New frontiers in Hospitality
2011 ANNUAL REPORT
Over 4,400 hotels
530,000
No.1 hotel
in 92 countries
rooms
operator worldwide
17 Accor Academies
employees(1)
The world’s leading hotel school
1,000th
Over
franchised hotel in Europe
Le Club Accorhotels every day
meals served per year
11,600
183 million visits
conference rooms with total capacity of 1 million people
a year to Accor booking sites
1 booking every 3 seconds
Over
180,000
working in Accor brand hotels
6,000 new
Over
130 million
worldwide via the Accor websites
Accor’s broad portfolio of hotel brands – Sofitel, Pullman, MGallery, Novotel, Suite Novotel, Mercure, Adagio, ibis, all seasons/ibis Styles, Etap Hotel/Formule 1/ ibis budget, hotelF1 and Motel 6 – provide an extensive offer from luxury to budget. With more than 180,000 employees(1) in Accor brand hotels worldwide, the Group offers its clients and partners nearly 45 years of know-how and expertise.
(1) Including 145,000 employees (corresponding to the scope of reporting of this document) in owned, leased and managed hotels.
Contents Message from Denis Hennequin p. 3 / Governance structures p. 6 / Board of Directors p. 8 / Executive Committee p. 10 / 2011, a year of great intensity p. 12 / Performance indicators p. 86
2011 ACCOR ANNUAL REPORT/1
2/MESSAGE
MESSAGE from Denis Hennequin Dear shareholders, partners, customers and fellow Accor team ,
After an intense first year as Chairman and Chief Executive Officer, I am proud to address you directly to present you with our results and successes and lay out for you the challenging goals we have set with the Executive Committee. In many respects, 2011 was an exceptional year for Accor. A new era of assertive expansion has begun for our Group, which is driven by a commitment to becoming the global benchmark in the hospitality industry. We met, or exceeded, our main objectives for the year in of development, operating performance and financial management. With the opening of nearly 39,000 rooms worldwide, of which 89% through franchise agreements and management contracts, 2011 was a year of record development for the Group. Led by faster growth in emerging markets, we sured our objective of 35,000 rooms, thereby demonstrating the effectiveness of our asset-light development strategy. A major project was launched for our economy brands, in partnership with our franchisees. Its purpose is to modernize and clarify our offer and make ibis the uncontested world leader in the economy segment. This dynamic of change and innovation has also impacted our midscale and upscale brands, which are exploring ways of remaining or once again becoming the most attractive brands in their respective segments. We also continued to rework our distribution system, an indispensable driver of virtuous growth. The goal is to make it more digital and more powerful to ensure direct relations with our customers. We obtained these results and deployed these projects while continuing to transform our business model and implement a very active property management strategy. In 2011, we resolutely refocused on our pioneering spirit and ability to innovate. This new dynamic is expressed in our tag-
line – Open New Frontiers in Hospitality® – which expresses our confidence, outreach, global ambitions, capacity for innovation, and above all a ion for our profession. Without this ion, nothing would be possible. Every day I measure its power in my meetings with team around the world. This ion is also reflected in our new PLANET 21 sustainable development program, which expresses our commitment to reinventing the hotel business sustainably by promoting growth that is more respectful of people and ecosystems. A solid financial performance In 2011, we reaffirmed the clear rebound in our business despite a difficult economic environment, especially in Europe. Our revenue increased by 5.2% to €6,100 million, led by sustained growth in all market segments and the combined impact of higher prices and increased demand. This improvement was also apparent in our EBIT, which rose by 32.6% to €530 million. The increase reflects our momentum, especially in the economy segment, and the transformation of our business model, which favors asset-light hotel operating structures, mainly franchise agreements and management contracts. Lastly, our EBITDAR margin, a key profitability indicator, rose by 1.2 points to 31.5% of revenue. This clear improvement in particular reflects the efficiency of our shift to asset-light operations, our ability to control costs and the growing effectiveness of our central booking system. The sharp rise in online sales shows that the Group and its brands have turned a corner and are responding to emerging habits among customers, who are more connected and constantly interacting. We need to pursue these efforts because the digital revolution is well underway.
2011 ACCOR ANNUAL REPORT/3
MESSAGE from Denis Hennequin
Development: an all-time record
Strong, powerful brands at the heart of our strategy With the of the entire Executive Committee, I wanted to refocus our strategy on the brands. I firmly believe that in today’s highly competitive, global environment, our leadership is underpinned by powerful, attractive brands that create preference among our customers and partners. To provide them with an outstanding hotel experience, we need to develop even more innovative concepts that make our hotels alluring. This is true for all segments, from luxury to economy. In 2011, we focused mainly on the economy segment, which contributes the most to our bottom line, by creating the ibis megabrand. This new brand architecture brings together in one family the ibis, ibis Styles (formerly all seasons) and ibis budget (formerly Etap Hotel) banners. The project involves not only positioning each of the three brands but also reworking the offering – including public areas and bedding – to provide superior customer comfort and make the brands more modern. This is a project of unprecedented scope that is being assertively deployed by our teams around the world. Between May and September 2012 – scarcely a year after the project’s launch – the new ibis family identity will be deployed in 70% of the network,with up to 50 hotels making the changeover every week. This need to reinvent ourselves in order to maintain our leadership extends across all the brands. One success story in this area is Sofitel, which is now fully repositioned in the luxury segment and has enhanced its network with such prestigious hotels as the Sofitel So Bangkok and the Sofitel Legend Old Cataract in Aswan. In the upscale segment, Accor now has a multi-brand offering with Pullman and MGallery. Pullman, our brand for cosmopolitan travelers, will spearhead
A strategic focus on our brands
4/MESSAGE
our development in the Asia-Pacific region, while MGallery – no longer a label but a true collection of boutique hotels – offers an attractive alternative for hotels with a very strong personality like St. Ermin’s in London, which ed the Collection in 2011. In the midscale segment, Mercure derives its strength from its diversity and strong local presence. As for Novotel, the brand is changing rapidly. In 2011, Novotel made a clean break with traditional hotel offerings by unveiling 3120, the room of the future, in partnership with Microsoft. Our focus on each brand’s essentials should enable them to become more flexible and adapt to each of our local markets. That is because while Accor was born in , it is made and re-made in Europe, Asia-Pacific and Latin America. In this respect, the creation of the Mei Jue brand – a variant of Grand Mercure for the upscale segment in China – reflects our ability to rethink the offering to meet the specific expectations of local customers. A year shaped by our operating performance With more powerful brands and the expertise acquired through more than 40 years of experience as a hotel operator, we will be a key player in all our market segments worldwide. In 2011, we strengthened our performance in of operating excellence and hotel distribution. Our loyalty program, renamed Le Club Accorhotels, now has 8.3 million around the world, including more than 2 million in Asia. We understand our ’ expectations and reward them every time they stay in one of our hotels. Moreover, our central booking systems for 60% of our sales, a figure that is constantly on the rise. I think this is a critical development as it enables us to maintain a direct relationship with our customers. In this way, we can more effectively target our offers and create differentiation and preference for our brands. Our ability to grow and develop is closely linked to our ability to guarantee occupancy rates and generate income for our franchised and managed partners.
