Annual report Hotelschool The Hague Foundation. At the heart of hospitality

Transcription

1 Annual report 2012 Hotelschool The Hague Foundation At the heart of hospitality

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3 Table of contents Introduction 4 1 Strategy Organisation Strategic Goals Risk Management Governance Committee of Appeal for exams 13 2 Educational programme The Bachelor s programme Quality Assurance Internationalisation 17 3 Research 20 4 Students Promotion and recruitment Selection Supervision Students First-year programme Graduates Alumni 29 5 Human Resources 30 6 Operational Management Location Practical training Corporate Social Responsibility (CSR) and sustainability Media Centre ICT 40 7 Finance Financial Policy Summarised account balance and operating account Performance Indicators Investment policy Treasury policy Transparency Remuneration of Board of Directors and Board of Trustees Budget Looking ahead to the future 49 Report of the independent auditor 49 8 Keep in touch 50 Appendices 52 Appendix 1 Board of Trustees (end 2012) 53 Appendix 2 Division of duties and additional functions of the Board of Directors (end 2012) 56 Appendix 3 Organisational structure of Hotelschool The Hague (end 2012) 57 Appendix 4 Representative Advisory Council members (end 2012) 60 Appendix 5 Overview of partners and sponsors 61 Appendix 6 Hotelschool buildings and floor space (end 2012) 62 Appendix 7 Research Centre Publications 63 3

4 Introduction Welcome willkommen Welkom 歡迎 dobrodošao Velkommen teretulnud tervetuloa accueil καλωσόρισμα fogadtatás benvenuto powitanie bienvenido Välkommen Since its inception in 1929, Hotelschool The Hague has welcomed students, faculty, staff and industry from all over the world, and now it s my turn to welcome you in my introduction to the 2012 Annual Report of Hotelschool The Hague. I joined Hotelschool The Hague in August 2012, and I am very pleased to be in the position to be able to share our highlights and accomplishments of the last year with you. Since joining Hotelschool The Hague, I have observed a unique blend of passion, professionalism and loyalty that is rarely found in Educational Institutions. Our international community, our small scale and our specialised curriculum; the combination of these three things makes us unique in tertiary educational offerings in the Netherlands, Europe and the World. We believe it s people that make the difference, whether it s our students, our faculty, staff or our management. People are at the heart of our Hotelschool and, as can be seen in our logo, people are our differentiator. The avatar represents our passion and commitment to creating the next generation of dynamic hospitable leaders with a service orientation. 4

5 Introduction We expect everyone who comes into contact with our school and our ambassadors to immediately feel our warmth and our shared sense of purpose. This purpose is to educate our students to make every hospitality moment magical in the eyes of our guests. This goes further than the classic hospitality experience, and extends to service interactions in a wide range of industries. Our curriculum is unique, with four distinct pillars that creates the world s best graduates. These pillars; business skills, operational skills, presentation skills and social skills, provide our students with their passport for personal success that will, of course, bring success to the industry they choose to enter. There s no other curriculum that can claim to provide such a unique combination of elements. In April, Hobeon Certificering awarded us with 11 excellents from the total of 16 standards that are used to evaluate Educational Institutions. We are extremely proud of this, especially in regards to our curriculum and our staff. According to the report, Hotelschool The Hague teaching staff are above average. They are well qualified, quality-driven and well-motivated. In regard to our curriculum, Hotelschool The Hague, has a well-designed and challenging curriculum that offers ample opportunities for individual students to bring out the best in themselves. The programme places a strong focus on vocational practice and offers students a well-balanced variety of theoretical knowledge, the application of acquired knowledge, and the practicing of both operational and behavioural skills. In addition, we received awards for two distinctive features of our Educational Programme. These can best be translated as internationalisation and small scale and intensive education. It s these distinctive features that enable us to set strict entry criteria, select our students, and to set our tuition fees in line with the quality of the education we offer. In 2012, we signed a number of International partnerships with a number of national and international hospitality schools to share knowledge and research programmes and offer exchange possibilities for both students and faculty. I look forward to bringing you more news on how these partnerships develop in In 2012, we paid more attention to improving student relations, for example by introducing a Service Desk at both The Hague and Amsterdam campuses, the introduction of additional student forums, and increasing the frequency of contacts with our Student Council. In September 2012 we opened our new Amsterdam campus in the heart of Amsterdam. It represents a completely new chapter in our Amsterdam presence as it is now equal in size to our campus in The Hague. The new campus is open and spacious, and includes student housing, state-of-the-art teaching and study facilities, restaurants and a hotel. Across the two campuses, we now have six fully functioning restaurants and two fully functioning hotels and student accommodation. So, with the financial year coming to a close, I look forward to 2013 and to being able to share the next exciting chapter in our long legacy with you, Yours sincerely, Susanne Stolte President Board of Directors 5

6 1. Strategy 6

7 1. Strategy 1.1 Organisation Hotelschool The Hague is a closely-knit international educational community with its own strong culture and character. It is a mono-sectorial educational institute that offers a single curriculum. The story of the school goes back 84 years, when in 1929 the school was founded by HORECAF, the association of hotel, restaurant and catering employers at that time. In recent decades, this single curriculum, leading to the degree title Bachelor of Business Administration in Hotel Management, has developed into an internationally recognised Hotel Management Programme with 1,875 students from many countries who come to us to build a career in the world of international hospitality. In the coming years, the school will expand to 2,300 students, with equal numbers studying at our campuses in The Hague and Amsterdam. In the near future, our two key focus areas are improving quality, and a further emphasis on internationalisation. Legal structure of Hotelschool The Hague Hotelschool The Hague is a University of Applied Sciences. The legal entity of the Hotelschool is a foundation. The Board of Directors acts a board of the foundation and as board of the school. The school is the sole shareholder of Hotelschool The Hague Leadership Development B.V. Appendix 3 of this report contains a detailed overview of the Hotelschool s legal structure. Organisational structure of Hotelschool The Hague An overview of the organisational structure at the end of 2012 can be found in Appendix 3. The educational organisation consists of three organisational units (phases). Each phase has an Educational Manager who reports to the Board of Directors. The Research Centre conducts applied research for the Lectorates and expertise networks. Practical aspects of education, for example Rooms Division and Food & Beverages are managed by The Operations Department. The Education and Research primary processes are supported by a number of departments: Student Support Centre, Placement Office, the Media Centre as well as the corporate departments Finance & Control, Human Resources, Marketing & Communications, IT Services and the Facility & Maintenance Services. In 2012, the Board of Directors proposed to restructure the current organisation. The RAC approved these changes in the autumn of 2012 and these will be implemented in Private activities The Hotelschool operates a number of private business activities managed by Hotelschool The Hague Performance Management B.V. and Curriculum Consultancy B.V. These activities are independent; there is no overlap with the Hotelschool s educational (public) tasks and/or resources. Costs incurred by these private activities are fully re-allocated. The Hotelschool The Hague policy regarding private activities is laid down in the Treasury statutes. Hotelschool The Hague Performance Management B.V. (HPM) The Hotelschool The Hague Performance Management B.V. (HPM) provides training and consultancy services to the hospitality sector and other service sectors, both nationally and internationally. HPM develop and run E-learning courses for internationally operating hotel chains. Customers are senior and middle management and head of departments. The courses cover all aspects of hotel management such as F&B services, Housekeeping, Front Office, Revenue Management, Finance, Sustainability, Social media, and Technical services. HPM are currently developing E-learning programmes suitable for open enrolment. In 2012, the Summer Course was re-introduced, following a 5-year absence. A group of international hotel managers refreshed their hotel management skills, gaining new insights in the latest techniques in this two-week, in-house programme. The programmes focus on improving customer retention, customer satisfaction and/or revenue. The courses range from strategic sessions with board members and organisation-wide programmes on organisational culture change, to fundamental courses for staff who have operational customer contact. Under the banner of Hotelschool The Hague, Curriculum Consultancy BV markets the educational expertise around the globe, with recent projects in countries like India. 7

8 1. Strategy 1.2 Strategic Goals Mission and Vision In 2012, Hotelschool The Hague developed a new strategy together with lecturers and students. Vision By the year 2020, the Hotelschool will be recognized as a Centre of Hospitality Excellence ; a worldwide expertise centre for hotel management and leadership. Mission At Hotelschool The Hague, we create and improve management expertise in the hospitality sector. We achieve this through a blend of bachelor s and master s education programmes, research and training & consultancy services. By combining conceptual thinking with analytic insights as well as our distinctive practical approach, we offer a unique experience which creates added value for all our stakeholders. Hotelschool The Hague will endeavour to become recognised as a preferred business school for hospitality, and a preferred employer. Our open culture appeals to motivated students with a talent for leadership, as well as to experienced colleagues from around the globe, with wide-ranging professional backgrounds. We value our close relations with the hospitality sector and with alumni in related sectors, we promote sustainable operations and responsibility and we aim to be recognised as leading the future direction of the hotel management sector. 1.3 Risk Management The University of Applied Sciences sector code states that universities of applied sciences must must have an internal risk management and control system, which include risk analyses of the schools operational and financial targets. In 2012, Hotelschool The Hague categorized the most important risks and the steps that needed to be taken. The most important risks and their financial impact have been incorporated in the school s long-term budget. 1.4 Governance Hotelschool The Hague endorses the value of a well-structured organisation, wherein the management operate with transparency and honesty, there is an open organisational structure and clear accountability for the decisions made and the supervision thereof. The University of Applied Sciences sector governance code (hereafter: Code), forms the guideline for the Hotelschool s corporate governance. The Code will be applied where possible and the main principles of the Code are endorsed by the Hotelschool. Cases where best practice provisions are not applied are justified Board of Directors The Board of Directors (hereafter: the Board) is charged with governing Hotelschool The Hague, and is responsible for achieving the organisation s aims, strategies, finances and policies. The Board is accountable to the Board of Trustees. In 2012, the Board of Directors was composed as follows: an interim President, Mr Harm Noordhoff, who was appointed for the period up to July On 24 August 2012, the new President, Ms Susanne Stolte, was appointed as President for an indefinite period. The Member of the Board of Directors, Mr Clemens Berendsen was appointed indefinitely in For the function of President, a new job-profile was created and an executive search agency was selected. Board of Directors remuneration The remuneration of members of the Board for their services to Hotelschool The Hague is such that, currently, well-qualified directors will be attracted and retained. The remuneration is a fixed salary; no variable components have been agreed. The salary structure is based on the HAY system in accordance with the provisions and principles of the Code. 8

