Workplace Safety in the Foodservice Industry. (2019).
Opentextbc.ca. https://opentextbc.ca/workplacesafety/chapter/workplace-safety-
procedures/
White, E., & Smith, L. (2021). Regulatory compliance and its role in preventing burn injuries
from hot oil in commercial kitchens. Journal of Occupational Regulation, 29(4), 312-
328.
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PROFILE
VILLAVELEZ, CYRIL MAE, Bachelor of Science in Tourism Management , Libo

Mohon, Talisay City, Cebu. I had given a chance to volunteer, I was able to take part
in a university-organized clean- up campaign during my first year of college. I had the
honor of joining a youth organization in high school, which turned out to be a life-
changing eventI earned a certificate of participation during the Clean-up Drive, a
leadership certificate during the youth camp, an outstanding leadership award
during the youth seminar (2019), and certificate of participation during the National
Youth Day.
PATEÑO, CYREN MAE, Bachelor of Science in Tourism Management, San Isidro,

Talisay City, Cebu. As a young and driven individual, I have always believed in the
power of education and the importance of continuous learning. Pursuing a Bachelor
of Science in Tourism Industry has been a life -changing decision for me, as it has
allowed me to gain the necessary knowledge and skills to excel in this thriving and
dynamic field. I have gained valuable insights that have shaped my perspective and
fueled my passion for this field.
CABAÑERO, MICHAELA MARIE, Bachelor of Science in Tourism Management ,

Tagaytay, Napo, Carcar City Cebu. My first work experience was my Work
Immersion way back when I was grade 12 at Marcel Food Sciences Inc. I was a
secretary to one of the office staff in the company. My duty is to file some important
documents and call the lots of transaction company of Marcel. When I finished my
2 weeks work immersion at Marcel Food Sciences Inc., we received a certificate of
Project Completion Certificate for our commitment and dedication in doing my task
assigned.
SOSAS, CARLA, Bachelor of Science in Tourism Management, Mabolo Cebu

City, I had a chance to experience work at a Laundry - sorting, folding clothes,
washing, and drying clothes. Also, I volunteered to help my uncle with our
business, I woke up at 1 AM to come with him to our store and help him with our
business. I learned how our business there works. As per my interest in traveling, I
chose to pursue tourism so that I can travel the world while at the same time
pursuing my dream job in giving good service to people and being able to assist
them relax while traveling to their destinations.
DUEÑAS, RECA MAE, Bachelor of Science in Tourism Management,

Espeleta, Barangay Pahina San Nicolas, I had a chance to experience work at a
Coffee Shop - serving items to customer. My main goal right now is to get this
degree to be able to work in the tourism industry, pursuing a career in tourism can
be a rewarding and fulfilling choice for me who are passionate about travel and
creating memorable experience for others.
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RUBRICS AND RATING SHEET
For Rater only
Title of Project
Group Names (Cabañero, Michaela, Dueñas, Reca, Sosas, Carla;Pateño, Cyren,
Villavelez, Cyril)
Objective: To craft a concise and engaging executive summary that effectively highlights the
key elements of the marketing plan, including objectives, strategies, and expected outcomes.
E G S NI I
CRITERIA 5 4 3 2 1
I. Introduction
Excellent (5-4 pts): Engaging and clearly introduces the purpose of the case analysis, providing context
and relevance to the issue.
Good (3 pts): Adequate introduction but may lack some clarity or engagement.
Fair (2 pts): Introduction is present but lacks clarity or fails to engage the reader.
Poor (1-0 pts): No clear introduction or relevance to the case analysis.
II. Case Presentation (Summarize)
Excellent (5-4 pts): Thorough and concise summary of the case, capturing key elements.
Good (3 pts): Adequate summary but may lack depth or overlook certain aspects.
Fair (2 pts): Summary is present but lacks clarity or omits crucial details.
Poor (1-0 pts): No clear or coherent summary of the case.
Excellent (5-4 pts): Clearly defines the main issue, identifies people involved, and provides insight into
management approaches.
Good (3 pts): Defines the issue, identifies people involved, and discusses management approaches but
with some lack of clarity or depth.
Fair (2 pts): Attempts to address the problem but lacks clarity or overlooks certain aspects.
Poor (1-0 pts): Fails to address the main issue, people involved, or management approaches.
IV. Methodology
Excellent (5-4 pts): Clearly outlines the research process with distinct phases and explains each phase
in detail.
Good (3 pts): Outlines the research process with defined phases but may lack some clarity or detail.
Fair (2 pts): Describes the research process but lacks clarity or omits some important details.
Poor (1-0 pts): No clear explanation of the research methodology.
Excellent (5-4 pts): Thoroughly discusses the main issue, people involved, and management
approaches with strong integration of literature.
Good (3 pts): Discusses the main issue, people involved, and management approaches but with some
lack of depth or integration.
Fair (2 pts): Attempts to discuss but lacks clarity, depth, or literature integration.
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Poor (1-0 pts): No clear discussion or integration of relevant literature.
VI. Conclusion
Excellent (5-4 pts): Provides a clear and insightful conclusion that effectively summarizes key findings.
Good (3 pts): Concludes the analysis but may lack some depth or insight.
Fair (2 pts): Attempts to conclude but lacks clarity
Poor (1-0 pts): No clear or coherent conclusion.
VII. Recommendation
Excellent (5-4 pts): Offers well-supported and practical recommendations.
Good (3 pts): Provides recommendations but may lack some detail or support.
Fair (2 pts): Attempts to provide recommendations but lacks clarity or depth.
Poor (1-0 pts): No clear or coherent recommendations.
VIII. References
Excellent (5-4 pts): All references are listed in alphabetical order and follow APA 7th Edition format.
Good (3 pts): References are present but may have some errors in alphabetical order or APA format.
Fair (2 pts): References are included but lack alphabetical order or have notable errors in APA format.
Poor (1-0 pts): No references provided or severe errors in formatting.
TOTAL
5-(E) Excellent, 4-(G) Good, 3-(S) Satisfactory,2-(NI) Needs Improvement, 1-(I) Inadequate
Rated by:
ANTHONY G. ESGUERRA, PhD

Course Instructor
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MANAGING RISK OF FOOD-BORNE ILLNESS IN A RESTAURANT: A CASE STUDY
De La Peña, Kimberly; Gonzaga, Jade Antoinette; Cosie, Stephanie; Bacang, Jenny Ann;
Sialongo, Desiree
Hospitality or Tourism Management Program
Corresponding Email: (jadeantoinettegonzaga64@gmail.com)
I. Introduction
Managing the risk of foodborne illness is an important aspect of running a successful

restaurant. Food poisoning can have a serious impact not only on public health, but also
on a company's reputation and bottom line. This case study examines the challenges a
popular restaurant faces in managing risks associated with foodborne illness and the
strategies it has put in place to ensure food safety and effectively mitigate potential risks.
.
The restaurant in question is located downtown and is known for its diverse menu and
high quality ingredients. However, the owners of this establishment understand that even
one outbreak of food poisoning can have a serious impact on both the health of their
guests and the reputation of their business.
Identifying and assessing the potential risks associated with foodborne illness is of
paramount importance to restaurant operations. They understand that a variety of
potential contaminants, including harmful bacteria such as Salmonella and E. coli, can
pose a serious risk to the health of their customers. These contaminants can enter every
step of the food supply chain, from raw material sourcing to preparation and serving.
Another potential risk for management to consider is suboptimal food handling practices.
They understand that improper food handling, such as inadequate hygiene protocols,
improper storage temperatures, improper cooking or reheating procedures, can lead to
the growth of pathogens and the development of foodborne illnesses. I am.
An important aspect that restaurateurs focus on is employee training and awareness. They
know that lack of knowledge or careless behavior by kitchen staff can increase the risk of
contamination and the spread of harmful bacteria. Therefore, ensuring proper training
and awareness of employees is a top priority for restaurants.
To reduce the risks associated with foodborne illness, restaurateurs are implementing
comprehensive strategies and protocols. They have established strict food safety protocols
and standard operating procedures (SOPs) for food handling, storage, and preparation.
10
Regular internal audits are conducted to ensure that these protocols are strictly followed
and to identify areas for improvement.
Management also recognizes the importance of raw material sourcing and supplier
management in preventing foodborne illness. They take proactive steps to source their
raw materials from reputable and trusted suppliers. They maintain close relationships with
their suppliers and regularly check their compliance with food safety certifications and
quality standards. This ensures that only safe and high-quality ingredients are used in our
dishes.
Employee training and certification plays an important role in reducing the risk of
foodborne illness. The restaurant ensures that all employees receive comprehensive
training on proper food handling, hygiene practices, and how to recognize possible signs
of food poisoning. Refresher courses are offered regularly to update and deepen your
knowledge of best practices.
This case study focuses on a popular downtown restaurant that has prioritized addressing risks
related to foodborne illness. Restaurants are aware of the potential impact a foodborne illness
outbreak can have on public health and a restaurant`s reputation.
To ensure safe and high-quality raw materials, we regularly check our suppliers' certification
and compliance with quality standards.
Employee training and awareness are important to prevent food poisoning.
Regular inspections and monitoring will be carried out to identify potential risks.
Managers carefully monitor food storage temperatures, track ingredient expiration dates, and
maintain detailed traceability records.
This allows for quick corrective action and ensures a high standard of food safety.
By implementing these measures, restaurants effectively reduce the risk of foodborne illness
and thereby protect the health and reputation of the establishment.
Overall, this case study shows how important proactive risk management is in ensuring food
safety in restaurants.

The objective of this Case Analysis if to be able to address the following;
(a) What is the main issue of the problem?
The root of the problem is that food poisoning can occur in restaurant operations. This poses
a significant risk to public health and can negatively impact a restaurant's reputation and
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business sustainability. The goal is to effectively manage and reduce these risks to ensure the
safety of the food served and to prevent foodborne illness outbreaks.
(b) Who are the people involved?
The following people may be involved in the case study 'Managing foodborne illness risks in
restaurants':
1. Restaurant owner/manager: The restaurant owner or manager is responsible for ensuring

food safety measures and overall risk management. plays an important role in
implementation. At a restaurant.
2. Head Chef/Kitchen Staff: The head chef and kitchen staff are responsible for the
preparation, cooking, and handling of food. Must follow good food safety practices and have
knowledge of the potential risks associated with foodborne illness.
3. Reception staff: Reception staff, including servers and hosts/hostesses, also play a role in
managing the risk of foodborne illness. You should practice good hygiene practices such as:
For example: Obtain information about hand washing, food safety concerns and issues and
report them to kitchen staff or managers.
4. Food safety experts/consultants: Food safety experts or consultants may be involved in

providing guidance and expertise on implementing effective risk management strategies.
These can assist in the development and auditing of food safety protocols and ensure
compliance with regulatory standards.
5. Sanitary Inspector: Local health department sanitary inspectors are responsible for
conducting periodic inspections to assess a restaurant's compliance with food safety
regulations. These play an important role in identifying potential risks and providing guidance
for corrective actions.
6. Suppliers: A restaurant's food and ingredient suppliers also play a role in managing the risk
of foodborne illness. We need to ensure the quality and safety of the products we deliver to
restaurants.
7. Customers: Although customers are not directly involved in risk management, they are
involved in the restaurant's food safety activities. Their feedback and observations help
identify potential problems and contribute to continuous improvement efforts.
To effectively manage the risk of foodborne illness in restaurants, it is important that all these
parties work together and collaborate.
(c) What are the management approach that done to solve the issue?
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In the case study "Managing the risk of foodborne illness in restaurants", several management
approaches can be implemented to solve the problem. These approaches include:
1. Implement a food safety system: Restaurants must establish and implement a robust food
safety system that: B. Hazard Analysis and Critical Control Points (HACCP) and Good
Manufacturing Practices (GMP). These systems help identify and control potential hazards
throughout the food preparation process.
2. Training and Education: Regular education and training of all employees on proper food
handling, hygiene practices, and food safety procedures is essential. This will ensure everyone
is aware of the risks of food poisoning and how to prevent it.
3. Monitoring and Compliance: Regular monitoring and compliance audits should be

conducted to ensure that food safety practices are consistently followed. This may include
periodic inspections, audits and internal controls to identify opportunities for improvement.
4. Establish Standard Operating Procedures (SOPs): Developing and implementing standard

operating procedures for a restaurant's various tasks and processes helps ensure consistency
and compliance with food safety protocols. SOPs should cover areas such as cleaning and
sanitation, storage, and food handling.
5. Cooperation with Suppliers: It is important to build strong relationships with suppliers and
ensure that they adhere to strict quality control measures. Strong supplier management can
minimize the risk of receiving contaminated or unsafe raw materials.
6. Effective Communication: Clear and effective communication channels must be established

within the restaurant so that all employees are aware of food safety protocols and can
immediately report any concerns or issues.
7. Continuous improvement: Introducing a culture of continuous improvement is important to