An ambitious goal: become the global benchmark in the hospitality industry Development: a record year With the opening of 38,700 rooms, we not only rose to the challenge, but sured our objectives and set an all-time record. This achievement illustrates the appeal of our brands and our outstanding expertise in every phase of hotel operations. These advantages are vitally important since they enable us to build long-term partnerships that are crucial if we are to meet our development target of 40,000 new rooms a year between now and 2015. These operations will be carried out mainly in emerging countries, especially in the Asia-Pacific region, which ed for 33% of our room openings in 2011. During the year, Accor also renewed its targeted acquisition strategy. This was the case in the United Kingdom, with the franchising-in of 24 hotels that have been converted to the Mercure brand, and in the Pacific with the acquisition of Mirvac’s hotel operations, which in 2012 will provide us with an additional 48 hotels totaling 6,100 rooms in Australia and New Zealand. At the same time, we pursued our asset-disposal strategy, in particular with the sale of the Sofitel Arc de Triomphe and the Pullman Paris Bercy. In all, 129 hotels were sold, impacting our adjusted net debt by €533 million. Representing half of our hotel divestment program for the 2010-2012 period, the transactions have enhanced the Group’s sound financial position and heightened investor interest in our hotel assets. Commitments to employees and to the world around us As the world’s leading hotel operator, Accor has acquired unique experience in human resources management. Thanks to our network of 17 Academies around the world and a training portfolio with 150 modules, we are today the world’s leading hotel school.This standing provides us with a key advantage for attracting and retaining talented people to our international development. Today, I would like to go even further in that direction. One of our top priorities is to increase the number of job tracks within the organization in order to further enhance our employees’ capabilities. The main focus of our human resource policy is to develop their skills for life so that they can continue to grow and develop within their
Open New Frontiers in Hospitality®
brand and within the Group. Respecting the diversity of each person is another long-term commitment that is inherent in Accor’s genetic code. Our corporate foundation, which I have the honor of chairing, is also committed to pursuing this path by targeting people who are outside mainstream society. Since its creation three years ago, 5,000 employees have initiated and ed 100 projects through the Accor Foundation in 33 countries. In this way, they are enabling us to deploy a policy of caring hospitality that extends across national borders. Reinventing hotels sustainably Accor has always been a pioneer in integrating social and environmental issues into day-to-day operations, and I want to further extend our advantage in this area. We are doing so not just for ethical reasons but also because we firmly believe that sustainable development represents an economic imperative for the future. At a time when customers are increasingly sensitive and committed to these issues, our brands can and must stand apart. With its 21 tangible commitments and quantifiable objectives for 2015, our new PLANET 21 program positions us to become the benchmark and the industry leader in this allimportant area. Sustainable hospitality is the focus of our strategic vision, our development and our innovation processes. As you can see, 2011 was a record-breaking year. It was also a watershed year shaped by the launch of major projects, in particular the revitalization of our economy segment with the ibis mega-brand. Thanks to our financial position and new growth dynamic, I can look to the future with enthusiasm and ambition. Despite an uncertain macroeconomic environment, I continue to be confident for 2012. We can count on a stable hotel offering as well as demand-boosting events in Europe, such as the Olympic Games in London and trade shows in . Business remains very buoyant in Asia and Latin America, where we are pursuing our development at a faster pace. In all respects, 2012 is a year that will be shaped by the opening of new frontiers in hospitality. Thank you for your ongoing confidence.
2011 ACCOR ANNUAL REPORT/5
GOVERNANCE STRUCTURES The Company is governed by a Board of Directors, which determines the Company’s strategy, oversees its implementation, examines any and all issues concerning the efficient running of the business, and makes decisions on all matters concerning the Company.
6/GOVERNANCE STRUCTURES
In accordance with the law and the
The Bylaws stipulate that each Board
Company’s Bylaws, the Chairman and
member is required to hold at least
Chief Executive Officer chairs Board
500 Accor shares. To promote high
meetings, organizes and leads the work
attendance rates at Board meetings, 50%
of the Board and its meetings, ensures
of the total fees awarded to
that the Company’s corporate governance
of the Board of Directors are allocated
structures function effectively, and
based on their attendance record.
obtains assurance that directors are in
Accor complies with the AFEP/MEDEF
a position to fulfill their responsibilities.
Corporate Governance Code for listed
The Chairman and Chief Executive Officer
companies except with regard to
represents the Company in its dealings
the matters described on page 76
with third parties and has the broadest
of the 2011 Registration Document.
powers to act on behalf of the Company
The Board of Directors assesses
in all circumstances.
the independence of its .
