investingin people

Our investment in people pg 3

Introduction to the Vineyard Hotel & Spa pg 4

Fast facts pg 5

A collaborative approach to planning for the future pg 6

Pennywise Campaign pg 7

Jump On! Campaign pg 7

Developing the skills of our people pg 8

Examples of formal skills (hard and soft) training interventions that have taken place September 2010 to date pg 9

Examples of progressive leadership development initiatives pg 10

Examples of development programmes pg 11

Examples of learning opportunities afforded to employees, their families and people in the community pg 11

A word from a trainee, Dean Hann pg13

Recognising & rewarding commitment by employees pg 15

Employee wellness pg 18

Gallery pg 20

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“izandla ziyagezana / hands wash each other”

We take this age-old wisdom to heart in a business so interdependent on people.

It underlines much of the Vineyard Hotel’s Corporate Social Investment approach.

We believe that the smallest contribution has the power to effect change…

...from the sharing of a chef’s experience with a young chef student,

the seasonal flu shot that keeps a gardener in the pink of health,

the support of fledgling local produce supplier,

the few rands from a hotel guest that help fund our community projects

or the weekend given up by a staff member to renovate a children’s home…

…every little bit counts.

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Originally built by Lady Anne Barnard in 1799, the Vineyard Hotel & Spa has been converted into a unique world class hotel,

situated in six acres of attractive landscaped parkland on the banks of the historic Liesbeeck River over looking the forested

slopes of Table Mountain.

What makes the Vineyard Hotel & Spa so popular with its customers is the ‘extended family’ – the employees!

As one guest commented:

“I was really impressed with the employees - not just their efficiency but also their obvious happiness with working there.

The waitresses were smiling and joking all the time. Sweetness was a charmer and Ndaba, too, was excellent.

At the Conference Centre I spoke to Erasmus and asked him why all the employees seem so happy. He said that the family

treats all the employees well and they love working there! The best possible testimonial that shows if you look after your

employees, they look after your business!” - Martin Lewis, Managing Editor CAT Publications Ltd

The hotel has a long legacy of encouraging employees to pursue family values of integrity, respect, harmony and care for

each other and, in turn, for their guests. We recently celebrated long service awards with over five of our colleagues serving

over 30 years’ service this year! They fondly shared memories…

“The old man loved me - he used to call me his child and allowed me to learn so much and now I can share that knowledge

and help my community, he gave me confidence to use my voice.” - Erica Nokubalo, joined 1980

Click here to view a photograph of Erica Nokubalo

“Denise went on to say that she would never forget how Mr. Petousis senior would be so involved and so hardworking, carrying

trays assisting guests that very often guests were surprised when they found out he was the owner.” - Denise Roman, joined 1980

Click here to view a photograph of Densie Roman

People development and employee retention and wellness are key strategic priorities for the hotel, which ensures

employees retention and continued guest satisfaction.

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The hotel currently employs 287 employees.

In 2010/2011, 267 of the 287 employees received some form of training.

There were 1314 actual beneficiaries of training in which 38 training interventionstook place during the period meaning, on average, each employeemember benefitted from at least five training interventions.

3% Of the payroll was spent on training and development interventions.

65% Of the skills development budget was spent on black employees.

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Strategic planning has increasingly become a collaborative process in our business - designed to invite input from stakeholders

beyond the realm of the traditional ExCo.

This approach is borne out of an appreciation for the fact that people will only support what they co-create. Moreover, it serves

to develop our leadership pipeline in that all levels of leadership are exposed to a degree of strategic thinking. This strengthens

their ability to operate at this level and grooms them for future succession within the Group.

Annually, the leadership team spends several weeks developing their strategic imperatives for the coming year.

These imperatives are aligned to the hotel’s, typically, three-year strategy, which, in turn, is aligned to the

Petousis Group’s vision statement:

The Cape’s leading hoteliers, we provide world-class quality services and hospitality. We operate elegant and distinctive hotels that

are innovative and harmonious in design. Our guests and employees have an experience of well-being and vitality. We work in

harmony with the environment and the community, and in partnership with our stakeholders.