9 1. Strategy The level of remuneration of the individual Board members is the responsibility of the Board of Trustees. The Board of Trustees have delegated this task to the Remuneration Committee. The main provisions of the Board members remuneration are included in the remuneration report which forms part of the Board of Trustees report and which is included in this Annual Report. The remuneration report includes details of the salary of each Board member (Table 19 in Section 7). Conflict of Interests The Hotelschool policy is to avoid any form or impression of conflict of interests between members of the board and the Hotelschool. Any decisions made regarding transactions whereby possible conflicts of interest occur and which are of material importance to the organisation and/or the members involved, require approval from the Board of Trustees. Information about any transaction whereby there is a conflict of interest have to be recorded in the Board s reports. In 2012, no transactions occurred with a conflict of interest Board of Trustees The Board of Trustee are appointed with the task of supervising the Board s policy and the general course of events in the organisation. In addition they advise the Board. The Board of Trustees accomplishes its duties in line with the interests of the organisation. The Board of Trustees is a self-governing body and its procedures are defined in the regulation for the Hotelschool The Hague Board of Trustees. The Board of Trustees is composed so that members can operate independently and critically of each other, the Board and any other participating interest. The independence of the individual members of the Board of Trustee will be reported on annually in the Board of Trustees report. 9

10 1. Strategy The qualification requirements and the competences of the members are determined in the profile of the Board of Trustees of Hotelschool The Hague. The preconditions for the function of the Board as a body are also included in the profile. The Board of Trustees should be composed so that each member can successfully accomplish his/her duties. Reappointment of a member of the Board of Trustees occurs after careful consideration. Members of the Board of Trustees are appointed for a period of four years, with the condition that a member can occupy a position on the Board for a maximum of twelve years. The composition of the Board of Trustees in 2012 can be found in Appendix 1. Role of the Chair of the Board of Trustees The Chair of the Board of Trustees determines the meeting agenda and chairs the Board s meetings, oversees the performance of the Board and committees, ensures timely information provision to other members, allows sufficient time for decision making, is responsible for the induction and training programmes of Board members, is the main point of contact for the Board, initiates and evaluates the Board s own performance and that of the Board of Directors. The Chair is supported by the Secretary of the Board of Trustees. Composition and role of the core committees of the Board of Trustees The Board of Trustees appoints an Audit Committee and a Remuneration Committee from its own members. These committees are appointed to prepare any decision-making required from the Board of Trustees. A separate set of regulations has been drawn up for each committee. The main tasks of the two committees are noted in the following section. The Board of Trustees reports on the activities of these two committees in the Board of Trustees report. Audit Committee The Audit Committee supports the Board of Trustees with regards to its responsibilities for audits and and internal control. The Audit Committee focusses on: the operation of internal risk management and audit systems, including compliance with the relevant legal regulations; the provision of financial information by Hotelschool The Hague as stated in the Board of Trustees Regulations; compliance with and follow-up of recommendations and comments received from the external auditor; the relationship with the external auditor; treasury activities. The Audit Committee comprises three members of the Board of Trustees. Meetings are attended by the complete Board of Directors, The Finance & Control Manager, and the Corporate Secretary. The external auditor is invited to discussions on the auditor s report and the annual accounts. Remuneration Committee The Remuneration Committee supports the Board of Trustees in the selection, appointment and dismissal of Board members, and by establishing and executing the appraisal and remuneration policy of members of the Board of Directors. The Remuneration Committee focuses on: selection criteria and appointment procedures for members of the Board of Directors; a profile of members of the Board of Directors; recruitment, selection and nomination of members of the Board of Directors; appraisal and remuneration policy for members of the Board of Directors; assessment of the composition and performance of the Board of Directors; proposals for the remuneration of individual members of the Board of Directors; the assessment report of the BoD which at least should include an evaluation of the achievements of the previous year and the targets set for the following year. The Remuneration Committee comprises the Chairman of the Board of Trustees and a member of the Board of Trustees with HR competences. Relationship of the external auditor with the Board of Directors The external auditor attends the Board of Trustee meeting at which the approval of the annual accounts is decided. The external auditor also attends the Audit Committee meeting at which the auditor s report 10

11 1. Strategy and the annual accounts are discussed. The Audit Committee first meets with the auditor and the corporate secretary in the absence of the Board of Directors. The external auditor then reports his findings regarding the review of the annual accounts (auditor s report) simultaneously to the Board of Directors, the Board of Trustees, and the Audit Committee. The independence of the external auditor is set out in a separate clause of the auditor s report and the Hotelschool statutes. Horizontal accountability in education As a University of Applied Science (HBO), the Hotelschool has to report any public funding expenditures to the Board of Trustees and the Ministry of Education, Culture and Science (OC&W). Other stakeholders are: employees, students and industry. In 2012, the Board of Directors held six meetings with the Representative Advisory Council (RAC). Both staff and students are represented on the RAC. In preparation for these meetings, the President of the BoD has a pre-meeting with the Chairman of the RAC. In addition, the BoD organize a lunch with the students, six times annually, to listen to their experiences. The students are selected at random, with a balanced mix of national and and international students. These meetings yield valuable information for the Board. At another series of meetings held four times a year, the Board meet with a randomly invited group of staff. At these meetings, internal school matters are discussed in depth. These discussions, held in both Amsterdam and The Hague, are also regarded as being extremely valuable. The Board and many employees also participate in many annual events organised by the sector, for example the New Year s reception of the KHN (Royal Society for the Hotel and Catering Industry), the annual Veneca gala (Association of Dutch Catering Organisations). The Hospitality Management Club, the HotelloTop, the Horecava, the ITB and the ICHRIE and EUROCHRIE. Student satisfaction regarding the Curriculum and the lecturers is evaluated periodically. Results from these evaluations form Points of Improvement. The Hotelschool encourages students to participate in the national student survey, which is available to them in both Dutch and English Board of Trustees report on the their role of internal quality control Introduction The Board of Directors manages and the Board of Trustees supervises. In addition, the Board of Trustees fulfils a role as sounding board and employer of the BoD. The execution of this role is reflected in this report. The Board of Trustees operates according to a pre-defined governance agenda. This agenda is founded on the currently applicable code of governance and, as a minimum, includes those topics that must be dealt with by the Board of Trustees. Where necessary and advisable, other subjects are added to the agenda. In this way, the Board of Trustees ensures that all the relevant agenda items are covered. In 2012, the Board of Trustees met five times, four of these following the planned agenda. The fifth meeting specifically focussed on reassessing the Hotelschool strategy. Supervisory role and sounding board role of the Board of Trustees Policy The Hotelschool policy is set out in the strategy paper, in the budget, and the departmental plans. In 2012, the strategy for was determined. The Board of Trustees discussed the strategy paper, the annual plan and the budget with the Board of Directors. Financial reporting The Board of Trustees has delegated the supervision of compliance with the procedures and guidelines for financial reporting to the Audit Committee. This does not free the Board of its own responsibilities. The Board relies on support from the Audit Committee when making evaluations. The Board is of the opinion that the present financial accountability, consisting of the annual report and annual account, conform with the stipulated requirements and gives its approval. Report of the committees The Audit Committee and the Remuneration Committee have functioned in accordance with the regulations in the past year. 11

12 1. Strategy Audit Committee The Audit Committee met four times in 2012; in all cases these were regular committee meetings. The following items were discussed in accordance with the governance agenda: the 2012 annual budget, the departmental budgets (November 2012); the annual reports and the external auditor s report (May 2012); the policy plan and the Board s vision on the Hotelschool s financial continuity in presence of the external auditor; an assessment of the relationship with the external auditor. As a result of this evaluation, the Audit Committee advised the Board to continue the relationship. Remuneration Committee The Remuneration Committee met a number of times in The committee reviews the remuneration policy of members of the BoD and Board of Trustees, and whether its execution complies with legal and other regulations and is in keeping with the market. The remuneration policy is published on the website. The committee directed the internal controller to draw up the remuneration report. The committee independently evaluated whether the execution of the remuneration policy was in accordance with the agreements made. This evaluation is held annually. No deviations were detected. With regards to pensions, the ABP pension fund for this sector is adhered to. There were no excess arrangements in The remuneration policy does not include any variable components. The committee also evaluated the Board of Trustees remuneration and proposed not to make any changes to the existing policy. The remuneration of members of the Board of Trustees is presented in Table 2.1 in Chapter 7 of this report. The main points of the remuneration report are published on the HTH website. Nomination Committee The Nomination Committee met a number of times in 2012 with regard to the recruitment and selection of the new President of the Board of Directors. There were a number of management level changes in The interim chairman of the Board of Directors completed his task. On 24 August 2012, the new President of the Board of Directors, Susanne Stolte, was appointed. In January, Mr drs Pim Breebart was appointed as a new member of the Board of Trustees. He follows Mr mr Leonard van de Hoeven, who retired in accordance with the schedule of resignation. Appendix 1 presents the Board of Trustees and includes their term of office. Conflicting interests No cases of conflicting interest were reported to the Board of Trustees in In its supervisory role, the board ensures the independency of members of the Board of Directors and the Board of Trustees. Employer s role The Board of Trustees has evaluated the Board of Director s performance. The Board of Trustees make use of an appraisal frame of reference to do so. Before the evaluation is submitted to the full Board of Trustees, a meeting is held with the Board in which they are are asked to provide a vision on their own performance. Discussion with interested parties For the execution of both its supervisory and sounding-board roles, the Board of Trustees considers it essential to maintain contact with interested parties. To achieve this, the Board of Trustees organises annual meetings with the Representative Advisory Council and the Management team, and maintain contacts with Hotelschool employees. Once a year, a member of the Board of Trustees is delegated to meet with the Representative Advisory Council in the absence of the Board of Directors. This is stipulated in the regulations of the Board of Trustees. In 2012, the Board of Trustees had a number of meetings with either the Representative Advisory Council or with its Chair. 12