The situations where the exercise of
For the purpose of this assessment,
the powers of the Chairman and Chief
the Board applies the criteria set
Executive Officer and President and
out in the above-mentioned AFEP/MEDEF
Chief Operating Officer is subject
Corporate Governance Code which
to the prior approval of the Board
state that a member of the Board of
of Directors are detailed in the report
Directors of a corporation cannot be
of the Chairman of the Board of Directors
qualified as independent if he or she:
prepared pursuant to article L. 225-37
is – or has been at any time in the last
of the French Commercial Code.
five years – an employee or an executive
director of the corporation, or an employee or director of its parent or a company that it consolidates;
Based on the above criteria, the Board of Directors deems the following directors to be independent: Mercedes
is an executive director in a company
Erra, Sophie Gasperment, Jean-Paul Bailly,
in which the corporation directly or
Philippe Citerne, Bertrand Meheut and
indirectly holds a directorship, or in which
Franck Riboud.
an employee appointed as such or an executive director of the corporation (current or in the past five years) holds a directorship;
In accordance with the Company and Directors Bylaws, Paul Dubrule and Gérard Pélisson, Founding Co-Chairmen, attend Board Meetings in a consultative
is a customer, supplier, investment
capacity, and may be invited to attend
banker or commercial banker:
meetings of the Board Committees.
• that is material for the corporation
Since February 2009, the Board of
or its group or, • for which the corporation or its group
Directors has been assisted in preparing its decisions by the following three
represents a material proportion
Board Committees:
defines the scope of the directors’ duty
of the entity’s activity;
the Audit and Risks Committee,
of diligence, discretion and confidentiality,
has close family ties to
comprising three , including
and sets out the rules applicable to
a corporate officer;
two independent :
trading in the Company’s securities.
has been an auditor of the
Philippe Citerne (Committee Chairman),
Lastly, with a view to preventing any
corporation in the last five years;
Virginie Morgon and Jean-Paul Bailly;
potential conflict of interests,
has been a director of the
the Commitments Committee,
of the Board are required to complete
corporation for more than twelve years.
comprising five , including
a statement every year disclosing any
three independent :
and all direct or indirect ties they have
Sébastien Bazin (Committee Chairman),
with the Company.
Sophie Gasperment, Mercedes Erra,
The procedures for organizing and
Philippe Citerne and Patrick Sayer;
preparing the work of the Board during
may be considered as independent
the Compensation, Appointments
2011 are described in the report of the
provided that they do not take part
and Corporate Governance Committee,
Chairman and Chief Executive Officer
in the control of the corporation.
comprising five , including
drawn up pursuant to article L. 225-37
If the shareholder owns 10% or more
three independent :
of the French Commercial Code.
of the Company’s capital or voting rights,
Bertrand Meheut (Committee Chairman),
In April and May 2011, the Board of
the Board of Directors should
Jean-Paul Bailly, Thomas Barrack,
Directors formally assessed its own
systematically review whether that
Franck Riboud and Patrick Sayer.
performance.
shareholder’s representative may
The organizational and operational
The results of this process, which
be qualified as independent, based
framework applicable to the Board
involved one-on-one meetings with each
on a report issued by the Compensation,
of Directors and the Board Committees
director, were presented to the Board
Appointments and Corporate Governance
is described in the Company’s Bylaws
of Directors, which discussed the matter
Committee and taking into
and in the Directors Bylaws(1). In addition,
at one of its meetings.
the Company’s capital structure and any
of the Board adhere to the
potential conflicts of interest.
Directors Code of Conduct(1), which
The AFEP/MEDEF Corporate Governance Code also states that directors who represent major shareholders of a corporation or its parent
(1) See 2011 Registration Document.
2011 ACCOR ANNUAL REPORT/7
BOARD OF DIRECTORS Under the Bylaws, as Founding Co-Chairmen of Accor, Paul Dubrule and Gérard Pélisson attend Board meetings in an advisory capacity.
Denis Hennequin
Philippe Citerne(1)
Chairman and Chief Executive Officer
Director and Vice-Chairman
Denis Hennequin ed Accor as
of Accor since January 9, 2006 and
a director on May 13, 2009. He became
a director and Vice-Chairman of the Board
Chief Executive Officer on December 1,
since May 13, 2009. His term of office
2010 and was appointed Chairman and
expires at the close of the Annual Meeting
Chief Executive Officer on January 15,
to be called to approve the s for
2011. His term of office expires at the
the year ending December 31, 2011. He
close of the Annual Meeting to be called
was previously permanent representative
to approve the s for the year
of Société Générale on the Supervisory
ending December 31, 2013.
Board, as from December 22, 2003.
Philippe Citerne has been a director
Mr. Citerne was Chief Operating Officer of Société Générale from 1997 until April 2009 and is now non-executive Chairman of Telecom & Management SudParis. He is also a director of Sopra Group, Edenred and Rexecode, a private economic research center.
8/BOARD OF DIRECTORS
Jean-Paul Bailly(1)
Mercedes Erra(1)
Jean-Paul Bailly has been a director
Mercedes Erra has been a director
of Accor since May 13, 2009.
of Accor since February 22, 2011.
His term of office expires at the close
Her term of office expires at the close
of the Annual Meeting to be called
of the Annual Meeting to be called
to approve the s for the year
to approve the s for the year
ending December 31, 2011. Chairman
ending December 31, 2011.
and Chief Executive Officer of
Ms. Erra is Executive Co-Chairman
the French Post Office (La Poste Group)
of Euro RSCG Worldwide and
since 2002, Mr. Bailly has also been
Chief Executive Officer of Havas.
Chairman of the Supervisory Board of La Banque Postale since 2006.
Sophie Gasperment(1)
Mr. Bailly also represents the French
Sophie Gasperment has been a
State on the Board of GDF Suez,
director of Accor since June 29, 2010
and is a director of CNP Assurances
and her term of office expires at
and Soure.
the close of the Annual Meeting to be called to approve the s
Franck Riboud(1) Franck Riboud has been a director
Thomas J. Barrack
for the year ending December 31, 2012
Thomas J. Barrack has been a director
Ms. Gasperment is Chief Executive
of Accor since January 9, 2006 and
his term of office expires at the close
Officer of The Body Shop International
his term of office expires at the close
of the Annual Meeting to be called
and was appointed as French Foreign
of the Annual Meeting to be called
to approve the s for the year
Trade Advisor in 2005.
ending December 31, 2013. He was
to approve the s for the year ending December 31, 2012. He was previously a member of Accor’s
Bertrand Meheut(1)
of Accor since January 9, 2006 and
previously a member of the Supervisory Board, as from July 3, 2001.
