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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
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

STRATEGIC FOCUS AREAS

CLHG's business activities are underpinned by sound corporate governance practices

Refer to Governance report for the detailed governance report