Constance Hotels Services Limited | Annual Report 2025

ANNUAL REPORT 2025

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– Talent Pipeline – Attraction: CHA drove strategic initiatives to ensure a steady flow of skilled hospitality professionals into CHSL. Through structured Apprenticeship and International Internship Programmes (IIP), the Academy secured a consistent pipeline of early-career talent ready to join CHSL’s operations or pursue further professional development. These programmes support CHSL’s ability to attract, develop, and retain talent in a competitive labour market, addressing ongoing recruitment challenges in the hospitality sector. – Strategic & Brand Impact: Beyond operational training, CHA plays a strategic role in reinforcing CHSL’s reputation as an employer of choice. Partnerships with academic institutions and industry stakeholders were expanded, enhancing the brand’s visibility in key talent markets. In 2026, CHA will prioritise scaling strategic partnerships, strengthening digital learning capabilities, developing leadership talent, and aligning learning initiatives with business growth opportunities.

Learning and Development

opportunities for innovation, improve operational efficiency, and ensure that digital transformation initiatives remain aligned with the Company’s strategic objectives. Another important step in the digital transformation of HR processes was the digitalisation of the performance appraisal process through the HRIS Bayan platform. Performance and Progress Chats are now conducted directly online, allowing managers and team members to complete their discussions and evaluations through the system. This transition has significantly simplified the process while ensuring better documentation and tracking of employee development conversations. Employee Experience continued to be a central focus in 2025, as we initiated the development of the Constance Employee Experience Guidelines. This strategic project aims to define a clear framework for the entire employee journey; from recruitment and onboarding to development, recognition, and long-term career growth within the organisation. The objective of this initiative is to ensure consistency in how employees experience the CHSL culture across all properties, while reinforcing our values, leadership behaviours, and service philosophy. Group-wide culture initiatives continued to strengthen engagement and reinforce the sense of belonging among teams. Passion Awards, Brand Week, Thank You Week, and the Constance Generosity Challenge were among the initiatives implemented across all CHSL properties in this regard. These efforts contributed to reinforcing CHSL’s reputation as a people-centric organisation committed to creating a supportive and inspiring work environment. Culture and Employee Experience Talent management efforts remained focused on strengthening leadership capabilities, fostering internal mobility, and supporting career development across CHSL. Special attention was given to addressing evolving workforce dynamics, particularly the inter-generational gap in the workplace. Targeted programmes and workshops were conducted to help managers better understand generational expectations, communication styles, and motivational drivers, enabling more effective leadership and collaboration across teams. In preparation for the arrival of expatriate team members, specific initiatives were implemented in Mauritius to facilitate cultural integration and strengthen collaboration within multicultural teams. Talent Management

Learning and development remained a cornerstone of the HR strategy in 2025, with a strong focus on both service excellence and leadership capability. A major initiative during the year was the implementation of Forbes service standards training across several properties. These training programmes focused on elevating guest interaction, attention to detail, and service personalisation in line with internationally recognised luxury hospitality standards. A Benchmarking Safari was organised for key leaders from various Constance Hotels in Dubai to expose them to the latest trends, innovations, and level of service excellence in the industry. In addition, programmes addressing mental health advocacy, generational diversity, and employer branding were introduced to support leaders and teams in managing the evolving realities of the modern workplace. The Training Departments and internal trainers across all Constance properties continued to play a crucial role in delivering structured development programmes. Thanks to these efforts, CHSL achieved an average of 51.6 man-hours of training per team member, an increase from an average of 47.9 in 2024 and against a target of 40 man-hours. This strong focus on learning ensured that employees across all levels were equipped with the skills, mindset, and knowledge required to deliver exceptional experiences for our guests while continuing to grow professionally within the organisation. In 2025, CHA continued to support CHSL’s strategic priorities by strengthening the talent pipeline, enhancing leadership development, and reinforcing the position of CHSL as an employer of choice. Throughout the year, CHA extended its engagement across all properties, delivered targeted leadership and management programmes, and strengthened entry pathways for talent joining the organisation. These efforts contributed directly to CHSL’s human capital resilience and long-term operational excellence. – Leadership Development and Internal Growth: Developing leadership capability remains central to CHA’s mandate. In 2025, multiple leadership development cohorts were delivered, strengthening internal leadership capacity and supporting succession readiness across the Group. These programmes enhanced competencies that enable effective operational performance, informed decision-making, and talent retention, thereby contributing to business continuity and quality of service. Constance Hospitality Academy

2025 Key People Development and Engagement Metrics

Team Members Trained BRIGHT Foundation

45 50 16

BRIGHT Level 1 BRIGHT Level 2

Trainer Certification Mentors Certified

145

88 65

Promotion Transition Programme

Learning and Capability Building Learners Reached National Certificate Level 3 International Internship Programme Career Guidance Talks and Hotel Visits

162

18

253

Outreach and Partnerships Academic Partnerships Established

4 6 2 5 4

Secondary Schools Engaged

Student Recruitment Days Conducted

Graduation Events

CHA Student International Exposure