13 1. Strategy 1.5 Committee of Appeal for exams In 2012, 17 written appeals related to exams were submitted to the Committee of Appeal and the committee met 6 times. Of the submissions, 12 were considered unfounded and one was considered founded. One of the submissions was withdrawn by its appellant before the committee could review it. The session planned for December 2012, in which 3 submissions would be reviewed, was rescheduled to early in 2013, on the request of the appellants. During the year of the report, no request for a preliminary injunction was received by the Chair. Appeals submitted by the students included: the issue of a binding advice to discontinue study; the issue of a sanction; the rejection of a request to review an evaluation of an exam; declaring an exam result invalid as a result of fraud; the rejection of an application for exemption for a placement; the rejection of a request for a second opinion of the oral evaluation of a report. Members of the Board of Appeals in 2012: President (external): mr Dr E.A. Messer Member (lecturer): F. Fagel Member (lecturer): drs. J.M.J. Wouters (until October 2012) Member substitute (lecturer): Dr ing. A. van Rheede Member (student): I.A.M. Kienhuis Member (student): T. Boomsma (until November 2012) Member substitute (student): R. Simon Secretary: mr L.F. Uitzinger 13

14 2. Educational programme 14

15 2. Educational programme The educational programme offered by Hotelschool The Hague is characterised by its first year campus life-style where students study, work and live together. A result of this highly intensive educational programme and extra-curricular activities is the creation of an international professional community where students and employees are much more closely connected than is common in other educational programmes. Another characteristic of the programme is that the learning outcome are achieved thanks to an inseparable cohesion between the curriculum and social context. This starts with an intensive selection procedure, including individual interviews, which focuses on achieving an optimal match between the student and the educational programme. Professional skills and motivation form essential ingredients of the selection. The small scale of the Hotelschool is another important precondition for the formation of this professional community. The Hotelschool s educational programme is excellent; this is apparent from the high-level of the programme, the final qualifications achieved by the students, and the successful careers of our alumni. 2.1 The Bachelor s programme Hotelschool The Hague offers a four-year programme in Hotel Management that results in a Bachelor s degree in Business Administration in Hotel Management (BBA.HM). Students with a qualification in hospitality-related studies may apply for the shortened International Fast Track Programme (IFT) which results in the same degree. The programme is taught entirely in English, is open to national and international students, and consists of three phases. Each phase has its own motto: Phase 1 doing the existing well; Phase 2 improving the existing; and Phase 3 searching for new combinations. Hotelschool The Hague has defined eleven Professional Duty Categories (PDCs) as Learning Outcomes, based on the Landelijk Beroeps Opleidingsprofiel (BOP) (National Profile for Professional Education): nine are defined as Professional Duties and the other two as Professional Excellence Categories. In order to do justice to the Hotelschool s specific character, a number of extra aspects have been added within the scope of the BOP as well as a number of additional aspects. The following additions were made in consultation with the International Advisory Board and the professional field: a strong international orientation a focus on management an additional competence on dealing with stakeholders (professional work-field, owners, shareholders, banks, the public, regional bodies etc. In addition, a strong emphasis is placed on the development of social and communication skills and self-development. The didactical concept of the Hotelschool is based on three components: learning pathways inspirational assignments entrepreneurial learning Hotelschool The Hague has chosen for a combination of these elements which will create a balance between learning from professional practice and didactical structure. The five learning pathways (work placement, integrative, conceptual, skills and personal development) ensure didactical diversity and horizontal and vertical integration and alignment throughout the Curriculum. All the courses are based on inspiring, professional assignments which ensure that the students work on assignments that prepare them for their future profession. Teaching and coaching based on the principles of entrepreneurial learning stimulates the students intellectual and personal development. The programme consists of three phases, each of which is linked to a learning concept. A learning concepts relates the student s cognitive and emotional aptitude and facilitates the programme s structure, from Guiding in Phase 1 to Self-Steering in Phase 3 The principles of entrepreneurial learning are used when coaching and teaching the students; the associated learning concepts indicate the level of ambition per Phase. 15

16 2. Educational programme In 2012, the first group of students graduated having followed the LaunchingYourCareer (Lycar) programme. A number of teething troubles and design issues associated with the Lycar programme were resolved in 2012 (for example an assessment form and the task division between coaches and supervisors). The Hotelschool has improved the assessment system and the issue of equality between appraisers, and organised internal training courses for teachers and staff involved in the Lycar programme. A number of quality improvements have been carried out for specific courses. For example, the set up and final assignment of the Aligning Business and Information course have been adapted so that the course is more challenging and better aligned. A number of courses now have different assessment methods, or the assessment criteria have been reviewed to increase the course s transparency. The Education Committee have researched E-learning opportunities and prepared a policy proposal. Developments in 2013: In 2013, Hotelschool The Hague aims to more structurally involve the international hospitality sector in further improving the Curriculum to ensure that it is retains its practical focus. The many contacts that the Hotelschool has with the international hospitality industry are maintained via the Curatorium (the Industry Board) and the school s alumni. In 2013, we will once more make active use of the Curatorium. The Hotelschool has noticed that students are insufficiently aware of the didactic concept. In 2013 the study guide will contain more information on the this subject and presentations will be given to students in phases 1,2 and 3. In 2013, internal master classes will be given to lecturers and instructors on subjects like: Developing case studies, using appraisal criteria, Free-Riding and Brain-friendly education. The Hotelschool will, in 2013, continue to strive to make the students feel more challenged and more actively participate in a close-knit professional community. 2.2 Quality Assurance The quality assurance policy is based on a six-year quality cycle and is linked to the accreditation system. The Quality Assurance Committee, consisting of 6 members, is responsible for guaranteeing quality. The school s vision on quality is Quality as Excellence : the school s aim is that students achieve the highest possible standards. The Hotelschool achieves this by determining high quality requirements for the student intake, the lecturers and instructors, the curriculum content as well as the supporting processes. The Hotelschool has determined four dimensions of quality: educational results internal organisation educational programme relational quality The Quality Assurance Committee evaluated a number of digital quality management systems for evaluating courses, lecturers and appraisals, with a good and clear reporting system. The system selected was Integron, an external party who evaluate the satisfaction of graduates and conducts the employee satisfaction survey. Distinctive features: small scale and intensive education programme and internationalisation. Once every six years, the Dutch government audits the quality of the programmes of Dutch universities and universities of Applied Sciences. If a programme complies with requirements for each of the 16 categories, the programme is officially accredited. At the end of 2011, Hotelschool The Hague underwent an audit by a panel of experts who advise the NVAO (The Dutch Flemish Accreditation Organisation). In December 2011, the accreditation audit was handed in to the Accreditation Committee with the request for extending the accreditation term. The NVAO accepted the findings of the audit committee (11 Excellent, 4 Good and 1 Satisfactory). This means that all elements of the Hotelschool The Hague s Bachelor s programme have been approved and that the programme is accredited until 31 December

17 2. Educational programme In 2012, the school also followed two separate NVAO procedures and was awarded two distinctive features. A special report was drawn up for the distinctive feature Small scale and intensive education and reviewed at a hearing with another panel of experts. The distinction was awarded, which enables the Hotelschool to implement student entry selection procedures and to increase the fees. Based on the accreditation report, the NVAO constructed a special matrix on which they based the award of the distinctive feature Internationalisation. In 2013, the Quality Assurance Committee will: organise a Quality Assurance Day for the further implementation of the quality assurance process (PDCA); conduct digital evaluations of the placements, the IFT and the development and operations departments; play a role in defining and approving the classification of complaints arising from the digital complaints desk; give the Exam Committee and the Education Committee a more explicit role with regards to quality assurance; visit other Universities of Applied Sciences to exchange knowledge in the field of quality assurance and evaluation. 2.3 Internationalisation Internationalisation can best be described by emphasizing the unique qualities it offers to the Hotelschool s education programme: The process of integrating an international, intercultural or global dimension into the purpose, functions or delivery of post-secondary education. (Knight, 2008, cited by Dittrich and Frederiks, 2010) The Hotelschool identifies with and fulfils this description. Given that the professional practice is internationally oriented and that the graduates work field spans the globe, this is reflected in the Hotelschool s organisation and education programme. This is done in such a way that Internationalisation has been approved as distinctive feature of Hotelschool The Hague. Internationalisation is one of the four pillars of the strategy. The Hotelschool s strategy is explicitly communicated to employees, is discussed at employee meetings and is the point of departure for departmental planning. The strategy focuses on recruiting international colleagues and students and has determined targets for these activities. The departments M&C, SSC and HR who are responsible for student intake and staff recruitment periodically report on the international composition of the school community. Enriching the Curriculum International and intercultural aspects of the Curriculum The Professional Duty Categories (PDCs) are completely internationally oriented The Professional Duty Categories are not only targeted at knowledge and skills, but also at attitude/ This focus on attitude means that our graduates can command respect in different cultures. The criteria on which assignments and exams are tested have been evaluated in international professional practice. Students go on two work placements, mostly abroad. All students learn a second language as part of the regular programme in order to improve their scope of employment and their intercultural abilities. In addition to language classes, the programme includes courses on intercultural awareness. Students experience these differences themselves as in their first year they live together with students from different cultures and they study together with students from different backgrounds throughout their study at the Hotelschool. English is the official school language. This can be found in, for example: all official documents, certificates, memos and other messages; materials available at the Media Centre; all lessons and meetings with lecturers and instructors; all assignments and exams; 17

18 2. Educational programme communication with employees; internal training courses. For non-english language external training courses, alternatives are searched for, either in the Netherlands or abroad. Employees The Hotelschool has an increasing number of international employees and many with international work-experience: 181 employees from more than 25 countries. The majority of the lecturers and instructors have worked for international hotel chains both in the Netherlands and abroad. Their international and sector experience is of great value to the Hotelschool. All lecturers and instructors either have a B2 level in English, or are taking courses to achieve this. The Hotelschool has four lectorates with research chairs in which several lecturers are involved. These lectorates conduct internationally-oriented research through which the Hotelschool is building an international research reputation. Students At the start of 2012 a total of 56 nationalities were represented by Hotelschool students. Hotelschool The Hague believes that a great diversity of nationalities is a precondition for the educational process. For this reason, we specifically recruit students abroad. From the first day at school, students work in mixed nationality groups. This starts with the allocation of Skotel rooms and also happens in group assignments. 18