Bertrand Meheut has been a director
Mr. Riboud is Chairman and Chief
of Accor since May 13, 2009. His term
Executive Officer of Danone.
Mr. Barrack is Founder, Chairman
of office expires at the close of
and Chief Executive Officer of Colony
He is also Chairman of the Board
the Annual Meeting to be called to
Capital, LLC.
of Trustees of Danone Communities
approve the s for the year
and director of Lacoste.
Supervisory Board, from May 3, 2005.
ending December 31, 2011. Mr. Meheut
Sébastien Bazin
is Chairman of the Groupe Canal+
Sébastien Bazin has been a director
Management Board.
of Accor since January 9, 2006
He is also a member of Vivendi
and his term of office expires at the
since August 27, 2008. His term of office
Management Board and a director
close of the Annual Meeting to be
expires at the close of the Annual Meeting
of Aquarelle.
to be called to approve the s for
called to approve the s for
Patrick Sayer Patrick Sayer has been a director of Accor
the year ending December 31, 2012.
the year ending December 31, 2013.
Virginie Morgon
Mr. Sayer is Chairman of the Executive
He was previously a member of Accor’s
Virginie Morgon has been a director
Board of Eurazeo.
Supervisory Board, from May 3, 2005.
of Accor since May 13, 2009. Her
He is also Chairman of the Board of
Mr. Bazin is Principal, Managing Director
term of office expires at the close
Directors of Europcar Group and a director
Europe and Chief Executive Officer
of the Annual Meeting to be called
of Holdelis, Gruppo Banca Leonardo and
of Colony Capital SAS. He is also Chairman
to approve the s for the year
Colyzeo Investment Advisors.
and Chief Executive Officer of Société
ending December 31, 2013.
d’Exploitation Sports & Événements
Ms. Morgon is a member of
and Holding Sports & Événements.
the Executive Board of Eurazeo.
(1) Independent directors.
2011 ACCOR ANNUAL REPORT/9
EXECUTIVE COMMITTEE at December 31, 2011
Pascal Quint
Antoine Recher
Dominique Esnault
Marc Vieilledent
Corporate Secretary
Global Chief Human Resources Officer
Global Chief Operations
Group organization, Transformation, Sustainable development
Development, Franchising, Procurement, Technical services and Design management
Global Executive Vice-President Asset management
Legal affairs, Insurance, Risk management, Audit department, Secretary of the Board of Directors
10/EXECUTIVE COMMITTEE
Asset management and strategy, Mergers and acquisitions
Grégoire Champetier
Sophie Stabile
Yann Caillère
Denis Hennequin
Global Chief Marketing Officer
Global Chief Financial Officer
President and Chief Operating Officer
Chairman and CEO
Brand strategy, Design strategy, Marketing, Distribution
Finances, Group information systems
2011 ACCOR ANNUAL REPORT/11
2011: A YEAR OF GREAT INTENSITY ACCOR PURSUED ITS TRANSFORMATION AND LAID THE FOUNDATIONS FOR FUTURE GROWTH WITH THE GOAL OF BECOMING THE HOSPITALITY INDUSTRY’S GLOBAL BENCHMARK AND PROVIDING CUSTOMERS WITH A UNIQUE, CONSTANTLY RENEWED HOTEL EXPERIENCE. A road map with five components…
12
Powerful brands that are reinventing themselves/ p. 14 In response to rapidly changing consumer habits, the brands are also evolving at a faster pace to create emotional ties with customers and to provide them with stylish, contemporary interiors. The most telling demonstration of this change is the major project to revitalize the Group’s economy hotels.
Hotel distribution and engineering: Accor makes all the difference/ p. 42 Every day, Accor must meet the challenges of strengthening special relationships with customers, guaranteeing occupancy rates, and effectively managing hotels to increase market share and revenue.
Development: a record year/ p. 52 This dynamic expansion confirms the Group’s commitment to consolidating its leadership in Europe, currently its largest market, and to holding forefront positions in Asia-Pacific and Latin America.
PLANET 21: reinvent hotels sustainably/ p. 62 With PLANET 21, Accor has made 21 commitments in favor of sustainable development. Health, nature, carbon, innovation, local development, employment and dialogue: 21 commitments for the well-being of our world.
Our employees make us excellent/ p. 74 Because the hotel industry is a service business, employees are the leading drivers of our success. In 92 countries, they display the same enthusiasm, a real sense of hospitality and a high degree of professionalism.
2011 ACCOR ANNUAL REPORT/13
Sofitel Marseille Vieux Port –
14
Powerful brands that are reinventing themselves With a brand portfolio covering all segments from economy to luxury, Accor can provide hotel offerings that meet all budgets, all desires and the needs of everyone around the world. In response to rapidly changing consumer habits, the brands are also evolving at a faster pace to create emotional ties with customers and to provide them with stylish, contemporary interiors. The most telling demonstration of this change is the major project to revitalize the Group’s economy hotels. Every day, each brand is innovating to forge a special relationship with its customers and integrate their new habits.
2011 ACCOR ANNUAL REPORT/15
What are today’s guests looking for?
They want responsive brands that listen to their needs and are open to interaction. They are looking for brands capable of understanding the diversity and complexity of their identities. They want an experience: something beautiful, sensual and emotional. They are increasingly concerned with their health and well-being. They are more experienced, highly sophisticated and better informed in their consumer choices. Always connected, they use the Internet and social media to compare, buy, exchange opinions and share their experiences. They are also more committed and sensitive to environmental and social issues.
16/POWERFUL BRANDS THAT ARE REINVENTING THEMSELVES
AS CUSTOMERS CHANGE, ACCOR AND ITS BRANDS ARE EVOLVING The faster pace and greater scope of change in guests’ consumer habits and communication patterns are reshaping the environment in which large services companies operate. That’s why Accor and its brands have stepped up their own transformation process.