In formulating our annual strategic plans, the key pillars of the business are incorporated - namely; the guest;

finance, operations, sustainability and, essentially, the people.

Once the high-level planning is complete and divisional objectives have been set at middle-management level, the hotel

embarks on an internal campaign designed to ensure strategy penetration and, most importantly, enrolment (to the strategy)

at every level of our business.

In essence, it answers questions such as:

Where are we going? What must we focus on this year? What is my part in the bigger picture? How can I contribute?

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2011’s Internal campaigns focused on two strategic imperatives – namely; trimming expenses (financial) and social and

environmental involvement (sustainability).

To pave the way, we brought in the expertise of “entertrainers” Life Style in Action and invited each employee to attend a transformational work

shop focussing on: Finding Your Uniqueness and The Difference Between Players and Pretenders. A number who participated commented

on how it had changed their lives – not to mention the great deal of fun they had.

Click here to view the photographs of the workshop

pennywise campaign

Our Pennywize campaign was conceptualised, designed and implemented by employees for employees and has seen

some fantastic innovations in cost savings.

Click here to view the posters for the campaign

jump on! campaign

Like Pennywize, the Jump On! Campaign was the brainchild of a group of Vineyard employees and has seen a remarkable uptake

- even prior to its official launch in September 2011. For more information please refer to the Social Involvement document.

Click here to view the Social Involvement document

We believe that recognising employees for their contributions and celebrating their successes breeds a culture of innovation. What is most

remarkable about both campaigns, however, is the fact that no monetary prizes were promised by the hotel besides surprise delights for the

winning team. Our employees, therefore, are doing it for the greater good of the organisation and their communities. That’s top engagement!

Click here to view the posters for the campaign

Registered as a levy payer with the Cultural Arts, Tourism, Hospitality and Sport Sector Education and Training Authority

(CATHSSETA), the hotel has a race and gender representative Training Committee that meets quarterly to discuss

Training and Development initiatives.

Training is provided across a broad range of disciplines ranging from safety, first aid, customer service excellence and sales

skills. Managers invest time annually assessing training needs for their respective teams and then submit these needs to the

Training and Development Department. This is budgeted for and sourced by the Training and Development Department.

Employees also have input into their own training and development needs during the annual (March and August) performance

contracting and appraisal discussions.

Employees may select from a wide variety of training interventions, which are published on an annual training calendar.

Those identified for leadership succession have bespoke programmes developed by the Training and Development Division

to meet their development needs.

Click here to view our Training Calendar

In addition to internal employee skills development, the hotel holds three workshops in November and December for

external community members who are encouraged to apply for seasonal jobs. They receive one weeks’ professional,

paid-for, training for which they receive a certificate of completion. Those that excel then stand a chance of being invited

to work for us over season time.

Click here to view the photographs from our Seasonal Training

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examples of formal skills (hard and soft) training interventionsthat have taken place september 2010 to date

Art of communication

Business etiquette

Coaching for managers workshops

Coffee training - all staff who make coffee were trained during

the period to ensure the standardisation of coffee

HIV workshop

Wellness and better decision making workshop

View the photograph of the “Know your status” winner

Customer service training

Disability awareness

Evacuation warden

Excel

Food preparation and cooking

Food and beverage service skills

Fire and safety training

First aid

Green energy principles

Health, hygiene and wellness

Health and safety

Trauma counselling

Wine

IT skills

Leadership

Managing misconduct

Managing poor performance

Pastry training

Personal presentation

Policies training

Revenue management

Sales training

Standards training

Time management

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examples of progressive leadership development initiatives

Leadership development and leadership pipelining is extremely important to retain talent that will drive performance and sustain the hotel’s

unique culture. To this end, we believe that leadership development does not have to be conventional to be impactful and invited a number of

esteemed professionals to deliver Leadership “Power Hours”.