managing the risk of foodborne illness. This includes regularly reviewing and updating food
safety protocols, conducting risk assessments, and staying up to date with the latest industry
standards and best practices.
By implementing these management approaches, restaurants can significantly reduce the risk
of foodborne illness and create a safe environment for employees and customers.
IV. Methodology
This section discusses the process that researchers did in order to help in achieving
the goal of the study, the researchers have done the following;
Phase 1. The researchers selected the concept and case of the study.
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In the case of ``Managing the risk of foodborne illness in restaurants: a case study,''
the researcher would have chosen the concept of examining management
approaches to minimize the risk of foodborne illness in a restaurant environment.
A case study involves selecting a particular restaurant as the focus of the study.
Selection of case study participants may be based on certain criteria, such as
restaurant size, type of cuisine, location, and record of past food safety incidents.
The goal is to explore real-world examples and practices that restaurants use to
manage the risk of foodborne illness.
By selecting one or more specific cases, researchers can gain a deeper

understanding of the context-specific challenges, strategies, and outcomes
associated with food safety management. This approach allows for a detailed
examination of the specific processes, systems, and practices that restaurants use
to reduce the risk of foodborne illness.
The selected cases serve as representative examples for considering the broader
issue of foodborne illness risk management in the restaurant industry. The results
of the case study will contribute to existing knowledge and provide insight into
effective risk management practices that can be adopted by other restaurants.
Overall, by selecting a specific case for study, researchers can focus on the practical
application of risk management strategies in the restaurant industry and learn
more about the challenges and opportunities in this specific context. Get a
comprehensive understanding.
Phase 2. The researcher created an initial literature review in order to understand

the concept.
Completing an initial literature review is an important step in any research project.
This helps researchers understand existing knowledge and research on the topic
and identify gaps, trends, and key concepts related to the research question.
In the case of ``Risk management of foodborne illness in restaurants: a case study'',

researchers conducted a systematic review of academic articles, journal articles,
books, and other relevant sources to gather information on the subject. Sho. The
focus of the literature review will be to examine the current understanding of risk
management practices related to foodborne illness in restaurants.
Researchers may have searched for relevant literature using various databases
such as PubMed, Google Scholar, or databases specific to the field of food safety
or hotel management. Keywords used in the search include terms related to
foodborne illness, restaurant risk management, case studies, and other related
concepts.
14
Through the literature review, the researcher would have identified and analyzed
the key concepts, theories, and frameworks used in existing research on this topic.
They should have considered methods used in previous studies, including case
studies, to understand how restaurant risk management has been studied in the
past.
The literature review also helped the researcher identify gaps and areas that
require further exploration and investigation. It would have guided the formulation
of the research questions and hypotheses for the case study and provided the
necessary background information to design the research methodology.
Overall, the initial literature review would have provided the researcher with a
solid knowledge base and understanding of the concept of foodborne illness risk
management in restaurants. It would have helped identify gaps in the current
literature and formulate the research objectives and approach to the case study.
Phase 3. The researcher answers and discuss using the guide question of the study.
In order to answer and discuss the key research question: “Risk management of
foodborne illness in restaurants: a case study,” researchers needed to conduct a
systematic literature review to gather relevant information and insights. Here's
how researchers addressed the key questions:
1. What are the most common types of foodborne illnesses in restaurants? The
most common types of food poisoning are identified and discussed. These include
infections caused by bacteria such as Salmonella, Campylobacter, and E. coli, as
well as viral and parasitic infections such as Norovirus and Cryptosporidium.
Researchers focus on the symptoms, causes, and transmission routes of these

foodborne illnesses and emphasize their importance in restaurants.
2. What are the potential risks and hazards associated with food handling in
restaurants?
Researchers have studied the potential risks and hazards associated with food
handling in restaurants. , is being analyzed. These include poor personal hygiene
practices of food handlers, cross-contamination of food, improper storage or
temperature control, and inadequate cleaning and sanitation procedures.
Researchers discuss the impact of these risks and hazards on foodborne illness
outbreaks in restaurants, highlighting potential public health, reputational, and
legal implications.
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3. What risk management practices and strategies exist in restaurants?
Researchers investigated existing risk management practices and strategies used

by restaurants to reduce the risk of foodborne illness To do. This includes
implementing food safety management systems such as Hazard Analysis and
Critical Control Points (HACCP), staff training programs, regular inspections and
audits, and the use of technology to monitor and track food safety practices. may
occur.
Researchers have discussed the effectiveness of these risk management practices

and highlighted the challenges and limitations that restaurants may face in
implementing and maintaining these practices.
4. What are the key factors for successfully managing risks in the catering industry?
Researchers investigate the main factors that influence the success of risk
management in the catering industry. These factors include the company's culture
and commitment to food safety, leadership and management support, employee
engagement and training, communication and cooperation with regulators, and
the role of external stakeholders such as suppliers and customers. may be included.
Researchers discuss the importance of these factors in building a culture of food

safety and ensuring sustainable implementation of risk management practices in
restaurants.
5. What lessons have been learned from previous case studies on foodborne illness
risk management in restaurants?
Researchers have reviewed the results of previous case studies on foodborne

illness risk management in restaurants. , is summarized. This may include an
analysis of the methods, results, and key findings from these case studies.
Researchers discuss lessons learned from these case studies and highlight best
practices, challenges, and recommendations for future research and practice.
Phase 4. The researchers concluded and provided a recommendation.
Conclusion:
1. Food poisoning in restaurants is primarily caused by bacteria, viruses, and
parasites, with Salmonella, Campylobacter, E. coli, Norovirus, and Cryptosporidium
being the most common causes.
16
2. The main risks and hazards associated with food handling in restaurants include
poor personal hygiene, cross-contamination, improper storage or temperature
control, and inadequate cleaning and sanitation procedures.
3. Effective risk management practices, such as implementing food safety
management systems such as HACCP, training staff, conducting regular inspections,
and using technology for monitoring and tracking, can significantly reduce the
incidence of foodborne illness in restaurants. I can.
4. Key factors influencing successful risk management in restaurants include a
strong organizational food safety culture, leadership and management support,
employee involvement and training, and effective communication and It includes
collaboration and engagement with external stakeholders.
Recommendation:
1. Develop and implement a comprehensive food safety management system in
accordance with HACCP principles to identify and control food safety hazards at
critical points in restaurant operations.
2. Establish and enforce strict personal hygiene practices for all employees,
including regular hand washing, use of gloves, and appropriate clothing.
3. Practice good food handling practices, including: B. Store raw and cooked foods
separately to prevent cross-contamination, and regularly clean and disinfect food-
contact surfaces.
4. Provide regular education and training on food safety practices to all employees
and emphasize their role in preventing foodborne illness.
5. Maintain open and transparent communication with regulatory authorities,
actively cooperate with inspections, and promptly remediate issues identified.
6. Involve external stakeholders, such as suppliers and customers, in food safety
efforts to ensure the quality and safety of raw materials and promote consumer
awareness.
7. Continually monitor and evaluate the effectiveness of risk management
practices and conduct regular internal audits and reviews to identify areas for
improvement.
It is important to note that these conclusions and recommendations are

hypothetical in nature and should be tailored to the specific results and
circumstances of the actual research study.

(a)What is the main issue of the problem?
There is a need to implement effective risk management strategies to prevent food

poisoning in restaurants. This issue is of paramount importance because food
poisoning can have a serious impact on the health of consumers and negatively impact
a restaurant's reputation and success.
17
To further explore the literature on this topic, let's take a look at some related studies
and research papers.
1. Study: “Incidence of foodborne illness in the United States: A snapshot of the past
decade” Scallan et al. (2011)
This study provides an overview of the incidence of foodborne illness in the United
States and identifies the significant public health consequences of foodborne illness.
It highlights the burden. The report emphasizes the importance of taking precautions
in restaurants to reduce the incidence of foodborne illness.
2. Article: “Managing Food Safety: Manual for the Voluntary Use of HACCP Principles
for Operators of Food Service and Retail Facilities” by the United States Food and Drug
Administration (FDA, 2017)
This manual is intended for restaurateurs. describes the Hazard Analysis and Critical
Control Point Principles (HACCP), which provides guidance in implementing an
effective food safety management system. This highlights the importance of
identifying critical control points and implementing control measures to prevent food
contamination and food poisoning.
3. Study: “Food Safety in Restaurants: A Modeling Approach to Identifying Critical

Control Points” by Unusan (2019)
This study identifies critical control points (CCPs) in restaurant operations based on the
risk level associated with various activities. We propose a modeling approach to The
report highlights the need for a proactive and systematic approach to identifying and
prioritizing control measures to reduce the risk of foodborne illness in restaurants.
4. Paper: “Risk Factors Contributing to Foodborne Disease Occurrences in Restaurants

and Bars: A Review” by Redmond et al. (2010)
This article reviews the existing literature on risk factors contributing to foodborne
illness outbreaks in restaurants and bars. Identify critical risk factors such as
inadequate temperature control, inadequate hand hygiene, and cross-contamination.
This article highlights the importance of addressing these risk factors and taking steps
to prevent foodborne illness.
5. Research: “Factors influencing food safety practices in restaurant establishments: A

systematic review”, Aung et al. (2015)
This systematic review examines the factors influencing food safety practices in
restaurant establishments. I'll investigate. It identifies factors such as management
commitment, employee education and training, and regulatory compliance as key
determinants of food safety practices. This study highlights the need to address these
factors to effectively manage the risk of foodborne illness in restaurants.
18
These literature sources provide insight into the important issue of foodborne illness
risk management in restaurants and provide recommendations and best practices for
implementing effective risk management strategies. They emphasize the importance
of proactive measures such as HACCP-based systems, proper training and education,
and compliance with food safety regulations to prevent food poisoning in restaurants.
(b)Who are the people involved?
In the case study 'Managing the risk of foodborne illness in restaurants: a case
study', the individuals involved may vary depending on the specific situation and
organization. However, the key people typically involved in foodborne illness risk
management in restaurants are:
1. Restaurant Owner: Restaurant owners are ultimately responsible for ensuring

food safety and managing the risk of foodborne illness. They play a key role in
establishing an overall food safety culture, establishing policies and procedures,
and allocating resources to training and implementing preventive measures.
2. Food Safety Manager: The Food Safety Manager is responsible for overseeing
the implementation of food safety practices and ensuring compliance with
regulations. They are familiar with food safety standards and guidelines and work
closely with employees to train them in proper food handling and hygiene
practices.
3. Restaurant Manager: Restaurant Managers play a critical role in adhering to food

safety protocols and ensuring their proper implementation on a daily basis. They
supervise staff, monitor food handling, conduct regular inspections, and address
food safety issues that arise.
4. Kitchen Staff: Kitchen staff, including cooks, chefs, and food handlers, are directly
involved in the preparation and handling of food. You are responsible for following
food safety protocols, maintaining proper hygiene, and ensuring food is stored,
prepared, and served safely to prevent food poisoning.
5. Front-of-house staff: Front-of-house staff, such as servers and hosts, also play a
role in managing the risk of foodborne illness. To provide a safe dining experience
for your customers, you must be trained in basic food safety practices, including:
B. Proper handling of equipment and avoidance of cross-contamination.
1. Implement a food safety management system: Restaurants must establish and
maintain a food safety management system, such as Hazard Analysis and Critical
Control Points (HACCP) or International Organization for Standardization (ISO)
19
22000. These systems help identify potential hazards, establish control measures,
implement monitoring procedures, and ensure continuous improvement of food
safety practices.
2. Education and Training: Restaurant staff should receive comprehensive training

in food safety practices and principles. This includes proper handling and storage
of food, personal hygiene, cleaning, and disinfection procedures, and identifying
potential food safety risks. Ongoing training and refresher training is also important
to keep your employees up to date on best practices.
3. Establish standard operating procedures (SOPs): Clearly documented SOPs are

developed for all food processing processes, from receiving and storing ingredients
to food preparation, cooking, and serving. is needed. These procedures guide staff
on the correct course of action and minimize the risk of cross-contamination or
mishandling of food.
4. Regular inspection and monitoring: Periodic inspections should be carried out

to ensure compliance with food safety standards. This includes reviewing
temperature control, cleanliness of cooking areas, and proper storage practices.
Monitoring systems such as temperature logs and checklists can help identify areas
for improvement and track corrective actions.
5. Supplier Management: Restaurants need to build strong relationships with

reliable and reputable suppliers. Regularly inspecting and auditing supplier
facilities, conducting audits, and requiring documentation of good food safety
practices can help reduce the risk of contaminated ingredients and foodborne
outbreaks.
6. Communication and Reporting: Establishing clear communication channels

within a restaurant is critical to identifying and managing potential food safety
risks. Staff should be encouraged to report any concerns or incidents immediately.
Additionally, maintaining effective communication with local health and regulatory
authorities ensures compliance with food safety regulations.
While this answer is based on general principles, it is important to note that

specific strategies may vary depending on the type of restaurant and local
regulations. For detailed, evidence-based approaches to managing foodborne
illness risks in restaurant environments, consult scientific literature, case studies,
and guidelines from trusted organizations such as the World Health Organization
(WHO) and the Food and Drug Administration (FDA). recommend to.
20
VI. Conclusion
In conclusion, managing the risk of foodborne illness requires a proactive and systematic
approach to food safety. By identifying potential contaminants, implementing strict
procedures, providing thorough employee training, and conducting regular inspections,
restaurants can significantly reduce the risk of foodborne illness. This not only protects the
health and safety of our customers, but also ensures the long-term success and sustainability
of our company.
A case study of foodborne illness risk management in restaurants highlights the importance
of implementing effective food safety measures. It is important for restaurant owners and
managers to prioritize food safety and take proactive measures to prevent foodborne illness
outbreaks.
Important strategies to manage the risk of foodborne illness include:

1. Implement a robust food safety management system that: B. Hazard Analysis Critical
Control Points (HACCP) to identify and address potential hazards.
2. Ensuring good hygiene practices among staff, including regular hand washing, wearing
gloves, and maintaining a clean and disinfected environment.
3. Store, handle, and prepare food properly to prevent cross-contamination and bacterial
growth.
4. Conduct regular inspections and audits to monitor compliance with food safety standards
and regulations.
5. Provide staff with comprehensive training and education on food safety procedures and
protocols.
6. Establish clear communication channels to promptly report and address food safety
concerns and incidents.
By implementing these measures and maintaining a strong food safety culture, restaurants
can significantly reduce the risk of foodborne illness outbreaks. This not only protects your
customers, but also ensures your restaurant's reputation and success.
It is important to note that each case study may have its own findings and recommendations
based on its specific situation and challenges. Therefore, it is important to analyze the details
of real case studies to draw more accurate and customized conclusions.
VII. Recommendation
By implementing these recommendations, restaurants can significantly reduce the risk of
foodborne illness and ensure the safety of their customers. It is also important to regularly
assess the effectiveness of these measures through internal audits and inspections to identify
opportunities for improvement and maintain a proactive approach to food safety
management.
21
1. Developing a comprehensive food safety management system: Robust systems such as
Hazard Analysis and Critical Control Points (HACCP) to identify, evaluate, and control critical
points in food handling processes that can cause foodborne illness. will be introduced. This
systematic approach helps prevent and manage food safety risks.
2. Conduct regular staff training: All employees, including management, kitchen staff, and
servers, are properly trained in food safety protocols, personal hygiene, and safe food handling
practices. Make sure. Continuous training should be conducted and refresher courses
provided regularly to increase knowledge and awareness.
3. Establish and Reinforce Hygiene Practices: Emphasize the importance of hand washing, use
of gloves, and proper disinfection of food contact surfaces. Provide resources such as hand-
washing stations, hand sanitizer, disposable gloves, and cleaning supplies to encourage
compliance.
4. Implement strict food storage and handling procedures. Store raw and cooked foods
separately and properly to avoid cross-contamination. Use appropriate temperature controls
for storage and display, including refrigeration and warming equipment. Establish clear
procedures for receiving, inspecting, and disposing of potentially contaminated or expired
products.
5. Regularly monitor and maintain equipment: Ensure that all food processing and storage
equipment is regularly inspected, cleaned and maintained to minimize the risk of cross-
contamination and bacterial growth. confirm. Calibrate your temperature control device
regularly to ensure accuracy.
6. Deploy resources for effective cleaning and disinfection: Define clear cleaning and
disinfection protocols for all areas of the restaurant, including kitchen surfaces, utensils, dining
areas, and restrooms. Provide sufficient cleaning supplies and train staff on proper use and
frequency of cleaning tasks.
7. Foster a culture of accountability and reporting: Foster a culture where employees feel
comfortable reporting food safety concerns and incidents immediately. Establish a clear
process for reporting and resolving issues, ensuring follow-up actions are taken to prevent
recurrence and continuously improve food safety practices.
8. Regularly review and update food safety policies. Stay up to date with local health authority
regulations and food safety best practices. Continuously evaluate and update food safety
policies and procedures based on new information, industry trends, and lessons learned.
22
References
Causes and prevention of foodborne illness. (2015b, December 9).
https://web.uri.edu/foodsafety/cause-and-prevention-of-foodborne-illness/
Causes and Symptoms of Foodborne Illness - MN Dept. of Health. (n.d.-b).
https://www.health.state.mn.us/diseases/foodborne/basics.html#:~:text=Foodborne
Department of Public Health. (n.d.). Foodborne illnesses and
outbreaks. https://www.cdph.ca.gov/Programs/CID/DCDC/Pages/FoodborneDiseasesandOut
breaks.aspx
Foodborne illness outbreaks at restaurants are often linked to sick workers, CDC finds. (2023b,
May 31). NBC News. https://www.nbcnews.com/health/health-news/foodborne-illness-
outbreaks-restaurants-sick-workers-cdc-rcna86801
Food poisoning symptoms. (2023c, October 24). Centers for Disease Control and Prevention.
https://www.cdc.gov/foodsafety/symptoms.html
Francis, A. (2023b, June 1). The biggest known reason for foodborne illness at restaurants?
sick staff. Bon Appétit. https://www.bonappetit.com/story/sick-staff-restaurants-cdc-report
Public health foodborne illness case study during a Special Operations Forces deployment to
South America. (n.d.-b). PubMed. https://pubmed.ncbi.nlm.nih.gov/21442592/
23
PROFILE
DE LA PEÑA, KIMBERLY, Bachelor of Science in Tourism Management, PHOTO

Inayawan Cebu City, my Interest, and objective in my future Career as a
tourism student, I have a strong interest in promoting sustainable and 1X1 (Formal)
responsible tourism practices. My aim is to ensure that tourism activities
make a positive contribution to the local economy, culture, and
environment, while minimizing negative impacts.
GONZAGA, JADE ANTOINETTE, Bachelor of Science in Tourism

PHOTO
Management, Cebu City, my Interest, and objective in my future Career I
enjoy interacting with people and providing excellent customer service. A 1X1 (Formal)
career in tourism allows you to connect with travelers and help them create
unforgettable experiences. My goal is to satisfy my customers by meeting
their needs and exceeding their expectations.
COSIE, STEPHANIE, Bachelor of Science in Tourism Management, Cebu City,

PHOTO
my Interest, and objective in my future Career is my passion for traveling
and Exploring New Cultures one of the main reasons I pursue a career in the 1X1 (Formal)
tourism industry is my love for traveling and experiencing different cultures.
I feel a strong desire to know more about different destinations, their
history, traditions, and unique attractions.
BACANG, JENNY ANN, Bachelor of Science in Tourism Management, Busay PHOTO

Cebu City, my Interest, and objective in my future Career In fact, my passion
for event planning and coordination led me to want to work in the event 1X1 (Formal)
planning and event management field in the tourism industry. My goal is to
organize conferences, meetings, festivals, and other special events that
attract tourists and enhance their experience.
SIALONGO, DESIREE, Bachelor of Science in Tourism Management, Cebu

City, my Interest, and objective in my future Career As a tourism student, I
value the opportunity to foster cultural exchange tourists and local
communities. I aim to promote cultural understanding and education
through activities such as tours, historic preservation, and community-
based tourism initiatives.
24
For Rater only
Title of Project
Group Names (De La Peña, Kimberly; Gonzaga, Jade Antoinette;
Cosie, Stephanie; Bacang, Jenny Ann; Sialongo, Desiree)
E G S NI I
CRITERIA 5 4 3 2 1
I. Introduction
IV. Methodology
in detail.
25
VI. Conclusion
VII. Recommendation
VIII. References
TOTAL
Rated by:

Course Instructor
26
COVID 19’s IMPACT ON TOURISM INDUSTRY
Enanoria, Krist Jenin, De Leon, Mary Adel, Roel, Rabutan, Jane Rose, Licanda, Michelle,
Saladaga, Lady Monic
Corresponding Email:
I.INTRODUCTION
The COVID 19 without any doubt, the tourism business has been significantly impacted
by the COVID-19 outbreak. According to the World Tourism Organization, the closure of
borders, airports, and hotels, as well as limits on public gatherings, land travel, and related
services, threatens 100 to 120 million employments worldwide.
In the First Quarter of 2020, International tourist arrivals fell by 22% during the period
when most countries implemented travel restrictions and lockdowns, resulting in an
estimated loss of US$80 billion in revenue from tourism across the globe. During that time,
97 destinations have completely or partially closed their borders to tourists, 65 destinations
have suspended international flights completely or partially, and 39 destinations have
implemented border closures (i.e., restricting entries from certain countries).
The Philippine government closed Luzon's airports on March 20 as part of the island's
Enhanced Community Quarantine (ECQ), which began on March 16. The tourism industry is
currently dealing with the pandemic's severe influence on its performance. Travel restrictions
and measures in various countries began as early as January of this year, impacting Philippine
international tourists. International tourists, on the other hand, have been limiting their trips
because of the risk of catching COVID-19. According to the Department of Tourism,
international tourist receipts in the first quarter of this year fell 36% to PHP85 billion,
compared to the same period last year.
II. CASE PRESENTATION (SUMMARIZE)

Tourism is the fastest growing industry in the country but in the COVID-19 pandemic
significantly impacted the global tourism sector, leading to a drop in demand for travel due to
strict travel restrictions, border closures, and lockdowns. This resulted in significant job losses,
company closures, and financial difficulties for areas whose economies depended on tourism.
Customers' confidence in travel was also damaged due to uncertainty about the pandemic's
severity and duration.
Travelers experienced disruptions, cancellations, and travel limitations, affecting their choices
and actions for future travel. Industry businesses, such as hotels, airlines, tour operators, and
transportation suppliers, experienced declines in earnings, business closures, employment
27
losses, and operational challenges. Local communities in popular tourist locations suffered
greatly, with social unrest, economic downturns, and widespread job losses due to fewer
tourists.
Governments and legislators played a significant role in the industry's response to the crisis,
with their decisions about travel bans, lockdown procedures, financial assistance, and
stimulus plans impacting the industry's capacity to withstand the pandemic's difficulties.
To address the problem, management strategies include health and safety protocols,
adaptation and innovation, government support and policies, cooperation between
stakeholders, diversification and destination management, and communication and
rebuilding trust.
III. STATEMENT OF THE PROBLEM

The main issue revolves around a sharp decline in travel demand and disruptions to
global mobility especially in the Philippines. Travel restrictions, lockdowns, and health
concerns have led to widespread cancellations of trips and events, causing significant financial
losses for businesses in the tourism sector. The industry faces challenges in adapting to new
safety protocols, rebuilding consumer confidence, and addressing long-term shifts in travel
behavior. The ripple effects extend to various related sectors, affecting employment, revenue
streams, and the overall economic contribution of tourism to many regions globally.
Many businesses were completely shut down, the stringent measure was announced
for conducting business activities in selected sectors only, and the tourism and hospitality
sector was not exempted from this regulation. The COVID-19 pandemic has incurred a
significant economic and social impact around the world (United Nations World Tourism
Organization (UNWTO), 2020). Many sectors have been drastically affected but tourism was
one of the hardest hit by COVID-19 globally. A recent report by the World Association of
Investment Promotion Agencies (IPAs) on May 2020, stated that sectors like hotels and
restaurants and other travel and tourism-related services were among the top five vulnerable
sectors during the crisis of COVID-19. IPAs reported that hotels and restaurants are affected
by the pandemic by around 84% followed by other travel and tourism-related services by
around 65%. This pandemic has exacerbated the condition of business owners in the tourism
industry. Similar to other countries around the world, the tourism industry also has been
drastically affected economically and socially due to the COVID-19 pandemic. COVID-19 has
caused direct losses of half-billion to the tourism sector.
COVID-19's economic impact on tourism has resulted in more unemployment,
reduced consumer purchasing power, and low-income generation. Likewise, economic
impact, the social impact was staggering the owners on the survival of their business. Owners
are stressed about future business activities as the tourism and hospitality industry is on the
brink of collapse. However, the Oman government took several initiatives to mitigate the
28
economic and social impact of the tourism and hospitality industry by offering monetary and
nonmonetary support to the business owners to sustain and survive their businesses.
To address the impact of COVID-19 on the tourism industry, various management
approaches have been employed globally. Governments and industry stakeholders have
implemented stringent health and safety protocols to instill traveler confidence. Economic
stimulus packages and financial support have been provided to alleviate the financial strain
on businesses within the tourism sector. Additionally, destination marketing strategies have
been adapted to promote domestic tourism and leverage digital platforms for virtual
experiences. Collaborative efforts between governments, businesses, and international
organizations have played a crucial role in navigating the challenges posed by the pandemic
and fostering a resilient recovery for the tourism industry.
IV. Methodology
The Covid-19 pandemic has had a significant impact on the tourism industry
worldwide. The effects can be observed in various aspects:
Travel Restrictions: Governments imposed travel restrictions and lockdown measures
to curb the spread of the virus. International borders were closed, and domestic travel was
restricted. This led to a drastic decline in tourist arrivals.
Massive Drop in Tourist Arrivals: As a result of travel restrictions and fear of the virus,
tourist arrivals plummeted globally. Airlines canceled flights, hotels remained empty, and
tourist attractions closed down.
Economic Contraction: The tourism industry is a major contributor to many countries'

economies, and the decline in tourism had severe economic implications. Businesses in the
tourism sector, including hotels, airlines, tour operators, restaurants, and retail shops,
suffered massive revenue loss, job cuts, and even bankruptcies.
Job Losses: With the decline in tourist arrivals and subsequent closures of businesses,
numerous jobs were lost. Employees in the tourism industry, including hotel staff, tour guides,
travel agents, and restaurant workers, faced layoffs and unemployment.
Impact on Small Businesses and Local Communities: Small businesses, often

dependent on tourism, were particularly hard-hit. Local communities relying on tourism
income, especially in developing nations, faced severe economic setbacks.
29
Shift in Travel Behavior: Travelers have modified their travel behavior due to safety
concerns and travel restrictions. Many have opted for domestic travel, outdoor activities, and
secluded destinations. International travel is expected to take longer to recover fully.
Digital Transformation and Innovation: The pandemic accelerated digital

transformation within the tourism industry. Online booking platforms, virtual tours, and
contactless technology became critical in providing a safe and convenient travel experience.
Shift towards Sustainable and Responsible Tourism: The pandemic highlighted the
need for sustainable and responsible tourism practices. Travelers are increasingly inclined to
support destinations and businesses that prioritize health and hygiene measures, offer eco-
friendly experiences, and contribute to local communities.
Slow Recovery and Uncertain Future: While vaccination efforts provide hope for the
industry's recovery, the timeline remains uncertain. The evolution of the virus, potential
emergence of new variants, travel regulations, and traveler confidence will continue to impact
the industry's recovery and future prospects.
These impacts highlight the immense challenges faced by the tourism industry due to
the Covid-19 pandemic. Recovery initiatives, collaboration between stakeholders, and
innovative approaches will be crucial in restoring the industry and ensuring its long-term
resilience.