19 2. Educational programme International sector engagement During their four years at the school, students complete two placements: a practical placement and a management placement. These placements are important as they form no less than a quarter of the complete programme. The location, and choice of company depend on the students own preferences and capacities. These placements enable students to improve their language skills as well as their knowledge of and experience in the hospitality sector. 19

20 3. Research 20

21 3. Research The Research Centre organises the development and execution of practice-relevant research in the field of hospitality management. In 2012, the research centre comprised three research chairs (2.0 fte), one special lector (0.8 fte), a director (0.3 fte) and a secretary (1.0 fte). Together they achieved the following: publication of 1 book, 3 chapters of a book, 59 cases in 2 international text books, 1 academic article, 2 trade publications and 12 presentations at 5 conferences; editorial board memberships (Journal of Hospitality & Tourism Research, International Journal of Hospitality and Event Management, International Journal of Contemporary Hospitality Management) and 1 special issue guest editorship (Advances in Hospitality & Tourism Management), 1 executive editorship (Journal of Hotel & Business Management); research grants to a value of 778,805.50, of which two RAAK-grants for 2 years ( 600,000), one EU-grant for 1 year ( 46,505.50) and one NWO-grant for 4 years ( 132,300). 1 conference best paper award (ICHRIE 2012) and 1 outstanding author contribution award (Advances in Hospitality and Leisure Emerald LiteratiNetwork). In addition, two projects were executed together with HPM and seven projects for the international hotel industry; seven Research Cafés were organised; two conferences were organised; and thirty phase-3 students were coached on their research projects, one of whom was awarded the Dutch Hotel Management Schools Thesis Award 2013 at the HotelloTop during the Horecava. The first phase in the development of the Research Centre focused on the development of academic skills. In 2012, a start was made with the second phase: the strengthening of bonds with the industry. The third and final phase will focus on further integration with the education programme. Hotelschool The Hague has the following four lectorates: personality, attitude and behaviour of hospitality professionals leadership, human resources and organisational development pricing and revenue management hospitality in a city in relation to city marketing (special lectorate) Within the lectorate Personality, attitude and behaviour is á special research programme: Birkman. The Birkman programme identifies the ideal study environment, linking personality profiles to study results, as well as compiling profiles for the sector for the purposes of selection and education. The lectorate Pricing and revenue management is working on a subsidised research project on innovation in SME revenue management. Currently the lectorate is working on two doctoral graduation projects on predicting the demand for hotel rooms and psychological contact. The Research Centre projects are of high academic quality. In 2012, the Research Centre was awarded two prizes and a number of grants by professional awarding bodies. Ms Koupriouchina was awarded an NOW grant for her PhD research. The Research Centre has received invitations to sit in international academic editorial boards and scientific committees. The Centre has also conducted research projects for a number of major international hotel chains. The Research Centre is an active contributor to the education programme. The Centre organised Research Cafés for students and lecturers and invites the industry to conferences and round table meetings. The Centre works closely with Hotelschool The Hague Consultancy & Training in the field of City Hospitality. A list of Research Centre publications can be found in Appendix 7. The Research Centre has three groups of stakeholders: education: students, lecturers, the Curriculum sector: hotel and catering industry academic: publications, committees. 21

22 4. Students 22

23 4. Students 4.1 Promotion and recruitment In 2012, again much attention was paid to promoting the Hotelschool The Hague and recruiting new students. The four most important promotional instruments for drawing new students were: Open days Presentations at schools Educational fairs Online promotion In the Netherlands, active promotion and recruitment activities were organised in the form of external information campaigns at secondary schools. We also held special student counsellor days and did a number of direct mailings. The 2012 open days were fully booked at both locations; the open days continue to be an important instrument for recruitment. In total, 22 open days (including four IFT open days) were organised, which drew over 3,000 visitors. On the open days, students give tours of the school and provide prospective students with information about the curriculum. At the end of the day, visitors are asked to fill in a questionnaire about the open day. This feedback is taken into careful consideration. Special open days are organised for the International Fast Track (IFT) programme: these include a presentation, a tour, a model lecture in Training Management Skills and lunch. In 2012, our students held presentations for prospective students at 30 different Dutch schools. In addition to its promotional activities in the Netherlands, the Hotelschool also visits educational fairs and schools abroad. In 2012, the Hotelschool was represented at 12 educational fairs in Bulgaria, Curacao, Switzerland, Germany, Hungary, Luxembourg, Norway and Romania. The Internet is becoming an increasingly important medium for promotion and recruitment. Approximately 20% of all prospective students first learned about the Hotelschool via our own or another website. Most applications resulted from educational fairs, school presentations and other external information events and also through contacts with our alumni. It is expected that, in 2013, our new website and the active promotional use of social media will lead to a significant influx of new students via the Internet. 4.2 Selection The Hotelschool has a unique position in tertiary education, as it is allowed to select its own students. This means that the attention paid to individual students starts before they have actually been admitted to the school. Selection takes place on the basis of a student s suitability for the profession. Students with too little experience in the hotel industry are advised to improve their knowledge and gain some international experience before starting their studies. The selection procedure aims to reveal whether prospective students are truly interested in and suitable for the profession, and have the personality and attitude needed for successful completion of the study programme. The candidate s application also plays an important role in the decision-making process. The applicant is interviewed by a student, lecturer and someone who works in the hotel trade. The applicants also have to do a group assignment. The entire selection procedure is described in more detail below. Anyone who fulfils the basic requirements for admission to a university of applied science can apply. In 2012, eight selection days were held in the Netherlands (five in The Hague and three in Amsterdam); seven selection days were organised abroad. On average, we received 150 candidates a day in The Hague and 80 in Amsterdam. During these selection days, eight selectors give recommendations about the candidates. The selection procedure consists of three individual interviews and a group assignment. There are also two student group leaders who provide recommendations. A points system is used, with each selector (lecturers, students, and representatives from the hotel trade) making their own assessment according to set criteria. The student s total score is calculated by means of a computer. Finally, the selection committee decides whether a candidate will be accepted, rejected or put on a reserve list. 23

24 4. Students In 2011, international selection days were held at seven different locations around the globe: Oslo, Norway, in March 2012 Cologne, Germany, in April 2012 Budapest, Hungary, in March 2012 Bucharest, Romania, in May 2012 Willemstad, Curacao, in July 2012 Sofia, Bulgaria, in December 2012 Berlin, Germany, in December 2012 A total of 515 students started their bachelor s degree programmes in February and August 2012: 253 in The Hague, 206 in Amsterdam and 56 in the IFT programme. 4.3 Supervision In September 2009, personal tutoring was introduced, in combination with a number of other activities. These activities form part of the educational course Improving My Performance (IMP). Students receive one EC credit on successful completion of all these activities. The IMP comprises the following: one-to-one talks about the student s progress; advice on study methods; information about the requirements for the first-year programme and certificate (called the Propedeuse); an English test to determine whether students are likely to run into trouble on this point during their studies; the Birkman test, which gives students insight into their personal performance; the European test for basic computer skills; a numeracy skills test. In September 2011, personal tutoring was introduced for second-year students as part of the school s policy of providing individual supervision. The new policy aims to assist students in completing their Propedeuse within two years, and reducing the number of students who are requested to leave at the end of the second year. Undesirable behaviour At an educational institute like the Hotelschool, people work closely together. In such an organisation and setting, it should be possible to openly discuss undesirable behaviour and emphasise the need for responsible and social interaction between people in general, and men and women in particular. The Hotelschool wants to offer its staff and students a safe and inspiring work and learning environment. A complaints procedure for undesirable behaviour contributes to this aim. There are two confidential advisors at each campus, one for the students and one for the staff. Any student or staff member who meets with undesirable behaviour in their study or work situation can contact the confidential advisor and can lodge a complaint, preferably via the confidential advisor. All confidential advisors are fully certified and registered members of the National Association of Confidential Advisors (Landelijke Vereniging voor Vertrouwenspersonen; LVV); they regularly attend conferences to increase their expertise and share experiences with other confidential advisors at institutes of higher learning. Information about the confidential advisors and their contact details can be gained through the school s intranet. In 2011, three employees and nine students contacted a confidential advisor for various reasons. These numbers do not differ significantly from We are pleased that the number of reported incidents has not increased, and that most people who visit the confidential advisor just do so to unburden themselves, or seek advice and coaching for solving an undesirable situation. 24

25 4. Students Table 1 Overview of number of people who visited the confidential advisor in 2012 Overview of the number of people who visited the confidential advisor in 2012 Complaint Staff members 0 Students 2 Total 2 Reporting undesirable behaviour Staff members 0 Students 1 Total 1 Consultation, advice Staff members 3 Students 2 Total 5 Counselling Staff members 0 Students 4 Total 4 The confidential advisors have compiled a brochure to inform students and staff about their services. This brochure has been distributed among the staff and is handed out to the students. Students are also informed about the brochures by the Service Desk and in the electronic learning environment. The LVV is preparing a national certification programme. The Hotelschool has also applied for certification. The courses taken by our confidential advisors are all recognised by the LVV. Student counsellors The problems that can impede a student s optimal progress are growing ever more diverse and complex. If necessary, students can appeal for help to the student counsellors. The student counsellors (one at both the Amsterdam and The Hague campuses) try to coach students as effectively as possible, and play an important role in providing a personal approach. Contact with the student counsellor can be initiated in three different ways. In approximately 90% of all cases, the student takes the initiative to make an appointment; 9% of the time the student is invited to make an appointment by the student counsellor; and the remaining 1% of appointments results from referral by a tutor, instructor or lecturer. Students can make an appointment between 9.00 and on three days a week. An appointment lasts on average 30 minutes. About 500 consultations are held each year. Students can visit a student counsellor for a variety of reasons. Sometimes these reasons have to do with personal circumstances (fear of failure, an unstable home situation or motivational problems). International students in particular those from non-eu countries form a special group, especially in the first year. Some international students find it difficult to adjust to Dutch culture; often they struggle with financial problems. The student counsellors always aim at finding a solution to the problem the student is experiencing. Usually, the student pays two or three visits to the counsellor. In some cases, the student is referred on to a psychologist. In Amsterdam, the Hotelschool has a contract with the UvA psychologist: 10 students can be referred to the UvA psychologist each year. In 2012, four students made use of this service. The student counsellor in The Hague works closely together with The Hague Student Psychologists and the Psychology Services of the International Health Centre. 25

