Holiday Inn 2015 Annual Report Download - page 20

Frontline
powered by Lobster Ink
Room to be involved
We communicate with employees on
matters relating to the Group’s business
and performance, and we 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 to ensure IHG meets expectations
and delivers on its commitments – this
is formally done 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 are
provided with development opportunities.
Room for you
We reward and recognise colleagues for their
contributions, and value the significance of
their lives beyond work. When our people
perform at their best, our business performs
at its best.
2. Developing leaders to maximise
individual and team performance
We are committed to developing our leaders
and launched a number of programmes and
tools in 2015 that will ensure that building
people capability around leadership becomes
an everyday part of working at IHG. One
example is the IHG General Manager
Development Programme, developed in
conjunction with the IHG Owners Association,
which develops high-performing General
Managers who consistently keep our brand
promises, inspire their teams, and deliver
great results.
3. Building the right skills in frontline
colleagues
As a service business, building the skills
of our people to deliver a consistent branded
guest experience is crucial. We continue
to invest heavily in this area, such as by
launching ‘IHG Frontline’ in 2015, our online
platform that enables hotel colleagues to
build knowledge and skills around brands,
service and operations.
Disciplined Execution continued
4. Building a strong performance culture
We have established a ‘winning culture’
and a framework to drive high performance,
where regions and functions are aligned to
the internal performance measures that most
effectively drive business performance across
our global organisation. This ensures that our
hotels offer great guest experiences through
consistent brands, which enable our brands
to win and deliver returns to owners, and
that our corporate colleagues focus on what
matters most to deliver against our priorities.
This framework, together with our hotel and
corporate talent and leadership programmes,
is designed to enable our colleagues to
respond with speed, agility and a strong focus
on driving higher performance, which
comprises our ‘winning culture’.
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 2015:
• six of the 12 Directors on the Board
were female (50 per cent); however,
due to recent changes to the Board, at
22 February 2016, 5 of the 11 Directors
on the Board were female (43 per cent)
and, after the AGM on 6 May 2016, it is
anticipated that 3 of the 9 Directors on
the Board will be female (33 per cent);
• 33 out of the 130 senior managers employed
by the Group (including directors of
subsidiaries) were female (25 per cent); and
• 7,158 out of the 12,727 people employed by
the Group and whose costs were borne by
the Group or the System Fund were female
(56 per cent).
Please see pages 52 and 65 for more
information on Board diversity and
succession planning.
More information on our employees can
be found on page 153 and the ‘Our people’
section of the Responsible Business Report
(see www.ihgplc.com/responsiblebusiness).
Employee engagement
87.3%
of survey respondents in 2015 were engaged,
an improvement of
30ppt
since 2007.
Corporate hires
53%
of all positions filled below Executive Committee
level in 2015 have been internal moves.
Awards
15+
received in 2015 for our people practices.
18 IHG Annual Report and Form 20-F 2015