Power Hours are high-impact one-hour development sessions for managers (and developing junior managers)

covering progressive leadership topics such as:

The differences between men and women in decision making – Mary Ovenstone (Executive and Leadership Coach)

Mindfulness – Brett Yeatman (Worlsview Consulting)

Innovation – Itha Taljaard (Sense2Solve)

Self-mastery – Gavin Coetzee (Gavin Coetzee and Associates)

Lessons of the three greatest hotel gurus of all time – Brent Burgoyne (Northstar Virtual)

Feedback from attendees bears testimony to the effectiveness of this initiative:

“The lasting lesson I learnt was that the consensus of everyone’s meaning they bring to a solution of a problem, is the way to go

to get the best result. This is tremendous for me and made a lasting impression. Thank you for the opportunity to hear this talk.”

- Mrs Kitty Petousis, 11/19/10 11:46 AM

Click here to view the photographs of Mrs Petousis

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examples of development programmes

Employees who have been identified or have shown interest in developing further can apply for development programmes.

17 Employees were registered to attend the development programmes in 2010/2011 as follows:

Diploma in Reception Operations and Services (1) – City & Guilds

Diploma in Hotel Operations and Management (1) – City & Guilds

Certificate in Hospitality Management (3) – Cape Town Hotel School, Granger Bay

Diploma in Patisserie (2) – City & Guilds

International Professional Chef Certificate (3) – City and Guilds

Professional Chef Diploma (3) – City and Guilds

Diploma in Patisserie (3) – City and Guilds

International Professional Chef Diploma (1) – City and Guilds

examples of learning opportunities afforded to employees,their families and people in the community

Traineeships, internships and learnerships

- The hotel make available numerous development opportunities for young entrants who wish to join the industry.

- The past year has seen the hotels’ contingent of internal students grow to 23. The Hotel Group offers young school-leavers

the opportunity to participate in Apprenticeships in Hotel Management and Cheffing at local hotel and chef schools.

- The Group provides financial assistance and bursaries to these school-leavers.

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Apprenticeships:

- Students are employed full-time and study part-time at a local hotel or chef school.

- The hotel provides students zero-interest loans and an annual R5 000 performance bursary towards their fees for the following year.

Learnerships to unemployed learners through THETA.

Family members of employees can apply for any of these opportunities.

A R35 000 bursary was awarded to TSiBA university to assist new entrants from ‘Our Kids of the Cape’ fund (a hotel CSI initiative).

The hotel runs the following programmes in conjunction with local hotel and Chef Schools:

The following students graduated or were offered employment with the hotel in 2009/10:

Apprenticeship Programme Amount of graduates in 2009/10 Employed at end of project

Cheffing 5 4

Management 1 1

Learnerships 7 6

Click here to view the photographs of the trainees

Programme Amount of learners

Certificate in Professional Cooking 7

Diploma in Professional Cooking 5

Diploma in Patisserie 3

1st year Hotel Management 2

2nd year Hotel Management 3

3rd year Hotel Management 3

One year Learnership Programmes 7

Food & Beverage Service; Hotel Reception;

Professional Cookery; Accommodation Services

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One of our Hotel Management trainees, Dean Hann had the following to say about his experience at the Vineyard Hotel & Spa:

“During my past year an a half at the Vineyard Hotel & Spa, out of the 3 years of my internship. I can truly say I have enjoyed every

moment of it. There have been both good and bad days but I guess we all have them, but in general mostly good ones. My training

thus far has been absolutely incredible, it has taken me on a major journey of self discovery in the industry, as well as taught me

how to be the best I can be in an all rounder experience at the hotel. I have covered most operational parts in the hotel starting

off doing all the basics: cleaning rooms (housekeeping), waitering in the food an beverage outlets an now am moving on to a more

responsible role as a supervisor. The Vineyard Hotel & Spa is truly like a family. No one turns a blind eye to you or is not willing to help.

I personally think as a trainee it can become very difficult to always ask people to “show me this” and “show me that” or

“how do you do this?” but one just needs to step forward, speak out, be willing and always seek additional responsibilities as

all the above have been my key factors which has obtained my knowledge and experience in all departments I have covered thus far.