26 4. Students About 35% of all consultations relate to personal circumstances. More students visited the student counsellor for personal reasons in 2012 than in 2011 (this difference is mainly due to the increase in student numbers after Amsterdam expanded in August 2012). The most common reasons for seeking contact with the student counsellor were an unstable home situation and fear of failure. Medical complaints (temporary and chronic) were also high on the list. Temporary medical conditions may concern having had an accident or hospitalisation and a recovery period; chronic conditions reported are dyslexia, ADHD, depression, bipolar disorder, anxiety and eating disorders and severe forms of migraine. Usually, the student counsellor tries to solve the problem by offering special facilities and adapting the student s study programme. In cases of temporary illness, students visit the counsellor on average only once or twice. In 2012, about 30% of all consultations related to medical conditions. Financial circumstances are the third main reason why students decide to seek help from the student counsellor. In 2012, students reported three main financial problems: 1. debt through the student s own fault; 2. financial problems of the parents, as a result of which the parents could no longer support the student financially; 3. Eastern European students with insufficient funds, who could not find work soon enough in the Netherlands. As a result, they are not eligible for Dutch student funding and run into financial difficulties during the first year. 26

27 4. Students Some students can apply for a grant with the Hendrik Tuinema Fund. In 2012, 18 grant applications were submitted to the Tuinema Fund, 15 of which were successful. In 2012, the total amount of funding made available was 40,319 euros. Two non-eu students received financial support 9,450 euros in total and 13 EU students received funding 30,860 euros in total. The student counsellors inform and advise students about the Tuinema Fund; they also inform non-dutch students about the options of applying for Dutch student funding. In 2012, 25% of all consultations fell into the financial category, which was twice as much as in The fourth category of consultations revolves around questions students have about their future. In 2012, 10% of all students who visited the student counsellor sought advice about their career after their studies at the Hotelschool. Sometimes they wanted advice on further studies, either at home or abroad, and the added value of a master s degree. In all cases, the counsellor considered the individual situation of a student, so as to offer appropriate, tailored advice. 4.4 Students The Hotelschool presents itself to the world as Hotelschool The Hague, International University of Hospitality Management. This slogan reflects the school s ambition to remain one of the leading hotel schools in the world, with an international student population. At present, about 25% of our students are from abroad, which is a higher percentage than last year. Most international students come from other EU countries; about 5% of all international students come from countries outside the EU. The Hotelschool aims to increase the number of international students even further in the future. The school actively promotes itself at international educational fairs, and has established contacts with educational organisations that assist students who want to go abroad. In 2012, 29% of all new enrolments concerned international students, mostly from other EU countries. This presents a slight increase compared to The Hotelschool The Hague continues to strive for a greater degree of internationalisation. Although the percentage of non-dutch students remains fairly stable, the actual number of enrolments is rising, due to the rise in student numbers at the new campus in Amsterdam. These figures fit in with our goal of attaining a 50% population of non-dutch students within the next five years. This will remain an important future challenge. 4.5 First-year programme The Hotelschool accepts only a limited number of first-year students each year. A reason for admitting only a select group is that the school finds it important for students to live and work as intensively as possible in an international setting. To foster this process, students have to live on-campus during the first year. This also means that the number of available student places cannot exceed the campus housing capacity. In August 2012, both campuses had about the same capacity. In September, 152 new students arrived at each location (total of 304); in February 2013, 104 new students arrived at both campuses (total of 208). This brings the regular intake for the 2012/13 academic year to 512. The figures in the tables below show that, in addition to the regular intake in September 2012 (total of 304 students), there is also a yearly influx of International Fast Track (IFT) students. In September 2012, 49 students were accepted into the IFT programme. International students are admitted to the Hotelschool on the basis on their prior education and experience, a minimum of intermediate vocational training level 4 and their successful completion of the intensive preparatory programme in September. IFT students can generally complete their bachelor s degree within two years. 27

28 4. Students Table 2 Intake Situation on Enrolments 2037 February 2011 intake /2011 graduates -/- 406 Quit programme without graduating 2010/2011 -/- 202 RDP /- 52 September 2011 intake Situation on Situation on Enrolments 1827 February 2012 intake /2012 graduates -/- 344 Quit programme without graduating 2011/2012 -/- 168 RDP /- 59 September 2012 intake Situation on The Hotelschool The Hague applies the so-called Requirement to Discontinue the Programme (RDP). Students must have earned at least 45 ECs (European Credits) in the first year in order to be allowed to continue to the second year. Progress is monitored closely during the first year by personal student tutors. These tutors are responsible for giving students a timely written warning if they do not make sufficient progress, and explaining the consequences to them of failing to reach the required 45 ECs limit by the end of the first year. An official warning includes the advice to go and see the personal tutor, and make a study plan for the rest of the year. Because the Hotelschool selects its students prior to admission, the number of students who receive an RDP or who decide to quit the programme of their own accord is an important indicator of how efficient the school s selection procedure actually is. Unfortunately, the trend anticipated last year of a rising number of students receiving an RDP has continued. The average of around 8% who received an RDP in previous years increased in This number seems to have stabilised again in 2012, indicating that the first success has been booked towards reducing the number of students who fail to meet the school s study standards. The Hotelschool The Hague will continue to make stringent demands upon its students in the first two years of their studies, in order to achieve its goal of centre of excellence. As to the number of drop-outs, this used to be stable, but has been on the rise since last year. Part of the reason might lie in the stricter standards that have to be met in the starting phase of the study programme. Some students soon reach the conclusion that they cannot meet the first or second-year criteria, and leave the school before an RDP forces them to do so. We also see a growing number of students with personal problems, as well as an increase in the number of students who doubt their choice of study programme. This reflects the rising uncertainty about the future that young people experience today. 28

29 4. Students In 2013, the school has taken further steps to limit the number of students who decide to leave the school of their own accord. Direct measures that have been implemented include updating the selection and admissions criteria, and focussing more on the efforts and achievements of first-year students. 4.6 Graduates In the 2011/12 academic year, a total of 344 students graduated from Hotelschool The Hague. This number is almost the same as the number of graduates in the 2009/10 academic year. The graduation peak of the year in between (412) can be attributed to the change from the old curriculum to a new curriculum. The number of graduates is expected to remain stable in the coming years. The average time needed for students to graduate was: 2011/12 average of 4.43 years 2010/11 average of 4.42 years 2009/10 average of 4.81 years 2008/09 average of 4.82 years The average study time shows a trend of students graduating slightly quicker these days. 4.7 Alumni The Hotelschool has over 7,500 alumni all over the world, many of whom occupy leading positions in the hospitality industry, as well as in related industries such as catering, event organisation, retail, consultancy, banking and industry supply. As a result of the school s strong international focus, an alumnus can start a career anywhere in the world, and approximately one third of our alumni work abroad. Five times a year, the school s alumni receive the digital Alumni Magazine (Alma), a magazine with an enthusiastic readership. In particular the vacancies and listings of newborns are popular. Once a year, the Hotelschool organises a reunion for former students. The turnout at the last reunion, on 2 November 2012, was exceedingly good. This was also the first reunion held in Amsterdam, coinciding with the official opening of the new building. Other 2012 reunions took place in: London (November 2012) with about former students and trainees Kuala Lumpur (October 2012) with about former students and trainees Singapore (November 2012) with about 30 former students and two trainees Berlin (March 2013) during the ITB, with a good turnout. 29

30 5. Human Resources 30

31 5. Human Resources Personnel composition The number of employees of Hotelschool The Hague rose from 176 to 181. The Full Time Equivalent (FTE) rose from FTE (2011) to FTE at the end of The growth in the number of employees is in line with the growth in the number of students. Table 3 Personnel in 2012, divided into male/female, full time/part time, Teaching Staff (TS)/ Non-teaching Staff (NTS) Fulltime Parttime Total Male Female Male Female Employees FTE Employees FTE Employees FTE Employees FTE Employees FTE NTS TS Total The balance between Teaching Staff (106 employees in 2011 and 106 employees in 2012) and Nonteaching Staff (70 employees in 2011 and 75 employees in 2012) shifted slightly compared to The Practical Training Instructors are members of the Teaching Staff. In 2012, Hotelschool The Hague participated in the Berenschot benchmark investigation into overheads. The balance TS/NTS is included in the performance indicators of Hotelschool The Hague. In 2012, the HR department was greatly involved with the digitisation of HR processes. Table 4 Age structure Teaching Staff and Non-teaching Staff as per Age structure Employees Percentage Age NTS TS Total Age 25 and younger % 26 through % 36 through % 46 through % Age 56 and older % Total % In 2012, the average age of the employees rose compared to 2011 from to Table 5 Number of employees and FTE permanently and temporarily employed in 2012 Employees FTE Male Temporary employment Permanent employment Female Temporary employment Permanent employment Total On 31 December 2012, a total of 25 people were employed on the basis of a temporary employment contract, representing 14% of the total number of employees. In 2012, Hotelschool The Hague did not make use of min-max contractual arrangements, zero hours contracts or stand-by contracts. Hotelschool The Hague employed more than 40 lecturers on a freelance basis for a specific teaching term. In 2012, two employees received a market-related allowance. 31

