Whitbread announces Good Together 2020 targets

-

Whitbread PLC, owner of Premier Inn and Costa, today announces new 2020 Targets within its corporate responsibility programme, Good Together. The Good Together programme was launched in 2009 and is built around three pillars of Teams & Communities, Customer Wellbeing and Environment. After making significant progress towards existing 2017 goals, Whitbread has created new targets to further challenge its business. This announcement follows a successful year of growth for the wider business across all brands.

Teams & Communities

Following the announcement on 9th April 2015 that it will create 6,000 apprenticeships by 2020, Whitbread commits to further increasing employment opportunities in the hospitality industry.  It plans to create 15,000 UK jobs, 7,500 work experience placements for school and college pupils and 6,500 structured employment placements over the next five years.

Achieving these stretching goals will contribute towards the growth of a skilled workforce in the sector, safeguarding against future skills shortages while supporting young people seeking to enter into employment in the hospitality sector.

To enhance the business’ positive societal impact, Whitbread Hotels and Restaurants aims to raise £10 million for its chosen charity of which £7.5 million will go to build the Premier Inn Clinical Building at Great Ormond Street Children’s Hospital. Whilst the Costa Foundation has already raised £7 million and has set a target to increase this to £15 million to deliver 100 school projects in coffee growing communities helping to relieve poverty and increase education opportunities for thousands of children and their families.

HRreview Logo

Get our essential weekday HR news and updates.

This field is for validation purposes and should be left unchanged.
Keep up with the latest in HR...
This field is hidden when viewing the form
This field is hidden when viewing the form
Optin_date
This field is hidden when viewing the form

 

Customer Wellbeing

Whitbread has committed to setting relevant salt and sugar reduction targets across its business and to achieve 100 percent accredited supply for ten critical product sourced commodities (cocoa, coffee, cotton, fish, meat, palm oil, soy, sugar, tea and timber).

Energy & Environment

As one of the UK’s fastest growing FTSE 100 companies Whitbread is challenged to minimise energy usage, water consumption and production of waste as it grows. Having already exceeded its 2017 carbon, water and waste targets Whitbread has set new 2020 targets to reduce carbon by a further 15 percent and water by 20 percent, both against a 2014 baseline, and to increase the direct operations recycling rate across the estate to 80 percent.

Andy Harrison, CEO of Whitbread commented:

“As we grow, we have an even greater responsibility to consider our wider environmental and societal impact.  Our Good Together programme is an integral part of how we do business at Whitbread and as the UK’s largest hospitality company, we aim to be a leader in developing sustainable business practices within our sector.  We have set new stretching targets for the next five years to help deliver a sustainable future for our company and be a force for good in the communities in which we operate.”

Simon Ewins, Director of CSR at Whitbread Hotels and Restaurants said:

“At Whitbread, we set ourselves stretching targets across our business and our corporate responsibility commitments are no exception. We are incredibly proud of the progress we have made towards our existing 2017 targets, and in line with our wider business approach, it was important for us to review these achievements and push ourselves further to achieve more.

“We would encourage all businesses to look at how they can further enhance their environmental and societal impact and would invite business leaders to work with us to share best practice across this common aim of a more sustainable future.”

Latest news

Personalising the Benefits Experience: Why Employees Need More Than Just Information

This article explores how organisations can move beyond passive, one-size-fits-all communication to deliver relevant, timely, and simplified benefits experiences that reflect employee needs and life stages.

Grant Wyatt: When the love dies – when staying is riskier than quitting

When people fall out of love with their employer, or feel their employer has fallen out of love with them, what follows is rarely a clean exit.

£30bn pension savings window opens for employers ahead of 2029 reforms

UK employers could unlock billions in National Insurance savings by expanding pension salary sacrifice schemes before new limits take effect in 2029.

Expat jobs ‘fail early as costs hit $79,000 per worker’

International assignments are ending early due to family strain, isolation and poor preparation, as rising costs increase pressure on employers.
- Advertisement -

The Great Employer Divide: What the evidence shows about employers that back parents and carers — and those that don’t

Understand the growing divide between organisations that effectively support working parents and carers — and those that don’t. This session shows how to turn employee experience data into a clear business case, linking care-related pressures to performance, retention and workforce stability.

Scott Mills exit puts spotlight on risk of ‘news vacuum’ in high-profile dismissals

Sudden departure of a long-serving BBC presenter raises questions about how employers manage high-profile dismissals and limit speculation.

Must read

Terry Terhark: Internal recruitment capacity – discovering the Holy Grail of talent acquisition

By Terry Terhark, Divisional President at The RightThing®, an...

Wes Wu: Rethinking HR Analytics

HR transformations have abounded in the last decade as...
- Advertisement -

You might also likeRELATED
Recommended to you