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ISBN: 9789083099842

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TABLE OF CONTENTS
Chapter 1 - Social Responsibility 5

Chapter 2 - Guests 16

Chapter 3 - Enforcing rules 21

Chapter 4 - Risk behaviour in rule enforcement 27

Chapter 5 - Discussion models 33

Chapter 6 - Alcohol 39

Chapter 7 ‐ Drugs 44

Chapter 8 ‐ Tobacco 49

Chapter 9 ‐ Gambling 52

Chapter 10 ‐ Safety provisions 55

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1.1 Why social responsibility?
1.2 The law
1.3 Responsibilities of managers
1.4 The hotel, restaurant and café industry and the business formula
1.4.1. Types of establishments
1.4.2. Target groups
1.4.3. Business formula (6 Ps)
1.4.4. Hospitality formula
1.5 Alcohol supplying companies
1.6 Social Responsibility Policy

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What does ‘sociale hygiëne’ (social responsibility) mean?
Hygiene comes from the word Hygieia, which means ‘goddess of purity and health’. Social
responsibility in organisations means that the entrepreneur ensures a healthy environment for
employees and customers. The word social means ‘society’ and these are the people around us.
These are the people around us.

Definition of social responsibility (sociale hygiëne)

Social responsibility means that people respect each other’s physical and mental health.

1.1 THE PURPOSE OF SOCIAL RESPONSIBILITY?

People’s conviviality and relaxation often go hand in hand with food and drink. Too much alcohol can
cause long-term damage, including physical complaints and social problems. To prevent this from
happening, the Dutch ‘Drank- en Horecawet’ (Licensing and Catering Act) exists. This law sets
requirements for the knowledge of the manager in the field of social responsibility.

It is important for a manager to have knowledge about:

1. The effects of alcohol on the body and mind (and combinations with drugs or medication).
2. Alcohol abuse and addiction.
3. The laws and regulations of alcohol.
4. The gaming machines and gambling addiction.

Social responsibility is a mandatory aid for responsible alcohol dispensing (Mandatory for manager).

Values and standards

Social behaviour includes values and standards.
We learn values and standards for the environment in which we live (society) from an early age,
including the environment at home, at school, at work or through social media. The environment is
our frame of reference. Social behaviour is therefore also respecting each other on the basis of
standards and values.

A value is what someone strives for. This can be for example: being honest, being sweet and caring,
sharing materials or not smoking. In principle, each individual has, in principle, his own values and
can shape and determine them himself.
A standard or decency standard is that what is defined in our culture. For example, no feet on the
couch, getting up for the elderly in the tram, no jumping in the queue. The standards are ‘in
principle’ self-evident for every Dutchman. Of course, there can be differences, such as one drinking
from a glass and the other from a bottle. The values that exist are the standards. The standards are
therefore concrete rules of conduct.

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Ethics
The philosophy of what is ‘right’ or ‘wrong’ is also called ethics.
The values and standards of decency determine how a person should behave and are called
morality. A person who adheres to the values and standards of decency exhibits moral behaviour.
The environment largely determines the standards and values.

1.2 THE LAW

The ‘Drank- en Horecawet’ states that a manager of a company where alcohol is served or sold has
the following obligations:
• He has to obtain the ‘Verklaring van kennis en inzicht sociale hygiëne’ (SVH Social
Responsibility certificate -the course you are taking now)
• He must be entered in the ‘Register Sociale Hygiëne’ (Social Responsibility Register) (after
passing the exam)

The decree knowledge and understanding of social responsibility of the ‘Drank- en Horecawet’
describes what the manager must know and be able to do.

What is a manager? (Article 1 ‘Drank- en horecawet’)

A manager is a person who is in charge of the daily management on the shop floor. This can be the
owner or authorized representative but can also be a person of the general management who is
not the owner.

Requirements for the manager or employee of the hotel and catering establishments and
offlicences, (Article 8.1 ‘Drank- en horecawet’).
He or she:
• must be at least 21 years old
• must not exhibit bad behaviour.
• must not be under guardianship.

There must be at least one manager present during opening hours, that is stated in the catering
licence.

A manager must be registered in the ‘Register Sociale Hygiëne’ (Social Responsibility Register)
(Article 8.3 of the ‘Drank- en horecawet’).

Exception: an owner who does not work on the shop floor does not need to be registered (Article
8.4 of the ‘Drank- en horecawet’).

At least one manager must be present during opening hours (Article 24.1a ‘Drank- en horecawet’).
Please note that this manager must also be included in the annexe to the ‘Drank- en
Horecavergunning’ (Licence under the Licensing and Catering Act 2013). This licence is issued by a
municipality.

