HR strategy

We operate in a dynamic international environment in around 55* countries, where we meet a wide variety of challenges with our global headcount of around 77,000 employees. Not only do our staff make an essential contribution to forging the identity of the company, they are also the key to our success. In order to secure this success in the long term, a holistic and future-oriented HR strategy has been firmly anchored as part of our corporate goals.

oneTUI is the strategic programme designed to build on cooperation within the Group and to make optimal use of our vertical structure with all the advantages it offers. We work jointly as “one team” to tackle challenges and tasks related to HR policies. In the financial year under review, our measures for Group-wide talent management were rolled out further. They include joint succession planning, the identification and development of high potentials and a cross-functional exchange designed to attune employees and executives to the needs of the individual business divisions. At the same time, we are creating a framework that opens up additional prospects for our employees and managers and builds their long-term loyalty to our Group. We firmly believe that we have a first-class management team and a talented, passionate workforce whose commitment enables our guests to enjoy unique holiday experiences.

* based on company HQ

Junior staff development and recruiting talent

Recruiting talent – Employer branding

The employer branding campaign “One Day at Work – 3,036 Smiles” was unveiled in March 2012, and its success carried over into the last financial year. In 2011 the participating myTUI career companies attracted approx. 5,000 applications, but in the latest reporting period that figure was up to around 16,000. If we set that against the number of advertised vacancies, applications have increased by altogether 43 % since the employer branding campaign was rolled out in Germany.

In addition to this, after evaluating responses to the 2012 employee survey “Your Voice”, TUI Travel introduced a new employer brand, describing in inspiring terms what it means to work for TUI. The campaign is based around three main pillars: together we can achieve success, overcome borders and tap into a diversity of development opportunities.

Since July 2013 the company has also had new career portal. All job vacancies are now displayed in one place for the first time, making the career opportunities at TUI more visible. The portal is being developed so that employees across the Group will have access to these vacancies.


The development of junior staff in the TUI Group is a major investment in the future and makes a key contribution to the creation of excellence among the workforce. We want to support Germany’s industrial role and strengthen the basis for that by providing good training for the next generation. In Germany, young people can choose between traineeships for fifteen different job profiles and two university sandwich courses. As at the 2014 balance sheet date, 560 young employees in consolidated companies in Germany were taking part in these training schemes. Around 150, i. e. 67.6 %, of the trainees who finished their course in 2014 were taken on by the company. At 5.5 %, the training ratio matched the previous year’s level.

But nurturing the new generation abroad is also very important to TUI. In April 2014, for example, two young Spaniards began a three-month placement at TUI Deutschland. This was part of the Adelante programme set up by the Chamber of Industry and Trade in Hanover. The Adelante programme is seeking to offer young Spaniards new job opportunities and thereby to counter high youth unemployment in Spain. In September 2014 these two interns, joined by another young woman from Spain, began a one-year training course, during which all three will experience a variety of TUI Deutschland operations. Our hotel sector is also promoting training for young employees in the destinations, with both specific provision of training cours­-es and trainee exchange programmes.

Recruiting the next generation

The competition is on for young talent, whether as skilled workers or as executives, and so TUI undertakes a range of activities to showcase its credentials as an attractive employer. Apart from offering classical traineeships, TUI works, for example, in partnership with universities to interest undergraduates who are acquiring appropriate qualifications in a future career with the company. Customised programmes for graduates in a variety of Group operations enable the participants to launch their working careers successfully.

young employees in training
schemes IN GERMANY

This engagement is reflected in the employer rankings among young university graduates in the United Kingdom. In recent years TUI Travel has been steadily climbing the table at “TheJobCrowd” and has now joined the most popular employers with a place in the “Top 20”.

A further crucial element in the development of junior management staff is the TUI Group’s International Graduate Leadership Programme for those with a university degree. The international programme takes 18 months to complete and offers participants a comprehensive overview of the tourism business backed by a mentoring scheme. All programme participants have a command of at least two languages and broad insights into our international business operations. In 2014 26 participants from different backgrounds took part in the programme. In addition, individual Group companies such as TUIfly and TUI UK & Ireland run trainee programmes of their own.