The COVID-19 pandemic caused unparalleled damage to the worldwide tourism
sector, generating a variety of complex issues that seriously hindered its operations.
Numerous important difficulties are brought to light by studies conducted by the United
Nations World Tourism Organization (UNWTO) and other experts (e.g., Gössling et al., 2020;
Nicola et al., 2020). The most significant of them was the significant drop in demand for travel
as a result of rigorous travel restrictions, border closures, and lockdowns that were imposed
globally (Gössling et al., 2020). Due to airline flight cancellations, hotel mass cancellations,
and closures or restricted access to tourist destinations, both domestic and international
tourism saw sharp drops (Nicola et al., 2020). Significant job losses, company closures, and
financial difficulties were experienced by areas whose economies depended on tourism
(UNWTO, 2021). Furthermore, customers' confidence in travel was greatly damaged by
uncertainty regarding the severity and duration of the pandemic, in addition to health
concerns. This resulted in a hesitation to make travel plans (Gössling et al., 2020).
30
First, the epidemic had an immediate effect on tourism. Plan disruptions,
cancellations, and travel limitations were experienced by travelers, which affected their
choices and actions for future travel (Gössling et al., 2020). Their worries about their health
and safety had a big impact on travelers' preferences and demands.
From an industry standpoint, businesses that depend on tourism, such as hotels,
airlines, tour operators, and transportation suppliers, were seriously impacted. Studies reveal
notable declines in earnings, business closures, employment losses, and operational
challenges (Nicola et al., 2020). Significant economic difficulties were experienced by small
businesses, especially those who relied on tourism, as a result of decreased visitor inflows
(UNWTO, 2021).
Local communities in popular tourist locations suffered greatly as well. These towns
frequently rely significantly on tourism for both jobs and revenue. In some locations, there
was social unrest, economic downturns, and widespread job losses as a result of fewer tourists
(Gössling et al., 2020).
Governments and legislators also had a significant influence on how the industry
responded to the crisis. Their choices about travel bans, lockdown procedures, financial
assistance, and stimulus plans had a significant impact on the industry's capacity to withstand
the pandemic's difficulties (Nicola et al., 2020).
The following management strategy was used to address the problem, and it is crucial
for both long-term resilience and an efficient recovery from the pandemic issues.
• Health and Safety Protocols: The establishment of strict health and safety
protocols has been one of the main management strategies. To protect traveler safety, this
involves adopting contactless services, mask mandates, social distancing measures, and
improved cleaning procedures (Hall et al., 2020).
• Adaptation and Innovation: Businesses providing tourism have proven to be
innovative and adaptable in their offerings. To adapt to evolving consumer tastes and
guarantee a safe travel experience, they moved toward digital solutions, including virtual
tours, online booking systems, and contactless check-ins (UNWTO, 2021).
• Government Support and Policies: By putting laws into place to assist the
sector, governments have been extremely important. Financial assistance, stimulus plans, tax
breaks, and campaigns to boost domestic travel are some of these strategies to counteract
the decline in foreign tourists (Gössling et al., 2020).
• Cooperation: It has been highlighted that cooperation between stakeholders is
crucial to recovery. The implementation of unified strategies for recovery has relied heavily
on public-private partnerships, industry cooperation, and coordination among tourism
boards, enterprises, and communities (Hall et al., 2020).
31
• Diversification and Destination Management: Increasing the variety of tourism
products has been a key component of destination management techniques. To lessen
crowding in well-known tourist locations and promote a more evenly distributed visitor base,
emphasis has been placed on ecotourism, sustainable tourism, and lesser-known sites
(UNWTO, 2021).
• Communication and Rebuilding Trust: Rebuilding traveler confidence has
depended heavily on open and honest communication. To regain the trust of travelers,
educational programs about safety precautions, travel advisories, and updates on the
changing circumstances have been implemented (Gössling et al., 2020).
VI. Conclusion
In summary, the case study reveals the considerable challenges faced by the tourism
industry due to the Covid-19 pandemic. From airlines to hotels and local attractions,
businesses grappled with a global downturn, marked by travel restrictions, health concerns,
and economic uncertainties. This resulted in a substantial drop in tourist arrivals and revenue.
Despite these challenges, the industry has showcased resilience by adapting strategies
to ensure safety, implementing flexible policies, and embracing digital solutions. Looking
forward, the lessons learned during this crisis are poised to shape the future of tourism,
underscoring the importance of agility, sustainability, and collaborative efforts. As the world
continues its recovery, these principles will play a pivotal role in rebuilding and fostering a
thriving post-pandemic tourism landscape.
VII. References
Assaf, A. G., & Scuderi, R. (2020). COVID-19 and the recovery of the tourism industry. Tourism
Economics, 26(5), 731–733. https://doi.org/10.1177/1354816620933712
Chang, D. S., & Wu, W. (n.d.). Impact of the COVID-19 Pandemic on the Tourism Industry:
Applying TRIZ and DEMATEL to Construct a Decision-Making Model. Sustainability.
https://doi.org/10.3390/su13147610
Impact of the Pandemic on Tourism – IMF F&D. (2020, December 1). IMF. Retrieved December
7, 2023, from https://www.imf.org/en/Publications/fandd/issues/2020/12/impact-of-the-
pandemic-on-tourism-behsudi
PricewaterhouseCoopers. (n.d.). Impact of COVID-19 on the Philippine Tourism industry. PwC.
https://www.pwc.com/ph/en/publications/pwc-publications/tourism-covid-19.html
32
PROFILE
DE LEON, MARY ADEL, is a 3rd year college student at the University of the
Visayas under Tourism Management Program. She was born on July 14, 2001.
She lives at Verano 2, Goldenville Subdivision at Banawa, Cebu City. She is
the oldest among the siblings. She is a promoter at any kinds of events and
have an extra sideline work being an artist coordinator.
ENANORIA, KRIST JENIN, is a 2nd year college student of the University of the
Visayas under Tourism Management Program. She was born on July 24, 2002.
She lived in MountainView Village, Kalunasan, Langub, Cebu City. She is the
2nd Oldest among the siblings. She is also a choir in Langub Shrine and a
volunteer of Friends of Nature Clean Up.
SALADAGA, LADY MONIC, a resident of Labangon, Tabogon, Cebu, a 2nd year

student of Tourism Management at the University of the Visayas. A dedicated
to community service and actively participates as a volunteer in the School
Meet and Feeding Program within their barangay. She has demonstrated her
academic excellence and competitive spirit, earning recognition from her high
school for securing the first-place position in a modular competition. Her
commitment to both education and community engagement reflects a
passion for making a positive impact in her local environment.
RABUTAN, JANE ROSE E. is a 2nd-year college student at the University of

the Visayas under the Tourism Management Program. She was born on July
23, 2000. She lived in Hernan Cortes St., Tipolo, Mandaue City, Cebu City.
Among the siblings, she is the second oldest. She has two years of
experience working as a production worker and is currently employed part-
time at Jollibee as a service crew member.
LICANDA, MICHELLE , is a 2nd year college student of the University of the

Visayas under Tourism Management Program. She was born on May
29,2003. She lived in Bayanihan, Basak Pardo, Cebu City. She is the youngest
among the siblings. She is one of the volunteer teachers in her Barangay and
also a volunteer in clean-up drive.
33
For Rater only
Title of Project
Group Names (Enanoria, Krist Jenin, De Leon, Mary Adel, Roel, Rabutan,
Jane Rose, Licanda, Michelle, Saladaga, Lady Monic)
E G S NI I
CRITERIA 5 4 3 2 1
I. Introduction
IV. Methodology
in detail.
34
VI. Conclusion
VII. Recommendation
VIII. References
TOTAL
Rated by:

Course Instructor
35
ECONOMIC CRISES OF THE COVID-19 PANDEMIC IN THE HOTEL INDUSTRY
Villamor, Harvey Ken; Bolambot, Via; Lorona, Jonna Mae; Sarmiento, Angel;
Brigoli, Fairtex; Cavalida, Howell Clark; Ramirez, Francis
Corresponding Email: (harveyvillamor68@gmail.com)
I. Introduction
Wuhan, Hubei, China reported the first case of the fatal coronavirus, COVID-19, on
December 31, 2019 (World Health Organization, 2020). The deadly virus spread throughout
the entire world, creating an unstable and unpredictable environment. Government declared
the first lockdown on April 10, 2020 in an attempt to mitigate the pandemic's implications. In
accordance with the severity of COVID-19 cases, the lockdown was then extended zone-wise.
Numerous companies were forced to close entirely, strict regulations were set for conducting
business in specific areas exclusively, and the travel and hotel industry was not exempt from
these situations.
The economic impact of COVID-19 on the hotel industry has indeed been quite
significant. The pandemic has caused a sharp decline in travel and tourism, leading to a
decrease in hotel bookings and revenues. Many hotels have had to temporarily close their
doors or operate at reduced capacity, resulting in layoffs and financial strain for the industry.
However, amidst these challenges, the hotel industry has shown remarkable resilience and
adaptability. Many hotels have implemented stringent health and safety measures to ensure
the well-being of guests and staff. Some have also shifted their focus to local and domestic
travelers, exploring innovative ways to attract guests while international travel restrictions are
in place.
Technology has played a crucial role in helping hotels navigate through these tough
times. Contactless check-ins, virtual concierge services, and enhanced cleaning protocols have
become the new norm. Some hotels have even repurposed their spaces to accommodate
remote workers or offer unique experiences like virtual events and online classes. While the
road to recovery may still be long, the hotel industry is actively working towards bouncing
back stronger than ever. So, if you're planning a future trip, be assured that hotels are
committed to providing a safe and enjoyable experience for their guests
This study looks at the different problems that hotel managers encountered and how
they dealt with them. The financial loss, decreased demand from customers on a national and
worldwide scale, problems with logistics and distribution networks, and damaged
relationships with suppliers, clients, and staff are all examples of the economic impact. The
36
business owners' feelings of stress, anxiety, and depression over the current and upcoming
circumstances were among the social effects. This study has provided insightful
recommendations for reducing the detrimental effects on the tourism and hospitality sectors,
both socially and economically. One of the industries that was hardest hit in the early stages
of the COVID-19 pandemic was the hotel sector. Here are some lessons we can take from their
experiences to be ready for future crises, as new infection cases have been increasing recently.
The hotel and hospitality industry can generate thousands of jobs a year and is a significant
source of income. The tourism industry's subsector of hotels and hospitals has also faced
difficulties as a result of the COVID-19 lockdown. The government's announcement of the
"stay-at-home policy" and the restriction on "social distancing" had a significant impact on the
majority of restaurant businesses. This resulted in swift closures in states and cities to stop
the COVID-19 pandemic, shocking a lot of eateries and lodging facilities all over the nation. A
lot of hotels have seen a drop in reservations as a result of the health scare, and eateries in
the nation's larger cities are now limited to providing delivery services only. Given that the
majority of restaurants use fresh food items, which can be challenging to which are hard to
maintain in stock because demand varies, they will inevitably suffer losses. Hotels all over the
world estimated that cancellations of reservations were worth billions of dollars, and the
sector needed a $150 billion bailout [10]. Prior to the current COVID-19 pandemic, eager
travelers and business conference attendees made reservations at resorts and hotels. These
establishments are now getting calls to either postpone or cancel their previously planned
events.
What is the main issue of the problem?