No person under the age of 16 is allowed to work at a location where alcoholic beverages are served.
(Article 23.2 of the ‘Drank- en horecawet’). NB: in the kitchen a 15 year-old-person (or younger) is
allowed to work!

It is forbidden to sell alcohol to young people under the age of 18.

In annexe A of this summary you will find the legal texts of the ‘Drank- en horecawet’.
‘Arbeidsomstandighedenwet’ (occupational health and safety law
The ‘Arbowet’ states how an employer must ensure good working conditions for employees.

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Paracommercial legal entities
A paracommercial legal entity is a foundation or association that focuses on creative, sporting,
educational or other social activities. The legal entity’s main activity is not the sale of alcoholic
beverages.

If alcohol is served in a paracommercial legal entity, this is permitted if at least two managers meet
the requirements of Article 8 of the ‘Drank- en Horecawet’.

Alcohol can only be served if:

1. a manager is present holding a ‘Verklaring kennis en inzicht sociale hygiëne’(Declaration of
Knowledge and Understanding of Social Responsibility).
or
2. a volunteer holding a ‘Instructie verantwoord alcoholschenken’ (Responsible Service of
Alcohol Instruction) (IVA). There is a mandatory registration of the volunteers who have
received these instructions.

In Annexe B of this summary you will find the legal texts of the ‘Drank- en horecawet’ that relate to
para-commercial legal entities.

Risk Inventory and Evaluation (RI&E) (Article 5 of the Working Conditions Act)
Pursuant to the Working Conditions Act, an employer is obliged to carry out a risk inventory and
evaluation (RI&E) in writing, based on 3 steps:
1. Evaluation of risks. The greatest risk is listed at the top.
2. A plan to prevent these risks.
3. Determine whether the RI&E meets the requirements according to the Working Conditions
Act.

The employer is obliged to ensure a safe and healthy workplace with good lighting, ventilation of
the workspaces that remain within the standards of noise exposure. In addition, he provides clear
instructions, coaching, training and prevention of stress and other negative factors such as violence,
sexual harassment.

1.3 RESPONSIBILITIES OF MANAGERS

It follows from the ‘Arbowet’ (Working Conditions Act) (including Article 8) that a manager has the
following responsibilities:
1. Providing information about risks and measures (to employees).
2. Giving instructions (to employees) about their work and safety.
3. Monitoring employees.
4. Organizing a periodic work consultation (with the employees).
Ad1) Providing information (to employees).
House rules, laws, expertise, procedures. The manager ensures a safe working environment.

Ad2) Giving instructions (to employees).

The manager lets the staff know how to work safely and how to deal with aggressive customers.
He/she also tells you how best to start a conversation with customers (see chapter 5 discussion
models).

The instructions are given by showing him how he handles things, shows videos, have employees
follow training courses, performing role-plays, etc.

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Ad3) Monitoring (employees).
Supervision by the manager who helps to ensure that the instructions are followed (of points 2 and
3).

Ad4) Work consultation (with employees).

Regular consultation between the manager and staff (from the shop floor). Topics to be discussed:
• safety
• work planning
• products
• sales
• customer/guest complaints

Many managers have a short talk before work (briefing) about what is planned that day during work
and what everyone should pay attention to. If necessary, a short consultation can also take place
after work (debriefing). In the debriefing it can be discussed whether the work went according to
the procedures , what went well and what the improvement points are.

1.4 THE HOTEL, RESTAURANT AND CAFÉ INDUSTRY AND THE BUSINESS FORMULA
A hotel, restaurant or café establishment draws up a business formula and a hospitality formula.
The type of establishment and the target group determine these formulas.

The four words in bold above are explained (in detail) in the following four paragraphs.

1.4.1. Types of establishments

The Dutch word ‘horeca’ means: hotel, restaurant and/or café. The hotel, restaurant and café
industry can be divided into three types.
1. establishments that provide accommodation
2. establishments that provide food
3. establishments that provide beverages

1. Establishments that provide accommodation

Are hotels, youth hostels or boarding houses where one or more nights can be spent.

2. Establishments that provide food

are companies that serve meals (and drinks). Examples of establishments that provide food: snack
bars, pizzerias, restaurants, bistros or transport cafes.
3. Establishments that provide beverages
are pubs, bars, discotheques and coffee corners. The primary product is the drink, food is of minor
importance.

Weak alcoholic beverages contain less than 15% of alcohol

Spirits contain more than 15% of alcohol

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1.3.2. Target groups
A target group is a group of people with more or less the same characteristics. A target group has
certain needs that you can respond to as an entrepreneur.