A highlight for four management trainees this year was meeting His Royal Highness Prince Andrew, Duke of York, during his official visit to Lower Saxony to mark the tercentenary of personal union between the British monarchy and the duchy of Hanover. The Prince expressed a particular interest in vocational training and continuing professional development.

Competing for talent

TUI does not see HR development merely as a tool to close the skills gap, but rather as a strategic tool offering a wide range of programmes and methods to identify and develop potential executives and prepare them for the expectations they will face. We know that the successful implementation of our strategy calls for strong leadership and clear promotion prospects across all tiers.

In the period under review, activities to introduce the Group-wide talent management system continued apace in building cross-functional exchange. In addition, there are specific talent management programmes in individual companies, e. g. in Hotels & Resorts or in tour operation.

Our learning conferences are an opportunity for managers and talents to engage in cross-company exchange and learn from one another. The issues taken up at these conferences are crucial levers to ensure both the success of our company and em­ployee satisfaction. The initiative was first launched by TUI Deutschland and has been successfully ad­opted across Mainstream entities in Germany.

At the international level, TUI Travel continues to run the “Global High Performance Leadership”, “Horizons” and “Perspectives” programmes as key components of its leadership development efforts. While the first of these focuses on top management and seeks to promote strategic thinking and build leadership skills, the second is designed to give our “rising stars” a deeper understanding of Group strategy and mobility within the Group. “Horizons” targets high-potential manag­-ers and possible successors for executive positions – participants are challenged to identify solutions to a corporate initiative while at the same time developing their own personal leadership style.

In addition to this, two programmes have been devised to develop managers at all levels: “Leadership Essentials” is aimed at young hopefuls. It focuses primarily on self-management and staff management skills and addresses the form of conduct TUI expects from its management team. The target group for “Leadership Evolution” are experienced managers keen to discover options for further career development in a rapidly changing corporate environment.

Continuous professional development

Our HR development is strategically conceived and holistically designed, offering all managers and employees attractive opportunities for continuing professional education. Strengthening specialist and managerial skills plays a key role in this.

Our employees and divisions can draw on a broad range of training opportunities: HR development programmes, technical courses and seminars, and specific schemes designed to meet the needs of particular operations.

Promoting life-long learning and development, like diversity and staff motivation, are fundamental principles of our corporate culture.

Apart from management taster events, there is an increasing demand for individual coaching. One important priority is the conception and implementation of individual in-house training modules for tailored company and personal development.

Another focus in our training programme, alongside the acquisition, consolidation and preservation of vocational expertise – especially in the digital media and in tourism – is the enhancement of distribution and communication skills.

A range of formats for foreign language learning and education around health management provide a further focus for training.

Many topics are already on the agenda for 2015, aimed at underpinning TUI’s strategic orientation and reflecting the oneTUI spirit. These include, for example, TUI’s “Digital Journey”, the virtual workplace, intercultural skills and a series of events on the subject of ambiguity.

Change Labs – Preparing management for change

All TUI Deutschland managers were primed for change management in the recent financial year. The Change Lab, delivered by an external consultant, prepared managers for the transformation or our entire business model and the fusion of six companies into two, along with the associated structural and cultural changes. About 200 managers took part in the two-day event. The Change Lab involved them in the process of change, built response skills, and taught them how to consolidate their role as change managers and mo­-bilise staff engaged in transformation processes. The measure was perceived by outside observers as inno­vative and presented at Germany’s biggest HR conference in Berlin.

Learning Management System

The roll-out of the Global Learning Management System will continue. Once the system has been fully implemented, employees in every operational entity and in every country will have access to the latest learning content.

The Learning Management System was developed to meet highly diverse learning requirements. The System content includes not only HR development for staff and management, but also units for teaching specific technical expertise. The portal facilitates independent learning, enables multiple languages and can be accessed via the Internet. The content can thus be proc­essed any time and anywhere, using laptop, i-Pad or smart phone. A further achievement of this system is that it promotes co-operation and knowledge transfer across the Group.

More details:

Global mobility and cross-border co-operation

In December 2013 TUI announced that its Mainstream activities were to be transformed into One Mainstream, and this has created a matrix organisation that opens up new opportunities for our employees to work together. The result has been to facilitate a global best practice model and the promotion of global mobility.

