Managing a strong portfolio of brands, relationships and ... - Exception!

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EMPLOYEESBuilding employeerelations on respectHuman resources and training are brand-specific, but some resources areavailable cross-brand. The Management School is one such institution.Rezidor SAS is an international company of Scandinavian origin.We operate in 40 countries with a large diversity in cultures, customs,religions and languages.Due to this complexity, each country follows its own set oflocal labour regulations, while sharing the global standardsstipulated in our Human Resource Guidelines, as well as brandspecificvalues. All regions comply with local labour laws andgovernment initiated guidelines.The focus of labour laws varies substantially in the differentregions and consequently different demands are made on thehotels throughout our company. In Scandinavia, the focus is onjob flexibility and equality in the workplace. This has for exampleresulted in projects regarding how to better listen to the needsof senior staff. In Germany and the UK, several projects tookplace in 2002, designed to find suitable tasks and assignmentsfor employees with disabilities. In the Middle East, projectswere initiated to improve staff quarters. These were very differentprojects, but they shared the goal of maintaining diversity inour workplace and improving working conditions.had an increasing focus on personal development. Surveys indicatethat a majority of people working in the hospitality industrydo not want a traditional career: they want to perform better atwhat they’re doing rather than do something else.As a result, we are committed to offering training for horisontal/professionalexcellence as well as vertical/career development,enabling each employee to develop to his or her fullpotential. Human resources and training are brand-specific, butsome basic and advanced resources are available cross-brand.The Management School is one such institution.Each hotel follows its own setof local labour regulations,while sharing our global standardsstipulated in our HumanResource Guidelines.ENSURING HIGH EMPLOYEE SATISFACTIONThe UN Declaration of human rights underlies our relationshipwith all our hotel staff: the cornerstone of the Human Resourcespolicy is that all people are born equal with equal rights. RezidorSAS strives to be an equal opportunity employer and employeesatisfaction is measured yearly. This allows for evaluation andrefinement of the human resources process but, most importantly,focuses on how to manage and lead staff.CONTINUOUS TRAININGAligning employee and brand values is about recruiting, trainingand developing people who, at an individual level, identify withthe core values of the brand. Training has two main focal areas– career development and personal development. Traditionallythe focus has been on career development but we have alsoThe Management School is not simply a training platform; it is amedium through which we convey both our company cultureand an understanding of the industry we’re working in. The programmesoffer enhanced individual and career developmentand they also help to directly reinforce the company’s performanceculture. Over the years, more than 3,500 employees havebenefited from this unique initiative.The Per-Axel Brommesson Scholarship Award, is anotherway in which we encourage and help our top talents to developtheir knowledge bank at universities and educational institutionsaround the world.44
NY BILD KOMMERThe Yes I Can! serviceexcellence programmewill go across all our brands.Relationships45
Page 1: Managing a strong
Page 5 and 6: Rezidor SAS GroupGroupHighlights 6L
Page 7 and 8: Four new brandsjoining Europe’spe
Page 9 and 10: we’re re-engineering and creating
Page 11 and 12: AN EIGHT YEAR TRACK-RECORDOF CONTIN
Page 13: NUMBER OF PROPERTIES, 2002Rezidor S
Page 16 and 17: and product quality, however with n
Page 19 and 20: REZIDOR SAS MARKET OVERVIEWContinue
Page 21: GroupIncreasingly, the majorchains
Page 24 and 25: Full-service with satisfaction guar
Page 26 and 27: REZIDOR SAS BRAND CONCEPTSFrom effi
Page 28 and 29: REZIDOR SAS BRAND OPERATIONSGrowing
Page 30 and 31: RE-EVALUATING HOW WE DO BUSINESSRad
Page 32 and 33: RADISSON SAS PERFORMANCEYet another
Page 34 and 35: Radisson SAS’ innovative marketin
Page 37 and 38: RelationshipsLeveraging strong rela
Page 39 and 40: GOAL/AMBITION ACTIVITY RESULTTo inc
Page 41: Our Safety & Securityprogramme is b
Page 47 and 48: SUPPLIERSThe momentumof buying powe
Page 49 and 50: expected strong expansion of all br
Page 51: RESPONSIBLE BUSINESS TRAINING, 2002
Page 54 and 55: REZIDOR SAS PROPERTIESManag
Page 57 and 58: able for conversion, so new constru
Page 59: BERLIN, GERMANYOur first Park Inn w
Page 62 and 63: Statement of theBoard of Directorsa
Page 64 and 65: Board of Directors’ ReportPRIMARY
Page 66 and 67: MARKET DEVELOPMENTThe travel market
Page 68 and 69: Accounting PoliciesThis Annual Repo
Page 70 and 71: purposes. The assets’ value for t
Page 72 and 73: Income StatementConsolidated Accoun
Page 74 and 75: Balance SheetConsolidated AccountsP
Page 76 and 77: NOTES TO THE ACCOUNTSGroup1.Group c
Page 78 and 79: 2.Related partiesRelated parties wi
Page 80 and 81: 9.Ownership in associated companies
Page 82 and 83: 18.Leasing commitments20. Litigatio
Page 84 and 85: 84Rezidor SAS Organisation with bra
Page 86 and 87: Rezidor SAS Organisationwith Brands
Page 88: Rezidor SAS locations in Europe,the

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