Holiday Inn 2013 Annual Report Download - page 23

Our people
In order to deliver our preferred brands, IHG recognises the
importance of the people who work across its hotels to deliver
differentiated brand experiences and the brand promise for our guests.
Our people strategy
Our expanding business requires us to continually look for additional
colleagues to work in IHG hotels and deliver our preferred brands.
To meet the challenges that are associated with recruitment,
our people strategy is designed around attracting, retaining and
developing the very best talent in the industry to service the needs
of our guests, to engage and energise the talented and passionate
people who work in our hotels and corporate offices, and to bring our
brands to life every single day, creating Great Hotels Guests Love.
The four pillars of our people strategy are:
1. Developing a BrandHearted culture
Each of our brands offers a distinct promise to our guests and
being BrandHearted means putting our brands at the heart of
everything we do.
2. Making IHG a great place to work
We are dedicated to building a strong employer brand in order to
attract the best possible talent to meet our strategic objectives:
• we ask our people to live our Winning Ways (set out above),
a set of behaviours that define how we interact with our guests
and colleagues; and
Our people
Given our franchised and managed business model, IHG does
not employ all those who work in IHG hotels.
Who are our employees?
We employ all those working at our corporate offices and at our
owned and leased hotels (including managed lease hotels) and the
costs of these are borne by IHG. We typically employ the General
Manager and in some cases, other hotel workers at
our managed hotels, but the costs of these employees are not
borne by IHG. We do not employ any persons working at our
franchised hotels.
IHG employed 8,179 people worldwide during the year ended
31December 2013, whose costs were borne by the Group. Of these,
94 per cent were employed on a full-time basis and 6 per cent
were employed on a part-time basis.
The geographic distribution of the average number of these
employees over the last three years is shown in the table to the right.
2013 2012 2011
Americas 2,548 2,552 2,895
Europe 1,602 1,866 1,574
AMEA 1,545 1,195 1,195
Greater China 1,083 1,051 1,000
Central 1,401 1,317 1,292
Total 8,179 7,981 7,956
In addition, as at 31 December 2013, the Group’s employees included
4,615 (2012: 4,431, 2011: 3,885) employees who worked directly on
behalf of the System Fund and whose costs are borne by the System
Fund (explained on page 16). In line with IHG’s business model, IHG also
employs 578 (2012: 587, 2011: 577) General Managers who work in our
managed hotels and whose costs of $135m (2012: $132m, 2011: $125m)
are borne by those hotels, and, in the US predominantly, there are
12,588 (2012: 12,494, 2011: 14,596) other hotel workers in our managed
hotels who have contracts or letters of service with IHG whose costs
of $376m (2012: $430m, 2011: $448m) are borne by those hotels.
When the Group’s entire estate is taken intoaccount (including those
working in ourfranchised and managed hotels) over 350,000 people
worked globally across all IHG’sbrands as at 31 December 2013.
Do the
right thing
Show we care
Aim higher Work better
together
Celebrate difference
• we offer our people our Room to be yourself commitment,
whichis brought to life by four promises.
Room to be yourself:
• Room to have a great start: This assists us in recruiting the right
people for each brand and role. We offer new recruits a structured
orientation programme to provide them with an understanding of
IHG’s strategy and values.
• Room to be involved: We use various channels, including
conferences, team meetings and our intranet site (refreshed in
2013), to communicate with employees on matters relating
to theGroup’s business and performance and share information
on people, policies and news across IHG. We also provide our
employees opportunities to give regular feedback to ensure
IHG meets expectations and delivers on its commitments.
Twicea year, we ask our employees and those working in our
managed hotels (excluding our joint venture hotels) to
participate in an Employee Engagement survey.
• Room to grow: We promise our people all the support,
experience and training they need to perform at their best
and provide various development opportunities.
• Room for you: We understand it is important to recognise
achievements and communicate these throughout our business.
Our Employee Engagement survey score is a KPI – see page 38 – and a
performance measure for our annual incentive plan – see pages 74 to 97.
Winning Ways:
Joyce Zhuang
International Mobility Manager, IHG
Strategic Report 21
OVERVIEW STRATEGIC REPORT GOVERNANCE
GROUP FINANCIAL STATEMENTS
PARENT COMPANY FINANCIAL STATEMENTS ADDITIONAL INFORMATION