The Digital Transformation Model is an excellent example of this co-operation, as it has established various centres of excellence, or “hubs”, where digital solutions can be developed once over and then applied in all source markets. TUI’s successful Digital Assistance App, for example, was conceived in a hub of this kind. It enables employees from different countries to get together with other colleagues in projects for the whole Mainstream business, without having to confine themselves to their own source markets.

A new HR function has been set up to encourage global mobility within the Group, focusing on our management tier and our in-house talent pools. This will help us to achieve our strategic target of more overseas assignments and improves the opportunities for Group-wide career advancement at home and abroad.

Encouraging creativity:
TUI’s crèche in Hanover for
the children of employees

To secure enough future potential among our junior employees, we have formed “talent committees”, where the various business units will find it easier to contribute on issues relating to talent management.

These initiatives will encourage the effective management of mobility among our employees within the Group companies or business lines, thereby improving career design and cross-border co-operation.

Work/life balance

As a founding member of the German employers’ network “Erfolgsfaktor Familie”, TUI supports its employees in finding ways to reconcile professional and family interests. Men and women, junior employees and executives can all take up these offers. Measures to assist employees with small children or relatives in need of care, and those with other responsibilities, are summarised under the heading “Modern Families”. The support framework in Germany includes flexible work­ing hours, different part-time models and the option to take unpaid leave.

TUI’s Summer Academy for school students, run for the third time, is another strategic project to promote the reconciliation of family and professional life in its own unconventional way.

TUI furthermore provides assistance with child care. In 2014 the company nursery, the Little World of TUI, became the first day-care centre in Lower Saxony to be awarded the “Healthy Kindergarten” certificate.

Health management

At TUI everything centres on our staff. The health of our employees constitutes the basis for their productive, creative and innovative commitment to their everyday work. Health management activities also help to reduce time of absence, and they are in general the token of a modern-day employer. In 2014, TUI AG was again placed in the Excellence Category of the Corporate Health Benchmark for Germany and underwent a corresponding audit.

Promoting workplace health

Health management activities are initiated and evaluated centrally by TUI AG. Every company in the Group has its own health co ordinators and safety reps who organise local activities. Various inter-company committees ensure that they are well networked.

Health management activities at TUI AG are geared to the following priorities:

Health Team


  • Occupational physician
  • Chiropractor
  • Dietician
  • Psychologist


  • Employers’ liability insurance funds
  • External providers
  • Specialised institutes
  • Health insurance funds
  • Universities

Mental Wellbeing

Talking it through

  • Occupational reintegration management
  • Health coaching
  • First stop: the team
  • Resilience training

Advice for managers

  • Healthy managing
  • Quiet room

Fit With TUI

Broad range of health-­ enhancing activities

  • Sport at the workplace (incl. running, Nordic walking, upper body exercises)
  • Relaxation (e. g. massage, qi gong, yoga)
  • Prevention campaigns (vaccinations, back examinations, eye tests)
  • Information and exchange for employees

The TUI companies in Germany were again certified by ifis Gesundheitsmanagement, as in previous years, as meeting the criteria defined by the statutory health insurance providers for companies promoting health.

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Safety at work

Our aim is to provide the maximum level of workplace safety for our employees. The industrial safety specialists at TUI are employed on the books of a German service company which belongs to the Group. Deploying these safety specialists ensures the highest standards of workplace safety. Their activities include briefings, hazard assessments, consultation for decision-makers within the company and training schemes for health and safety officers, first aid and evacuation assistants, fire protection officers, and the members of staff responsible for inspecting ladders, shelving and hazardous substances. The health and safety management system has been certified according to OHSAS 18001. Certification of the occupational health and safety management system was also re-obtained under NLF/ILO-OSA2001 from the VBG, the German social accident insurance institution for the administrative sector. TUI AG and TUI Business Services GmbH both received a bronze medal when VBG announced its 2014 awards for occupational health and safety.

In the destinations, too, workplace safety is seen as extremely important. The Group’s hotel chains conduct risk assessments and fire drills. Local employees are trained in first aid and evacuation procedures. On board the TUI cruise liners, great attention is paid to occupational safety and health. To minimise or prevent injuries on board ship, TUI Cruises likewise highlights the importance of safety to crews. The “Safety First” programme is designed to involve crew members directly in devising the solutions to any issues. Selected improvements are continually implemented on all vessels operated by TUI Cruises.

