Holiday Inn 2014 Annual Report Download - page 25

Investment in developing great talent
to ensure IHG meets expectations and
delivers on its commitments – this is
formally done twice a year through
the Employee Engagement survey,
the results of which are a KPI.
– Room to grow: Our people are given
access to the required support,
experience and training and provided
with development opportunities.
– Room for you: We recognise
achievements and communicate
these throughout our business.
3. To deliver world-class People Tools
to our owners and hotels
Our People Tools are industry-leading
best practices tailored specifically for
our brands, and assist hotel management
and human resources teams to hire, train,
involve and recognise our colleagues. By
working to increase employee retention
and performance, guest satisfaction and
drive efficiencies, they help increase
revenue for our owners (helping us with
our owner proposition).
4. Building a strong leadership
and performance culture
We have established a ‘winning culture’
at IHG, this starts with building a strong
leadership from the top – see pages 57
to 69 for our Board and Executive
Committee leadership.
For alignment of our performance culture
with our strategic priorities and KPIs in our
corporate offices for our senior executives,
– see the Directors’ Remuneration Report
on pages 76 to 91.
Our Winning Ways
The set of behaviours that define how we interact with our guests and colleagues
Who are our employees?
Having a predominantly managed and
franchised estate means that not all of
those people who work at our hotels are
our employees. 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 IHG’s brands as
at 31 December 2014.
IHG employed the following as at
31 December 2014:
• 7,797 people worldwide (including
those in our corporate offices, central
reservations offices and owned hotels
(excluding those in a category below)),
whose costs were borne by the Group;
• 4,975 people who worked directly on
behalf of the System Fund and whose
costs were borne by the System Fund;
• 602 General Managers who work in
our managed hotels and whose costs
were borne by those hotels; and
• 11,848 other hotel workers who
work in our managed hotels, who
have contracts or letters of service
with IHG and whose costs were borne
by those hotels.
See pages 120 and 152 for more information.
Diversity and inclusion
As a global organisation operating in nearly 100 countries around the world, we recognise
the importance and benefit of ensuring our workforce fully represents the communities
in which we operate and the guests who stay in our hotels. As at 31 December 2014:
• 5 of the 13 Directors on the Board were female (38%);
• 32 out of 127 of the senior managers employed by the Group (including directors
of subsidiaries) were female (25%); and
• 7,069 out of the 12,772 employed by the Group and whose costs were borne by the
Group or the System Fund were female (55%).
See page 62 for further information on our approach to diversity (including our diversity
policies) from the Board level and throughout the organisation.
How we measure it
KPIs – Employee engagement, Guest
HeartBeat
See pages 31 and 32 for KPIs and
What we have done in 2014
InterContinental Sydney Double Bay, Australia
Why we think it is important
Our people bring our brands to life on
a daily basis, delivering on each individual
brand promise to enhance the guest
experience. They are, therefore, a critical
part of our success. Accordingly, we
recognise the importance of attracting,
retaining and developing the very best
talent in the industry to service our
guests and bring our brands to life.
What we are doing
To achieve this, the four pillars of our
people strategy have consistently been:
1. To develop a BrandHearted culture
Each of our brands delivers a differentiated
guest experience dependent upon the
brand’s strategy. This is delivered by our
people who place brands at the centre
of this helping to drive guest satisfaction
and brand preference, which we measure
through Guest HeartBeat – a KPI.
2. To make IHG a great place to work
Building a strong employer brand assists
us in attracting the best possible talent
to meet our strategic objectives:
• we ask our people to live our Winning
Ways (set out above) and act in a
responsible way – see pages 24 and
25 for how acting responsibly is part
of our culture; and
• we offer our people our Room to be
yourself commitment, which is brought
to life by four promises:
– Room to have a great start: This
assists us in recruiting the right
people for each brand and role.
New recruits are offered a structured
orientation programme to provide
them with an understanding of IHG’s
strategy and values.
– Room to be involved: We communicate
with employees on matters relating
to the Group’s business and
performance and share information
on people, policies and news across
IHG through various channels,
including conferences, team meetings
and our intranet site. We encourage
employees to give regular feedback
Show we care Aim higher Work better
together
Celebrate
difference
Do the
right thing
For further information on the below, see our Responsible Business Report.
23
STRATEGIC REPORT GOVERNANCE
GROUP FINANCIAL STATEMENTS
PARENT COMPANY FINANCIAL STATEMENTS
ADDITIONAL INFORMATION