Human Capital Report FINAL SC

8/9/2019 Human Capital Report FINAL SC

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The Authority on World Travel & Tourism

A Career in Travel & Tourism:

UNDERGRADUATE PERCEPTIONS


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1 A CAREER IN TRAVEL & TOURISM: UNDERGRADUATE PERCEPTIONS

Executive Summary

Executive Summary Pg 1Introduction Pg 4

A New Generation of Graduates Pg 5

The Research: Understanding Pg 7Expectations and Perceptions

The Way Forward: Increasing Pg 15awareness and visibility ofcareers in Travel & Tourism

Appendix Pg 17

A Career in Travel & Tourism:UNDERGRADUATE PERCEPTIONS

Contents

There is a pressing concern within the Travel & Tourism industry that companies are missingout on the best new talent due to negative perceptions of the career opportunities availablein Travel & Tourism. In order to discuss and address these challenges, Members of theWorld Travel & Tourism Council (WTTC) formed the Human Capital Working Group andcommissioned research to:

understand the extent and nature of these negative perceptions among non-Travel & Tourismundergraduates

map Travel & Tourism opportunities against their wider career aspirations comprehend the considerations taken when choosing a career provide recommendations on how future messaging regarding career opportunities in Travel & Tourism

can best strike a positive chord with undergraduates The research was undertaken through a mix of desk review, circulation of a survey and follow up inter-

views with Members of the Human Capital Working Group.

Key Messages and Outcomes

Travel & Tourism is viewed as a reasonably attractive industry for university undergraduates but one that isstill poorly understood. Scarce information and misconceptions exist about the skills required for graduatesas well as the roles, career development and working opportunities in this industry.

Undergraduates across the three countries appear to have a very realistic outlook on the job market andemployment overall. In particular: 1) Respondents appear to be ambitious and driven by progression. Theyplace great value onto graduate training schemes. 2) CSR, ethics and values of the company are important(more so in China and USA). 3) Work-life balance matters across all regions but so do interpersonal relationships at work.

Travel & Tourism

Overall Travel & Tourism is an industry that appears to be still poorly understood by this generation ofundergraduates. Scarce information and even some misconceptions still exist about skills, roles, careeropportunities and working conditions in the industry.

While the industry is perceived as reasonably attractive - more so by the Chinese respondents, less soby the British - the reasons why the sector might be attractive include international opportunities, worklife balance or the chance to speak languages which are generally less important /decisive factors whenchoosing a job compared to job security, competitive starting salary and career progression.

From a view point of sub-sectors, Airlines, Tourism Boards and the Cultural and Heritage Sector (butonly in China and USA) are considered the most attractive in respects to employment opportunities.

In China, 87% of respondents say they would consider a career in Travel & Tourism. This comparesto 61% in the USA and further to 49% in the UK. When asked to elaborate what they like about theindustry, those who admitted interest in the sector often provide somewhat feeble reasons such as I liketo travel although some also mention their cultural interest, a belief that the sector opens the mind orindeed provides a range of development opportunities. Thus, a type of personality emerges that seemsto be naturally attracted to the sector, for whom success may be de ned by factors such as work-lifebalance, international opportunity, travel and good bene ts. Promoting careers in the sector on the basisof this de nition of success may attract a greater variety of candidates, provided they buy into the mes -sage.

The sector is perhaps less attractive to those young individuals who are driven by a more traditionalapproach to career: nancial results, achieving senior leadership positions, working for well-known com -panies in perceived prestigious sectors that provide highly paid jobs.

For more information please contact:

Olivia Ruggles-BriseDirector, Policy & Research

[email protected]

Rochelle TurnerResearch Manager

[email protected]

Copyright World Travel & Tourism Council 2013150713 - A Career in Travel & Tourism: Undergraduate Perceptions - 500


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3 A CAREER IN TRAVEL & TOURISM: UNDERGRADUATE PERCEPTIONS A CAREER IN TRAVEL & TOURISM: UNDERGRADUATE PERCEPTIONS

Amongst those who are not interested in the sector lack of information, misjudgement and preconcep-tions are common. For example, respondents are only able to identify some very broad job roles (travel,guide, management are quoted) and only a career pathway in sales & marketing is believed by allrespondents to offer many opportunities.

General career expectations, attitude and choices

The younger generations of graduates appear to have a realistic and risk adverse approach to employment,which is consistent with the desk literature and the Chinese focus group speci cally undertaken for the sur -vey. Across all regions:

Career and salary progression are scored as the top f actors in making a career choice attractive. Job security is ranked in the top-3 factors. Work-life balance is ranked in the top-4 factors.

In regards to factors that in uence ful lment at work , across the board good relationships with boss andcolleagues and clear career progression opportunities score highly. A good salary (but remarkably more soin UK and USA), ability to contribute, autonomy and adding value are also important factors but subject togreater regional differences.

There is also great consistency across the three countries around factors that will contribute far less to theirful lment at work:

Ability to use languages (13th out of 13 factors) International opportunities/travel and relocation (marginally more important to the Chinese) Diversity policies (again, marginally more important to the Chinese)

As far as salary expectations in the next ve years, there are wide differences between the three countries,with the Chinese undergraduates being far more optimistic than those in the UK and USA of their futuresalary progression. 70% of Chinese respondents said they expected to more than double their salaries com-pared to only 13% in the UK and 5% in the USA. While only 6% of Chinese students thought they wouldless than double their salary, this was 44% in the UK and 71% in USA. One quarter of those in both Chinaand the US thought that they would double their salary, rising to 43% in the UK.

When it comes to career choices, most respondents across the board focus on (sub-) sectors or pathwaysrather than a speci c industry. Graduate schemes remain a very popular choice and respondents are awarethat in current circumstances not one single tool will be more likely to lend you a job, therefore all need to

be explored: career of ces, fairs, websites, networking, social media etc. Interestingly, the only tool that isconsidered very helpful (by American and Chinese respondents) are referrals from mentors, friends familyand contacts possibly a cultural factor also linked to the availability (in the USA especially) of mentoring andsponsoring schemes.

Conclusions and Recommendations

Todays young people are conscious of the context in which they nd themselves as employment-seekers. They are realistic in their approach and hope to pursue their dream jobs one day. Many of them, particularlythose responding from China, are keen on maintaining a better work-life balance than previous generationsdid and wish to secure their future through good bene ts packages.

