Putting People at the Heart of Your Business Strategy

1. Putting People at the Heart of Your Business Strategy Gary Whitney VP, Global Hotel Learning Renee Stevens VP, Global Talent

2. Who is IHG? • Largest hotel company in the world by # of rooms • 650,000 rooms • 4,500+ hotels • 100 countries • Over 180 million stays in IHG hotels each year • We operate seven hotel brands • InterContinental • Crowne Plaza • Hotel Indigo • Holiday Inn • Holiday Inn Express • Staybridge Suites • Candlewood Suites • Largest loyalty program – Priority Club Rewards • Strong franchise model

3. Our Ambition To become one of the best companies in the world through Great Hotels Guests Love

4. The best companies in the world share common traits They are clear about: • Where they are going • The behaviors that will help them win • The environment needed to attract & retain the best people • Who they are & what they want their reputation to be in the industry and with their customers

5. Why do investors & shareholders care about great brands? Requires great brands Great brands lead to more guests Who. . . - stay more - pay more • are more loyal Provide a strong value proposition for our owners Revenues grow faster than the competition

6. A brand is delivered by the people at the front line Profitability & Growth Brand Loyalty Guest Behavior Guest Satisfaction Guest Experiences Team Member Behavior The Sweet Spot The Sweet Spot Team Member Engagement Team Member Experience Leadership Adapted from “Putting the Service Profit Chain to Work,” Harvard Business Review

7. your people are your brand

8. Our HR efforts are aligned at the heart of our strategy

9. Room to be Yourself - we’ve made four promises

11. IHG Winning Ways – Our values

12. Living our values is what makes us shine as individuals and win as a team • We always do what we believe is right and have the courage and • conviction to put it into practice, even when it might be easier not to. • We are honest and straightforward and see our decisions through. • We keep our promises and we don’t let people down • We seek out the facts and trust our judgment • We make decisions even when they’re difficult

13. How we connect our people to our strategy

14. The delivery is individually branded

15. Community Example – Leaders Lounge Challenges & Opportunities • Engagement Survey – need more exposure to senior leaders • Global company in over 100 countries • Need to feel connected to the company strategy & core purpose • Fewer VP and SVP roles • Reduce cost on travel and development programs without sacrificing learning

17. Some Lessons Learned… • Are You Willing To Start A Movement? • Clear Communication • Keep It Simple • Embedding & Change Management

18. Aware Trial Apply Excel I’m involved with X, understand why it is happening and am positive about using it I know about X and am excited about it I am actively using X and applying it to my work and objectives I am using and rewarding best practice and seeing the results in my business Have a communications plan Drive Implementation Build Awareness

19. Identify key enablers and a plan to support change

20. Considerations for Learning Communities

21. Deliberate, planned, end-to-end process where each element is essential to the overall outcome Measured - Managed - Rewarded

22. Put People at the Heart of Your Business Strategy • Your guests/customers love you wherever you are in the world • Your owners and shareholders love the great returns you bring them • Your people love your company and feel proud to work for you

23. Thank you! Talent Development & Learning