32 5. Human Resources Table 6 Number of employees and FTE per salary and function scale category in 2012 NTS TS Total Salary scale category Employees Total Employees FTE Employees FTE > Hay scale Total Top Incomes (Standardisation) Act In the calendar year 2012, the salaries of the members of the Board of Directors did not exceed the new maximum according to the Top Incomes (Standardisation) Act. Amendment organisational structure In the autumn of 2012, the Participation Council and the Board of Trustees approved a first amendment to the organisational structure of Hotelschool The Hague; this amendment will be operative from 1 January The most important amendments to the organisational structure from January 2013 are: 1. The primary process is made up of five main processes: the bachelor, master, research, consultancy & training and hotel management. The focus is on the primary process. The managers of the main processes are members of the Management Team. 2. There will be closer cooperation between the five (responsible for the) main processes, supported by all the support and staff departments. The support departments are focused on optimal support of the primary process. 3. Hotel management consists of Food & Beverage and Rooms Division, and is fully focused on the further development, innovation and collaboration of practical training with the outlets that focus on teaching in an, as much as possible, live environment. 4. All general and technical services will be the responsibility of the new department IT & Facility Services; 5. For the time being, the development of the Master s course will be led by the manager of the Research Centre. 6. All matters relating to the support of teaching will be the responsibility of the Educational Support Office. For the time being, the Finance, HR, Marketing & Communication and IT & Facility Services departments will remain separate entities. The Marketing & Communication department will focus on strategic tasks. The present operational activities of this department will be the responsibility of the Educational Support Office department. In November and December 2012, following the approval by the Representative Advisory Council and the Board of Trustees and the presentations to the employees in October, the job profiles and work processes of the departments which are subject to change were drawn up. The Representative Advisory Council was also closely involved with the implementation, and in December 2012 approved the job profiles. The implementation of the amendments to the organisational structure will start on 1 January Level of education of employees In the Green Paper produced by the Council for Higher Professional Education, the following target percentages regarding the level of education of lecturers were cited: 80% of the lecturers are educated at university level (U), of which 10% have obtained a doctorate (PhD); 20% of the lecturers are educated at higher or vocational training level (HVT). From 2009 onwards, Hotelschool The Hague has met these targets. The level of education of lecturers at Hotelschool The Hague was raised further to 82% at university level, of which 20% with doctorates, both as a result of lecturers obtaining doctoral and master s degrees and on account of the employment policy.the lecturer s level of education is included in the Hotelschool The Hague performance indicators. 32

33 5. Human Resources Table 7 Division per level of education of employees of Hotelschool The Hague as per Table 8 Division per level of education of lecturers at Hotelschool The Hague as per PhD WO HBO MBO LBO VWO HAVO MAVO PhD WO HBO Table 9 Results assessment round 2012 Analysis assessment results 2012 Excellent 14% Satisfactory 82% Unsatisfactory 4% Total 100% In 2012, performance reviews were conducted with 95% of the employees and assessment interviews with 96% of the employees. The reason why a number of interviews were not held in 2012 is that several employees suffered from a protracted illness or were absent for long periods of time. Staff turnover and transfers In 2012, 18 new employees joined Hotelschool The Hague, while 13 employees left the organisation. Staff turnover amounted to 7%, whereas in 2011 turnover amounted to 10%. In 2012 five employees took up a different post within Hotelschool The Hague. Working conditions and company medical care The percentage of absence due to illness was 2.5%, a strong decrease compared to 2011 (4.6%). In 2012, the average number of times employees reported ill was 1.02, which was lower than in 2011 (1.23). The average duration of absence in 2012 was 18.5 days, compared to 15 days in Table 10 The percentage of absence due to illness over the past five years % 3.1% 3.8% 4.6% 2.5% During the years 2002 to 2012, the intake percentage for WIA benefits (based on ability to work) remained at zero, which means that in the past years no employees found themselves dependent on WIA or WGA (partial ability to work). The differentiated WGA contribution for the year 2012 amounted to the minimum percentage of In 2012, as before, ample attention was paid to working conditions at the school. Hotelschool The Hague commissioned the external bureau Integron to carry out an employee satisfaction survey. The response was 76%. Compared to 2010, the average employee satisfaction rose from 7.0 to 7.1. Once again in 2012, the risk inventory & evaluation was carried out. A tour of inspection was organised at the new location in Amsterdam and workplace research was carried out at the Servicedesks in Amsterdam and The Hague, on the basis of which adjustments were made. 33

34 5. Human Resources Staff schemes In the year under review, a total of 13 employees made use of the SOP scheme for senior teaching staff, three employees utilised the life-course savings scheme and three employees took parental leave. In 2012 three employees of Hotelschool The Hague were aged 65 or older. Education and training External training courses were followed by a number of departments collectively and by many employees individually. The Personal Development Plan is part of the performance review. Performance reviews take place annually in spring, while a round of assessment interviews is conducted in the autumn. In June, the Introduction Day for new employees was organised. Once again a number of lecturers at Hotelschool The Hague received training leading to a certificate to administer and supervise the Birkman test method. HvA/Uva (Amsterdam University of Applied Science/Amsterdam University) provided the Didactic Skills training course for 9 new lecturers and practical training instructors of Hotelschool The Hague. From 2012, the internal Didactics training on Hotelschool The Hague s learning concept and its lines of study will be offered to new lecturers and instructors. In 2012 the internal training for the Lycar coaches also took place. 34

35 5. Human Resources Two half-day employee meetings followed by dinner took place, as well as two full-day employee conferences. In total, 3.15% of the wage bill was spent on training courses, compared to 3.67% in PhD/Masters In 2012, four employees were given the opportunity by Hotelschool The Hague to work on doctoral research and one employee completed a Master s course. A number of lecturers were appointed as Research Fellow, carrying out research within their lectorate during one day per week. Lerarenbeurs In 2012, three Hotelschool The Hague lecturers received a Lerarenbeurs (a grant for the further education of lecturers) for the academic year 2012/2013. The Lerarenbeurs provided Hotelschool The Hague with a replacement allowance for these three lecturers. This allowance was utilised to employ freelance lecturers. Function mix (to encourage promotion of lecturers to a higher scale) In 2009, Hotelschool The Hague came to an agreement with the professional associations on expenditure of function mix funds in the period up to and including By the end of the calendar year 2011, Hotelschool The Hague had fully met its commitments, because lecturers had moved on to higher salary scales and three new lecturers were appointed. Hotelschool The Hague has spent more than required on the function mix and besides has invested in Master s courses and doctoral programmes to give lecturers the opportunity to move up to a higher scale. The final report will be published in Accountability decentralised funds concerning conditions of employment 2012 In consultation with the professional associations, Hotelschool The Hague published the following budget and accountability decentralised funds concerning conditions of employment in Hotelschool The Hague meets the standard of 1.15% of 129% of the gross wage bill. Table 11 Budget and accountability decentralised funds concerning conditions of employment 2012 CAO (Collective Labour Agreement) subject (Chapter K) Description Budget 2012 ( ) Realisation 2012 ( ) 1 Child care 1a. Additional contribution following 30,000 30,000 from new statutory regulation child care (estimate) 2. Suppl. Agreement training 2. Extras training for Lecturers in time 70,000 70,000 facilities 3. Suppl. agreement travel 3. Extras commuting in money 20,000 20,000 expenses commuters 4. Pressure of work and leave 4a. Reduction pressure of work 17,500 25,000 lecturers (hire of supervisors) 4b. Additional costs replacement due 12,000 14,000 to generous policy in respect of applications for leave (parental leave and sabbaticals) 5. Welfare 5a. Voluntary medical check-up/ 8,500 9,000 enquiry into working conditions and employee satisfaction survey 5b. Coaching, psychological counselling and welfare work 20,000 30,000 Total expenditure decentralised funds concerning conditions of employment (% on the basis of 129% of the wage bill) 178,000 (1.68%) 198,000 (1.63%) 35

36 6. Operational Management 36

37 6. Operational Management 6.1 Location Hotelschool The Hague has premises in The Hague and in Amsterdam. In this annual report the developments per city are dealt with. Appendix 6 includes an overview of the floor area in square metres. The two locations are manned by the employees and students of the school and are equipped with all the facilities required to meet the specific educational needs. The Hague In The Hague, the school uses four different buildings, namely: The school building on Brusselselaan; Villa de Zonnehoek on Ypersestraat, situated behind the school building; The Skotel (study and training hotel) on Zwolsestraat; The students union clubhouse La Confrèrie, beneath the Europa Hotel on Zwolsestraat. Hotelschool The Hague has developed a long-term (10 year) maintenance plan for the buildings in The Hague. This is specified in the annual budget. In addition to the standard maintenance activities, large scale projects such as the renovation of the Skotel bathrooms were carried out in Amsterdam In Amsterdam two buildings were in use on a temporary basis until August 2012: The school building located on Prinses Irenestraat; the Skotel (study and training hotel) located on De Klencke. Since August 2012, the school and the Skotel have been located in the renovated Rembrandtpark building on the corner of Jan Evertsenstraat and Staalmeesterlaan in Amsterdam West (with a floor area of 13,629 square metres). Hotelschool The Hague has entered into a 20 year lease with the building proprietor, Pronam. The budget for this renovation was 9.15 million. This will be financially rounded off to approximately 8.15 million in the 1 st quarter of Institute (Practical training) A feature of all the Hotelschool The Hague locations is that guests upon arrival are welcomed by students of the school as part of their practical training. The purpose of the Institute is twofold: The Institute is a learning institute and provides practical training. The Institute has a facilitating purpose and provides Hotelschool The Hague with general and technical services such as maintenance, security, catering and cleaning. The learning institute of Hotelschool The Hague offers high quality practical training in Rooms Division and Food & Beverage. Established procedures are employed to guarantee constant quality. The practical training is in line with the educational vision entrepreneurial learning and the didactic concept of the school. First-year students attending the practical training course work in the outlets and second year students lead the outlets under the supervision of a practical training instructor. The company employees and instructors keep their professional knowledge up to date by attending trainings and paying company visits, and by following developments and trends in the international hospitality sector. Hotelschool The Hague applies food trends to the practical training. Attention is paid to, for example, healthy and organic food, slow food, avoiding food waste, and international influences and religions, as well as to a welcoming approach towards (hotel) guests. The hotel rooms, lobby and public areas have a hotel-like ambiance. Secondly, the Institute has a facilitating purpose. The Institute provides Hotelschool The Hague with general and technical services such as maintenance, security, catering and cleaning. Food & Beverage Hotelschool The Hague hosts three restaurants per campus, all run by students under the supervision of instructors. This means that these restaurants provide practical and management training to students. Restaurant Le Début provides a real-life practical situation to students of the school. Students attending 37