Travel & Tourism is a potentially interesting industry to many of these young individuals, particularly thosekeener perhaps on experience, cultural exchanges, diversity and learning than instant nancial rewards. Travel & Tourism holds up well against many other industry sectors that business undergraduates are consid-ering careers in but there remain some challenges when it comes to the understanding of the sector and itssubsectors, as well as its pro le and awareness of what a career in the sector may offer.

There is no doubt that diversity is the key to success and the industry is doing well in trying to diversify thebackground of its talent but a clear understanding of needs and gaps is required in order to address themmost effectively.

The research brings about some potential initiatives for consideration and review:

Identifying critical skills needed in Travel & Tourism

The Travel & Tourism industry has a need to identify and map out the critical skills and values ofgraduates required by the companies within it. Recruiting graduates on the basis of these skills will be abetter way of identifying the best potential talent for the industry.

Building awareness and visibility of careers in Travel & Tourism

Increase information, clarity and visibility of Travel & Tourism careers by supporting an on-line portalproviding access to career pathways, employer information, career case studies from WTTC Membercompanies, salary benchmarks with other industries etc. (see for example, http://www.careersthatmove.co.uk). Career of ces at further and higher education establishments could then be encouraged to usethis portal when guiding their undergraduates and the key messages could be built into a social mediacampaign to drive visits back to the portal.

Support a compelling, promotional campaign aimed at highlighting less obvious Travel & Tourism roles/ careers (and feeding into the above portal). This could be completed and enhanced by regional road-shows in collaboration with individual WTTC members aimed at top universities.

Addressing industry competitiveness issues

Salary and bene t benchmarks for job roles could be developed to work across industries rather thanwithin Travel & Tourism. Industry salary and bene t benchmarks are commonly held within the industrybut less is available to compare Travel & Tourism against other industries. In an age where universitycosts can leave huge debts, the best graduates have no option but to look foremost at companies thatpay the best salaries.

Increased engagement with education establishments

Greater engagement with career of ces in academia should be encouraged and planned in order to pro -vide advice on the types of careers and career pathways available within Travel & Tourism. Career of ces

are generalist by nature and are unlikely to provide information about the industry unless a Travel & Tour-ism programme is offered within the institutions they belong to. The role of career centres in educatingstudents about industry opportunities remains important to students and must be seen as an on-goingpriority.

Alumni associations can also provide a fertile ground for educating and promoting the sector, especiallywhen alumni originally did not graduate from a Travel & Tourism course. Alumni-students mentoringprogrammes as well as more general mentoring programmes in schools and universities can help inspreading a positive message and showcase aspirational role models from the sectors.

Industry leaders should be showcased more frequently and should engage with academic institutions toensure young people are inspired and motivated by the professionalism and leadership of such individu-als. Role models should also involve the less usual jobs e.g. CFO, CTO, Head of PR etc.

Partnerships should be established with schools and universities with a view to enrol students ontoplacements, internships but also discovery programmes (such as those run by WTTC memberShangri-La Hotels)


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A CAREER IN TRAVEL & TOURISM: UNDERGRADUATE PERCEPTIONS

GENERATION Y TRENDS

Generation Y has been de ned as a generation in ahurry; rushing to get on in their careers, to experi-ence new things, and to live life to the full. Beingdigital natives, those from Generation Y live andbreathe technology from the moment they wake upto when they go to sleep. They are used to instantcommunication, feedback and grati cation and intheir world this immediacy is taken f or granted.

Most know that a job for life is very rare and thisdoesnt often factor into their career planning. Theconsultancy, FreshMinds, published a report in 2007that shows that 41% of Generation Y expects toprogress rapidly in their organisation and 38% ofGeneration Y de ne themselves by their success atwork. The de nition of success however is remark -ably different from that of previous generations as itincludes horizontal moves, engagement in specialprojects, business travel, as well as the more obvi-ous money and status.

5 A CAREER IN TRAVEL & TOURISM: UNDERGRADUATE PERCEPTIONS

In 2012, Travel & Tourism directly employed 101 million people around the world. As the industry, whichalready accounts for 9% of global GDP continues to grow latest estimates put that growth at 4.4% perannum over the next ten years it will require more people to ll the new jobs created by this growth. WTTCestimates that Travel & Tourism will directly generate 24 million new jobs globally by 2023.

These new jobs will require a varied skillset across many different geographies, however there is a pressingconcern within Travel & Tourism companies that the industry is missing out on recruiting the best new talentamongst top business graduates due to negative perceptions of the career opportunities available in theindustry.

This is something WTTC member companies have already acknowledged; a 2011 survey undertaken byWTTC of its membership shows that recruitment from outside the sector, retention of staff and a disconnectbetween industry and academia are two of their most problematic Human Resources challenges.

In order to address these challenges, the WTTC Human Capital Working Group was formed, andcommissioned further research to:

understand the extent and nature of perceptions of Travel & Tourism among non-Travel & Toursimundergraduates

comprehend the considerations taken when choosing a career map Travel & Tourism opportunities against their wider career aspirations provide recommendations on how future messaging regarding career opportunities in Travel & Tourism

can best strike a positive chord with undergraduates

The ndings which are illustrated and discussed in this report are intended to form the basis of new initiativesdriven by WTTC and its Human Capital Working Group to improve the image of the Travel & Tourism industryamong undergraduates. WTTC is grateful to Qunar for sponsoring the eldwork in China.

Introduction A New Generationof Graduates

This research showcases opinions of undergraduates from the Generation Y or Millennial gen-eration. These terms, used interchangeably, refer to those students born between 1980 and 1995who have grown up with digital technology, a culture of i mmediacy and an understanding, at leastin the Western world, that a job may not be for life.

There is no doubt however that the global reces-sion has affected Gen Y views of their careers in anumber of ways. Research from Ashridge BusinessSchool in the UK into Gen Y graduates (2011) showsthat due to the nancial downturn, in the last yearor two, many have taken any job, and are workingin the right area but not their ideal job, or even arestaying in a job they dont like. However, such com-promises are unlikely to last long as many as 57% ofthose surveyed by Ashridge intend to leave their jobwithin 2 years and 40% one year.

#1 GREAT EXPECTATIONS

Generation Y individuals are ambitious, motivatedby money, challenging/interesting work and careeradvancement. They expect rapid progress in theseareas but are often frustrated by Generation X/BabyBoomers managers with more conservative viewsof the right pace of progress. According to Ashridge,over half (56%) of graduates expect to be in amanagement role within three years of starting work,while 13% of graduates expect a management rolewithin a year.

