Rotana Corporate Sustainability Report 2014

59 Retaining our colleagues With the various engagement programmes and human resources practices, we were able to reduce our colleague’s turnover in 2014 by almost 3% less than 2013 and have reduced the female turnover rate from 6.3 to 6.1%. 40 30 20 10 0 2011 2010 2012 2013 2014 37.2 36.6 34.9 32.0 29.7 100 50 0 Group (18-30) 65.2 68.2 64.1 63.7 64.5 26.7 28.8 29.1 30.2 29.5 4.1 5.1 5.2 4.9 5.1 0.9 0.8 1.4 1.4 0.9 Group (31-40) Group (41-50) Group (51-60+) 120 100 80 60 40 20 0 Dubai & NE Abu Dhabi & Al Ain Syria Sudan KSA Qatar Oman Lebanon Kuwait Iraq Egypt Bahrain Turnover rate (%) Turnover rate by age (%) Turnover by region/country (%) To complement these initiatives, we have implemented an online system CHAT (Candid Honest Actual Talk) to facilitate structured communication of Rotana hotel colleagues with the company’s executive. Rotana CHAT was launched in 2014, a quarterly virtual presentation, where Rotana colleagues engage in a live chat with the Chief Executive Officer and Chief Operating Officer. While conveying Rotana’s strategic direction and updates, Rotana CHAT offers the opportunity to establish a productive and transparent dialogue with the company’s executives: updating colleagues on priority business issues to and encouraging them to express their concerns and expectations. With the ambitious company’s growth, expanding geographical spread and the raised communication expectations of the digital age, the CHAT is indeed an essential tool to ensure that our brand’s culture and stories are aligned across the company with an emphasised dialogue and engagement.