TUI Travel distinguishes for occupational safety purposes between aviation and non-aviation activities. In the aviation business all airlines have detailed regulations about ensuring safety in the air and on the ground and they are inspected regularly. In the non-aviation field, health and safety management systems are applied and constantly updated. One feature is the “Safety in your workplace” programme, which provides employees with an overview of the issues concerned.

Diversity management and inclusion

In the world of employment, diversity is about maintaining a broad mix in a company workforce. Differences can result from people’s origins, their ideas and their personal histories. The aim of inclusion is to enable people to participate regardless of visible characteristics or different cultural and social values. By signing the Diversity Charter in 2008, TUI gave a fundamental pledge to promote people diversity inside and outside the company. The signature also implied a challenge, because that pledge needs to be seen and experienced constantly by means of campaigns. For TUI as a global player in tourism, diversity and globalisation are key to corporate success.

The following diversity and inclusion campaigns are being implemented:

Mixed leadership

Supporting women in a managerial career is another important aspect of our activities to promote diversity. Wide-ranging initiatives, such as mentoring programmes, are designed to provide sustainable support for female employees in their professional development.

At the end of the financial year 2014, women accounted for 55.5 % of the total Group workforce. In Germany the proportion was 67.9 %, very similar to last year. Across the Group as a whole, 27.9 % of our female employees work part time. The figure is sig­nificantly higher in Germany at 43.8 %.

In Germany, the proportion of women in senior management positions rose from 34.5 % to 36.3 %. However, the figure for the Group declined from 35.1 % to 29.5 %. The decline was primarily due to extending the report­-ing procedures to TUI companies that had not been included in the past. Besides, the airline operations of TUI UK & Ireland, where a high percentage of managers are male, were factored in for the first time in financial year 2013/14.

There has been a rise in the proportion of women serving on our German supervisory boards. On the balance sheet date the percentage was nearly 28 %, which was about 3 % up on the previous year.

Although we already have a high proportion of female managers, our aim is to increase this even further. However, we have consciously opted not to introduce a set quota, because our selection procedures for vacant positions are gender-neutral and based on the best qualifications for the job. We want to offer female and male candidates equal opportunities within the TUI Group.


Employee representatives within the Group

There are many information and consultation bodies for employees in the TUI Group, representing individual companies or groups of companies in a national and international context. They discuss, take decisions and support essential operational and commercial measures. In this way they serve the interests of employees and companies in the Group, contributing to the stability and sustainability of corporate decisions and processes.

TUI European Forum

This body is made up of representatives from the business sectors and the countries of the European Economic Area within which TUI operates. The TUI European Forum is kept abreast by Group management of corporate decisions affecting more than one country or company. Following the consultation process, Forum members then inform the employees in the countries concerned and remain involved in the implementation of the economic, social and environmental measures previously discussed with Group management. The TUI European Forum thus assumes a great responsibility for promoting and integrating our international workforce. In financial year 2013/14, 49 representatives from 14 countries were delegated to the Forum.

The principal topic during the reporting period was the transformation of the Mainstream business at TUI Travel into a global matrix organisation with cross-border teams.

TUI AG Group Works Council

The Group Works Council represents the top level of co-determination within the Group for employees in the German companies. It currently has 24 members from 19 entities. By sending delegates to the Group Works Council, the local and general works councils and other joint bodies who nominate delegates receive regular, up-to-date information about the operational challenges facing the Group. Thanks to co-determination and their subsequent involvement in implementing requirements and issues, these delegates ensure a high level of penetration within the Group workforce.

The focus during the reporting period lay with the incorporated merger of the tour operator TUI Deutschland GmbH and the stationary distribution entity TUI Leisure Travel GmbH. In addition to this, the service and support functions hitherto dispersed among several separate companies were clustered under the common umbrella of TUI Business Services GmbH. The social partners accompanied and negotiated these changes within a framework of trust: legacy pay grades were secured in a transitional collective agreement with the ver.di, the united service sector trade union respon­sible for this sector, and talks were initiated with a view to future company agreements on pay and conditions for the new incorporations.