When customers set the tempo
economy brands must find increasingly
(“New Frontiers”) and pursuing its
The digital revolution has transformed
imaginative ways to satisfy them.
business with ion by reinventing
guests’ habits and behavior. Above all,
That is the key to creating differentiation
its relations with customers and
it has changed their relations with the
and customer preference. Being
employees alike (“Hospitality”).
brands. Always connected, customers
the leader is no longer enough. Today,
Since the Accor brand addresses a wide
today are better informed of hotel
a company must also be perceived
range of people and involves many
offerings and want more interaction
as having the best, most innovative
stakeholders, it now plays a larger role as:
with the brands. On the lookout for
products and services.
responsive brands that understand them, they want much more than just
The Accor solution
a corporate brand that expresses the company’s message in such areas as human resources, sustainable
satisfaction of their functional needs.
To respond to these deep-seated
Sensitive to aesthetic questions and
changes in consumer habits and patterns,
in search of an emotional experience,
the Accor brand increased its visibility
they are also concerned with their
in 2011, with the goal of making Accor
health and well-being and attentive to the
the benchmark hotel group worldwide.
social and environmental commitments
This objective is expressed in the Group’s
of the brands they use. From luxury to
new corporate tagline – Open New
economy, guests always want the best.
Frontiers in Hospitality® – which
an endorsement brand for the individual
embodies Accor’s ambition of developing
hotel brands that strengthens their
through outreach and cultural diversity
credibility, the trust they inspire and
(“Open”), committing to continuous
the ties that link them with Accor.
Today’s customers, whether well-off or not, may stay in any category of hotel, from economy to upscale. As a result,
development and financial performance; a sales and marketing brand for the Group’s cross-cutting offers that denotes a shared identity for the Accorhotels.com booking portal and A|Club loyalty program, renamed Le Club Accorhotels;
innovation, accelerating its expansion
2011 ACCOR ANNUAL REPORT/17
THE ECONOMY SEGMENT: THE CREATION OF THE IBIS FAMILY In 2011, Accor launched a major project to revitalize the economy hotel segment with the creation of the ibis mega-brand, an event that represents a turning point for the Group.
of scale in, for example, room renovation
which is synonymous with comfort and
projects. In this respect, franchisee
well-being – while each brand conserves
partners have been involved in creating
its traditional color: red for ibis, green
the ibis mega-brand since the start
for ibis Styles and blue for ibis budget.
and have regularly been consulted
This new identity will be deployed
in every phase of the project.
in 70% of the 1,600 hotels in autumn 2012, just one year after the launch of
A new brand architecture
the ibis mega-brand project.
Widely recognized with an extensive network and a powerful image, ibis
A reworked product offering
is the cornerstone of this new brand
The creation of the ibis family has led
architecture, which is based on
to considerable discussions about the
three complementary products whose
economy hotel experience. That’s because
At Accor, 2011 will be ed
very explicit names make them easy
even though customers move from one
as the launch year of the ibis mega-brand,
to understand:
segment to another – from luxury to
which in addition to ibis now includes
• ibis, which remains the economy
economy – they expect the best service
ibis Styles (formerly all seasons) and
brand and offers the most highly
everywhere. To guarantee superior
ibis budget (formerly Etap Hotel).
developed service spirit and level of
comfort for all its guests, Accor will:
All three share the same values of
comfort in the segment. It has a friendly,
• provide guests with a bed that gives
simplicity, modernity and well-being.
attentive, resourceful personality
them the most outstanding sleep
With this far-reaching project, the Group
that will continue to be enhanced;
experience to be found in the economy
is looking to attain three objectives:
• ibis Styles, (formerly all seasons),
capitalize on the market segment
a fun, energetic brand. Upbeat and
that makes the greatest contribution
stylish, its non-standardized hotels put
to the Group’s results by leveraging
the emphasis on enjoyment, modernity
ibis, an international brand that is
and design yet remain affordable;
the leader in 12 countries;
• ibis budget, (formerly Etap Hotel).
segment. The Group has launched a major program to improve the beds in the three ibis brands, beginning in 2012; • renovate common areas in most ibis budget and ibis hotels, making them more spacious, lively and
revitalize the economy brands
Convenient and casual, the brand
contemporary. The renovation will lead
in of comfort and contemporary
offers basic comfort at the right
to in-depth discussions about how
styling, as with the brand’s ambitious
price and simplicity for customers
guests will be welcomed in the hotel
project to install new bedding;
looking for independence and an
of the future, with a shift from reception
conform more closely to customer
easily accessible hotel experience.
areas to social areas.
expectations.
The ibis mega-brand project is also
This represents a major challenge in
A new visual identity
accelerating its renovation project. The
that it involves increasing occupancy rates
To the name change and the
goal is to deploy the Coquelicot room in
and revenue per room, accelerating the
new segmentation, the three brands are
78% of owned and leased ibis hotels and
brand’s development by addressing local
introducing new logos. Their visual identity
the Cocoon concept in 95% of owned and
specificities and the needs of investor
is based on a powerful, common symbol
leased ibis budget hotels by year-end 2012.
partners, and generating economies
to express this family spirit – a pillow,
18/POWERFUL BRANDS THAT ARE REINVENTING THEMSELVES
MODERN, CREATIVE BRANDS All the brands are reaffirming their personalities in order to stand apart from the competition and create guest affinity and preference based on more than price alone.