Businessmen
The target group of businessmen has more to spend and often uses the hotel and catering industry
for business appointments. There is a need for a quiet environment and people want to be helped
quickly (due to lack of time).

Recreational guests/ tourists

The tourist has the need to taste local drinks and snacks. It is important to deal well with cultural
differences and if possible to speak the language of the tourist. An employee with English, German
or, for example, Spanish language skills is of added value.

School children
The target group of school children often has less money to spend. The pupil needs music and does
not want to be watched and to follow strict rules.
Students
The students often have less to spend and go to the hotel and catering industry for social contact.
Hotel, restaurant and pub visits go hand in hand with the necessary drinks and conviviality.
Searching for boundaries and being noisy is often characteristic of this target group.

Dual-income couples
The target group of dual-income couples has more to spend and more need for luxury. They use the
hotel and catering industry to maintain social contracts and also to go out to dinner after work.

Parents with children

This target group needs an environment where children are wanted. A play corner, toys, colouring
pictures and a children’s menu on the card are of added value to this target group.

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Seniors
The target group seniors is growing in the Netherlands (ageing population). This target group needs
quality, rest and comfort. The seniors often want extra attention and a more formal form of
interaction.

Singles
There are currently about three million singles. They need a homely environment and friendly
service. Creating an atmosphere where singles can easily come into contact with each other is of
added value.

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1.3.3. Business formula (6 Ps)
The business formula consists of the 6 Ps: place, product, price, staff, presentation and promotion.
With these 6 Ps (= business formula) an entrepreneur determines the way in which he places the
company on the market.

Place
Various factors play a role in determining where the company establishes itself.
In a centre of a town or city or just outside the centre? Close to competitors or further away? Own
parking spaces?
If you set up your business in a centre, it will be more difficult for the customer to park. This makes
a centre less suitable for a DIY centre. In addition, a location in a city centre is more expensive.

Product
The product is about what you offer to your customers/guests. This is not only what you physically
provide, but it is also about the service you provide. The product you sell has to do with the range of
products. Do you offer you many different products or just a limited number.

Price
The price you charge for the product is in line with the target group and the quality of the product.
The profit will have to cover the company’s costs.

Too low a price can scare customers off by giving them the idea that poor quality is being delivered.

A higher price can lead to exclusivity, making certain target groups happy to purchase the product.
Exclusivity can be important for, among other things, clothing and perfume.

Staff
The staff determines the success of the company. Matching the staff with the company is about the
level of training, formally addressing customers, the image of the employee and the work attitude.
An employee who does not approach the customer cheerfully and respectfully ensures that
customers do not come back.

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Presentation
The presentation is about the appearance of the hotel and catering establishments (both interior and
exterior). When selling cheaper products, simple shop fixtures and fittings can be good. Aldi, for
example, they present the products on pallets.

If it concerns an exclusive product, then a beautiful front of the business premises is necessary. In
addition, the interior will have to look nice and fresh. When the product is presented in a shop
window, this emphasizes the quality of the product.

Promotion
Promotion is about the way of communicating with the target group. The entrepreneur will have
to use the right means to reach the target group. If the target group consists of students, you can
choose to advertise via Facebook. If the target group consists of senior citizens (65-plus age group),
Facebook is less effective and a door-to-door magazine is recommended.

In addition to advertising, promotion is also about organizing activities, after-sales or sponsorship.

1.4.4. Hospitality formula

After the entrepreneur has composed the business formula with the help of the 6Ps, he attunes it
to the hospitality formula.

Hospitality gives people a sense of care and attention.

The hospitality formula consists of three components:
1. product: goods and services
2. the behaviour of employees and guests.
3. The surroundings of the company (interior and exterior)

The hospitality formula is closely linked to the business formula (and are geared to one another).

The business formula and hospitality formula are tailored to a specific target group.

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1.5 ALCOHOL SUPPLYING ESTABLISHMENTS
The hospitality formula at off-licences is called the shop formula. The Ps determine the shop
formula. At off- licences these are 7 Ps instead of 6 Ps. The shop formula adds an extra P for ‘physical
distribution’

Physical distribution means the way in which the licensed victualler offers the product to the
customer. The four different ‘business types’ are described below.

1. Off-licence chains
Off-licence chains are often spread all over the country with the same shop formula and name.
The managers and employees are in paid employment by the company.

2. Self-employed licensed victuallers/ franchise formula

An independent licensed victualler decides for himself how he sells the product. He can fill in the Ps
as he sees fit. The disadvantage of an independent licensed victualler is that there is relatively much
competition on the market from supermarkets or off-licences chains.