Furthermore Generation Y employees want moreat work: gym membership and sabbaticals areimportant as well as exible working, short-termcommitment, consultation, and to have their valuerecognized.

Equally important yet at the opposite end of the

spectrum Generation Y are also starting to consid-er careers outside traditional, corporate structures. Anew generation of job search websites has emergedto help talented people of any age to escape fromunful lling corporate jobs (see for example, Escapethe City).

Chinese Generation Y undergraduates demonstrat-ed a very realistic outlook in the focus group. Whileambition and a desire to earn a good salary, to traveland climb up the career ladder was certainly noted,they greatly appreciated the current economic andcompetitive environment and were less con dentin their ability to achieve their dream job. They alsoplaced great value on graduate training schemes.


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#2 WORK IS SOMETHING YOU DO, NOT SOME-WHERE YOU GO Technology makes the workplace redundant. ForGeneration Y, work is something you do, notsomewhere you go. Those from Generation Y be-lieve that you can work any place any time and thatbosses should be judging outcomes not physicalpresence. This concept certainly applies to mostcountries, but less so in China where home and/ or remote working are still f oreign concepts tobusinesses. A consequence of technology is alsofreedom in the way this generation likes to carry out

work. Older generations managers often favour amore balanced blend of freedom and control, anddo not always appreciate how importantindependence is to their younger employees.

# 3 CORPORATE SOCIAL RESPONSIBILITY,ETHICS AND VALUES

Although rather self-orientated, Generation Y hasgrown with a greater awareness of global environ-mental, social and economic issues and companyvalues. This goes hand in hand it is argued withthe way in which they use technology to make peo-ple aware of on-going issues and are able to raisethe awareness of millions in a few clicks, through Twitter, YouTube and similar social networks. Forthis generation the ethics and values of the companyare fundamentally important. They want to work for acompany that bene ts others and are likely toenquire about their future employers credentialsright up front.

Environmental and social concerns are growingamongst Chinese Generation Y, particularly thosewho have studied or worked in Western countries,and they are likely to grow in importance for Chinesebusinesses and society at large over the comingyears.

TREND #4 WORK-LIFE BALANCE

Many youths today believe that a dream job com-prises of at least one or more of the followingaspects: the job works with their lifestyle, they can

be themselves, their co-workers have the potentialto become friends and their workplace is social andfun. This group is keen to protect their interests,hobbies and personal space, yet will accept work-ing any hours required to nish a project or task thatthey have responsibility for. This might mean forexample working remotely through digital technol-ogy or working during unusual hours if that enablesthem to pursue their favourite activity all the same. Autonomy and ownership are important factors tomany in Gen Y, particularly in the United States andcan considerably impact their perception of a posi-tive work-environment, as shown later in this report.

Also important is the possibility of socialising andbuilding relationships with colleagues. Bordersbetween work and private life are often blurred, ascolleagues become friends and work related discus-sions are moved from of ce to coffee houses, barsand pubs after hours. Chinese undergraduates inter-viewed by WTTC in 2012, agreed that for the right job they would be prepared to work very long hours,however they also recognised that their parentsworked way too hard for not enough reward andwould hope to achieve a better balance especially intheir 30s when family and stability should prevail.

TREND #5 CONNECTING AND STAYING CON-NECTED

Generation Y has grown up with social network-ing and is used for developing connections and instaying connected all the time. This is true for theway relationships are developed in private life butalso for professional purposes and Generation Ybelieves that social networking is very important totheir careers. This generation is the most likely to fol-low companies on Facebook and Linked-In, to usevideo-resume/CV sites when looking for work and toleave comments or engage in a forum on a companywebsite. What this communicatively-adept genera-tion may lack in experience, it makes up for in itsknowledge and understanding of the digital space,an ever-evolving toolkit that is shaping the way com-panies and brands communicate and function.

Ability to use my languages

Strong diversity policy

International opportunities

Prestige of the industry

Potential to earn bonuses

Prestige of the companies/brand

Provides intellectual challenge

Competitive starting salary

Company values & CSR

Good benefits package

Work-life balance

Job security

Career & salary progression

0 1 2 3 4 5

Mean score responses at Q2 How important do you believe are the following in making a careerchoice attractive and Q11 How attractive do you feel T&T is as a career choice based on thefollowing areas (1 = not at all attractive, 5= very attractive)

4.54

3.61

4.29

3.51

4.22

3.79

4.213.82

4.033.66

3.923.41

3.9

3.46

3.783.59

3.73.79

3.693.55

3.54.26

3.483.78

3.16

3.75

Total (Q2)

Total T&T (Q11)

The Research:Understanding expectations and perceptions

WTTC undertook a survey of undergraduates in business, marketing and management-typestudies in the UK, USA and China between October 2012 and January 2013. A total of 2,524students responded. The survey explored motivating factors for career choice and perceptions ofTravel & Tourism in relation to these factors. It also explored respondents understanding of thedifferent opportunities available in Travel & Tourism and their knowledge of the sector. Indepthinterviews with four members of the WTTC Human Capital Working Group followed this researchin order to understand whether the student view was con rmed by those in the industry who haveexperience of recruiting and working with graduates.

Most important factors in uencing undergraduates career choice

Important factors in uencingcareer choices

Travel & Tourism is viewed as a reasonably attractiveindustry, yet one that in career opportunity terms, isstill poorly understood. Scarce information and evensome misconceptions still exist about skills, roles,career opportunities and working conditions in theindustry.

International opportunities, work life balance and achance to speak languages are what appeal most toundergraduates about the Travel & Tourism industry.However, respondents feel that other factors suchas job security, competitive starting salary andcareer progression are more critically importantoverall when deciding about the attractiveness of asector and a career choice.

From a view point of sub-sectors, Airlines, TourismBoards and the Cultural and Heritage Sector (butonly in China and USA) are considered the mostattractive in respect to employment opportunitieswithin the industry.

In China, 87% of respondents say they would con-sider a career in Travel & Tourism. This compares to61% in the USA and 49% in the UK. This differencemay be due to a large extent by the recruitment ofthe respondents in China, but when those interestedin the sector were asked to elaborate further qualita-tively, most provided somewhat feeble reasons suchas I like to travel. Those more positive towardsthe industry mention a passion for the sector andsome go to the extent of providing further justi ca -tion around their cultural interest, a belief that thesector opens minds or indeed provides a range ofdevelopment opportunities, but wider understandingappears limited.