Brands on the move
Three examples are Novotel with
Guests’ constantly changing behavior
Next Up, Motel 6 with Phoenix and Sofitel
has a direct impact on hotel offering,
with Be Magnifique. These projects
requiring the brands to question their
create a framework that aligns all a brand’s
assumptions and reinvent themselves.
actions and relations with employees
This flexibility is crucial for their
and job applicants, with customers in
development and ability to take into
of services, distribution,
specific guest expectations
communication and design, and with all
positioning and Collection of
depending on hotel location. Although
stakeholders in the area of environmental
hotels that invite guests to experience
customers travel from one continent to
commitments. In this way, each brand
memorable moments;
another, domestic markets have their own
expresses its own image universe
particular features. The brands need to
intended to create desire and affinity.
the leisure segment, as evidenced
integrate local cultural differences with
This is the case, for example, at:
by the March 2012 opening of the
regard to styles, dining and the use of
• Mercure, with its deep local roots and
Pullman Marrakech Palmeraie in
space. To address this issue, Accor has
hotels that are all different yet comply
made a number of adjustments with:
with the same quality standards;
Mei Jue, a version of Grand Mercure purpose-designed to meet the
• Novotel, with its high-tech DNA for families and business travelers;
Mei Jue Jinan Sunshine – China
• MGallery, with its boutique hotel
• Pullman, which is expanding in
Morocco, the brand’s ninth resort hotel; • Sofitel, which symbolizes French-style elegance while maintaining a link with – and a respect for – local culture.
expectations of Chinese customers in the upscale segment. Guests are greeted by staff wearing traditional attire, family events are organized, and special dishes are offered in the brand’s restaurants;
Mercure Danang – Vietnam
ibis Styles Fontenay –
Novotel, whose standard 24.5-sq.m. room can now be made smaller in downtown locations where space is scarce or larger in Asia to satisfy local demand.
Brands with powerful identities While the brands are becoming more flexible and responsive, they are also asserting their differentiating characteristics through projects that reaffirm their identities and create preference in their respective markets. Novotel Évry Courcouronnes –
2011 ACCOR ANNUAL REPORT/19
DINING, WORKING, RELAXING… Combining ingenuity and expertise to provide their guests with unique, widely recognized offers that extend the hotel experience to include more than just lodging. Novotel Thalassa Dinard –
Restaurants that enhance the hotel experience
The Scribe is the second Sofitel restaurant to receive a star, after Les Trois Dômes
An outstanding seawater therapy offering
With 130 million meals served in
at the Sofitel Lyon Bellecour, also in ;
Today, more and more customers are
its hotels every year, Accor is a key player
ibis which has created around 20 hotel-
concerned about their well-being and
in the restaurant industry. The Accor
restaurant concepts. With L’Estaminet,
willing to pay more to satisfy their needs.
brands have developed varied, balanced
Wok and Co, and Oopen Pasta & Grill,
With Thalassa sea & spa, Accor has an
food service offerings that are adapted
for example, guests can choose between
extensive offering of hotels in 16 seaside
to market segments and specific local
innovative or traditional cuisine in either
destinations in , Italy, Morocco
features. Examples include:
a calm or lively atmosphere.
and Bahrain. A leader in seawater therapy and spa services, Accor has wellness
Sofitel, which organizes Gastronomic
Meetings that mix business and pleasure
solutions for every budget in exceptionally
traditional French cuisines. In early 2012,
A total of 1,900 Group hotels can
Pullman, Novotel, Mercure, and ibis
head chef Sébastien Crison at Hôtel
host up to one million people a day in
hotels. Leveraging its expert skills,
Scribe in Paris was awarded his first star
11,600 conference rooms. In 2011, Accor
the brand offers short-stay to one-week
by the world-famous Michelin guide;
introduced its first Meetings & Events
packages that combine spa services,
e-brochure with an interactive conference
sports and balanced meals. For corporate
room search engine. The brands guarantee
customers, Thalassa sea & spa has
excellent working conditions combined
innovative with “lasting benefit” seminars
with dedicated lodging and food service
featuring work and relaxation sessions,
offerings, depending on their market
fun-filled activities and personalized
segment, such as:
seawater treatment programs.
Pullman whose Co-Meeting offering
In 2011, Thalassa sea & spa reopened
includes upscale services, innovative
its flagship establishment: the Sofitel
technologies and customized conferences
Quiberon in Brittany (). More
for companies and event organizers.
than ever a benchmark in the segment,
The service also includes a dedicated
the hotel offers outstanding hospitality
Event Manager, ed by an
services with the best in seawater therapy
IT Solutions Manager to handle technical
and spa treatment for an incomparable
aspects. In 2011, Pullman introduced
experience and long-lasting benefits.
Meeting Matrix, an online tool for setting
In March 2012, Thalassa sea & spa pursued
up business meetings;
its international development with
Novotel, with its original Small Meeting
the opening of a new wellness center at
concept in , which offers fully
the Sofitel Agadir Thalassa sea & spa.
Weeks, offering guests a true experience that enables them to discover and enjoy
beautiful locations in its Sofitel, MGallery,
modular, flexible spaces for all meeting configurations, ergonomic installations to ensure comfort and a full-range of easily accessible technological solutions.
20/POWERFUL BRANDS THAT ARE REINVENTING THEMSELVES
The Brand Portfolio Covering every segment from luxury to economy around the world, Accor’s hotel brands meet the needs of business and leisure travelers looking for comfortable accommodations, attentive staff and a full range of services.
INTERNATIONAL BRANDS
REGIONAL BRANDS
LUXURY
UPSCALE
MIDSCALE
ECONOMY
THE GLOBAL NETWORK: At December 31, 2011 (* based on number of rooms)
26% of the hotel portfolio* 136,387 rooms 1,489 hotels
NORTH AMERICA 21% of the hotel portfolio* 111,718 rooms 1,111 hotels
REST OF EUROPE 25% of the hotel portfolio* 135,414 rooms 1,001 hotels
LATIN AMERICA AND CARIBBEAN 6% of the hotel portfolio* 30,182 rooms 194 hotels
AFRICA AND MIDDLE EAST 5% of the hotel portfolio* 25,992 rooms 154 hotels ASIA-PACIFIC 17% of the hotel portfolio* 92,021 rooms 477 hotels
2011 ACCOR ANNUAL REPORT/21
Sofitel
Sofitel Paris Le Faubourg –
Sofitel So Mauritius Mumbai, IndeBel Ombre – Mauritius
2011 EVENTS Sofitel opened 9 hotels including two flagship establishments: the Sofitel So Mauritius, in cooperation with Kenzo Takada, and the Sofitel Vienna Stephansdom, in Austria, with leading French architect Jean Nouvel. In addition, the outstanding Sofitel Legend Old Cataract in Egypt reopened following a thorough overhaul by interior decorator Sybille de Margerie, a specialist in luxury hotel renovation. In early 2012, Sofitel inaugurated its first hotel in India, in Mumbai, an opening that symbolizes the start of a promising adventure for the brand in that country. By 2015, Sofitel will have a network of 150 hotels. Repositioned in the luxury segment after several years and €400 million invested in renovating the network, Sofitel is now unanimously acclaimed by other market players and guests. In 2011 alone, the brand received 190 international awards. In addition, 90% of guests said they were satisfied with their stay, with 66% expressing total satisfaction.
