Introduction and Background

Whitbread is the UK’s largest hospitality business and a long-term constituent of the FTSE 100 index. With Premier Inn, we are the leading hotel operator in the UK and have a growing presence in Germany. We focus on providing high-quality, affordable hotel rooms with a great value food and beverage offering, creating value for our stakeholders while remaining a Force for Good.

With over 38,000 team members and welcoming 5 million guests each year, people are at the heart of our business. Our objective is to be a Force for Good in people’s lives—whether they work for us, stay with us, or contribute to our global supply chain. As the owner and operator of the majority of our hotels and restaurants, and with supply chains reaching around the world, we recognise that even small changes can have a significant impact.

Each of our three pillars—Opportunity, Community, and Responsibility—has a series of overarching goals, targets, and KPIs. Our Opportunity pillar focuses on our people; the Community pillar concentrates on the communities where we have a physical presence and our guests; and the Responsibility pillar is about managing our environmental impact and conducting business the right way. Force for Good aligns fully with Whitbread’s overarching strategic goals, which we believe are not only the right thing to do but also vital for our long-term business success. This approach helps us remain ‘future-proofed’ against changing trends, supply chain disruptions, and evolving investor and customer expectations, while also delivering shorter-term economic benefits through efficiencies.

At Whitbread, we value difference. Our commitment is to be here for everyone, championing inclusivity and driving diversity. We believe in no barriers to entry and no limits to ambition, regardless of how one identifies. In 2020, we introduced eight D&I commitments, setting tangible, positive actions to drive change across Whitbread for under-represented communities among our teams and guests. We understand that driving inclusion is an ongoing journey, and while we are proud of the external recognition received over the past year, we acknowledge that there is always more work to be done.

Challenges and Strategies

One of the primary challenges we faced in implementing DEI initiatives was embedding an inclusion lens consistently across all areas of our business. Although some strong initiatives were already in place, their inconsistent application hindered our overall progress toward a more inclusive environment.

To overcome these challenges, we established four dedicated inclusion networks representing different minority groups within our organisation. These networks were carefully structured to include members from various roles, levels, and locations, ensuring a diversity of perspectives and experiences. Additionally, we secured executive sponsorship from our Ex-Co members, who played a crucial role in advocating for and promoting inclusion from the top down. This leadership commitment was key to driving the cultural shift needed for DEI to become embedded across the organisation.

The most effective strategies included securing dedicated resources, allocating time, and assigning a specific budget to our DEI initiatives. By institutionalising these efforts and ensuring they had the necessary support, we created a more consistent and impactful approach to inclusion across the organisation. The establishment of the inclusion networks, alongside strong executive sponsorship, not only facilitated greater awareness and engagement but also helped integrate DEI into the core of our organisational culture.

Key Initiatives and Outcomes

Gender and Ethnic Diversity Representation:

• Female representation in leadership roles reached 39.8% by the end of 2023.
• Ethnic minority representation in leadership roles stood at 9.1% by the end of 2023.
• New targets aim for 45% female representation and 10% ethnic minority representation in leadership roles by the end of FY26.

Middle Management Representation:

• Efforts were made to enhance ethnic diversity in middle management through rigorous recruitment practices.
• Inclusive hiring principles were embedded across Support Centre roles, with mandated training for all managers.

Investing in a Diverse Talent Pipeline:

• Introduced a new talent cycle model across 800 Support Centre roles.
• Participated in the 10,000 Black Interns Scheme to promote diverse talent equitably.
• Continued efforts to collect gender and ethnicity data for talent review processes.

Data Collection and Understanding Team Identities:

• Published the 2023 Gender and Ethnicity Pay Gap report to review insights.
• Collected data in line with the 2021 UK Census to understand individual experiences.
• Aiming to produce pay gap reporting for areas including disability and LGBTQIA+.

Inclusion Events and Networks:

• Celebrated cultural events such as International Women’s Day, Black History Month, and Pride season.
• Inclusion networks like enAble, the Gender Equality Network (GEN), GLOW, and the Race, Religion & Cultural Heritage Network (RRCH) played a significant role in fostering inclusivity.
• Supported initiatives like Purple Tuesday, World Menopause Day, and the Purple Sunflower Scheme to enhance experiences for disabled individuals.

External Partnerships and Thrive Programme:

• Collaborated with institutions like Derwen College and Hereward College through the Thrive Programme to support young people with special educational needs in gaining employment.
• Aimed to increase the number of supported internship placements at Premier Inn to provide hands-on experience in the hospitality sector.

Organisational Growth and Learning

Our focus on DEI has significantly influenced Whitbread’s growth and development. By fostering an inclusive environment, we have not only enhanced team member engagement and satisfaction but also improved our ability to attract and retain diverse talent. This inclusive culture has driven innovation and creativity, contributing to our overall business success.

Through our DEI efforts, we have learned that inclusion is a continuous journey that requires sustained commitment and action. Key lessons include the importance of strong leadership in driving DEI initiatives, the need for dedicated resources and time, and the value of setting clear, measurable goals to track progress and hold ourselves accountable.

Future Plans and Goals

Looking ahead, our goals for DEI include continuing to build on our progress by setting even more ambitious targets for diversity representation, expanding our inclusion networks, and enhancing our data collection efforts to gain deeper insights into the experiences of our team members. We plan to sustain and expand the impact of our DEI initiatives by embedding inclusion even further into our business practices and ensuring that our commitments are aligned with our long-term strategic goals.

Advice for Other Organisations

For organisations looking to enhance their DEI efforts, we recommend starting with strong leadership commitment and setting clear, actionable goals. Building a more inclusive and equitable workplace requires embedding DEI into all aspects of the business, from recruitment and talent development to company culture and community engagement. Additionally, securing dedicated resources, time, and budget is critical to ensuring the sustainability and effectiveness of DEI initiatives.

Learn More:https://www.ethnicityawards.com/top-10-outstanding-employers-2024/