The personality of someone who seems naturallyattracted to the sector sees success de ned by

factors such as work-life balance, internationalopportunities, travel and good bene ts. Promotingcareers in the sector on the basis of this de nitionof success will attract a variety of candidates thatbuy into the message. For those who are driven by amore traditional approach to career and areattracted to messages promoting nancial returns orachieving senior leadership positions, Travel & Tourism performs less well.

The focus on salary, career progression and work-lifebalance was con rmed by WTTC Working Groupinterviewees who commented:

Candidates are very switched on to compensation levels, particularly graduates. Because of the costsof [university] fees in the UK, s tudents are much

more assertive.

IN CHINA, 87% OF RESPONDENTS SAY THEY WOULD CONSIDER A CAREER IN TRAVEL & TOURISM. THIS COMPARES TO61% IN THE USA AND 49% IN THE UK.

base: 2524

REFERENCES

Reports2011, Generation Y Research, Ashridge Business School and ILM (UK); 2012, Human Capital Management Trends, Aberdeen Group (USA); 2011,Human Capital Trends, Deloitte Consulting (USA); 2012, Human Capital Trends, Deloitte Consulting (USA)On-line resourceshttp://www.hcamag.com/news/how-to-realise-the-potential-of-generation-y/81278/; http://www.slideshare.net/JenPro/career-development-for-generation-y; http://uk.hudson.com/generation-y-works-out-media-coverage; https://webspace.utexas.edu/cherwitz/www/articles/gibb_hannon.pdf; http://www.managementtoday.co.uk/news/786810/mt-freshminds-work-20-survey-generation/; http://www.tandfonline.com/doi/full/10.1080/0309826042000286956; http://www.ri5.co.uk/site/news/article/research-highlights-gen-y-graduates-traditional-aspirations/; http://www.thestar.com/business/article/884676--study-what-twentysomethings-want-from-their-jobs; http://www.lindseypollak.com/; http://www.mtvsticky.com/2012/04/the-game-change/#&article=60631; http://www.ypulse.com/


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We are asked about career progression all the timeduring interview

Lots of candidates ask about company values.The difference between Asia and Europe is strong.

Asia works harder and longer hours, but it is more of a highlight in China. The country is moving at such afast pace that it does impact the balance. In Europe,

people are less inclined to work the high hourswithout the bene ts.

Todays graduates leave university with signi cantdebts accrued from years of paying tuition and livingexpenses. Graduates need to nd jobs that will helpthem pay these loans off quickly an additionalchallenge in an industry that is perceived for payinglow average wages.

Cross-cultural differences of theimportant factors for a career

The prestige of a brand or industry appears to bemore important to the Chinese undergraduates thanthose in the US or UK.

UK respondents appear to be less in uenced bycompany values and corporate responsibility thanthe other two nations. They are signi cantly lesslikely to say that CSR is very important than thosein the US and China. There may be arguments tosuggest that CSR is either more engrained in UKcorporate culture or, indeed in university studies,

and therefore something generally expected by UKgraduates, or alternatively, that UK students are sim-ply more self-serving. More research or analysis ofthe literature would be required to answer this fully.

Chinese survey respondents seem to value interna-tional opportunities the most, particularly exposureto other cultures and ways of life. This could bepartly in uenced by the way in which the samplingtook place however, travel is a relatively new activityfor the fast growing middle classes and as such agreater desire to maximise the opportunity is con-ceivable.

Good bene ts packages matter a lot to Chinese andUSA students, although it has been commentedthat they are becoming increasingly more importantin the UK as well. In the USA there are few state-offered structures for health and retirement care,and as in China, employees rely on their companiesto provide health and medical cover. In China, oneWTTC Working Group member saysIt is extremelycompetitive. People will move roles at the drop of

hat for an increase of salary . Another commentsIn China, any extra bene ts one can offer goes verywell. Its a competitive advantage. In Japan, thingsare different still:In Japan we are known to workvery hard in comparison to other Asian countries.The balance is not considered as much. Its aboutcontributing to your company which is seen as yourfamily. In Singapore both husband and wife work

and family time is important, the balance is treas-ured.

When questioned about ful llment at work, however,it is interesting to notice how access to training anddevelopment is a very important component acrossall regions. In addition to the other bene ts beingoffered to graduates, Travel & Tourism will becompared against other industry sectors in terms ofhow companies commit to staff training .

In respect to the sense of value from contributionis relatively high in all countries USA, UK and Chinacountries (3rd, 5th and 6th position respectively). The need for autonomy and individual responsibil-ity is not as high, suggesting perhaps that younggenerations are putting greater value on team basedprojects and opportunities, which also links in withthe desire to get along well with colleagues (andbosses).

One further interesting aspect relates to the respons-es to Clear company strategic direction and yourcontribution to it - rated either 8th or 9th in all threecountries. Here, the link between the all-important job-security and a company strategic clarity is notmade. This may well be due to undergraduateslack of experience or their belief that in this globalworld however good a company, it will not be able toin uence and /or withstand the impact of the widereconomic context.

General career expectations, attitudeand choices

Early questions in the survey aimed at understandingand con rming the aspirations driving the youngergenerations of graduates. What emerged was arealistic and risk-averse approach to employment,

which is consistent with both the desk literature andthe Chinese focus group speci cally undertaken forthe survey. Across all regions:

Career and salary progression are scored as topfactors in making a career choice attractive.

Job security is ranked in the top-3 factors. Work-life balance is ranked in the top-4 factors.

One of the WTTC Working Group members con rmsthis by saying: We place a very strong emphasison CSR and company values; they are a core partof our business. Certainly in Asia we have a strong

reputation.

Furthermore: Receiving a good bene ts-package is

ranked in the top-5 factors by USA andChinese respondents

A competitive starting salary is far moreimportant for UK respondents

Corporate Social Responsibility and companyvalues are much higher on the American andChinese undergraduates agenda than on theBritish agenda.

This data is con rmed also by WTTC Working Groupmembers elsewhere; Lifelong employment withcompany is important (in Japan). Hierarchy plays a

large role. Job security is a major part, while startingsalary is less so as it is prestige which encouragesthose into companies.

Across the board good relationships with boss andcolleagues and clear career progression oppor-tunities top the agenda in regards to factors thatin uence ful llment at work. Of the three, careerprogression is the factor that companies are likely tohave most in uence at the recruitment stage.