38 6. Operational Management practical training courses work in the kitchen and in the restaurant. In this way they gain valuable experience for their later employment in the sector. Students learn to solve problems and they use feedback for their theoretical modules such as Managing an Outlet (MO), Running an International Business (RIB) and Creating Business Value (CBV). First-year students attend practical classes in Basic Skills with a view to gaining insight into the company procedures of each outlet, whereas students in their second year have a leading role and provide leadership in the restaurant under the supervision of a practical training instructor. Besides, the school premises in The Hague host Brasserie Zinq, and the Amsterdam school building hosts Les Saveurs. Zinq and Les Saveurs serve students, employees and external guests. La Mangerie and Le Café, in exact accordance with the V & D La Place concept, is a meeting place for students, open to them all day. Skotel The Hotelchool boasts two Skotels, one in The Hague and one in Amsterdam. The Skotel has two functions: As an optimal living and learning environment for students during their first year (study hotel); To provide a realistic practical training in the field of hotels (training hotel). 38

39 6. Operational Management The Skotel is a hotel complex where first-year students live and work and where rooms are rented to hotel guests. The students live in residential units and share a room with a fellow student. The module Professional Attitude Skotel (PAS) is dealt with in the Skotel. Skotel The Hague boasts 21 hotel rooms and Skotel Amsterdam has 20, which can be booked per night. The hotel rooms have been furnished by various international (hotel) chains. Similar to the F&B outlets, all the activities are carried out by students under the supervision of Rooms Division instructors (Front Desk and Domestic Services). Banqueting The Banqueting department deals with lunches, dinners, meetings, cookery workshops, wine tasting sessions and receptions at the Hotelschool for external parties and internal events. The Hotelschool can accommodate 20 to 160 guests. 6.3 Corporate Social Responsibility (CSR) and sustainability Within the framework of corporate social responsibility, Hotelschool The Hague participated in the MJA 3 (meerjarenafspraak energy-efficiency) in 2011: a long-term agreement to apply energy-saving measures. The Board of Directors signed a covenant with VROM (Ministry of Spatial Planning and Environment), laying down a plan for 50 percent sustainable procurement in This objective has been incorporated into the procurement policy of Hotelschool The Hague. In cooperation with other hotel schools, Hotelschool The Hague purchases electricity and gas in compliance with the sustainability criteria for (green) electricity during the period In addition, Hotelschool The Hague is a participant in DUPLHO = DUurzaamheidPLatformHOgescholen (Durability Platform Universities of Applied Sciences). Universities have set up this network to place sustainability on the strategic agenda of HBO ( Higher Professional Education). 6.4 Media Centre The Media Centre is a modern, inspiring and inviting information centre with an international orientation. The mission of the Media centre is to be Hospitable in information. Its key tasks are, on the one hand, making relevant information available and accessible in support of education and research. On the other hand, it makes students and employees more proficient and critical in finding, processing and sharing information. The current (digital) collection is specialised in items on the hospitality industry, in particular the national and international hotel trade. The international physical (print) collection consists of books, magazines, audio-visual media, practical training reports and project reports. More and more digital information is made available through data banks and online sources. Through the website of the Media Centre, students and employees at home also have access to an up to date, orderly, informative and relevant collection of digital items such as scientific and popular magazines, hospitality and business data banks, a digital practical training bank (best practices), a digital project bank (best practices), student resources and specialised digital documents and reports. The combined media centres have 220 integrated workplaces at their disposal with fixed laptop connections, and there is a wireless connection in both media centres. No matter where in the world they find themselves, lecturers and students have access to all digital sources at any workplace via Surf federatie. The Media Centre information specialists are also the account managers for the various lecturers, core and expertise teams, and they actively search for relevant and up to date professional literature. They advise teachers and provide support in using the Centre s Business and Hospitality data banks. The Media Centre assumes a pro-active, initiating role in acquiring information skills. The development of these essential study skills are structurally offered to all first-year students. The use of a reference tool such as Zotero is offered via the Media Centre and students can voluntarily attend the applicable instructions. The Media Centre is increasingly developing into an equal partner in education. The opening hours of the media centres have been extended; they are now open daily till 9.00 p.m. At the Amsterdam location an increase in the use of the Media Centre study facilities centre has been noticed. This is partly due to the new, hospitable learning environment. 39

40 6. Operational Management For 2013, the realisation of a repository is planned through which digital versions of surveys, reports, articles and publications by students, teachers and lecturers, public or otherwise, will be made available. With the implementation of this repository, Hotelschool The Hague is keeping up with the latest developments. 6.5 ICT At the beginning of 2012, IT was mainly concerned with the new location in Amsterdam. In view of the fact that the position of manager of the IT Services department had become vacant, a temporary manager was appointed. Up to and including the early spring, much attention was paid to deciding on the required IT facilities for the new location. This was followed by tenders per lot. The functional requirements were determined in close consultation with the managers of the departments concerned. As a result, and also due to the excellent collaboration with the project group Amsterdam 2012 and the external suppliers involved, the IT facilities were operational by the time of the opening at the end of August. Telephony Network: both the location in Amsterdam and the one in The Hague are linked to SURFnet, which provides a connection between the locations as well as with the internet. The wired network was upgraded by components resulting in a tenfold increase in the speed of data exchange between the devices connected. Moreover, in August a building-wide wireless network was completed in Amsterdam; by the end of 2012, these facilities had also been installed in The Hague. Before the move, the premises each had their own telephone facilities. As per the end of August, there is one integrated and uniform facility. As a result, employees can use their own internal number wherever they are. Apart from the 020 numbers for Amsterdam and the 070 numbers for The Hague, an 088 number for the entire school has been applied for at Opta. Workplaces: initially, Amsterdam was equipped with the PC s and the multifunctional printers, scanners and copiers from the old buildings. Ambulant employees increasingly use laptops instead of desktops. Meanwhile, everywhere in the classrooms and instruction rooms the so-called ordinary rooms - overhead projectors with PC have been installed. In addition, large touch screens have been installed in specific rooms such as the Lycar lounge, the wine room and the instruction kitchen. Finally, screens for narrow casting have been installed in all kinds of spaces, intended for specific information: there are screens providing news updates, attendance registration, and restaurant opening hours. In the autumn, a start was made with the orientation on the intended integration with the General & Technical services. A number of generic processes, such as registration and management of business commodities and management and production of service catalogues, can be combined efficiently and effectively. In The Hague as well as in Amsterdam, the IT helpdesk is situated right next to the general service desk. Research is taking place into the possibility of integrating the helpdesk with the service desk. A start has been made on the translation of the strategy of the school into IT. The basic idea is that this should make the IT infrastructure more agile. Both the nature and the extent of the provision of services should be made to adapt faster to the continuously changing requirements of our students, employees and guests. That also means that IT will have to be able to support the de facto standards of the coming years. Students work not only with Windows laptops, but also with tablets and smartphones with Apple and Android operating systems. It is urgently required to adjust the policy and the set-up accordingly. In addition, the cloud computing trend forces us more and more to reflect on the added value of a domestic service. The further elaboration of these plans and their consequences will take shape in

41 6. Operational Management 41

42 7. Finance 42

43 7. Finance 7.1 Financial Policy Hotelschool The Hague aims for healthy financial management with a profitability ratio of at least 3%, a solvency ratio of at least 30% (to be able to finance the future growth of the Amsterdam campus), and a liquidity ratio of at least 1. From a financial perspective, it remains important to control costs, because of uncertain (read: unexpected lower) benefits (due to the cutback plans of the government). Due to the manner of government financing (T-2), these ratios will not be achieved in the years 2012 to Summarised account balance and operating account 2012 The year 2012 was closed with a negative operating result of 589,003. (Note: budget 2012: negative 355,346. actual 2011: 1,209,371) The actual result for 2012 is 234,000 lower than the budgeted result. This decrease was caused mainly by the lower than budgeted government grant. In the budget, a claim of 300,000 in connection with a dispute defrayment was included in the government grant; in the actual figures this amount has not been included. The remaining assets and total liabilities are in line with the budget. Equity declined from 7,742,000 to 7,153,000, resulting in a reduced solvency ratio of 36.2%. Table 12 Consolidated statement of income and expenses for 2012 (x 1,000) Result 2012 Budget 2012 Result 2011 Income Government grants 12,119 12,300 12,870 Other OCW subsidies Other government grants Tuition fees and other course income 4,660 4,845 4,533 Income from activities with third parties 1,178 1,129 1,076 Other income 4,072 3,984 3,756 Total income 22,154 22,378 22,335 Expenses Payroll expenses 14,185 13,503 13,413 Depreciation 1,072 1, Property expenses 3,853 4,298 3,351 Other expenses 3,694 3,723 3,593 Total expenses 22,804 22,741 21,204 Balance income and expenses (650) (363) 1,131 Balance financial income and expenses Taxes 0 (8) (4) Operating result (589) (355) 1,209 43

44 7. Finance The cash flow (result plus divestments) is actually positive to a sum of 483,000. Due to the investments in the new building in Amsterdam and other investments in material assets (in total 7,729,000), and the partial internal financing of these investments (external financing of 4,750,000), liquidity declined by 2,609,000. In addition, a negative result is expected for the year 2013, caused by the financial consequences of the move to the new premises in Amsterdam. Table 13 Balance per 31 December 2012 ( x 1,000) Tangible assets 12,733 6,076 Equity 7,153 7,742 Stock Provisions Current assets 3,214 2,552 Long-term liabilities 4, Cash 3,720 6,329 Short-term liabilities 7,434 6,432 19,730 14,985 19,730 14, Performance Indicators An overview of the development of the liquidity, solvency and profit for the years from 2010 onwards is given below. In order to be able to benchmark the performance indicators with a standard, the report issued in December 2009 by the DON commission with respect to the capital management of education organisations was used. The monitoring limits contained in this report provide insights into the financial management of the education organisations and help to facilitate comparison. Within this framework, the 2012 balance sheet provides the following figures: Liquidity Table 14 Financial liquidity (current ratio) Liquidity The liquidity is expressed in the current ratio ( the relationship between the current assets and the short-term liabilities). The ratio provides insight into the capacity to meet current liabilities within the short term. In comparison with the previous year, a deterioration occurred in 2012 and the current liquidity lies under the lower limit as defined in the report of the Don Commission. Solvency Table 15 Solvency percentages Solvency 36.3% 51.7% 46.0% The solvency is calculated by expressing equity as a percentage of the total income. Through the addition of the negative result for 2012 to the capital, equity has dropped from 7,742 to 7,153. This has resulted in a drop in solvency from 51.7% to 36.3%, which means that Hotelschool The Hague has stayed within the recognised limits. The basic assumption as formulated by the Board of Directors and the Board of Trustees was that solvency should lie between 30% and 45%. This will be complied with by the end of the year under review at the latest. It is expected that, due to the budgeted negative result ( T 2 financing), solvency will turn out to be lower than the standard of 30% in Equity will, however, still be amply positive. 44

