“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.

1. investing
in people

2. 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
contents
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

3. our investment in people
“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.

4. introduction to the vineyard hotel & spa
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.

5. •
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 interventions
took place during the period meaning, on average, each employee
member 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.
fast facts

6. Strategic planning has increasingly become a collaborative process in our business - designed to invite input from stakeholders
a collaborative approach to planning
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
for the future
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?

7. 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

8. 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
developing the skills of our people
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

9. examples of formal skills (hard and soft) training interventions
that have taken place september 2010 to date
• Art of communication • Green energy principles
• Health, hygiene and wellness
•
Business etiquette
• Health and safety
•
Coaching for managers workshops
• Trauma counselling
•
Coffee training - all staff who make coffee were trained during
• Wine
the period to ensure the standardisation of coffee
• IT skills
• HIV workshop • Leadership
Wellness and better decision making workshop • Managing misconduct
• View the photograph of the “Know your status” winner • Managing poor performance
•
Customer service training • Pastry training
•
Disability awareness • Personal presentation
•
Evacuation warden • Policies training
•
Excel • Revenue management
• Sales training
•
Food preparation and cooking
• Standards training
•
Food and beverage service skills
• Time management
•
Fire and safety training
• First aid

10. 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

11. 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.

12. •
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:
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
Click here to view the photographs of the trainees
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

13. One of our Hotel Management trainees, Dean Hann had the following to say about his experience at the Vineyard Hotel & Spa:
a word from a trainee, dean hann
“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

14. •
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:
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

15. recognising & rewarding commitment
•
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
by employees
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

16. • 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.

17. •
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

18. 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.
employee wellness day
•
• 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.

19. • 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

20. staff workshop

21. poster from the pennywise campaign

22. Collection drive for Miriam House (Paarl)
(Safe House for Orphans)
Help our Reservations Team:
posters from the jump on! campaign
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

23. training calendar
staff party 2011 2011

24. seasonal training 2011

25. know your status aids project

26. mrs petousis

27. vineyard hotel & spa trainees

28. career day brochure

29. thank you card

30. prize winners of the G.O.A.L. programme

31. prize winners - long service awards
Monica Tyhlulu Denise Roman
Alfred Dickenson Erica Makubalo Cheryl Marock

32. staff party 2011

33. moments of
magic show magic

34. tupperware stall

35. wellness day

36. stationery packs

37. you & your money advert

38. thank you
for your
interest
contact details
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