The primary issue in the Philippine's hotel industry's economic crisis caused by the
COVID-19 pandemic is a sharp decline in tourism and travel. Hotels are dealing with
significantly lower occupancy rates as a result of lockdowns, travel restrictions, and safety
concerns, resulting in severe revenue losses and financial strain. This has a knock-on effect on
employment, operational sustainability, and the industry's overall economic health.
Who are the people involved?
The people involved in the economic crisis of the COVID-19 pandemic in the hotel
industry in the Philippines are Hotel Owners and Management, Hotel Staff and Employees,
Tourist and Travelers. Because during pandemic hotels experienced a sharp drop of bookings,
leading to financial strain. Staff faced job uncertainties, layoffs, or reduced hours. While
travelers encountered health concerns, travel restrictions, and uncertainty, impacting their
plans and leading to a decline in overall tourism-related activities.
What are the management approach that done to solve the issue?
37
To address the economic crisis in the hotel industry during COVID-19 pandemic in the
Philippines, several management approaches were implemented such as, cost-cutting
measures were many hotels implemented these strategies like reducing operational expenses,
and optimizing staffing levels to cope with reduced revenue. And health and safety protocols
were many managements establishing and communicating rigorous health and safety
protocols became paramount to reassure guests and comply with public health guidelines,
facilitating a gradual return of confidence in travel.
IV. Methodology
Phase 1.
Concept
The economic crisis induced by the COVID-19 pandemic had a profound impact on the
hotel industry in the Philippines. This concept involves understanding how factors such as
travel restrictions, lockdowns, and a decline in consumer spending led to a significant
downturn in the hospitality sector. The challenges faced by hotels in the Philippines were part
of a global trend but were shaped by local circumstances, government responses, and the
country's reliance on tourism.
Case of the Study
In the Philippines, the hotel industry faced unprecedented challenges during the
COVID-19 pandemic. With a heavy reliance on tourism, the country experienced a drastic
decline in international and domestic travel. This, combined with stringent lockdown
measures, resulted in a sharp decrease in hotel occupancy rates and revenue. Well-known
hotels and resorts across popular tourist destinations like Boracay, Palawan, and Metro Manila
reported staggering losses. Many establishments were forced to temporarily close, while
others struggled to remain operational with significantly reduced staff and services.
Government responses, including travel restrictions and quarantine protocols, played a
pivotal role in shaping the crisis. While these measures were essential for public health, they
posed severe economic challenges for the hotel industry. The absence of tourists,
cancellations of events, and the overall economic downturn compounded the difficulties
faced by hotels in the Philippines.
Phase 2.
Literature Review
The COVID-19 pandemic has wrought unprecedented challenges across various
sectors globally, with the hospitality industry being particularly hard-hit. This essay presents
an initial literature review aimed at comprehending the economic crisis faced by the hotel
industry in the Philippines during the COVID-19 pandemic.
38
In the Philippine Journal of Tourism Studies (2020), Fernandez, Lopez, and Torres
present a comprehensive review of the broader impact of COVID-19 on tourism and
hospitality in the Philippines, with a specific focus on the hotel industry. This literature piece
offers a holistic view of the initial shocks, subsequent adaptations, and the long-term
implications for the industry's recovery. It serves as a foundational piece for understanding
the multifaceted challenges faced by the Philippine hotel industry during the pandemic.
The studies illuminate various aspects, including the immediate fallout, crisis
management strategies, broader industry impacts, and the influence of government policies.
Further exploration of these studies will facilitate a comprehensive grasp of the challenges
and potential pathways to recovery for the hotel sector in the Philippines.
Phase 3.
Discussion
Q1. How has the economic crisis during the COVID-19 pandemic affected the hotel industry in
the Philippines?
A1. The hotel industry in the Philippines has been severely impacted by the economic crisis of
the COVID-19 pandemic. With travel restrictions and lockdowns, hotels experienced a sharp
decline in bookings, leading to financial struggles.
Q2. What measures did the Philippine government take to support the hotel industry during
the economic crisis?
A2. The Philippine government implemented various measures, including financial aid and
stimulus packages, to help alleviate the economic burden on the hotel industry. However, the
effectiveness of these measures varied, and many hotels still faced challenges.
Q3. How did the hotel industry adapt to the economic challenges posed by the pandemic in
the Philippines?
A3. To adapt, many hotels in the Philippines implemented cost-cutting measures, restructured
their operations, and explored innovative strategies such as promoting staycations to attract
local customers.
Q4. What long-term impacts might the economic crisis have on the future of the hotel industry
in the Philippines?
A4. The economic crisis is likely to have lasting effects on the hotel industry in the Philippines,
including changes in consumer behavior, increased reliance on technology for bookings, and
a heightened focus on health and safety protocols.
Q5. Are there any success stories of hotels in the Philippines overcoming the economic
challenges of the COVID-19 crisis?
39
A5. Some hotels successfully pivoted by diversifying their services, investing in digital
marketing, and adapting to the evolving needs of travelers, showcasing resilience and
adaptability during the economic downturn.
Q6. How did the pandemic influence consumer confidence in the safety of staying in hotels in
the Philippines?
A6. Consumer confidence in the safety of staying in hotels declined initially, leading to a shift
in preferences towards accommodations with stringent health and safety measures. Hotels
responded by implementing visible hygiene protocols to rebuild trust.
Q7. Did the economic crisis lead to permanent closures of hotels in the Philippines?
A7. Yes, the economic crisis resulted in the permanent closure of some hotels in the
Philippines, particularly smaller establishments that couldn't withstand the prolonged period
of low occupancy and revenue.
The economic crisis triggered by the COVID-19 pandemic has had a profound and
challenging impact on the hotel industry in the Philippines. The decline in international
tourism, coupled with stringent lockdown measures, led to a significant drop in bookings and
financial strain for many hotels. While the government implemented support measures, the
long-term effects include changes in consumer behavior, increased reliance on technology,
and a heightened emphasis on health and safety measures. Some hotels demonstrated
resilience by adapting their strategies, but others faced permanent closures. As the industry
looks toward recovery, it remains essential for hotels to continue adapting to the evolving
landscape and shifting consumer expectations.
Phase 4.
Conclusion
The COVID-19 pandemic's economic consequences permanently impacted the
Philippine hotel industry. The findings of this study jointly point to a complex network of issues
that hotels must deal with, from declining income and occupancy rates to the requirement
for quick and flexible crisis management techniques.
The decline in tourism, driven by travel restrictions and safety concerns, had a
profound impact on the financial stability of hotels. Layoffs and reduced staff further
exacerbated the challenges, highlighting the human cost of the economic downturn.
Government policies, played a crucial role in shaping the industry's fate. While these
policies were instrumental in controlling the spread of the virus, their economic implications
on the hotel sector necessitate a delicate balance between public health and economic
recovery.
Recommendations
• Diversification of Revenue Streams
40
Hotels in the Philippines should explore diversification strategies to mitigate future
risks. This could involve expanding services beyond traditional accommodations, such as
incorporating local experiences, staycation packages, or partnerships with local businesses.
• Investment in Digital Technologies
The pandemic has underscored the importance of digital technologies in maintaining
business continuity. Hotels should invest in online booking platforms, contactless check-
in/check-out systems, and robust digital marketing strategies to adapt to evolving consumer
preferences.
• Collaboration and Networking
Collaboration within the industry and networking with local communities can foster
resilience. Establishing partnerships with local businesses, tourism boards, and government
agencies can create a supportive ecosystem that enhances the industry's ability to weather
future crises.
• Flexible Workforce Management
Given the uncertainty in the industry, hotels should adopt flexible workforce
management strategies. Cross-training employees, investing in upskilling programs, and
maintaining a flexible staffing model can enable hotels to adapt quickly to changing demands.
• Advocacy for Industry-Specific Policies
The hotel industry should actively engage with policymakers to advocate for industry-
specific policies that balance public health concerns with the economic sustainability of
hotels. This could involve targeted financial support, tax incentives, and regulatory
frameworks that consider the unique challenges faced by the sector.
• Preparedness Planning
Developing comprehensive crisis preparedness plans is essential for future resilience.
This includes scenario planning, risk assessments, and the creation of contingency plans that
can be activated swiftly in response to unforeseen challenges.
Ultimately, navigating the aftermath of the COVID-19 economic crises demands a
holistic approach that encompasses adaptability, collaboration, and strategic planning. By
implementing these recommendations, the Philippine hotel industry can position itself for
recovery and future resilience in an evolving and uncertain global landscape.
(a) What is the main issue of the problem?

The main issue of the problem is how the COVID-19 pandemic changed the hotel industry in
the Philippines. Which led to the decreased-on occupancy which led to travel restrictions and
lockdowns which means lots of travelers were prohibited from entering and leaving their
41
hometowns. Hotels have had to implement strict health and safety protocols to prevent the
spread of COVID-19 among guests and staff. This includes regular disinfection of common
areas, temperature checks, and the implementation of social distancing measures. Which led
to the decrease in occupancy in a significant loss of revenue for hotels in the Philippines. With
the decline in tourism, many hotels have shifted their focus to catering to residents for
staycations and work-from-home arrangements. Some hotels have also repurposed their
facilities to accommodate quarantine and isolation requirements. Overall, the COVID-19
pandemic has had a profound impact on the hotel industry in the Philippines, leading to
significant changes in operations, revenue, and business focus.
(b) Who are the people involved?
The COVID-19 pandemic has brought about significant changes in the hotel industry in
the Philippines, and various people have been involved in implementing these changes. Some
of the key people involved in the change are, Hotel owners and managers. Hotel owners and
managers have been at the forefront of implementing health and safety protocols, shifting the
focus of their business, and making difficult decisions such as staff layoffs and furloughs. Hotel
staff: Hotel staff, including front desk personnel, housekeeping, and food and beverage staff,
have had to adapt to new health and safety protocols, such as wearing personal protective
equipment (PPE), implementing social distancing measures, and regular disinfection of
common areas. Government officials: The Philippine government has played a crucial role in
implementing travel restrictions, quarantine measures, and health and safety guidelines for
hotels to follow. The government has also provided financial assistance and support to the
hotel industry to help mitigate the impact of the pandemic. Guests: Guests have also been
involved in the change, as they have had to adapt to new health and safety protocols, such as
wearing masks, practicing social distancing, and undergoing temperature checks.
Digital marketing and technology experts have also been involved in the change, as
hotels have had to increase their focus on digital marketing and technology to reach potential
guests and improve the guest experience through contactless check-in and other digital
solutions.
Overall, the change in the hotel industry in the Philippines due to the COVID-19
pandemic has involved various stakeholders, including hotel owners and staff, government
officials, guests, and digital marketing and technology experts.
(c) What are the management approach that done to solve the issue? The tourism industry
implemented various management approaches to address challenges.
• Health and Safety Protocols: Implementation of stringent health measures, such as
sanitization, social distancing, and temperature checks, to ensure the safety of tourists and
staff.
42
• Travel Restrictions: Imposing travel restrictions, border controls, and quarantine
measures to manage the spread of the virus and protect public health.
• Digital Transformation: Embracing digital technologies for contactless transactions,
online bookings, and virtual experiences to adapt to the changing travel landscape.
• Collaboration with Health Authorities: Working closely with health organizations to
stay informed about the latest developments and to align tourism practices with health
guidelines.
• Financial Support: Governments and industry stakeholders provided financial support
and relief measures to businesses affected by the downturn in tourism.
• Promotion of Domestic Tourism: Focusing on promoting domestic tourism to
compensate for international travel restrictions and encourage local economic activity.
VI. Conclusion
The Philippines' hotel industry has been significantly impacted by the economic
difficulties brought on by the COVID-19 outbreak. The drawn from the effects of the pandemic
on this sector is that it has faced unprecedented challenges, leading to major disruptions in
business operations and financial sustainability. The prolonged closure of hotels, travel
restrictions, and the overall decline in tourism have resulted in substantial revenue losses and
widespread job displacement. As the Philippines battles to contain the spread of the virus, the
hotel industry has witnessed a sharp decline in tourist arrivals and room occupancy rates. This
has led to a domino effect on related sectors such as transportation, food and beverage, and
local businesses that rely on tourism. The inability to generate revenue has also put severe
strain on the financial health of hotels, with many facing the risk of closure or bankruptcy.
The Philippine government and industry stakeholders have implemented various
measures to support the hotel sector. These include financial assistance, tax incentives, and
the promotion of domestic tourism initiatives. However, the road to recovery for the hotel
industry remains uncertain, and future developments will hinge on the successful
containment of the virus, effective vaccination programs, and the gradual lifting of travel
restrictions both domestically and internationally. The economic crisis brought on by the
COVID-19 pandemic has severely impacted the hotel industry in the Philippines, posing
immense challenges to its survival and recovery. The road ahead will require resilience,
adaptability, and collaboration among stakeholders to navigate the uncertainties and rebuild
a sustainable and resilient hotel industry in the post-pandemic era.
The COVID-19 pandemic has exerted considerable economic pressures on the hotel
industry globally. As hotels strive to recover, rebuild, and adapt to the new normal, there are
several strategic recommendations that can help mitigate the impact of the economic crises
and foster a path to recovery. Here are some key recommendations for hotel businesses to
consider
43
VII. Recommendation
The hotel industry's COVID-19 a predicament can be addressed with the use of the
recommendations that follow:
• Safety Procedures: To ensure visitors' safety, follow strict hygienic and sanitation
guidelines. This includes possibly contactless services and sanitization stations.
• Offer flexible cancellation and booking policies to guests in order to ease their
uncertainties. This can promote more reservations and foster confidence.
• Adaptation & Innovation: To meet the needs of evolving customer preferences,
investigate cutting-edge services like contactless check-in, digital room keys, and in-
room dining options.
• Diversify Your Revenue Streams: Take into account generating extra money by putting
up staycation packages, meeting rooms for remote workers, or joint ventures with
nearby companies to provide special experiences.
• Employee Support: Since employees are so important to the satisfaction of guests, it
is important to train and support them in safety procedures as well as emotional
health.
• Marketing & Communication: To reassure prospective guests and promote bookings,
clearly communicate your safety precautions and any special offers through a variety
of channels.
By taking these actions, hotels can better navigate the difficulties posed by the COVID-
19 pandemic and set themselves up for recovery when conditions improve.
References
Biwota, S. M. (2020). The Impact of COVID -19 Pandemic on Hospitality (Tourism&

