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Engaged and Motivated Team Members & a Sustainable Footprint

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Engaged and Motivated Team Members & a Sustainable Footprint STRATEGIC AREAS OF FOCUS ENGAGED AND MOTIVATED TEAM MEMBERS & A SUSTAINABLE FOOTPRINT ENGAGED & MOTIVATED TEAM MEMBERS SUSTAINABLE FOOTPRINT Scandic shall be an attractive employer that appeals to and keeps employees. The company Sustainability is integrated into everything Scandic does. The company and all of its stake- strives to be a workplace characterized by diversity and inclusion. holders have sustainability as a natural part of the agenda, in all decision-making processes. Scandic understands that its team members represent the brand in every interaction A sustainable working methodology reduces negative environmental impacts, contributes with guests. Work to develop the company’s culture and team members is constant. Scan- to the society in which Scandic operates and strengthens Scandic’s business. Scandic’s dic wants its guests to feel that each team member can make their own decisions within sustainability initiatives are led by a central sustainability department, but implemented by their area. everyone. Scandic challenges its team members to think creatively and come up with ideas for developing themselves and the company. Four main sustainability goals are measured using selected KPIs while Scandic’s long-term sustainability goals, stakeholder dialogues and materiality analyses are reviewed regularly. SCANDIC ANNUAL REPORT 2018 • 21 Sustainable footprint VISION, MISSION & VALUES OUR VISION OUR MISSION OUR VALUES To be a world-class Nordic hotel company To create great hotel experiences for the The foundation for the culture that characterizes Scandic With the help of our Nordic spirit, corporate culture and many people was built 50 years ago when the first Esso Motor Hotel way of doing things, we will be the best hotel company we We want to cater to as many people as we can. No opened. Even though today we have thousands of employees can be. World class isn’t about five stars, red carpets or the matter who they are, how they dress, where they are from in six countries, we always try to live up to the driving number of hotels, but about delivering an appreciated or where they are heading, we get up every morning to forces that laid the foundation for Scandic. This legacy runs experience every day, both on stage and behind the scenes create great hotel experiences for everyone from the like a common thread throughout our entire organization for our guests, customers, employees and owners. moment our guests first think of us until they check out and governs the way we recruit new team members. and tell their friends. Our culture can be summed up in four main values that team members can apply in their daily work and in all relationships, both internal and external. They are formulated and communicated internally as follows. OUR VALUES We are warm and welcoming, meeting everyone with We are reliable and always deliver consistent high quality. open arms and minds. And we care for the people, But we also exceed expectations. We know that the key planet and society around us. to success is focusing on details and constantly endeavoring to be even better. We are ourselves. We celebrate each other’s potential We dare to do things differently. We leave our comfort zone and and appreciate our differences, just as we treat look forward, always aspiring to inspire our guests, our stakeholders, each guest as a unique individual. each other and society at large. GRI: 102-16 SCANDIC ANNUAL REPORT 2018 • 43 Sustainable footprint ENGAGED & MOTIVATED TEAM MEMBERS CONTINUED FOCUS ON CULTURE DIGITAL TOOLS FOR BETTER BUSINESS 2018 was the fourth year for Scandic’s cultural platform, In 2017, Scandic launched a digital tool for social learning Inspiring Nordic. The project was started to further improve and internal communication, Fuse. At the end of the year, EMPLOYEES WITH customer service by instilling pride and a feeling of security users numbered about 2,000. One year later, there were COLLECTIVE AGREEMENTS among team members. In the first year, the cultural platform more than 9,000. One in three Scandic team members is was introduced. Following this, all team members partici- active on Fuse and the number of users has also increased pated in workshops on Scandic’s values, vision and mission. markedly as new features have been added. During year three, targeted training was held for the Social learning and shorter digital paths strengthen company’s leaders to give general managers and heads Scandic’s business. The tool is based on team members 89% of departments the tools required to develop as individuals creating content themselves that their colleagues can and develop their teams. interact with. Over time, information sharing and tips have In 2018, Scandic took the next step to fully realize the increased and it can be said that 2018 was the year that meaning of its culture in interactions with guests. The work Scandic