So I thank the Vineyard Hotel & Spa every day for the amazing opportunity I got given to do this three year in service course

as it has helped me this far to gain a never ending flow of knowledge and experience. I look forward to spending my remaining

year and a half at this amazing establishment” - Dean Hann

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School Amount of Students Duration of programme

Granger Bay Hotel School 3 6 months

Central University of Technology 3 6 months

Maastricht Hotel School 4 6 months

International Hotel School 3 6 months

Capsicum 1 4 months

Goodhope Studies 1 5 months

Grad Zone 2 6 months

TSiBA 1 5 months

Walter Sisulu University 1 6 months

High-school learners’ job shadow programme

- To attract young people into the industry, the Vineyard Hotel & Spa:

- Holds career days annually where Grade 12 learners are invited to find out more about the industry and invited to apply

for full-time traineeships.

Click here to view our Career Day brochure

- Runs a three-day work shadow programme for Grade 11 pupils. This programme gives the learners exposure to the various

departments of the hotel. 46 Students participated in the programme in 2010/2011 thus far.

Click here to view the thank you card

Experiential learning programmes

- The hotel further opens its doors to full-time students studying Hotel Management or Professional Cookery at various schools.

- In 2010/2011, the following number of students were placed on experiential programmes:

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Opportunities for advancement

- Cross training programme:

Employees interested in gaining skills in other departments are encouraged to join the cross-training programme enabling

them to work in a department of choice. Once they have acquired the skills they are able to apply for a position.

- Advertising opportunities to internal candidates at all hotels.

All vacancies are opened up to employees of the business through internal advertisements on employees

notice boards at all three hotels.

- ‘Opportunity to Grow’ marked positions encourages employees ready for the next level to apply and grow their careers.

- Leadership pipelining

To ensure the continual supply of skilled people, employees identified as ‘potential for promotion’ are flagged

and placed onto development programmes.

- During the period September 2010 and July 2011 seven people were promoted through the leadership pipelining system.

staff retention is a key strategic focus area within our hotel

Did you know? The hotel’s average monthly labour turnover (voluntary) for the period September 2010 to July 2011 is a mere

1.73%. The following methods are used to recognise and reward employee commitment and, in doing so, retain employees:

The G.O.A.L. programme (concluded in February 2011) was aligned to the Soccer World Cup and provided recognition

to employees and leaders who excel in the areas that gave rise to the G.O.A.L. acronym – namely; Giving Back,

Owning Up, Adding value and promoting Luxury. Employees elected team peers or managers and those with the

most ‘goals’ in a month received a monthly prize and certificate recognising excellent performance. The overall winners

were announced at an exclusive gala dinner in February 2011, where cash prizes to the value of R34 000 were

awarded.

Click here to view the photographs of the G.O.A.L prize winners

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Staff with long service ranging from ten to thirty years were recognised at the annual employees’ party in July and

received monetary awards of over R13 900.

Click here to view the photographs of long service prize winners

All permanent employees of the hotel receive employee benefits such as subsidised medical aid, pension or provident fund

and funeral and disability benefits.

Each year at our staff party, every employee who attends is given a Pick ‘n Pay gift voucher.

In July 2011, we invested R11 640 in this small token of appreciation.

Click here to view the photographs

Employees receive balanced daily meals on duty – completely free of charge.

Employees are issued with free uniforms. These are laundered for them daily – completely free of charge .

Employees are provided with evening transport - completely free of charge.

Ad hoc awards are given to employees for exceptional service to the hotel, e.g. spa voucher/meal in the restaurant / time off.

- “Magic Show”: The best way to know what people want is to ask them. With this in mind, we incorporated the theme of magic

into a focus group designed specifically to elicit input from employees on what they would value as reward for hard work and

dedication. These results were used to guide managers on how to reward and recognize employees (monetary and non-monetary).

The Magician, Matthew Gore, we hired for the event is the son of one of our most long-standing employees, Colleen Gore.

Click here to view the Moments of Magic

Click here to view the YouTube video clip of the Moments of Magic

Managers are rewarded for meeting monthly Gross Operating Profit targets.

Waiters, senior chefs and outlet managers are incentivised with commissions on sales and service.

Our maternity benefits exceed the legislated minimum requirements in that female employees who are employed with the hotel

for more than a year at the time of conception are entitled to six months maternity leave and will be paid 33% of their salary

for at least 3 months.