A good salary (but remarkably more so in UK andUSA), ability to contribute, autonomy and add-

USA UK China

Good rship with boss/manager =1 3 3

Good rship with colleagues =1 1 1

Sense of value from contribution 2 5 =6

Good salary 3 2 7

Clear career progression 4 4 2

Excellent training/development 5 6 4

Strength of companys leadership 6 7 5

Individual autonomy 7 10 9

Clear company strategic direction 8 8 8

Variety of experiences 9 =9 13

Dynamic work environment 10 =9 =6

TABLE 1: Q6 In order to be fu lled at work, how important do you think are the following factors...

CAREER AND SALARY PROGRESSION ARESCORED AS TOP FACTORS IN MAKING ACAREER CHOICE ATTRACTIVE.

se: 2524


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ing value are also important factors but subject togreater regional differences. Interestingly, exibilityand working from a non-of ce location appearconsiderably low on the list. This seems tocontradict both what has been highlighted earlierabout work-life balance and what the literature

appears to suggest however, most undergraduatesare unlikely to have experienced the pressure ofcompeting commitments (family-career) and as suchdo not value or see these as important contributorsto their work-life balance.

At the opposite end of the spectrum there is alsogreat consistency across the three countries around:

Ability to use language skills(13th out of 13 factors)

International opportunities/travel and relocation(marginally more important to the Chinese)

Diversity policies (again, marginally moreimportant to the Chinese)

As far as salary expectations in the next ve years,there are wide differences between the three coun-tries, with the Chinese undergraduates being farmore optimistic than those in the UK and USA oftheir future salary progression. 70% of Chinese re-spondents said they expected to more than doubletheir salaries compared to only 13% in the UK and5% in the USA. While only 6% of Chinese studentsthought they would less than double their salary, thiswas 44% in the UK and 71% in USA. One quarterof those in both China and the US thought that theywould double their salary, rising to 43% in the UK.

Finding a job

This report has already discussed what under-graduates are looking for when searching for a job.Overall, Travel & Tourism emerges relatively stronglyas an industry when compared with a selection ofnine others. In terms of the industry sectors with themost or least preferred jobs, the picture emerging isone in which:

Government and Public administration jobs arestill sought after young graduates may (rightlyor wrongly) still perceive them as secure jobs.

In the USA the high value scored by Charity &Non-pro t aligns with the belief that CSR andcompany values as well as personalcontribution are very important (and possiblyprovide a less hectic environment and greaterwork life balance?).

Marketing, Advertising and PR score highlyoverall, which is in principle good news for the Travel & Tourism sector as respondents alsobelieve (see earlier on in this report) that Travel & Tourism offer many opportunities for thoselooking to pursue marketing & sales pathways.

The recent banking crisis does not seem tohave deterred British respondents fromchoosing banking and nance as the preferredsector. A somewhat different picture emergesfrom the USA where banking only comes eighthout of the ten sectors listed. For some WTTC

Member companies, however, the decline of thebanking sector has meant a greater variety ofapplicants applying for jobs in their companies.One WTTC member commented:In Londonthere has been more variety in the job

applications and where the candidates comefrom as a consequence of (loss of) job security(in traditional sectors such as banking) .

Difference between an attractivecareer choice and a career in Travel &Tourism

The results of this survey also show that there is gapin the awareness of the type and importance of skillsthat are perceived to be required in highly desir-able jobs and those generally sought after in Travel&Tourism.

Undergraduates who are not interested in theindustry demonstrate a lack of information as well asmisunderstanding and misjudgment about it.Common justi cations to the lack of interest includethe fact that the sector is for the low skilled, Iwould be wasting my talent, the sector is notchallenging enough and even my parents wouldnot agree to me working in the sector. It appearsthat Travel & Tourism therefore still faces challengesaround its image and perception with many youngpeople thinking of it as low pro le and low skilled.One of Human Capital Working Group member addsto this point:We go [] to those countries withstrong travel promotion such as Thailand and Singa-

pore to draw in those students who understand thevalue of the Travel & Tourism industry.

GRADUATE SCHEMES REMAIN A VERY POPULAR CHOICEAND RESPONDENTS ARE AWARE THAT IN THE CURRENTECONOMIC CLIMATE, A COMBINATION OF SOURCES ANDTOOLS NEED TO BE EXPLORED

When it comes to making future employmentchoices, most respondents across the board focuson (sub) sectors or pathways (51%) rather than aspeci c industry (43%) or even a speci c company(6%). This suggests that depending where therecruitment bottlenecks are, the image of theindustry itself may be less of an issue than thesalaries and bene ts being offered to graduates bycompanies in Travel & Tourism.

Graduate schemes remain a very popular choiceand respondents are aware that in the currenteconomic climate, a combination of sources andtools need to be explored - career of ces, fairs,websites, networking, social media etc.Interestingly, the only tool that is considered veryhelpful (by American and Chinese respondents) arereferrals from mentors, friends family and contacts possibly a cultural factor also linked to the availability(in the USA especially) of mentoring and sponsoringschemes.

TABLE 2: Q9 Please have a look at the list of industry sectors below and think about which you would like towork in when you graduate. Please rank your preference from 1 (most preferred) to 10 (least preferred )

TOTAL USA UK China

Marketing, Advertising, PR 4.85 4.85 3.91 5.27

Government & Public Administration 4.90 4.52 4.94 5.27

Travel & Tourism 5.11 4.84 6.06 4.96

Banking, Investment, Insurance 5.19 6.24 2.48 5.33

Media & Publishing 5.24 4.9 5.69 5.39

Charity & Non-pro t 5.37 4.35 6.9 5.74

Retail & Sales 5.94 6.39 4.96 5.91

IT & Information Services 5.97 6 6.18 5.83

Engineering & Manufacturing 6.24 5.92 7.18 6.14

Property & Construction 6.43 6.99 6.63 5.73

base: 2524


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A CAREER IN TRAVEL & TOURISM: UNDERGRADUATE PERCEPTIONS 15 A CAREER IN TRAVEL & TOURISM: UNDERGRADUATE PERCEPTIONS

Total USA UK China

Airlines 3.56 3.33 3.26 3.92

Tourism organisations (i.e. public sector,ourism boards)

3.47 3.33 3.05 3.79

Culture and heritage sector (museums, her-tage sites and galleries)

3.44 3.62 2.97 3.48

Cruising 3.42 3.52 3.00 3.50

Attractions 3.41 3.52 3.09 3.44Tour-operating and destination manage-ment companies

3.38 3.26 2.94 3.68

Online travel agencies (i.e. Expedia) 3.37 3.08 2.80 3.92

Hotels 3.26 3.19 3.09 3.41

Travel agencies 3.20 3.19 2.82 3.37

Restaurant and catering 3.15 3.14 2.91 3.28

Ground transportation (coaches, ferries,rains, car rentals)

2.78 2.67 2.45 3.02

The reason why other sub-sectors may be perceived as less attractive remains somewhat puzzling and canbe perhaps explained by the lack of information as well as misunderstanding about the sector. This conclu-sion is plausible when one also accounts for the fact that respondents are later unable to provide an answerto the top three jobs in Travel & Tourism that would appeal to them in a speci c way, identifying travel,management and guide as their top three jobs of choice.