Mitra or Gall&Gall are franchise formulas that have proven their strengths. The entrepreneur that
has his own establishment has the chance of making a profit but also the risk of making a loss. Rules
have been drawn up by the franchisor to which the entrepreneur must adhere. The range of
products, use of colour, knowledge of products, complaint handling are examples of things that the
franchisee cannot change.

The entrepreneur buys the goods from the franchise formula and pays a ‘franchise fee’.

3. Food trade
The supermarket, department store or wholesaler are examples of a food trade. The spirits are sold
with a licence and in a separate room. For the sale of alcohol, a person registered in the social
responsibility register must be present.

4. Specialist shops
At the specialist shops, such as beer or wine specialist shops one is more expert, such as the
oenophilist (wine expert). The specialisation results in a higher price of the product.

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1.6 SOCIAL RESPONSIBILITY POLICY
Social Responsibility Policy aims to ensure the safety and health of guests and staff. This policy
means that, as a company, you determine who is admitted, who gets alcohol and what to do if a
customer has a gambling addiction or abuses alcohol.

All employees receive this policy in a document so that they know how to act.
The components of a social responsibility policy are:
• target group policy (chapter 1)
• human resources policy (chapter 2)
• enforcement policy (chapter 3)
• risk policy (chapter 4)
• alcohol policy (chapter 6)
• drug policy (chapter 7)
• smoking policy (chapter 8)
• gambling policy (chapter 9)
• safety and fire policy (Chapter 10)

These subjects of the social responsibility course are dealt with in the following chapters. A manager
should know and be able to deal with these subjects. They are described in the Dutch ‘Besluit
Kennis en Inzicht Sociale Hygiëne Drank- en Horecawet’ (Decree on Knowledge and Understanding
of Social Responsibility of the Licencing and Catering Act).

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2.1 Communication
2.2 Guest orientation
2.3 Guest-orientation in practice
2.4 Professional conduct
2.5 Dealing with feedback
2.6 Complaints

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As a manager, it is important to be able to deal well with others, to have good social skills. An
important element is the ability to communicate.

2.1 COMMUNICATION
A process by which humans exchange
information is called communication.
The purpose of communication is to
influence each other’s behaviour. It is a
continuous process between a sender
and a receiver (talking and listening).

There are two ways of communicating:

1. Verbal communication = with

words
2. Non-verbal communication =
with body language, facial
expressions, gestures and/or
voice.

A sender’s communication usually has a message. A message comes from the thoughts, feelings
and experiences of the sender, which a receiver does not know. A recipient can see the non-verbal
communication, from which he/she can make the intention of the message clear.

Symbols = A sign with characters is a form of communication. For example, a sign with the message:
‘Forbidden to smoke.’

When we communicate, two types of communication are exchanged.

1. Content level = message content (about what is said)
2. Relationship level = information about each other (about how something is said) It is
important to distinguish between these two aspects.

Content level = message content.

Content level is the literal message given by the sender. For example: It was a nice evening. (tell
something), What do you want to do? (question), I don’t trust that person (convince someone). This
sender sends this communication by using language. In principle there can be no disagreement
about the content.

Relationship level = information about each other

During communication the information is not only about the content between the sender and
receiver but also information about each other (the relation). The relationship says something about
the relation of the sender with the receiver. This means that in addition to the content message,
more is transferred in case of communication. In communication it is clear or - mostly - clear how
people think about each other.

NB: The information about each other is more important to people than the content of the
information. The communication at relation level can be understood in different ways
(miscommunication).

Positive non-verbal communication = good guest orientation = good relationship Positive

non-verbal communication = faulty guest orientation = bad relationship

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2.2 GUEST ORIENTATION
Guest orientation is the way someone addresses guests.

Good guest orientation = There is positive customer contact, resulting in a good relationship.
Inadequate guest orientation = Host behaviour is insufficient. A bad relationship is created. A bad
relationship can result in a customer not coming back or writing a bad review.

As a good host, attention should be paid to the following points: mentality, posture, glance, use of
voice, language use, gestures, clothing and appearance.

Annoyances of customers in the hotel and catering industry: long waiting times, no guest-
orientation, poor hygiene, little knowledge of the products, poor communication, poor solution-
oriented approach in case of complaints.

Mentality - Having a good personal attitude. The mentality consists of several aspects.
• Business aspect = for example working for money.
• Guest aspect = Not only working for money but also for customer service.
• Personal aspect = Enjoying your work, for example.

