Business model
Inputs
Outputs
Financial Capital 
We use a combination of debt and equity funding for business operations, including running costs, property refurbishments, maintenance and strategic acquisitions:
- Operating cash flow
- Debt funding
- Equity funding
- Revenue: R508 million
- Total impairments: R417 million
- Investment to expand operations: R74.6 million
- Investment to maintain operations: R2.7 million
- Total dividends declared per share: nil
- Cash flows
- Return on capital employed
- Investment returns
- Expansive sub-Saharan geographic footprint
- Tax contributions
- Economic benefits to communities and organisations, vendors and suppliers
Manufactured Capital 
Our brick-and-mortar properties, where our business is conducted and guests enjoy unforgettable experiences:
- 63 hotels
- 8 070 rooms
- Furnishings, décor, hospitality and catering equipment
- Technology
- Average group occupancies
– all hotels 19%
– open hotels 26%
- Average SA occupancies
– all hotels 21%
– open hotels 28%
- Investment in the new Courtyard Hotel Waterfall of R57.5 million
- Improved Wi-Fi offering, refreshed website and technological reliant guest services' enhancements
- Hotel accommodation
- Conferencing
- Restaurants
- Bars
- Continue to maintain high standards of product quality through rigorous refurbishment strategy when operations return to normal
- Investment to expand operations – Courtyard Hotel Waterfall City opened in March 2021
- Technology and process upgrades to improve guest and employee experiences
- Refreshed offerings maintain competitive advantages
- Roll out of solar power generation capabilities at 25 hotels, with more planned
Intellectual Capital 
Our intellectual capital includes our brands, supported by a wealth of in-house industry knowledge:
- Strong brand reputation
- Operating systems
- Policies and procedures
- Trademarks
- BI and innovation
- Accurate forecasting for BAR
- Effective sales and marketing
- Operating efficiencies
- Quality value offerings
- Awards
- Resource efficiencies – people, costs and systems
- In-house innovation, including the use of AI to predict demand, resulted in improved rate yielding
- Ability to create competitive offerings in response to changing industry demands
Human Capital 
Our people are the primary interface with our guests and custodians of the CLHG guest experience:
- Permanent employees
- Part-time employees
- Formal and on-the-job training
- Excellent service and hospitality
- Health and safety
- Employment equity
- Broad-based black economic
empowerment (transformation)
- A qualified, experienced and motivated workforce
- Employees are engaged and developed in line with a high-performance environment
- Employee wellness offerings were enhanced
- Transformation and employment equity planning
continued on schedule
Social and Relationship Capital 
Our relationships with guests, stakeholders, employees, communities, government and regulators:
- Proactive relationship with stakeholders to promote a shared value proposition built on our brands
- WOW programme for service excellence
- Prioritising stakeholder groups for targeted interactions
- Corporate social investment (CSl) initiatives
- Average customer satisfaction score of 92.8%
- Enterprise and supplier development
- Socio-economic development
- CSI spend of R1.2 million
- Strong brands and solid reputation
- The trust and respect of our stakeholders
- Customer value and satisfaction
- Brand loyalty
- Creating opportunities for local enterprise development
- Delivery of long-term value for communities
- Social licence to trade
Natural Capital 
Our business activities depend on
natural resources, particularly:
- electricity
- water
- land
- Reduced carbon footprint
- Water consumption 312 112 kℓ
- Energy consumption 17.7 million kWh
- Renewable energy generated 1.8 million kWh
- Single-use-plastic-free amenities
- Hydration stations at almost all hotels
- Enhanced levels of environmental awareness across group
- Reduction in scarce resources (e.g. water) used
- Management of activities that cause carbon emissions
- Environmental impacts on energy consumption,
water consumption, waste generated and recycled
Business activities
CLHG's business activities are guided by our Vision and Values
Refer to 2021 performance for a detailed breakdown
BUSINESS ACTIVITIES AND PROCESS
Seek hotel opportunities
- Identifying new locations for hotels, or find existing properties needing fresh vision and management
Develop or refurbish hotels
- Build new hotels or refurbish and maintain existing hotels
Operate hotels
- Own/lease and manage hotels as per brand strategies
Perform hotelier operations and functions
- Facilities management
- Corporate governance
- Customer relations
- Food and beverages
- Information technology (IT)
- Human resources (HR)
- Marketing and sales
STRATEGIC FOCUS AREAS
CLHG's business activities are underpinned by sound corporate governance practices
Refer to Governance report for the detailed governance report