Rotana Corporate Sustainability Report 2014

56 I believe that the lowest paid job at a hotel is very often the most important for its success. You can go to the best hotel in the world, but if your plate is not polished, your glass is not clean, or the bellboy not as friendly as the manager, you may not want to head back there, It is our people that make all the difference to Rotana’s continued success. Selim El Zyr Vice Chairman With 20 years’ experience of hiring competent people in the industry to run our hotels and resorts, it makes the service experienced by our customer world-class. Attracting, developing and retaining the right talents are fundamental to our success. We aim to ensure colleagues development, training and retention strategies. We operate surveys and competency programmes, participate in career fairs, as well as a centralised recruitment system that gives access to colleagues from around the world. Our priorities Profile Talent acquisition To attract and source the right talent, in line with our on-going workforce expansion. Leadership development To develop a robust and diverse pipeline of leaders. LD resources To enrich our learning and development resources and portfolio with new competency /values driven programmes. Colleagues engagement To maintain a highly engaged, empowered and accountable culture. The total permanent headcount in our hotels at the end of 2014 was 11,031 colleagues. The overall gender split of our colleagues is 81% male and 19% female. The age profile also remains relatively young (53.5% younger than 30 years, 2% older than 50 years. The proportion of senior managers (Department Head and General Managers) is 4.53%. 20 10 0 2012 2013 2014 % females total colleagues % females management level Colleagues by gender 10,000 8,000 6,000 4,000 2,000 0 Bahrain Egypt Iraq (Kurdistan) Kuwait Lebanon Oman Qatar Saudi Arabia Syria UAE Sudan 121 439 365 164 216 327 412 210 325 56 8,396 Colleagues by country Value to the business