These aspects ensure a good mentality. Without a good mentality, guests may think badly of you
as a host. Then there is a bad relationship.

Posture - Adopt a good posture, walk upright and an open posture. Show the customer that you’re
available. This results in a good relationship.

Glance - The way someone looks. Look cheerful, relaxed and motivated.

Use of voice - The way of speaking:

• Volume = intelligible.
• Intonation = sound high or low and alternate (instead of speaking in one tone).
• Articulation = clearly pronounce the words.
• Pace = quiet pace that is easy to follow (especially with older clients).
Language use - Use understandable language towards customers. Only use technical terms to refer
to colleagues. Speak ‘neatly’.
Gestures - Use gestures in what you say. This is non-verbal communication that makes the message
extra clear.

Clothing - Make sure you look well-groomed. For example in company clothing. This also ensures
recognizability.

Appearance - Make sure you have a proper appearance. Hair washed, shaved, nice but no heavy
scents.

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2.3 GUEST-ORIENTATION IN PRACTICE
A customer enters the store. You take care of the reception, the stay and the farewell. Reception:
When the customer arrives, you make eye contact and speak to the customer.

Stay: Stay in contact with the customer during the stay by observing and checking them.
• Observing - Keep an eye on the customer. When the glass is empty, go to the guest.
• Checking - Ask occasionally if everything is to his liking. Don’t do this too often, it can be
disturbing.

Farewell: Make sure you arrange a good farewell. For example, walk to the exit together with the
customer, give back personal belongings (coat for example). Thank the guests for coming.

2.4 PROFESSIONAL CONDUCT

A customer can show negative behaviour by, for example, shouting loudly or snapping his fingers.
This negative behaviour can be related to the upbringing, character or environment of the person.
If a customer does this, continue to act professionally. Making a customer consciously wait a long
time or provide less service is likely to amplify the customer’s negative behaviour. This in turn
creates a negative relationship. Always stay polite to the customer, this works positively!

2.5 DEALING WITH FEEDBACK

It is possible that customers give criticism (feedback) on you as a host. This relates to personal
functioning :

The purpose of feedback is to correct certain negative behaviour and stimulate positive behaviour.

Feedback-loop these are the steps showing how a host processes feedback:
If a customer gives negative feedback, consider the following points:
• The customer doesn’t do this on purpose.
• It’s not personal.
• There is no reason for the customer to give negative feedback.
• Addressing the customer on negative feedback is not wise.

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Self-reflection - Evaluate your own behaviour with customer feedback. What do you think?
What kind of behaviour did you show towards the customer? How do you feel about the
customer?
You do not discuss the self-reflection with the customer but you do this to improve yourself in the
future.

NB: Regardless of the customer’s behaviour or the negative feedback you receive as a host, continue
to provide the service that you also provide to other customers. Stay positive and helpful!

2.6 COMPLAINTS
Guests of a catering establishment may have complaints. Always take the complaints seriously and
speak to the guest in a friendly manner. The complaints are not intended to be personal, but on
someone’s role or task in the catering establishment. Take the complaints seriously, you can use
them to improve the service.

Types of complaints:
Justified complaints: This is a well-founded complaint. There is evidence that the complaint is
correct. For example: a broken television in a hotel room. A well-founded complaint often concerns
the business formula (6 Ps) or the hospitality formula.

Unjustified complaints: The complaint turns out to be incorrect. The ‘broken’ television in the hotel
room works, despite the customer’s complaint.
Subjective complaints: A complaint coming from a personal opinion. For example: the television
screen doesn’t work well. Or the room smells.

Types of complainers:
The whiners are people who often have something to remark on. The complaint often follows
afterwards and the ‘whiners’ usually do not expect any compensation but find the attention they
receive satisfactory (listening to the complaint).

The impression makers are complainer wants to impress his table compagnons. The complainer
often presents himself as an expert and therefore expects a new glass of wine or a new dish.

Instrumental complainers usually complain to get a discount. If this plaintiff doesn’t get his way, he
may become aggressive.

The demanding guest shows demanding behaviour. After all, the complainer paid for quality and
service. The customer often also displays impatient behaviour, because the customer think of
himself of being king, he wants to be helped first.

There are several ways to complain: rudely, unkindly, crankily, with a loud tone, with commanding
tone, etc.

NB: Never respond negatively to a complaint! Never say the complaint is unjustified, don’t ignore it,
don’t say it’s not all that bad (trivialize) and don’t blame the guests.

And remember: don’t enter into a discussion whether it’s true or not. Provide an appropriate
solution. This ensures that the guest will come back and that the establishment is mentioned in a
positive way.

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