Whitbread aims to transform its corporate identity to become the most customer-focused organization in large-scale hospitality. The company is building on its core values and focusing on leadership engagement to enhance its reputation, particularly in the context of economic changes. Moving forward, Whitbread will prioritize understanding customer needs and maintaining a commitment to corporate responsibility and environmental sustainability.

1. Corporate reputation: Understanding our customers Eat, sleep & drink Whitbread Tabitha Aldrich-Smith Director of Communications – Whitbread

4. “ Creating a new corporate identity for Whitbread built around our vision”

5. Internal change momentum CEO support Fundamental identity review Recession Cost efficiency Growth slowing

6. Source: Reputation Institute 2009 Reputation of Whitbread in 2009 UK Pulse score = 67 69 68 62 66 65 62 65

7. Why now? Differentiation Opportunity out of recession Clear communication to teams in uncertain times Joined up with other parts of change programme Leadership ‘ Your Say’ engagement survey

8. The Route Map Based on Gurnek Bains, Meaning Inc. Removing roadblocks Leadership ambition External perception Strategic direction What’s special and different about Whitbread? The Whitbread Way Forward

9. Whitbread’s core values Genuine really caring about customers Confident striving to be the best at what we do Committed working hard for each other

10. Whitbread Leaders…. Create Whitbread’s Future Set ambitious goals Create space to think, plan and learn Shape and outpace the market Make Bold Decisions Act on sound analysis Focus ruthlessly on what is vital Take risks, and learn from setbacks Inspire Confidence and Belief Paint a compelling picture of the future Recognise and celebrate success Connect with people Deliver Great Results Turn strategy into action Embrace accountability Fight to win Build Exceptional Teams Select, support & stretch great people Create conditions for all to flourish Raise the bar with ‘Tough Love’ Act with Authenticity Be yourself with more skill Believe in your own value Consistent in words and deeds Build the best large-scale hospitality brands in the world by becoming the most customer focused organisation there is. Anywhere.

11. Vision The Whitbread Way Forward Our aim is to build the best large-scale hospitality brands in the world by becoming the most customer focused organisation there is. Anywhere. We’ll do this by providing outstanding value and making everyday experiences feel special - so that our customers come back time and time again.

12. Updating our corporate image

13. Unloved: badly run ‘family’ business A large portfolio of brands with a strong high-street presence and good awareness A friendly, tolerant company with a strong people culture. Good for personal development and growth Pubs, beer and a horse’s head Very strong CEO and Finance team: Tightly run business, with Premier Inn and Costa the main drivers A mixture of progressive and more traditional brands Retained friendly culture. Much more commercial/professional Disappeared City Recruitment Employee Consumer

14. No longer… Maintains… Gains… Stability Stature Contemporary Strong identity Confidence Pride Traditional Old fashioned A little dull Brewing No-nonsense Streamlined Straight-talking Well-managed Growing Progressive Focused Good Quality/value Family Value For Money Brands

15. The firm foundation and the power behind our brands Customers see brands But may discover Whitbread Employees see both The City see drivers of growth and investment case

16. What is my learning? Become the voice of team members Understand the right stakeholder perceptions Engage colleagues Believe in the importance of our reputation

17. What’s next? New CEO, what will he do? Understanding our customers – what does it really mean?

18. What does being customer focused mean? Connection to customers - personal Listen to people at front line Recognise great behaviours Deep understanding of insight Use insight to make the best decisions

19. Moving the dial on reputation

20. I pledge to car share once a week We pledge to turn unnecessary lights off

21. An integrated programme of corporate responsibility Six work streams 60% of our customers and employees were ‘concerned’ about environmental issues Achieved Carbon Trust Standard in 2009 Looking ahead Environment Employees Sourcing Health Customers Community