Travel & Tourism is an industry where undergraduates will consider working in future. but there are clearlyareas where work needs to continue to highlight the vast range of career possibilities for graduates.

TABLE 4: Q11 The following sectors make up the Travel & Tourism industry. How attractive do you feelemployment opportunities are in the following sectors? (1= not at all attractive, 5 = very attractive)

This research was undertaken by the WTTC at therequest of its Human Capital Group to address apressing concern within the industry that companiesare missing out on the best new talent due tonegative perceptions of the career opportunitiesavailable in Travel & Tourism. It has provided someinteresting insights into the life and career aspirationsof the young generations as well as their perceptionof Travel & Tourism.

Young people are conscious of the dif cult context inwhich they nd themselves as employment-seekers. They are not naive overall but cautious and relativelyrealistic in their approach, while still hoping to pursuetheir dream jobs one day. Those responding fromChina, are also clear their belief that their parentsgenerations worked far too hard for what theyperceive to have been a modest outcome; they aretherefore keen on maintaining a better work-lifebalance and wish to secure their future throughgood bene ts packages.

Travel & Tourism is a potentially interesting industryto many of these young people. There appears to bea particular personality for whom success is drivenby international opportunities, development andwork life balance that is more drawn to the industrythan those who place a higher value on nancialrewards. This is an important point when it comesto recruitment campaigns and how the industry mayattract or put off graduates from differentbackgrounds.

Travel & Tourism holds up well against many otherindustry sectors that business undergraduates areconsidering careers in. A decade of effort ineducating public sector, governments and the publicin general about the economic contribution of theindustry, the growth experienced by the industryoverall versus other more traditional areas andpossibly the in uence of some mega events suchas the London and Beijing Olympics have clearlycontributed to raising its pro le. This effort should bepraised and continued in the longer term.

Nevertheless some challenges remain when itcomes to the understanding of the industry and itssubsectors, as well as its pro le and awareness ofwhat a career in Travel & Tourism may offer. Thereis no doubt that diversity is the key to success andinnovation and effectiveness in teams is known tobe driven by innovation. The industry is doing well intrying to diversify the background of its talent but aclear understanding of where the biggest gaps are isrequired. Promoting the value of a career in Travel & Tourism is something that the entire industry shouldcollaborate on in order to be placed more rmly inthe minds of graduates as a potential career choice.

The Way Forward:Increasing awareness and visibility of careers inTravel & Tourism

se: 2524


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A CAREER IN TRAVEL & TOURISM: UNDERGRADUATE PERCEPTIONS 17 A CAREER IN TRAVEL & TOURISM: UNDERGRADUATE PERCEPTIONS

The research brings about some potential initiativesfor consideration and review:

Identifying critical skills needed in Travel&Tourism

The Travel & Tourism industry has a need toidentify and map out the critical skills and valuesof graduates required by the companies withinit. Recruiting graduates on the basis of theseskills will be a better way of identifying the bestpotential talent for the industry.

Building awareness and visibility of careers inTravel & Tourism

Increase information, clarity and visibility of Travel & Tourism careers by supporting an on-line portal providing access to career pathways,employer information, career case studies fromWTTC Member companies, salary benchmarkswith other industries etc. (see for example,http://www.careersthatmove.co.uk). Careerof ces at further and higher education establish -ments could then be encouraged to use thisportal when guiding their undergraduates andthe key messages could be built into a socialmedia campaign to drive visits back to theportal.

Support a compelling, promotional campaignaimed at highlighting less obvious Travel & Tourism roles/careers (and feeding into theabove portal). This could be completed andenhanced by regional road-shows in collabora-tion with individual WTTC members aimed attop universities.

Addressing industry competitiveness issues

Salary and bene t benchmarks for job rolescould be developed to work across industriesrather than within Travel & Tourism. Industrysalary and bene t benchmarks are commonlyheld within the industry but less is available tocompare Travel & Tourism against other indus-tries. In an age where university costs can leavehuge debts, the best graduates have no optionbut to look foremost at companies that pay thebest salaries.

The research consisted of three steps: a review of published literature; survey of undergraduates in China;USA and UK, and in-depth interviews with HR directors of WTTC Member companies.

Desk review - A review of published research on undergraduate career motivations and aspirations fromselected universities and consultants was undertaken in Spring 2012. This gave a picture of generalexpectations in terms of work life balance, salary, travel, career progression etc. and how they are prioritised.Findings informed the design of the survey questionnaire which was circulated in various stages betweenSeptember and December 2012. A focus group was also undertaken with UK based Chinese studentsstudying business or management degrees at the University of Hertfordshire.

Survey - An online survey of undergraduates from around the world was undertaken exploring areas such ascareer aspirations, attractiveness of different sectors and the appeal of jobs in the Travel & Tourism industry:

This is a dif cult demographic to recruit with minimal cost and an initial attempt to recruit students to thesurvey from university websites proved unsuccessful. A separate approach for three key countries wastherefore adopted:

In the UK, responses were gathered through a reputable youth panel survey, YouthSight. In the US, responses came via the National Association of Colleges and Employers who have an

established survey panel. In China, a WTTC Member company, Qunar, sponsored the research and found the respondents

through their website. Qunar is a leading Chinese travel information and booking website. Chineserespondents (who score careers in the Travel & Tourism industry higher than students in the UK andUSA) may therefore have a more favourable impression of the industry compared to those recruited inthe other countries.

A very small number of responses were captured via direct links from universities websites.

The WTTC Human Capital Survey was completed by a total of 2524 individual respondents across threecountries: China (1004), USA (1057) and UK (463).

Interviews - Following the collection and the analysis of survey results, members of the Human Capital Work-ing Group were sounded for their views on the initial ndings. Four interviews took place in which inter -viewees were asked to provide their insights and overall comments on issues identi ed by the survey. Theinterviews proved very valuable and we are grateful to WTTC Working Group members for their input andfeedback provided.