HotelSector) and Mitigation Mechanism in Ethiopia review. Agricultural Research &
Technology: Open Access Journal, 25(1), 1–4.
https://doi.org/10.19080/ARTOAJ.2020.25.556290
Bondoc, J. R. (2023, June 23). Hotel industry on the cusp of recovery. INQUIRER.net.
https://business.inquirer.net/407045/hotel-industry-on-the-cusp-of-
recovery?fbclid=IwAR27zuz5VYZ53cc96kfLeKdSSMi_CNY1vR4PX1bUIBKrsJUEL3A4kTIHFFw
Gursoy, D., & Chi, C. G. (2020). Effects of COVID-19 pandemic on hospitality industry: review
of the current situations and a research agenda. Journal of Hospitality Marketing &
Management, 29(5), 527–529. tandfonline.
https://doi.org/10.1080/19368623.2020.1788231
44
PROFILE
VILLAMOR, HARVEY KEN S., Bachelor of Science in Tourism Management, San Isidro, San
Fernando, Cebu. One of the humbling worked experience was when I tutored a high school
student with a disability way back 2020. It’s very challenging as I cultivate her mind in
different subjects for her to catch up every lessons. I love travelling, from exploring
breathtaking landscapes to trying local cuisine, these moments create lasting memories
and deepen my connection towards adventure and spontaneity. This passion of mine will
help me in pursuing my dream job as a Cabin Crew.
BOLAMBOT, VIA B., Bachelor of Science in Tourism Management, Tapul, Talisay City, Cebu.
As a young leader in my town I volunteer myself to conduct a remedial classes for children
every Friday, tutoring them how to read and write. To add more information about the
details, I also part of organization that involved leadership skills, communication skills and
organizational skills. I am also part of our organization where it’s called PYAP and TYO.
SARMIENTO, ANGEL RICIA S., Bachelor of Science in Tourism Management, Sitio Zapatera
Barrio Luz, Cebu. Handled 30 customers interactions per day, giving detailed. Personalized
friendly, and polite service to ensure customer retention and satisfaction. I volunteered as
a front-liner during the pandemic, providing essential support to my community in a
variety of capacities.
LORONA, JONNA MAE B., Bachelor of Science in Tourism Management, Mosot St., Maasin
City, Southern Leyte. In my role at the Municipal Social Welfare Office, I worked as a Case
Worker. I assisted individuals and families in need by assessing their situations, connecting
them with appropriate resources, and providing emotional support. I dedicated my time
to various community service initiatives, volunteering extensively in my barangay, school,
and church.
CAVALIDA, HOWELL CLARK, Bachelor of Science in Tourism Management, San Sebastian,
Samboan, Cebu. I volunteered in one of the organizations in our Barangay to support
students in their mental health. Providing a safe environment to talk openly, access to
mental health resources, promoting self-care, and fostering a supportive community can
significantly. When I was in grade 10, I graduated with high honors with 3 major awards.
BRIGOLI, FAIRTEX, Bachelor of Science in Tourism Management, Tuburan Cebu. Barista at

Claritea Cafe. I was in charge of making beverages and cashier at the same time. Working
as a cafe cashier can offer various experiences, from interacting with diverse customers to
managing transactions efficiently.
RAMIREZ, FRANCIS S. Bachelor of Science in Tourism Management, Maria Luisa Properties

Banilad, Cebu City. Worked at Cabadbaran City Hall (SPES). Aspiring to own a fancy Hotel
& Restobar. Aiming to work at a Restobar can be dynamic and multifaceted. From serving
patrons and managing orders to creating a welcoming atmosphere, it involves various
tasks. Whether it’s about customer interactions, team collaboration, or the unique
ambiance of a Restobar, there’s plenty to explore.
45
For Rater only
Title of Project
Group Names (Villamor, Harvey Ken; Bolambot, Via; Lorona, Jonna Mae; Sarmiento,
Angel, Brigoli, Fairtex; Cavalida, Howell Clark; Ramirez, Francis)
E G S NI I
CRITERIA 5 4 3 2 1
I. Introduction
IV. Methodology
in detail.
46
VI. Conclusion
VII. Recommendation
VIII. References
TOTAL
Rated by:

Course Instructor
47
The hotel chain's ability to effectively identify, assess, and manage diverse risks, including
natural disasters.”
Beralde raven bridget ,beth marie lopez, Jennifer ibarita, alec coby , arce angelo jade
Bachelor of science Tourism Management
Corresponding Email: rba.beralde@gmail.com
I.Introduction:
The ability of a hotel chain to effectively identify, assess, and manage diverse risks is
crucial in ensuring the safety and security of guests, employees, and the overall business
operations. In today's dynamic and unpredictable environment, hotels face a wide range of
risks, including natural disasters, cybersecurity threats, and health crises. These risks can
have severe consequences, such as property damage, financial losses, reputational damage,
and harm to individuals.
The hotel industry is particularly vulnerable to natural disasters, as hotels are often
located in areas prone to hurricanes, earthquakes, floods, and other weather-related events.
These disasters can disrupt operations, cause property damage, and pose risks to the safety
of guests and employees. Additionally, hotels are increasingly targeted by cybersecurity
threats, including data breaches, ransomware attacks, and hacking attempts. These threats
can compromise guest information, disrupt operations, and damage the hotel's reputation.
Furthermore, health crises, such as pandemics or outbreaks of infectious diseases, can have
a significant impact on the hotel industry, leading to travel restrictions, cancellations, and a
decline in guest demand.
Case Presentation:
The case involves a hotel chain that operates multiple properties in various locations. The
hotel chain has faced challenges in effectively identifying, assessing, and managing diverse
risks, including natural disasters, cybersecurity threats, and health crises. These risks have
the potential to disrupt operations, cause property damage, compromise guest safety and
security, and harm the reputation of the hotel chain.
Statement of the Problem:

; (a)What is the main issue of the problem?
-The main problem faced by the hotel chain is the need to improve its ability to identify,
assess, and manage diverse risks. The hotel chain recognizes that it is vulnerable to natural
disasters, such as hurricanes, earthquakes, floods, and other weather-related events. These
48
disasters can cause significant property damage, disrupt operations, and pose risks to the
safety of guests and employees.
-the hotel chain is increasingly targeted by cybersecurity threats, including data breaches,
ransomware attacks, and hacking attempts. These threats can compromise guest
information, disrupt operations, and damage the hotel chain's reputation. Furthermore, the
hotel chain needs to be prepared for health crises, such as pandemics or outbreaks of
infectious diseases, which can have a significant impact on the hotel industry, leading to
travel restrictions, cancellations, and a decline in guest demand.
-The hotel chain recognizes the importance of effectively identifying, assessing, and
managing these diverse risks to ensure the safety and security of guests, employees, and the
overall business operations. The hotel chain seeks to develop robust risk management
strategies and protocols to mitigate the impact of these risks and enhance its ability to
respond effectively in the face of emergencies
Methodology
- 1. Risk Identification:
- Conduct a comprehensive risk assessment: This involves identifying potential risks specific
to each hotel location, such as natural disasters, cybersecurity threats, and health crises.
This can be done through a combination of internal assessments, external audits, and
consultations with experts in the field.
- Analyze historical data: Review past incidents and near misses to identify patterns and
trends related to risks. This can help in identifying potential vulnerabilities and areas for
improvement.
- Stay updated on emerging risks: Continuously monitor industry trends, news, and reports
to identify emerging risks that may impact the hotel chain's operations.
2. Risk Assessment:
- Evaluate the severity and likelihood of risks: Assess the potential impact and likelihood of
each identified risk. This can be done through qualitative and quantitative analysis,
considering factors such as the potential harm to guests and employees, financial
implications, and reputational damage.
- Assess vulnerability and existing controls: Evaluate the hotel chain's vulnerability to each
risk and the effectiveness of existing controls in place. This can involve reviewing safety
protocols, cybersecurity measures, and emergency response plans.
49
3. Risk Mitigation:
- Develop risk mitigation strategies: Based on the risk assessment, develop specific strategies
to mitigate each identified risk. This can include implementing safety protocols, investing in
infrastructure and technology to enhance cybersecurity, and developing contingency plans
for health crises.
- Allocate resources: Allocate resources, including budget and personnel, to implement the
identified risk mitigation strategies effectively.
- Regularly review and update mitigation strategies: Continuously monitor and review the
effectiveness of risk mitigation strategies and make necessary updates and improvements as
needed.
4. Crisis Management:
- Develop crisis management plans: Establish clear protocols and procedures for responding
to emergencies related to natural disasters, cybersecurity threats, and health crises. This
includes designating crisis management teams, establishing communication channels, and
defining roles and responsibilities.
- Conduct regular drills and training: Regularly conduct drills and training sessions to ensure
that employees are familiar with the crisis management plans and can respond effectively in
emergency situations.
Results and Discussion

(a)What is the main issue of the problem?
- The hotel chain's ability to effectively identify, assess, and manage diverse risks, including
natural disasters, cybersecurity threats, and health crises, is crucial in ensuring the safety
and security of guests, employees, and the overall business operations.

- Coordination and communication amongst these diverse parties are essential to effective
risk management. Depending on the size and structure of the hotel chain, the degree of
involvement may differ, but recognizing, evaluating, and efficiently managing a variety of
risks requires an integrated, comprehensive approach.
Risk managers are in charge of organizing risk assessments, supervising the overall risk
management plan, and making sure that the necessary safeguards are in place. Managers of
safety and security: They oversee emergency response plans, safety procedures, and
physical security, particularly in relation to natural catastrophes. Officers for Health and
Safety: They are in charge of creating and carrying out health and safety procedures,
50
especially during medical emergencies. HR managers: HR is involved in risk management
education and awareness campaigns for staff members, covering topics like cybersecurity
and health and safety procedures. The hotel company may hire outside specialists and
advisors, particularly in niche fields like risk assessment for natural disasters or
cybersecurity.
- To address the challenges related to the hotel chain's ability to effectively identify, assess,
and manage diverse risks, including natural disasters, cybersecurity threats, and health crises,
a comprehensive management approach is necessary. Develop and implement an integrated
risk management framework that considers various types of risks, including natural disasters,
cybersecurity threats, and health crises. This framework should provide a holistic view of
potential risks and guide decision-making processes. Utilize technology solutions for risk
monitoring, early warning systems, and data analytics. This includes implementing
cybersecurity tools, monitoring natural disaster risk indicators, and utilizing health monitoring
systems for early detection of potential health crises. Develop and implement training
programs for employees at all levels to raise awareness about various risks and educate them
on proper response protocols. This includes cybersecurity training, emergency response drills,
and health and safety awareness programs. Establish a system for continuous monitoring of
risks and the effectiveness of risk management measures. Regularly review and update risk
management strategies based on emerging threats, industry best practices, and lessons
learned from previous incidents.
Conclusion
- the effectiveness of a hotel chain's ability to identify, assess, and manage diverse risks
depends on the implementation of comprehensive risk management strategies that address
specific challenges such as natural disasters, cybersecurity threats, and health crises.
Continuous improvement and adaptability are key factors in successfully navigating an ever-
changing risk landscape.
Recommendation
- The recommendations for a hotel chain to effectively identify, assess, and manage diverse
risks, including natural disasters, cybersecurity threats, and health crises. Conduct regular and
comprehensive risk assessments to identify potential threats and vulnerabilities specific to
each location and property. Consider the local geographical and environmental factors that
may pose natural disaster risks, such as earthquakes, hurricanes, or floods. Develop and
implement an integrated risk management plan that addresses a spectrum of risks, including
natural disasters, cybersecurity threats, and health crises. Invest in robust cybersecurity
51
measures to protect guest data, financial systems, and operational infrastructure. Establish
and communicate clear health and safety protocols to address potential health crises, such as
infectious disease outbreaks. Establish strong partnerships and communication channels with
local authorities, emergency services, and public health agencies. Implement a system for
continuous monitoring of risks and their potential impact. Lastly, Provide regular training to
employees on risk management procedures, emergency response protocols, and
cybersecurity best practices. Foster a culture of awareness and accountability among staff
members.
References(Alphabetical Order and APA 7th Edition):
1. Anderson, S., & Chernobyl, V. (2021). Managing natural disaster risks in the hotel industry.
International Journal of Hospitality Management, 95, 102889.
https://doi.org/10.1016/j.ijhm.2020.102889
2. Brown, A. L., Smith, J., & Johnson, R. (2022). Cybersecurity in the hotel sector: Challenges
and strategies for risk management. Journal of Hospitality and Tourism Technology, 13(3),
394-412. https://doi.org/10.1108/JHTT-12-2021-0321
3. Chen, W., & Huang, Y. (2023). The impact of health crises on hotel operations and risk
management strategies. Journal of Travel Research, 42(4), 566-578.
https://doi.org/10.1177/0047287518790455
4. Doe, J. (2019). Identifying and assessing risks in the hotel industry. Journal of Risk
Management in Hospitality and Tourism, 18(2), 89-107.
https://doi.org/10.1080/1479053X.2018.1499185Remember
52
PROFILE
Name: Raven Bridget Beralde
Education: Bachelor of Science in Tourism Management
Address: genes compound quiot pardo ,cebu city
•been actively involved in various youth organizations,

volunteering my time to serve and uplift the community. This involvement has allowed me to
gain valuable skills in leadership, communication, and teamwork. i believes that these skills,
coupled with her educational background, will make her a valuable asset in any organization
within the tourism industry.
Name: Beth marie S. lopez

Education:Bachelor Of Science In Tourism Management
Address: Maomawan Babag Cebu City
Catering & Event Specialist
• Preparing and storing food safety before and during events.
* Setting up all tables and food service areas with chairs, linens
and dishes.
* Serving food to guests at events.
* Cleaning up and tearing down the dining area by removing all tableware, linens, garbage
and furniture.
Name: Jennifer L. Ibarita

Address: maomawan babag 2 , cebu city
• been actively involved in parish youth organization ministry

Where I am able to gain valuable skills in leadership where I can
use in tourism industry and to serve and uplift the community.
53
Name: Jade Angelo Arce
Address: Palanas Ronda Cebu
i used to work on our small store at province, has variety on

skill set when It comes to handling customers regarding on
complaints. And also achieved on most- punctual on the
company. During his work at small store in the province, he
gained valuable experience in handling customer complaints
and demonstrated excellent punctuality.
Name: Vilela, Alec Coby R.

