What type of business is premier inn

We've come a long way from our origins as a brewery founded by Samuel Whitbread in , to the FTSE company we are today, powered by more than 35, of us. Ours is a proud story, built on the products we make, the services we provide and the people who make it great.

Whitbread has always had a talent for finding the trends and using our expertise, built on centuries of experience, to move with the times to build an even bigger and better Whitbread for an exciting future. At Whitbread, there are no barriers to entry and no limits to your ambition. After all, there are not many sectors where you can go from your first job, to running a million pound business in just a few years. We fundamentally believe that our success is down to our motivated and highly engaged team members.

Creating and developing high performing, competent and motivated teams ensuring exceptional guest experiences making us the most loved hotel brand. If you want to be part of a dynamic management team and our vision, make a name for yourself with an established and growing brand leader and have the skills, personality and passion to create moments that matter for our teams and guests then apply now!

Join us and be at the heart of making sure that every guest can feel comfortable and relax while they stay with us. Making sure that everyone has an opportunity to work with us At Whitbread, we are committed to championing the employment of everyone. At Derwen College, which works with young people with learning difficulties and disabilities we built a Premier Inn training centre complete with a reception, four bedrooms and laundry room on site, all while providing our industry standard training for the students.

One year on it has seen 36 student through the training programme with many now employed in our hotels and we have set up another centre at Hereward College.

Diversity in people creates diversity of thought, and diversity of thought leads to new ways of thinking and doing. We invest in people With leading training and development programmes, we're a place you can really build your career. We support our team members to develop their careers through a range of training opportunities, including our leading apprenticeship programmes, whatever their age or ability.

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While there is almost no corner of the UK the Premier Inn team will not look at, Greater London remains a key focus, with plans to increase its current number of 8, rooms, across 55 hotels, up to nearly 20, rooms by Other target areas include Brighton, Newcastle, Oxford and Cambridge. Planning permission can be challenging at times and hold up a development, but the creation of jobs within a new hotel is often a persuasive factor.

Local opposition to a Premier Inn can lead to a hotel being turned down, as has happened in Lewes and Falmouth.

Meanwhile, a new model for Premier Inn - the Hub, which will feature rooms measuring The first Hub will have bedrooms and will open within a converted office block on St Martin's Lane, London, this autumn. With so many openings in the pipeline - there are a further 10 planned before the end of the year in locations as diverse as Eastbourne, Haverfordwest and Manchester - Allum has a strong team to co-ordinate the launches.

Evans is supported by four new openings managers, who look after all new hotels south of Milton Keynes; while her counterpart in the North, Dave Ingham works with three new openings managers. Kate Bond, senior new openings manager training heads a team of 11 trainers, with two staff at Whitbread's head office in Dunstable, providing administrative back-up.

For every opening, the team has to complete a list of actions, from ensuring a postcode for the property is in place to recruiting the operations manager. Looking after existing hotels is just as important as ensuring that every new property is up to scratch. To ensure that no property falls below an acceptable standard, a year maintenance programme is in place, with each hotel - no matter what size or where it is located - being painted and decorated throughout every three years.

This year will see around 3, bedrooms being completely renewed. Depending on the size of the hotel, a total refurbishment can take around four to five months, working at an average rate of 14 bedrooms per fortnight. As well as providing a refresh, the year programme also enables any specific improvements that need to be made to a site, such as the reconfiguration of space in the public areas to make them more user-friendly and efficient.

The latest look, involving the design of the fixtures and fittings both in the public areas and bedrooms, is known as ID4 and was introduced into a new hotel in Bedford in early The product team is already researching ID5, a process that will take several years and will take into account guest research on ID4. Looking after an average, on a mid-week night, of 69, guests - a number that grows with every new hotel opening - it is paramount that Premier Inn is on top of its staffing levels.

A property of around bedrooms will need 45 staff. The operations manager and food and beverage manager, who are the only two salaried staff, will be appointed 12 weeks prior to a new opening.

They will work alongside a cluster manager, who is generally responsible for five to nine properties. Most employees are selected with help from People 1st and Jobcentre Plus, often through recruitment days. Nine weeks before the Hackney opening, 40 jobseekers attended such an event, resulting in the recruitment of nine staff with a further five considered for future openings.

Four weeks out, the training programme gets under way, with the final week prior to opening devoted to practice runs attended by a team from head office, employees, friends and family. This is when Forrest visits and carries out his spot checks. Someone who has worked in a fast-paced retail environment will usually have skills that can be transferred to Premier Inn. The holding of community fundraising events prior to every opening not only establishes relationships with the locality, but also aids the bonding process between staff.

There is generally no shortage of candidates coming forward for jobs. It is not unusual for applications to be received for 20 to 40 positions at a new opening.