Sofitel Mumbai BKC – India
Sofitel Legend Old Cataract Aswan – Egypt
22/THE BRAND PORTFOLIO
Sofitel, French elegance adapted around the world The Sofitel and its Ambassadors link the world with French elegance across a collection of unique addresses offering their guests and partners a cousu main service enriched with emotion, performance and a ion for excellence. The brand’s three values: Spirit of openness, ion for excellence and essence of pleasure.
sofitel.com
37 countries 120 hotels 30,837 rooms 59% business customers 41% leisure customers Sofitel Essaouira Mogador Golf and Spa – Morocco
CLOSE-UP ON… Sofitel Legend and So Sofitell Sofitel Legend is a collection of timeless hotels, often historic landmarks over one hundred years old. Legendary establishments marked by history, they are themselves full-fledged destinations in their city or country. The first hotel to the collection was the Sofitel Legend Metropole Hanoi in July 2009, followed by the Grand Hotel in Amsterdam. In 2011, the Old Cataract in Aswan, Egypt reopened its doors after a gigantic two-year renovation project. A preferred destination of Agatha Christie and Winston Churchill, this legendary hotel enjoys a superb view of the Nile. Sofitel So is a collection of stylish boutique hotels, each with its own unique personality. They offer urban, chic décor that is naturally different from the style found in Sofitel Luxury Hotels. Designed by a renowned architect, each Sofitel So has its own personality. For the first two hotels in the collection, the distinctive French touch was provided by designers Kenzo Takada for the Sofitel So Mauritius and Monsieur Christian Lacroix for the Sofitel So Bangkok. Two more openings are scheduled between now and 2015, in Singapore and Mumbai.
2011 ACCOR ANNUAL REPORT/23
Pullman
Pullman São Paulo Ibirapuera – Brazil
2011 EVENTS In 2011, Pullman introduced its innovative Vinoteca service, which offers wine by the glass from a broad, international selection of vintages. Vinoteca features new wines alongside traditional classics so that guests can discover the world’s new wine-producing regions. In , the wine list was created by Olivier Poussier, who was designated the world’s best sommelier in 2000. In 2011, Pullman hotels also received a number of prestigious awards around the world. In Italy, the Pullman Timi Ama was named the World’s Leading Island Resort for the second year in a row. In China, the Pullman Sanya Yalong Bay Resort & Spa was not only on the list of the Top 10 Best Vacation Hotels but was also chosen as the country’s best resort hotel by National Geographic Traveler magazine. The Pullman Dubai Mall of the Emirates was named the Middle East hotel of the year.
Pullman Barcelona Skipper – Spain
Pullman, New attitude hotels by Accor
pullmanhotels.com
Pullman provides cosmopolitan travelers with upscale hotels and resorts that are designed for work and relaxation and located in leading regional and international urban destinations. Pullman hotels deliver a wide range of exclusive services, innovative technologies and a new customized approach to organizing meetings and seminars with the Co-Meeting offer. Pullman Dubai Mall of Emirates United Arab Emirates
24/THE BRAND PORTFOLIO
CLOSE-UP ON… The brand has ambitious development objectives. It is the French leader in its market segment, following the takeover of the Pullman Montparnasse (formerly Méridien), one of the largest hotels in Europe with nearly 1,000 rooms. The brand is pursuing its expansion with the opening of more than 15 new hotels worldwide in 2012. Pullman has embarked on an era of assertive growth in 2011 and 2012, with hotel openings in such new countries as India, Brazil, the Netherlands, New Zealand and Indonesia. The objective for 2015 is to have a network of 150 hotels and resorts worldwide. Pullman Jakarta Central Park – Indonesia
Pullman at Sydney Olympic Park – Australia
20 countries 50 hotels and 10 resorts 17,685 rooms 70% business customers 30% leisure customers 30,000 events a year 60% international guests
2011 ACCOR ANNUAL REPORT/25
MGallery 2011 EVENTS The year was intense for MGallery, shaped by “memorable” development of the network, which expanded by 45% with the opening of 15 hotels. The brand opened the Collection’s first hotel in the United Kingdom – the St. Ermins in London – as well as the Opéra in Hanoi, Vietnam. These two high-profile inaugurations were attended by Kristin Scott Thomas, MGallery’s ambassador. Also in Vietnam – in Hue – the Résidence Hôtel and Spa was designated as one of Asia’s 20 best resorts in the Condé Nast Traveler Readers’ Choice awards. To more fully express the Collection’s upscale positioning, MGallery embraced a new visual identity and reworked its website in 2011.
“MGallery, a Collection of unique hotels where every stay is filled with emotion and discovery.”