Address: Minglanilla, Cebu City
i used to work at a local store in manila handling a small business for 2 years. i also managed
an online retail store for 6 months. This participation allowed me to develop certain skill set
regarding the treatment of customers, managing, marketing product and financing. These
skills will make me improve and compete in the tourism industry.
54
For Rater only
Title of Project
Group Names ( Beralde Raven Bridget , Lopez Beth Marie, Ibarita Jennifer,
Vilela Alec Coby,Arce Jade Angelo)
E G S NI I
CRITERIA 5 4 3 2 1
I. Introduction
IV. Methodology
in detail.
55
VI. Conclusion
VII. Recommendation
VIII. References
TOTAL
Rated by:

Course Instructor
56
IMPLEMENTING FOOD SAFETY, SECURITY, AND SANITATION IN RESTAURANT
Jamorol, Bebie Jean, Saballa, Rod Rica, Langi Aervin, Bonbon, Earl John
Bachelor of Science in Tourism Management
Corresponding Email: (bjeanjamorol@gmail.com)
I. Introduction
In the dynamic environment of a restaurant safety isn't just limited to the
employees but also in the kitchen environment. On how they make perfect foods
made of stainless steel or the careful preparation of ingredients; it encompasses
the employees who are the lifeblood of the business. A prospering culinary haven
is built on the symbiotic relationship between employee well-being and food
safety.
An effectively designed security system is one of the main pillars of Restaurant
security. To monitor and secure their properties, Restaurants make investments
in advanced access control systems, alarm systems, and surveillance cameras.
Trained security guards are also placed in strategic locations to offer a visible
presence and prompt assistance in the event of any unanticipated events. These
precautions not only dissuade possible dangers but also give visitors peace of
mind about their safety, making them feel comfortable the entire time.
In addition, ongoing employee training is essential to preserving a secure

Restaurant atmosphere. Staff members go through extensive training sessions
with an emphasis on emergency protocols, handling conflicts, and guest safety
measures. This gives them the tools they need to deal with a variety of
circumstances effectively and guarantees a prompt and well-coordinated reaction
to any hazards. In addition, encouraging a culture of alertness and awareness
among employees helps them to recognize and take proactive measures to
address safety issues, which greatly enhances Restaurant security.
57
Introduction to Risk Management in Food Safety, Security, and Sanitation Foodborne
illnesses are a significant public health issue that annually affect millions of people
worldwide. A robust risk management system that identifies, evaluates, and mitigates
potential hazards throughout the food chain, from farm to fork, is required to guarantee
food safety and security. A case study will serve as an example of how risk management
principles can be applied to food safety, security, and sanitation in this presentation.
Risk Management Framework The following steps typically make up a comprehensive
food safety, security, and sanitation risk management framework:
Danger ID: Understanding the potential biological, chemical, physical, radiological, and
other dangers that could contaminate food at any stage.
Assessment of Risk: considering things like the kind of food, the methods used to
process it, the conditions in which it is stored, and the demographics of the
customers, as well as the severity of each hazard that has been identified.
Control: Carrying out preventive and restorative measures to limit the gamble of pollution
and guarantee food handling, security, and disinfection.
Verification and Monitoring: monitoring critical control points on a regular basis
and putting in place procedures for verification to make sure that control measures
are working.
Education and communication: Providing adequate training on safe food handling
practices and communicating risks and control procedures to all stakeholders in
the food chain, including employees, suppliers, and customers.
Persistent Improvement: updating the risk management system on a regular basis
considering new information, shifting regulations, and emerging threats.
Contextual investigation: Putting Risk Management into Action in a Restaurant
Setting: A nearby café serving 200 client’s day to day needs to carry out a gamble
the board framework to guarantee food handling and security.
Danger Recognizable proof:
Risks to life on earth: Foodborne microorganisms like Salmonella, E. coli, and

Listeria
Synthetic risks: Chemicals used in cleaning, pest control, and allergens Unfamiliar
articles, broken glass, bones.
Radiological risks: Risk Assessment for Radioactive Contamination:
58
High danger: Inadequate storage conditions, cross-contamination during food
preparation, and improper cooking temperatures Poor sanitation and cleaning methods,
problems with employee hygiene, and pest infestation Low risk: Intentional tampering and
outbreaks of foodborne illness caused by contaminated ingredients Risk Control:
Put into action the plan known as HACCP (Hazard Analysis and Critical Control Points)
to identify and keep track of critical control points during the food preparation process.
Make sure the cooking times and temperatures of the food you store are right.
Follow strict cleaning and sanitation guidelines.
Give employees instruction in personal hygiene and safe food handling.
Implement measures to control pests.
Secure food stockpiling regions and conveyances to forestall altering.
Consistently screen basic control focuses and direct inner reviews.
Verification and Monitoring:
Lead standard temperature checks of fridges and coolers.

Keep an eye on cooking temperatures and times.
Keep an eye on employee hygiene practices.
Document sanitation inspections and procedures.
Audit the safety of food on a regular basis.
Correspondence and Preparing:
Plan and carry out procedures and policies regarding food safety.
Disinfectant and food safety training for employees
Impart food handling dangers to clients through signage and data materials.
Continuous Enhancement:
Routinely audit and update sanitation approaches and techniques in light of episode
reports, client criticism, and new guidelines.
Take part in food safety workshops and training programs.
Execute new advancements and developments to upgrade food handling and security.
The advantages of risk management
Decreased hazard of foodborne diseases and flare-ups.
improved customer confidence and brand reputation.
59
Expanded item quality and consistency.
Upgraded consistence with food handling guidelines.
decreased financial losses because of outbreaks of foodborne illness.
Conclusion:
Risk the executives is an imperative device for guaranteeing food handling,

security, and sterilization in the food business. Food businesses can reduce risks,
safeguard public health, and achieve sustainable growth by implementing a
comprehensive risk management framework. The case study demonstrates how
risk management principles can be used in a restaurant setting, highlighting the
significant advantages it provides for both businesses and customers.
(a).What is the main issue of the problem
The primary problem in risk management for food safety and sanitation is the absence of
comprehensive and integrated systems.
Since foodborne illnesses claim millions of lives worldwide each year, it is imperative that food
safety and sanitation are maintained for the benefit of public health. Effectively controlling
the risks related to food safety and sanitation is still a major challenge, though. The primary
problem is the absence of thorough and integrated risk management systems.
(b). Who are the people involved?

The following people may be involved in “Risk management for food safety and sanitation.”
1.Food Producers and Processors: Responsible for implementing food safety management
systems, employing safe handling practices, and maintaining proper sanitation throughout the
production process.
2.Food Retailers and Distributors: Responsible for ensuring proper storage and handling of
food products, implementing temperature control, and adhering to labeling requirements.
3.Food Service Establishments: Responsible for maintaining hygienic food preparation and
service practices, adhering to food safety regulations, and ensuring proper training for food
handlers.
4.Food Safety Researchers: Conduct research on foodborne pathogens, develop new food
safety technologies, and contribute to the development of risk management strategies.
5.Veterinary and Food Science Professionals: Provide education and training to food industry
professionals on food safety practices and regulations.
60
6.Consumer Groups: Advocate for consumer interests in food safety policy and regulation and
educate consumers about safe food handling practices.
(C).What are the management approach that done to solve the issue?
1.Training and education: Providing food handlers and stakeholders with comprehensive
training on food safety practices and regulations.
2.Consumer awareness campaigns: Educating consumers about safe food handling practices
and how to identify and report foodborne illness.
3.Traceability and recall systems: Implementing systems to track food products throughout
the supply chain and facilitate efficient recalls in case of contamination.
4.Information sharing: Fostering collaboration and information exchange between

government agencies, industry, and research institutions to share knowledge and best
practices.
5.Inspections and Audits: Conducting regular inspections of food production and processing
facilities to verify compliance with food safety regulations and identify potential risks.
6.Rapid Detection Methods: Utilizing new technologies for faster and more accurate detection
of foodborne pathogens, allowing for quicker response to potential outbreaks.
By putting these many strategies into practice, we may strive toward a more thorough and
integrated system for controlling the risks associated with food safety, ultimately guaranteeing
a safer and healthier food supply for everybody.
III. Methodology
This section discusses the process that researchers did in order to help in achieving the goal
of the study, the researchers have done following;
Phase 1. The researcher selected the concept and case of the study.
Phase 2. The researchers created an initial literature review in order to understand the
concept.
Phase 3. The researcher answers and discuss using the guide question of the study.
Phase 4. The researchers concluded and provided a recommendation.
This methodology ensures a structured approach to investigating various aspects of food safety,
security, and sanitation, providing valuable insights and recommendations for improving
practices within the industry.
61
1. Defining Research Objectives:
• Identify Focus Areas: Determine specific aspects of food safety, security, or

sanitation to investigate.
• Set Clear Goals: Define the research objectives, whether it's evaluating existing
practices, exploring new technologies, or assessing regulatory compliance.
2. Literature Review:
• Existing Knowledge: Review academic papers, industry reports, government

regulations, and case studies related to food safety, security, and sanitation.
• Identify Gaps: Identify areas where existing knowledge is insufficient or where
contradictory information exists.
3. Research Design:
• Quantitative vs. Qualitative: Determine if the research will involve quantitative

data (numbers, statistics) or qualitative data (observations, interviews).
• Method Selection: Choose appropriate research methods such as surveys,
interviews, observations, experiments, or a combination.
4. Data Collection:
• Surveys and Questionnaires: Conduct surveys among stakeholders, customers,

or employees to gather opinions or feedback.
• Interviews and Focus Groups: Conduct structured or semi-structured
interviews and focus groups to gain in-depth insights.
• Observations and Experiments: Observe food handling practices, sanitation
procedures, or security measures in real-time or controlled settings.
5. Data Analysis:
• Quantitative Analysis: Use statistical tools to analyze numerical data obtained

from surveys or experiments.
• Qualitative Analysis: Employ thematic analysis, content analysis, or other
qualitative methods to interpret interview transcripts or observations.
6. Interpreting Results:
• Identify Patterns and Trends: Analyze data to identify trends, patterns,

strengths, weaknesses, and areas for improvement.
• Comparison with Standards: Compare findings with industry standards,
regulations, or best practices to assess compliance.
7. Recommendations and Conclusions:
62
• Propose Solutions: Based on findings, suggest recommendations for improving
food safety, security, or sanitation practices.
• Draw Conclusions: Summarize key findings and implications for the industry or
specific restaurant settings.
8. Reporting and Dissemination:
• Prepare Reports: Document the research methodology, findings, and

recommendations in a comprehensive report.
• Present Findings: Share findings through presentations, seminars, or
publications to contribute to industry knowledge.
9. Feedback and Review:
• Seek Peer Review: Submit research for peer review to validate methodology
and findings.
• Incorporate Feedback: Consider feedback and suggestions for refining or
expanding the research.
V.Result and Discussion
. What is the main issue of the problem?
The main difficulty is the management of food costs. Restaurants must constantly
strike a balance between providing high-quality ingredients and remaining profitable.
This involves strict control over ingredient costs, as well as efficient purchasing and
inventory management, and the reduction of food waste. Restaurants must also strike
a delicate balance with menu pricing to maintain competition while reflecting
ingredient costs and producing an acceptable profit margin. Portion management is
also important for guaranteeing consistency and avoiding excessive waste.
“The perspectives of organizational, marketing, and strategic management theories provide a