45 7. Finance Profitability Table 16 Profitability percentages Profitability 2.6% 5.4% 9.9% The profitability percentage (the result from business operations compared to the total benefits from regular business operations) in the year under review amounts to 2.6% negative compared to 5.4% positive in Resilience Table 17 Resilience percentages Resilience 32.3% 34.7% 30.3% The resilience reflects the ability to work with downturns without disruption of the organisational continuity, and is determined by the ratio between equity and total income. In comparison to 2010, resilience increased from 30.3% to 32.3%. 7.4 Investment policy In the year under review, large investments were made, for example in respect of the renovation and opening of the premises in Amsterdam. This investment was taken into account in the multi-annual budget and the min-max risks were also considered. It is expected that restraint will be exercised in drafting investment policy in the coming years. The future housing plans for the buildings in The Hague will be mapped out in Investments will also be made in the required ICT adaptations, based on an ICT Roadmap to be drawn up. The investment policy is characterised by the distinction between regular replacement investments and new investments. Annually, an investment budget is available for the company components, based on the annual department plan/ business cases. Investments x 1,000 Fixed assets 4,857 Leasehold improvement 2,872 Total 7, Treasury policy The treasury statute of 2010 describes the policy-related starting points, the aims and the organisational and financial frameworks of the treasury policy of Hotelschool The Hague. The main target of the treasury policy is to guarantee financial continuity, in combination with minimising financial risks and financing costs. The policy also stipulates that cash not required for the payment of debts or for investments is deposited in the business account. In the year 2012, a total amount of 8 million was invested in fixed assets in connection with the new building in Amsterdam. A part of this amount was acquired through external financing, namely: An amount of 2,250,000 from Stichting Beheer, interest 2.18% fixed, term 10 years. An amount of 2,250,000 from the Ministry of Finance, interest 2.18%, term 20 years. 45

46 7. Finance As a result of the fixed interest periods of 10 and 20 years respectively and the percentage of 2.18, the requirements of the Treasury statute were met. Table 18 Consolidated cash flow statement for 2012 Cash flow from operating activities Result (589) 1,209 Adjustments for: Depreciation and dotation provisions 1,259 1,247 Change in current assets: Stocks (35) 8 Current assets (662) 746 Debts 1,001 (794) Cash flow from business operations 974 2,416 Cash flow from investment activities: Investments in tangible fixed assets (7,729) (1,139) Cash flow from financing activities: Payment of long-term liabilities 4,146 (35) Mutation in cash (2,609) 1, Transparency This section describes the way in which Hotelschool The Hague handles themes such as set out in the memorandum Transparency in the financing of higher education. Theme 1: Outsourcing Within Hotelschool The Hague there is no question of outsourcing of (parts of) financed education at a fee for services rendered. Theme 2: Investment of public funds in private activities Hotelschool The Hague does not invest public funds in private activities which do not contribute to upgrading the quality of education or research, or to the efficiency or accessibility of education. Theme 3: The granting of exemption When granting exemptions, Hotelschool The Hague acts in line with the memorandum Transparency. This memorandum states that the granting of exemptions is allowed. To encourage students from various target groups to move on, Hotelschool The Hague grants exemptions for a specific part of the full-time training Phase I and a part of Phase II. This concerns the International Fast Track (IFT). The exemption is granted subject to a resolutive condition. The student must finish the very intensive summer course successfully. Theme 4: Funding of foreign students Foreign students follow the programme in the Netherlands at Hotelschool The Hague. All students studying at Hotelschool The Hague are registered as students. Students from outside the EU pay institute tuition fees instead of statutory tuition fees. In 2012 there were no exchange students, nor were there any course members. 46

47 7. Finance Theme 5: Tuition fees not paid by students The registration procedures employed within Hotelschool The Hague are in accordance with laws and regulations regarding this theme. In virtually all cases, tuition fees are paid by students and/or their parents. Students can also apply for financial support. Theme 6: Students follow modules Within Hotelschool The Hague no modules are followed by students. All registered students follow the complete programme. Within Hotelschool The Hague it is not possible to follow a separate module. Hotelschool The Hague does not have any certification as mentioned with regard to this theme. Theme 7: Students follow a different course A student indicates the course for which he/she is enrolling, and registers without intervention of Hotelschool The Hague. Theme 8: Tailor-made courses Hotelschool The Hague does not have tailor-made courses. Theme 9:Financing in art education Hotelschool The Hague does not have art education. 7.7 Remuneration of Board of Directors and Board of Trustees The remuneration of the members of the Board of Directors of Hotelschool The Hague is based on the Hay system for directors in higher professional education. Since 1 January 2010, members of the Board of Trustees receive remuneration, in line with the recommendation of the Hay Group for Hotelschool The Hague. Hotelschool The Hague believes that the role of a Board of Trustees member entails great responsibility. Additionally, Hotelschool The Hague considers it of great importance to attract high quality board members. The remuneration is inextricably linked with the position. The Regulations of the Board of Trustees are available on the website of Hotelschool The Hague and were approved at the Board of Trustees Meeting of 7 December Table 19 Remuneration Board of Directors 2012 Director name Period of service 1 S. Stolte C.M.B. Berendsen H. Noordhof A B C D Salary Travel Pension Remuneration expenses premium ( A+B+C) 42,141 1,235 6,901 50, ,998 3,480 20, ,931 86,926 86,926 Explanation: a) Salary: the sum of the monthly salaries paid, holiday money, end-of-year allowance, ex gratia payments and addition for private use of lease vehicle. b) Reimbursement of expenses: taxable fixed and variable expenses reimbursement. c) Pension premium employer: the part of the premium paid to the ABP (pension-fund insurer) for account of the employer. In case extra pension payments have been effected to an insurer other than ABP, these are separately listed. d) Remuneration: the total of salary, expenses remuneration and employer s pension premium. 47

48 7. Finance Table 20 Overview declarations Board of directors 2012 Dhr. Noordhof Dhr. Berendsen Mevr. Stolte Representation expenses - 2,483 - Local travel expenses 2, Travel expenses abroad - 13,784 - Other expenses - 1,209 Tabel 21 Remuneration Board of Trustees in 2012 Hotelschool The Hague Position in Board of Trustees Remuneration Period Name Chairman Commission member 1 G.H.N.L. van Woerkom X 1 member 6, L.E.J.A van der Hoeven 2 member 2, mw. M.V.I.M dos Ramos 1 member 4, P.M.W.C. Bringmann 1 member 4, mw. K.A.M. Kersten 1 member 4, W.J. Deetman 0 member W.J. Breebaart 1 member 4, Total remuneration BoT 25, Budget 2013 This section presents the major points of the budget for the Hotelschool in 2013 Table 22 Budget 2013 ( x 1.000) Budget 2013 Income Ministry of Education Grants 12,587 Other Government Grants 100 Tuition fees and other course 5,000 Income from activities with third parties 840 Other income 4,729 Total income 23,256 Expenses Payroll expenses 14,399 Property expenses 5,160 Depreciation 1,341 Other expenses 3,837 Interest expenses 0 Special expenses 0 Total expenses 24,737 Profit from operations (1,481) 48

49 7. Finance 7.9 Looking ahead to the future perspective In 2013 and 2014, the results from operations are budgeted as negative; for 2013 this is a negative result of 1,481. This includes provision in the multi-annual budget c.q. business case expansion Amsterdam. Due to the systematics of government financing, the expansion of the number of students in Amsterdam will only have a financial effect after two years. In mid-2013, the second slice of the state grant will become available to cover this negative result, thus avoiding any problems with respect to liquidity. Planning & Control In 2013 the focus will be on maximising proceeds (maximum inflow) and effective supervision of expenses (no budget excesses). Work is in progress on setting up a number of KPIs which will make financial management and control more transparent. Report of the independent auditor The accompanying summary financial statements, which comprise the summary balance sheet as at December 31, 2012 and the summary income statement for the year then ended, and related notes, are derived from the audited financial statements of Stichting Hotelschool Den Haag for the year ended December 31, We expressed an unmodified audit opinion on those financial statements in our report dated May 23, Those financial statements, and the summary financial statements, do not reflect the effects of events that occurred subsequent to the date of our report on those financial statements. The summary financial statements do not contain all the disclosures required by Guidelines of financial reporting for education institutions. Reading the summary financial statements, therefore, is not a substitute for reading the audited financial statements of Stichting Hotelschool Den Haag. Management s responsibility Management is responsible for the preparation of a summary of the financial statements in accordance with the accounting principles as described in the audited financial statements. Auditor s responsibility Our responsibility is to express an opinion on the summary financial statements based on our procedures, which were conducted in accordance with Dutch law, including Dutch Standard 810, Engagements to report on summary financial statements. Opinion In our opinion, the summary financial statements derived from the audited financial statements of Stichting Hotelschool Den Haag for the year ended December 31, 2012 are consistent, in all material respects, with those financial statements, in accordance with the accounting principles as described in the audited financial statements. Alphen aan den Rijn, May 23, 2013 Van Ree Accountants BV Was signed: drs. J. Bergman RA 49

50 8. Keep in Touch 50

51 8. Keep in Touch Hotelschool The Hague, The Hague campus Brusselselaan AH The Hague T. +31 (0) F. +31 (0) E. info@hotelschool.nl Hotelschool The Hague Website Strategic Marketing & Communication smc@hotelschool.nl Center of Hospitality Research ska@hotelschool.nl Student Support Centre SSC@hotelschool.nl Hotelschool The Hague, Amsterdam campus Jan Evertsenstraat WV Amsterdam T. +31 (0) F. +31 (0) E. rec_am@hotelschool.nl Admissions admissions@hotelschool.nl Alumni Alma@hotelschool.nl Finance finadmin@hotelschool.nl Media Centre mediatheek@hotelschool.nl Placement Office placement@hotelschool.nl Den-Haag/

52 9. Appendices 52