Appendix

WTTC would like to thank the fol lowing member companies for their time and insight inparticipation in additional interviews that contributed to this research:

Shangri-la JTB Wyndham Worldwide Qunar

Increased engagement with educationestablishments

Greater engagement with career of ces inacademia should be encouraged and planned inorder to provide advice on the types of careersand career pathways available within Travel &

Tourism. Career of ces are generalist by natureand are unlikely to provide information about theindustry unless a Travel & Tourism programmeis offered within the institutions they belong to. The role of career centres in educating studentsabout industry opportunities remains importantto students and must be seen as an on-goingpriority.

Alumni associations can also provide a fertileground for educating and promoting thesector, especially when alumni originally didnot graduate from a Travel & Tourism course. Alumni-students mentoring programmes aswell as more general mentoring programmes inschools and universities can help in spreadinga positive message and showcase aspirationalrole models from the sectors.

Industry leaders should be showcased morefrequently and should engage with academicinstitutions to ensure young people are inspiredand motivated by the professionalism and lead-ership of such individuals. Role models shouldalso involve the less usual jobs e.g. CFO, CTO,Head of PR etc.

Partnerships should be established with schoolsand universities with a view to enroll studentsonto placements, internships but also discov-

ery programmes (such as those run by WTTCmember Shangri-La Hotels)

Scope and Methodology of Research

The research has focussed on non Travel & Toursm undergraduates, with an emphasis onthose within business / economics relatedfaculties.

The research has been global in approach, withmeaningful data collection and analysis repre-sentation from key markets in the USA, UK andChina.


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HAIRMAN

UI DEUTSCHLAND GMBHTUIFLY GMBH

r Michael Frenzelhairman of the Supervisory Boards

RESIDENT & CEO

ORLD TRAVEL &OURISM COUNCILavid Scowsill

ICE CHAIRMEN

EIJING TOURISM GROUPUAN Qianghairman

TIHAD AIRWAYSmes HoganEO

UMEIRAH GROUPerald Lawlessesident & Group CEO

ANDARIN ORIENTALdouard Ettedguiroup Chief Executive

LVERSEA CRUISESanfredi Lefebvre dOvidio dialsorano de Cluniereshairman

HE TRAVEL CORPORATIONett Tollmanesident & Chief Executive

YNDHAM WORLDWIDEephen P Holmeshairman & CEO

XECUTIVE COMMITTEE

BERCROMBIE & KENTeoffrey J W Kentounder, Chairman & CEO

CCORann CaillreEO

MERICAN EXPRESS COMPANY illiam Glennesident, Global Merchant Networkroup

HARAT HOTELSotsna Surihairperson & Managing Director

ARLSONouglas Andersonesident & CEO Carlson Wagonlit Travel

MIRATESary Chapmanesident Group Services & Dnata,

mirates Group

ILTON WORLDWIDEhristopher J Nassettaesident & CEO

NTERCONTINENTAL HOTELS GROUPchard Solomons

hief Executive

JTB CORPHiromi TagawaPresident & CEO

MARRIOTT INTERNATIONALJW Marriott, Jr Chairman

Arne M SorensonPresident & CEO

OUTRIGGER ENTERPRISES GROUPDr Richard R KelleyChairman Emeritus

REVOLUTION PLACESPhilippe Bourguignon Vice Chairman

RIOFORTE INVESTMENTS SA Manuel Fernando Esprito SantoChairman

SABRE HOLDINGSTom KleinPresident

SHUN TAK HOLDINGSPansy HoManaging Director

TRAVEL GUARD WORLDWIDEJeffrey C RutledgeChairman & CEO

TRAVELPORTGordon WilsonPresident & CEO

TSOGO SUN GROUPJabu MabuzaDeputy Chairman

VISITBRITAINChristopher Rodrigues, CBEChairman

GLOBAL MEMBERS

ABU DHABI TOURISM &CULTURE AUTHORITY Mubarak Hamad Al MuhairiDirector General

AEROMEXICO Andrs Conesa LabastidaCEO AGODA Rob RosensteinCEO

ALTOUR Alexandre ChemlaPresident

AMADEUS IT GROUP SA Luis MarotoPresident & CEO

AVIS BUDGET GROUPRonald L NelsonChairman & CEO

BEIJING CAPITALINTERNATIONAL AIRPORT CODONG ZhiyiChairman

ZHANG GuanghuiPresident & CEO

BEIJING TOURISM GROUPLIU YiPresident

BEST DAY TRAVELFernando Garca ZalvideaPresident & Founder

BOSCOLO GROUPGiorgio BoscoloCEO

BRITISH AIRWAYSKeith WilliamsChief Executive Of cer

CANNERY ROW COMPANY Ted J Balestreri

Chairman & CEOCHICAGO DEPARTMENT OF AVIATIONRosemarie S. AndolinoCommissioner

CHINA INTERNATIONAL TRAVELSERVICE, HEAD OFFICE (CITS)

YU NingningPresident

CHINA SOUTHERN AIRLINESTAN WangengPresident & CEO

CHIMELONGZHIGANG SuChairman & CEO

CHEN WanchenPresident

COSTA CRUISESPier Luigi FoschiChairman of the Board

CTRIP.COM INTERNATIONALMin FanCEO

DEPARTMENT OF TOURISM &COMMERCE MARKETING,GOVERMENT OF DUBAIH.E. Helal Saeed Khalfan Al MarriDirector General

DIAMOND RESORTSStephen J CloobeckFounder & Chairman

DUBAILANDMohammed Al HabbaiCEO

DUBAI AIRPORTS INTERNATIONALPaul Grif thsCEO

EAST JAPAN RAILWAY COMPANY Satoshi SeinoChairman & Director

EXPEDIA INCDara KhosrowshahiPresident & CEO

FAIRMONT HOTELS & RESORTSJennifer FoxPresident

GLOBAL BLUE GROUPPer SetterbergPresident & CEO

GLOBAL LEISURE PARTNERSMark HarmsChairman & CEO

HERTZ CORPORATIONMark FrissoraChairman & CEO,

Michel TaridePresident, Hertz International

HNA GROUPCHEN FengChairman of the Board

HOGG ROBINSON GROUPDavid RadcliffeChief ExecutiveHONG KONG & SHANGHAI HOTELSClement KwokCEO & MD