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Permanent employees (if not on cost to company packages or earning incentives) are paid an annual bonus at the end of the year

that is calculated in line with their length of service – the longer employed, the higher the bonus (to a maximum 13th cheque).

Realising that the present economic climate is tough, employees are not forbidden (but rather encouraged) from operating side-line

businesses to generate extra income for their families and may do so at the hotel, i.e. market their products and services to their

colleagues, subject to certain reasonable terms and conditions. Several have found this to be rather lucrative.

One employee, Theodora, successfully boosts her income by selling Tupperware to hotel employees each month.

Click here to view a photograph of the tupperware

Vineyard’s Got Talent!

- We encourage our employees to showcase their talents wherever possible. In May, Siyabonga (Public Area’s Attendant)

brought the choir he conducts in his spare time to our monthly staff meeting to entertain his colleagues.

Click here to watch the YouTube video clip of the Siyabonga’s Choir

- Similarly, Phillipine Maake (Queenie) and her dancing girls entertained everyone at the July staff party.

Click here to watch the YouTube video clip of the Queenie’s Dancing Girls

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In 2006 a Wellness Committee was established to take care of employee’s wellness needs. ‘You are the World’ (YATW)

operates on the assumption that proactive involvement in an employee’s wellbeing results in a healthier and happier workforce.

This in turn, impacts on their performance, the service delivery to guests and, ultimately, the sustainability of the business.

In 2010/2011, the following initiatives were undertaken by the committee:

On-site family planning and health counselling by an professional nursing sister twice a week - ongoing.

On-site basic trauma counseling available to all employees - ongoing.

Wellness day for all employees – August 2011: this event is a highlight on our YATW events calendar and saw

employees benefit from a holistic approach to wellness with exhibitors ranging from Sh’Zen to a podiatrist.

This year’s event took a “Women’s Day” theme.

Click here to view photographs of Wellness Day

Non-traditional wellness initiatives brought to employees by YATW:

- Caring for the Carer: As a person caring for someone with HIV, it is important to provide (the person living with HIV)

both social and emotional support. However, it can become overwhelming for the person who must

provide that social and emotional support too. This initiative was aimed at making sure that those who care for others

also have a support system in place for themselves.

- Co-dependency: Co-dependency frequently characterizes families where alcoholism or drug abuse is issues.

They can carry these traits with them into adulthood which predisposes them to a range of problems. Dr Lesly Uys

was invited to explain co-dependency and in doing so help families and individuals to recognise the symptoms and

hopefully do something about it.

- Massages for the Chefs: We invited the Light & Healing Centre (visually impaired therapists) to provide stress-relief

massages to our Chefs who are, due to operational pressures, sometimes unable to attend our wellness events.

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Back to School stationary packs for employees’ school-going children in January each year. On-site basic trauma

counseling available to all employees - ongoing.

Click here to view photographs of stationary packs and staff members

Free workplace eye-screening via Occuvision and assistance to purchase spectacles through a repayment plan over three months.

Employees further have access to:

- Financial assistance for funerals, study loans, illness and emergencies, e.g. fire/flood damage, etc.

- Two paid-for therapy sessions with a professional trauma counselor in the event of severe trauma situations. This intervention has

contributed to the turnaround of several employees in dire situations – one who had already attempted suicide but who is now on the

path to recovery.

How to manage your money training workshop for the staff.

Click here to view the You & Your Money advert

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Collection drive for Miriam House (Paarl) (Safe House for Orphans)

Help our Reservations Team: Mariska, Karen, Vuyani, Odette & Tasneem by:

Donating towels, bedding or clothes & shoes for children 0-18 years old

Where do you drop it off?Reservation Office(behind front desk)

Why help?Miriam House burnt down on 19 July, and 18 of the orphans

between the age of 0-18 years old need your help

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Vineyard Hotel & Spa

P.O.Box 151, Newlands, 7725

Colinton Road, Newlands, 7700,

Cape Town, South Africa

e. hotel@vineyard.co.za

w. www.vineyard.co.za

t. +27 (0)21 657 4500

f. +27 (0)21 657 4501

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thank youfor yourinterest