fully migrated to a more modern way of communi- focuses on three main areas: welcoming guests, exceeding cating and learning from each other – throughout the expectations and turning disappointed customers. Work- entire company. GENERAL MANAGERS shops on these topics have been held at the hotels and The platform itself has been created to great extent by RECRUITED INTERNALLY training is continuing on the company’s digital platform for Scandic’s own team members through a project run as part learning and internal communication. Ultimately, it boils down of Scandic’s internal training program, Talent at Scandic. to imbuing team members with a sense of responsibility and On page 49, you can also read about Scandic’s Sustain- authority so that they can choose the best way to provide ability Hackathon that was held to generate ideas on how service in any situation. These service-related efforts are of Scandic can operate more sustainably with the goal of the utmost importance, not least because reviews on digital implementing solutions across the company. 81% sites such as TripAdvisor are increasing in significance. DIGITAL TRAINING HAS REPLACED THE “1 IN 3 TEAM CLASSROOM & HELPS SCANDIC MEASURE TRAINING MORE QUALITATIVELY MEMBERS IS ACTIVE ON FUSE FOR SOCIAL LEARNING AND INTERNAL Thanks to a digital tool, Scandic can optimize learning for its team members, regardless of what roles or needs the team members have. COMMUNICATION.” 44 • SCANDIC ANNUAL REPORT 2018 GRI: 102-41, 403-4, 404-1, 103-1/ -2/ -3 Sustainable footprint SCANDIC ANNUAL REPORT 2018 • 45 Sustainable footprint ATTRACTIVE EMPLOYER REFLECTING SOCIETY TO STRENGTHEN “SCANDIC OFFERS RESPONSIBLE & APPRECIATED EMPLOYER BUSINESS Every year, Scandic carries out an extensive employee sur- Scandic strives to have an inclusive culture throughout its YOUNG PEOPLE THE vey that results in a Voice Index. The 2018 Voice Index was operations. The company’s recruiting strategy is clear – OPPORTUNITY TO GAIN 771 in total. The result was affected by the Restel acquisi- it seeks diversity among its team members. The company tion since many new team members joined the company. has distinct goals linked to this area, see page 50. Gender VALUABLE PROFESSIONAL Despite such a large acquisition, Scandic placed in the distribution in the Group is 63 percent women and 37 per- EXPERIENCE. ” Excellent category among companies using the same cent men and the proportion of female general managers is measurement tools. Excluding new team members from 56 percent. The total number of employees in the Group Restel, the score was 781. The form of the survey changed was significantly impacted by the Restel acquisition and to a new two-digit index and this year’s total result was Scandic’s workforce has grown by some 13 percent since 80 according to the new index. the end of 2017. Adjusted for Restel, the increase is are an important recruiting base for its operations, and Within the framework of the Voice survey, special approximately 4 percent. many people are offered permanent employment within categories measure commitment, loyalty and work envi- Just under 60 percent of the new employees hired in the company. ronment. Four out of five team members said that they are 2018 are under 30 and of the Group’s employees, approxi- A total of 13 percent of the company’s employees are proud to work at Scandic and happy to speak positively mately 40 percent are under 30. This is natural, as Scan- over 50 and there are more than 120 nationalities working about Scandic to others. The same proportion, 80 percent, dic’s operations are affected by seasonality and temporary at Scandic’s hotels. Scandic strives to develop a rich cul- believe strongly in the company and its future direction. highs. To meet these changes in an effective way, Scandic ture with a strong diversity of skills and languages among Just as many team members, approximately 80 percent, has a great need for temporary employees. In this respect, its team members. Approximately 90 percent of Scandic’s say that they can make decisions themselves, regardless Scandic has a key role to play as a first employer. Scandic team members believe that the company is diverse and of their position, which is important in a fast-moving industry offers young people the opportunity to gain valuable that all team members, regardless of background, where customer focus is key. The increase was greatest professional experience. Scandic’s temporary employees contribute and help create value. among team members that are not managers, which may AGE DISTRIBUTION, NEW EMPLOYEES1) AN ATTRACTIVE EMPLOYER Scandic Sweden Most attractive workplace according to Visita 1,468 Scandic Finland First place in Great Place to Work, large company category NEW HIRES 2018 Scandic Denmark First place for inclusion in Great Place to Work, workplaces with more than 500 employees category Median 33 years Scandic Germany Third place in Great Place to Work, multinational 56% 40% 4 % companies category < 30 30–50 > 50 1) Data refers to permanent employees.
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