HOTELPLAN GROUPHans Lerch Vice Chairman & CEO

HUANGSHAN TOURISM GROUP XU JiweiChairman

HYATT HOTELS CORPORATIONMark S HoplamazianPresident and CEO

IBMMarty SalfenGeneral Manager, Global Travel & Transportation Industry

INDIAN HOTELS COMPANYRK Krishna Kumar Vice Chairman

INTERNATIONAL AIRLINES GROUPWillie WalshChief Executive

INTERSTATE HOTELS & RESORTSJim AbrahamsonCEOJAPAN AIRLINES CO. LTDMasaru OnishiRepresentative Director, Chairman

KERZNER INTERNATIONAL Alan LeibmanCEO

JONES LANG LASALLE HOTELS Arthur de HaastChairman

LEBUA HOTELS & RESORTSRattawadee BualertPresidentDeepak OhriCEO

LOEWS HOTELSJonathan M TischChairman & CEO

LOS ANGELES WORLD AIRPORTSGina Marie LindseyExecutive Director

WTTC Members

LOTTEDong-Bin ShinChairman

MELI HOTELS INTERNATIONALSebastin Escarrer Vice Chairman

MESSE BERLIN GMBHRaimund HoschPresident & CEO

MGM RESORTSINTERNATIONALJim MurrenCEO

MISSION HILLS GROUP

Dr Ken ChuChairman & CEO

ORBITZ WORLDWIDEBarney HarfordCEO

OTI HOLDING Ayhan BektasChairman

OZALTIN HOLDINGznur zdemir Vice Chairman

PAN PACIFIC HOTEL GROUPPatrick ImbardelliPresident & CEO

PHOCUSWRIGHTPhillip C WolfFounder & Chairman

QUNARCC ZhuangCo-Founder & CEO

RADISSON EDWARDIAN HOTELSJasminder SinghChairman & CEO

REED TRAVEL EXHIBITIONSRichard MortimoreManaging Director

RELAIS & CHTEAUX Jaume TpiesPresident

ROYAL CARIBBEAN CRUISESRichard D FainChairman & CEO

R TAUCK & PARTNERSRobin TauckPresident

S-GROUP CAPITALMANAGEMENT

Vladimir YakushevManaging Partner

SHANGRI-LA INTERNATIONAL HOTELMANAGEMENTGreg DoganPresident & CEO

SHANGHAI JIN JIANGINTERNATIONAL HOTELS

YANG WeiminCEO

SHANGHAI SPRING INTERNATIONAL TRAVEL SERVICES YU Wan Vice-President

SOUTH AFRICAN AIRWAYSMonwabisi KalaweCEO

STARWOOD HOTELS & RESORTSWORLDWIDEFrits D van PaasschenPresident & CEO TAJ HOTELS RESORTS & PALACESRaymond BicksonManaging Director & CEO

TAP PORTUGAL

Fernando PintoCEO

TRANSAERO AIRLINES Alexander PleshakovChairman

TRAVEL LEADERSMichael BattChairman & CEO

UNITED AIRLINESJeff SmisekPresident & CEO

Jim ComptonExecutive Vice President& Chief Revenue Of cer

VALUE RETAILDesiree Bollier CEO

VIRTUOSOMatthew D Upchurch CTCCEO

WILDERNESS SAFARIS Andy PayneCEO

ZAGAT SURVEY LLCTim ZagatCo-Founder, Co-Chair & CEO

INDUSTRY PARTNERSBOSTON CONSULTING GROUPDr Achim FechtelSenior Partner & Managing DirectorDr Daniel Stelter Senior Partner & Managing Director

THE COCA-COLA COMPANY Stefanie D MillerGroup Vice President, StrategicPartnership Marketing

DELOITTE Adam Weissenberg Vice Chairman & Partner, Deloitte & Touche LLP

GOOGLERob TorresManaging Director for Travel

JCBKoremitsu SannomiyaPresident & Chief Operating Of cer

SPENCER STUARTJerry NoonanGlobal Consumer Leader

TOSHIBA CORPORATION Atsutoshi NishidaChairman of the Board

VISA WORLDWIDEElizabeth BuseGroup President, APCEMEA

REGIONAL MEMBERS

ABACUSRobert Bailey President & CEO

ALPITOURGabriele BurgioCEO

APPLE LEISURE GROUP Alex ZozayaCEO

DIETHELM TRAVELRichard Brouwer CEO

DOURO AZULMario FerreiraCEO

EL CID RESORTSCarlos BerdeguCEO

JA RESORTS AND HOTELSDavid ThomsonCOO

MAKEMYTRIP.COMDeep KalraFounder & Chief Executive

MINOR HOTEL GROUPDillip Rajakarier CEO

NORTHERN CAUCACUS RESORTS Alexey AnatolyevichDirector General

PALACE RESORTSJos Chapur ZahoulPresident

ROTANA HOTEL MANAGEMENTCORPORATIONSelim El Zyr President & CEO

SHKP HOTELSRicco De BlankCEO

SWAIN TOURSIan SwainPresident

THOMAS COOK INDIA Madhaven MenonManaging Director

TREND OPERADORA LTDA Luis Paulo LuppaCEO

HONORARY MEMBERS

ACCORGrard PlissonCo-Chairman,Supervisory Board

AMERICAN EXPRESS COMPANY Jonathan S Linen Adviser to Chairman

ANDR JORDAN GROUP Andr JordanChairman

THE HERTZ CORPORATIONFrank OlsenRetired Chairman of the Board

TOSCANA VILLE & CASTELLITommaso ZanzottoPresident

UNIVERSAL MEDIA Carl RudermanChairman

CHAIRMAN EMERITUS

RRE VENTURESJames D Robinson IIIGeneral PartnerWTTC Chairman (1990-1994)

IMMEDIATE PASTCHAIRMAN

ABERCROMBIE & KENTGeoffrey J W KentFounder, Chairman & CEOWTTC Chairman (2007-2012)

FORMER CHAIRMEN

GLOBAL ALLIANCE ADVISORS LLC Vincent A Wol ngtonChairman

WTTC Chairman (2004-2007)INTERCONTINENTAL HOTELS GROUPSir Ian Prosser Retired ChairmanWTTC Chairman (2001-2003)

AMERICAN EXPRESSHarvey GolubRetired Chairman & CEOWTTC Chairman (1996-2001)

ROBERT H BURNS HOLDINGSRobert H BurnsChairmanWTTC Chairman (1994-1996)

IMMEDIATE PASTPRESIDENT

CREWE ASSOCIATESJean-Claude BaumgartenChairman & MD


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Tel: +44 (0) 207 481 8007Fax: +44 (0) 207 488 1008email: [email protected]

www.wttc.org

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