LEADERS EXCELLENCE PROGRAM

ENTRY FOR W ORLDWIDE HOSPITALITY AWARDS

BEST INIT IATIVE IN HUMAN RESOURCES AND TALENT MANAGEMENT

PROGRAM OVERVIEW

WHAT WE WANT TO ACHIEVE

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PROGRAM INTRODUCTION

LEARNING OUTCOME

Embed and drive the operational optimization principles to drive financial performance andleadership skills to to be highly effective General Managers and Leaders.

OVERVIEW

An intensive and interactive simulation-centric training program that gives the foundationalconcepts of business acumen, operational excellence, and leadership foundations.

AUDIENCENomination based

Young General Managers (0-5years)Experienced GMs (5-10years)

Director & above (Support Office –Business Leaders)

SESSIONSLaunched in February 2019

Four Sessions in 2019

SCOPEEurope, Middle East and

Africa

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SIMULATION OVERVIEW

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• Manage a newly renovated property ‘ABC HOTELS’

• Compete against other groups for occupancy and revenue

• Review business performance and market position through

financial reports and business metrics

• Analyze data on the hotel’s actual business performance

vs. the competition

• Demonstrate the Leadership competencies and people

management skills through scenarios

• Exhibit agility and be change agents when facing

adversities (wobblers introduced each quarter)

DESIGN

HOW WE WANT TO ACHIEVE IT

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STRONG PARTNERSHIP

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Interviews with Subject MatterExperts to assess businesslandscape and to be able toincorporate critical factors in thedevelopment of a realistic simulation

Collaboration with ten cross-functional departments to createa 360-degree deep dive into thebusiness Improved

business acumen,Enhancing

strategic thinking,Increasingfinancial

understanding

Quality &Brand

Experience

CostAdvantage &Procurement

OwnerRelationship

RevenueOptimization

Sales

Marketing, PRand Digital

Acumen

Safety &Security

ResponsibleBusiness

TeamManagement

AssetManagement

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BLENDED LEARNING JOURNEYOUTCOME OF THE STRONG PARTNERSHIP

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Pre-work SimulationBusinessUpdates

Follow-up

Discovery andintroduction of ABC

Hotel Group

• Introduction toprogram mission

• Self-paced• Before the face-to-

face session

Immersion into the SimulatedWorld

• Dedicated two days to run thesimulated hotel for a period ofthree years (12 Quarters)

• Face-to-face session• Group work to nurture team

dynamics and peer-to-peerlearning

• Owner presentation toLeadership team

Updates on GroupStrategy and

Priorities

• BusinessLeadership teamfrom Headquartersshare updates andbusiness priorities

• Last day of Face-to-face session

Reinforcement PostSimulation

• Post face-to-facesession

• To fostercontinuous learningand create a strongcommunity

COMMUNICATION AND IMPLEMENTATION

HOW WE MAKE IT HAPPEN

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PREPARATION

Finding internal highpotential leaders

Nomination based oninternal performance

evaluation matrix

Diverse background andprofiles to foster peer-to-

peer learning

CONTINUOUS ENHANCEMENT

ITERATE & ADAPT

Based on feedback after each session, the simulation is iterated. With the objective toenhance the simulation and make it more realistic.by adding RHG specific KPIs and acumen.

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COMMUNICATION & ENGAGEMENT PLAN

Invitation ConfirmationPre-work &

AgendaOpening by RHG

CEO

Welcome Dinnerwith Business

Leaders

Presentation ofsimulation toRHG COO

Post-sessionSurvey

Follow-upSession

Communication Campaigns

Engagement Initiatives

Communication & Engagement Channels

• E-mails• Internal Communications Platform ‘My Radisson’• RHG Learning Platform ‘Radisson Academy Online’• Face-to-face• Skype

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PARTICIPANTS REACTIONS

“Just wanted to thank you for sending me on the leadership course in Brussels. I

found the time there so valuable. One of my key take away is reflection time with myteam twice per year. Which enable a slicker and quicker organisation. Thepresentation from Chema and Gonzalo reference the detail behind what we are

doing as a company is inspiring.”- Participant July Session 2019

EVALUATION

WHAT WE ACHIEVED

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PARTICIPATION DISTRIBUTION71 LEADERS IN FOUR SESSIONS

LEADERS EXCELLENCEPROGRAM

UKIWE CESE NORTHERN EERUT MEA

February Session 4 3 4 2 1

April Session 17

July Session 4 4 4 4 3

November Session 2 4 5 3 7

TOTAL NO. OFPARTICIPANTS 10 11 13 9 28

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3

4

2

1

17

4 4 4 4

3

2

4

5

3

7

U K I RE L A NDWE S T E RN E U RO PE

C E NT RA L &S O U T H E RN

E U RO PE

NO RD I C S &BA L T I C S

E A S T E RN E U RO PE,RU S S I A & T U RK E Y

M I D D L E E A S T &A F RI C A

February Session April Session July Session November Session

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SIMULATION RESULTS

Simulation Results measured by the end of 3 years of running the simulated hotel

Revenue Generation85% of the groups

experienced anincrease in the

simulated total roomrevenue, illustratingcritical thinking and

analytic skills by beingable to navigate an

uncertain and complexenvironment to drive

revenue

Gross OperatingProfit

67% of the groupsexperienced an

increase in grossoperating profits

showing improvedinsights into how theiroperational decisions

affect costs andprofitability.

CustomerSatisfaction

73% of the team hadan increase in theoverall customer

satisfaction score,demonstrating how

learners managed todrive revenue whilealso maintaining afocus on customer

satisfaction

EmployeeSatisfaction

Over 70% of the teamsexperienced a decline

in employeesatisfaction scores. The

learning point wasprofound as theyexperienced the

difficulties of managingall of the variables of

running a hotel.

*Results measured based on the February & April sessions

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PROGRAM IMPACT

Program impact measured on the business and career development KPI

Global Review Index

47% of the participants haveachieved higher Global Review

Index (GRI) Scores ascompared to goal

Financial Gross OperatingProfit

58% of the participants haveachieved higher Financial GrossOperating Profit (GOP)% than

the previous year

Career Development

39% of the participants havereceived a promotion sinceparticipating in the program

*KPI measured based on the February & April sessions

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“I hear and I forget. I see and I remember.I do and I understand.”

LEARN TO GROW