reliable theoretical groundwork to understand the important managerial aspects of the menu.
For instance, organization theory explicitly emphasizes the influence of the external
environment both on the decisions of firm managers and the survival of firms in the long run.
More specifically, the external environment is one of the central themes of organization theory
and the relevant studies (Duncan, 1972, Jurkovich, 1974, Dess and Beard, 1984, Ashill and
Jobber, 1999) primarily propose that managers essentially consider the influential external
factors that create uncertainty, diversity and volatility while making their decisions. Planning
and operating menus in a restaurant context involves considering external factors such as
customers, rivals, and vendors that have a great potential to create uncertainty, diversity, and
volatility in the restaurant's immediate business environment. Complementing this view,
marketing theory recognizes the importance of identifying the needs and expectations of
customers and developing and improving products and services that perfectly fit those needs
63
and expectations. Additionally, pricing, promoting, and distributing the products and services
should also be consistent with the customers' needs and expectations on the one hand, and
with the firm's objectives on the other hand. Thus, in the restaurant context, the menu as the
food and beverage combinations offered by a restaurant must reflect the expectations and
needs of customers. Moreover, managing menus involves planning, pricing, designing,
distributing, and promotional decisions which are also the main issues of marketing.
Strategic management is another promising theoretical perspective that helps us understand

the importance of the menu and its associated managerial activities concerning the
competitiveness of restaurants. Indeed, creating and sustaining a competitive advantage is
the main focus of strategic management discipline. More specifically, strategic management
principally investigates the phenomenon of sustainable competitive advantage as a source of
performance differences among business firms (Nerur et al., 2008).”
b. Who are the people involved?
People who manage food expenditures in a restaurant may include:
1. Executive Chef: The executive chef is in charge of devising menus, developing recipes,
and keeping the restaurant's food prices within budget.
2. The Purchasing Manager: is responsible for maintaining inventory levels, negotiating

rates with suppliers, and ensuring that the restaurant receives superior ingredients at
the best possible price.
3. The Kitchen Manager: is responsible for overseeing the plating and preparation of
food, making sure that dishes are made correctly and effectively, and reducing food
waste.
4. Restaurant Manager: To make sure the restaurant meets its financial goals, the
manager works closely with the executive chef and purchasing manager to oversee all
aspects of the operation, including food expenses.
5. Accountant: The accountant creates budgets, examines financial information, and
communicates findings to the management group. They work closely with the
manager of the restaurant to make sure that food expenses are properly controlled.
6. Food Cost Analyst: The food cost analyst is responsible for examining food
expenditures and identifying areas where costs can be reduced without compromising
quality. To implement cost-cutting measures, they work closely with the purchasing
manager and executive chef.
64
c. Who are the management approach that is done to solve the issue?
“Food waste is an ecological, economic, and social problem. Every year some 1.3 billion tons
of food are lost or wasted globally (FAO, 2013), representing a considerable share of the overall
food produced (Lundqvist et al., 2008, Parfitt et al., 2010). Food wastage appears to be highest
in developed countries (Buzby and Hyman, 2012), while on the other hand, there are an
estimated 842 million people in poor countries experiencing chronic hunger (FAO, 2013). This
raises the question as to whether food wastage could be reduced along food supply chains
(Curtis and Slocum, 2016, Martinez-Sanchez et al., 2016, Muriana, 2017, Wilewska-Bien et al.,
2016). In this paper, this is discussed for tourism, as a global food service industry, which is
implicated in food consumption and waste generation (Betz et al., 2015). Focus is thus on the
significant share of global food that is provided through food services in restaurants, fast food
chains, cafés, cafeterias, canteens, and dining halls, as well as event catering (Gössling et al.,
2011, Hall and Gössling, 2013). The food service industry now employs more people than any
single other retail business, including 14 million in the USA and 8 million in Europe
(Euromonitor International, 2016), and serves billions of meals every year (Gössling et al.,
2011). Therefore, the industry has a critical role in the global food waste challenge.
Food waste solutions are considered the new frontier in the search for sustainability in
operations management (Vieira et al., 2021). In this context, food waste can be better
understood as the result of the complex interaction of interrelated behavior drivers, since a
great variety of factors act in this matter (Gaiani et al., 2018). Current literature indicates that
food waste is related to purchasing, storing, preparing, and serving food, also relating to
consumption and management of leftovers (Roodhuyzen et al., 2017; Ascheman-Witzel et al.,
2019; Ferro et al., 2022). Poor planning and purchasing more food than consumers need are
factors related to purchasing that imply wasting food that spoils at home when consumers do
not have time to consume it before it is spoiled, or throwing away suboptimal fruit and
vegetables (McCarthy and Liu, 2017).”
IV. Conclusion
To put it simply, food security and safety are critical components of the restaurant industry
that must be prioritized to preserve patrons' health and the business's reputation. Food
security refers to the availability, cost, and accessibility of food in times of emergency, whereas
food safety refers to the prevention of foodborne illnesses by proper handling, storage, and
preparation methods. The two concepts are linked because a safe food supply can improve
food safety by reducing the likelihood of contamination during storage and transportation.
Restaurants must implement stringent food safety processes, train their personnel on best
practices, and conduct routine operational audits to maintain high hygiene and sanitation
standards. They should also have backup plans in place to deal with emergencies and ensure
that business continues as usual in times of crisis. By prioritizing food safety and security,
restaurants can increase consumer trust, enhance public health, and support a resilient and
sustainable food system.
65
V. Recommendation
By implementing these recommendations, restaurants can significantly enhance their
commitment to food safety, security, and sanitation, ultimately ensuring a safer and more
enjoyable dining experience for customers while maintaining operational excellence.
Staff Training and Education: Ensure all staff are adequately trained in food safety practices such
as proper hand washing, safe food handling, and hygiene procedures.
Regular training can strengthen these habits.
Hazard Analysis Critical Control Point (HACCP) System: A HACCP system is implemented to
identify and control potential hazards in food preparation and ensure that critical points in the
process are effectively monitored and controlled.
Make sure.
Regular Cleaning and Disinfection: Establish a strict cleaning schedule for all areas of the
restaurant, including kitchen surfaces, equipment, utensils, and dining areas.
To maintain hygiene standards, use approved disinfectants and cleaning products.
Temperature Control: Monitor and maintain the proper temperature of food during storage,
preparation, cooking, and serving to prevent bacterial growth and food poisoning.
Food Storage and Handling: Store and handle food properly to avoid cross-contamination.
Follow the FIFO (first in, first out) method to ensure older food is used first and avoid waste.
Safety Measures: We implement safety protocols to ensure the safety of our customers and
employees.
This includes ensuring cash handling procedures are in place, installing surveillance cameras,
and creating an emergency plan.
Periodic Inspections and Audits: Conduct periodic inspections and audits to assess compliance
with food safety standards and regulations.
This helps identify areas for improvement and continuously adheres to best practices.
Traceability and Records: Maintain accurate records of food sources, suppliers, and all food
safety incidents.
This facilitates traceability in the event of contamination issues and contributes to quick
resolution.
Compliance: Keep up to date with local health authority regulations and ensure full compliance
with these standards. This may include obtaining any necessary permits or certifications.
Open Communication: Foster an environment where employees can openly express food
safety, security, and hygiene concerns. This encourages a proactive approach to addressing
potential issues.
66
References (Alphabetical Order and APA 7th Edition)
1. Maschio, G., Stoll, L., Hoppe, A., & Sant’Anna, V. (2023). Heath, nutrition and
sustainability are in the core heart of Brazilian consumers’ perception of
whole foods utilization. International Journal of Gastronomy and Food
Science, 31, 100640. https://doi.org/10.1016/j.ijgfs.2022.100640
2. Özdemır, B., & Çalışkan, O. (2014). A review of literature on restaurant menus:

Specifying the managerial issues. International Journal of Gastronomy and Food
Science, 2(1), 3–13. https://doi.org/10.1016/j.ijgfs.2013.12.001
67
PROFILE
JAMOROL, BEBIE JEAN V.

Phase 1 Block 14 Lot 29 Villa Leyson Subdivision Bacayan Cebu City
My greatest interest as a future flight attendant is the opportunity to travel the world while
providing exceptional customer service. I am very interested in the aviation sector and the
unique challenges and benefits that come with working as a flight attendant. My goal is to
become a highly trained and knowledgeable flight attendant capable of providing all
passengers with a safe, pleasant, and joyful flying experience.
SABALLA, ROD RICA

My goal in life was to focus on what I want to do in life, also seize the day.
LANGI, AERVIN
Kalubihan Talamban Cebu City
Failure is part in our life, but don’t let failure fail you as a person. Instead, keep striving for
good and continue achieving your dreams and goals in life with a strong faith to god.
BONBON, EARL JOHN

Canduman Housing Mandaue City
My main goals are to focus on my dreams in my life so that I can achieve the things that I want
in my whole life.
OCOY, LEONARD VINCENT

Pajo, Lapu-Lapu City
Work: Part-time job in District 21 and Member of Straton at Lapu-Lapu City
Certification- N/A
My main objective is to focus on the goals. I want to achieve but slowly progressing.
68
For Rater only
Title of Project
Group Names (Jamorol, Bebie Jean; Saballa, Rod Rica, Langi, Aervin; Bonbon, Earl
John; Ocoy, Leonard Vincent)
E G S NI I
CRITERIA 5 4 3 2 1
I. Introduction
IV. Methodology
in detail.
69
VI. Conclusion
VII. Recommendation
VIII. References
TOTAL
Rated by:

Course Instructor
70
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" Burns from Hot Oil: A Case Study on Sanitation Practices in the Tourism and Hospitality

In June 2021, a chef employed at a restaurant experienced a workplace accident resulting

III. Statement of the Problem

V. Results and Discussion

VILLAVELEZ, CYRIL MAE, Bachelor of Science in Tourism Management , Libo

PATEÑO, CYREN MAE, Bachelor of Science in Tourism Management, San Isidro,

CABAÑERO, MICHAELA MARIE, Bachelor of Science in Tourism Management ,

SOSAS, CARLA, Bachelor of Science in Tourism Management, Mabolo Cebu

DUEÑAS, RECA MAE, Bachelor of Science in Tourism Management,

Poor (1-0 pts): No clear introduction or relevance to the case analysis.

II. Case Presentation (Summarize)

Poor (1-0 pts): No clear or coherent summary of the case.

III. Statement of the Problem

Poor (1-0 pts): No clear explanation of the research methodology.

V. Results and Discussion

Fair (2 pts): Attempts to conclude but lacks clarity

Poor (1-0 pts): No clear or coherent conclusion.

Excellent (5-4 pts): Offers well-supported and practical recommendations.

Fair (2 pts): Attempts to provide recommendations but lacks clarity or depth.

Poor (1-0 pts): No clear or coherent recommendations.

Poor (1-0 pts): No references provided or severe errors in formatting.

ANTHONY G. ESGUERRA, PhD

Managing the risk of foodborne illness is an important aspect of running a successful

II. Case Presentation (Summarize)

III. Statement of the Problem

(a) What is the main issue of the problem?

(b) Who are the people involved?

1. Restaurant owner/manager: The restaurant owner or manager is responsible for ensuring

4. Food safety experts/consultants: Food safety experts or consultants may be involved in

3. Monitoring and Compliance: Regular monitoring and compliance audits should be

4. Establish Standard Operating Procedures (SOPs): Developing and implementing standard

6. Effective Communication: Clear and effective communication channels must be established

7. Continuous improvement: Introducing a culture of continuous improvement is important to

By selecting one or more specific cases, researchers can gain a deeper

Phase 2. The researcher created an initial literature review in order to understand

In the case of ``Risk management of foodborne illness in restaurants: a case study'',

Researchers focus on the symptoms, causes, and transmission routes of these

Researchers investigated existing risk management practices and strategies used

Researchers have discussed the effectiveness of these risk management practices

Researchers discuss the importance of these factors in building a culture of food

Researchers have reviewed the results of previous case studies on foodborne

Phase 4. The researchers concluded and provided a recommendation.

It is important to note that these conclusions and recommendations are

V. Results and Discussion

There is a need to implement effective risk management strategies to prevent food

3. Study: “Food Safety in Restaurants: A Modeling Approach to Identifying Critical

4. Paper: “Risk Factors Contributing to Foodborne Disease Occurrences in Restaurants

5. Research: “Factors influencing food safety practices in restaurant establishments: A

(b)Who are the people involved?

1. Restaurant Owner: Restaurant owners are ultimately responsible for ensuring

3. Restaurant Manager: Restaurant Managers play a critical role in adhering to food

2. Education and Training: Restaurant staff should receive comprehensive training

3. Establish standard operating procedures (SOPs): Clearly documented SOPs are

4. Regular inspection and monitoring: Periodic inspections should be carried out

5. Supplier Management: Restaurants need to build strong relationships with

6. Communication and Reporting: Establishing clear communication channels

While this answer is based on general principles, it is important to note that

Important strategies to manage the risk of foodborne illness include:

Causes and prevention of foodborne illness. (2015b, December 9).

Causes and Symptoms of Foodborne Illness - MN Dept. of Health. (n.d.-b).

Department of Public Health. (n.d.). Foodborne illnesses and

DE LA PEÑA, KIMBERLY, Bachelor of Science in Tourism Management, PHOTO

GONZAGA, JADE ANTOINETTE, Bachelor of Science in Tourism