Le Grand Hôtel Cabourg –
MGallery, Memorable hotels by Accor MGallery is a Collection of high-end hotels all around the world. Each hotel of the Collection stages with talent a unique personality and story, experienced by guests through its architecture, interior design and services. Each hotel is inspired by one of the three typical atmospheres of the Collection. Some hotels present Heritage origins, places filled with history; others reflect an aesthetic universe, a style, the Signature of a personality that contributed to their creation or decoration; still others promise a relaxing time, Serenity, in a natural or urban retreat. All hotels of the Collection invite guests to experience memorable moments. Kristin Scott Thomas
26/THE BRAND PORTFOLIO
20 countries 48 hotels 5,553 rooms 15 openings 50% business customers 50% leisure customers
Mei Jue
CLOSE-UP ON… The 2012 Guide to the Collection. Featuring a new design and available in French, English and Italian, the 2012 Guide includes all the hotels in the MGallery Collection. Offered to all customers, it reflects the personality and reveals the secret history behind each hotel. The guide is designed like a jewel box and serves as an invitation to discovery and a change of scene. Embellished with Kristin Scott Thomas’s travel diary, it takes readers to the land of the unexpected, where each venue and each stay offers an incomparable travel experience.
An upscale hotel brand created specially for Chinese travelers Accor has adapted its Grand Mercure brand to the special needs of Chinese customers. The new brand features the “Discover a New Authentic” concept that aligns each hotel with its setting and is reflected in reception services, relations with local art and walkways that enable guests to discover the hotel’s environment. The Grand Mercure Shanghai Zhongya – the first Mei Jue hotel – was inaugurated in late February 2012. Customers are greeted by employees wearing a qipao, a traditional elegant dress, and can relax mind and body in daily tai-chi classes. They can also enjoy a bowl of congee – a rice-based porridge – anytime around the clock. Accor plans to open 65 Mei Jue hotels by 2015.
mgallery.com Hostal Nicolas de Ovando Santo Domingo Dominican Republic
China 9 hotels 2,903 rooms Figures included in Mercure at December 31, 2011
2011 ACCOR ANNUAL REPORT/27
58 countries 394 hotels 74,117 rooms 61% business customers 39% leisure customers
Novotel 2011 EVENTS It was a year of innovation for Novotel, as evidenced by the brand’s room of the future (see page 29). During the year, public areas in more than 50 hotels were fitted with Novotel Kinect Expérience terminals, a YouTube Novotel channel was created, and a Shopping Cart was added to the novotel.com website to enable customers to book more services online. An expert in services for families with its Family&Novotel offering, the brand launched the Kid’s Square Menu in Belgium and Luxembourg. The items on the menu were selected by a sample group of around 40 children age 6 to 12 and approved by nutritionists. During the summer, Novotel also signed a major partnership agreement with Disney timed to coincide with the release of the movie Cars 2. The agreement included special activities in the hotels for young guests.
Novotel Bucharest City Centre – Romania
Novotel’s midscale hotels are located in the world’s major city centers, business districts and tourist destinations. Novotel’s consistently high standard of service contributes to the wellbeing of both business and leisure travelers.
novotel.com
Novotel Marseille Vieux Port –
28/THE BRAND PORTFOLIO
Novotel London Tower Bridge – United Kingdom
CLOSE-UP ON… 3120: the room of the future. For four months – 120 nights – a unique room that represented a complete break with traditional hotel offerings was available to guests at the Novotel Paris Vaugirard. Designed in partnership with Microsoft, the room combined contemporary design and digital technologies to create a totally new guest experience with a decompression chamber leading into two separate areas – one for grown-ups and the other for children – featuring giant screens equipped with the Xbox 360 Kinect game console. Guests were also able to test two interactive mirrors, a touchscreencontrolled surface multimedia table and many other surprises. With this hyper-connected room and reworked space, Novotel has demonstrated its ability to innovate, with the goal of offering guests a unique hotel experience. The new Gen 2 suite concept
Suite Novotel, offers a range of midscale hotels located principally in city centers. It is an off-beat, avant-garde approach that invites medium-stay guests to enjoy a different way of experiencing hotel living. The 30 sq.m. suites are flexible spaces with innovative services to meet guests’ needs around the clock. Special offers include free massages on Thursday evenings, the free use of a Smart car, the Boutique Gourmande snack offering and the Suite Box package of online services.
Suite Novotel Paris Issy-les-Moulineaux –
suitenovotel.com
2011 EVENTS The Suite Novotel network welcomed two new addresses: the Paris-Issy-les-Moulineaux and the Malaga in Spain – both of which feature the brand’s new Gen 2 suite concept. The year also saw a reworking of the price policy with the introduction of new medium-stay rates more in line with customer practices. Suite Novotel also continued to integrate Novotel features, such as the Webcorner on a Mac and the In Balance by Novotel fitness offering, as well as the City Breaks and Early Breaks special deals to strengthen the brand’s visibility and international recognition.
29 hotels 3,620 suites 8 countries 63% business customers 37% leisure customers
2011 ACCOR ANNUAL REPORT/29
Mercure
Mercure Paris Ivry Quai de Seine –
2011 EVENTS The Mercure brand was developed extensively in 2011, with 77 hotels opened during the year. In the United Kingdom, the brand made enormous strides, doubling the size of its network with 39 openings. In addition, Mercure launched operations in two new countries: Chile and the Czech Republic. The year was also shaped by the brand’s new international advertising campaign – “Let Good Things Happen” – that was deployed in 20 countries in Europe as well as in Australia, Brazil, Asia and Africa. The campaign was intended to strengthen awareness of Mercure worldwide while asserting its global leadership in the midscale hotel segment and showcasing the diversity of the network. As part of the upgrade program, Mercure tested Dédicaces, its new customizable, innovative and efficient room renovation concept, in Paris, Lyon and Marseille. To the broad deployment of the concept in 2012, hotels will be provided with a unique application. Called the e-design configurator, it allows them to create their own combination of equipment and decorative features in 3D so that rooms can be differentiated and aligned with the hotel’s style. Mercure Danang – Vietnam
Mercure Paris Centre Tour Eiffel – Mercure Stuttgart Sindelfingen An der Messe –
Mercure, a genuine experience guaranteed by a strong brand
mercure.com
30/THE BRAND PORTFOLIO
Mercure is the only midscale hotel brand that combines the strength of an international network with guaranteed quality standards, and the genuine experience of hotels, all different, rooted in their local community and managed by enthusiastic hoteliers. Located in city centers, by the sea or in the mountains, the Mercure network welcomes business and leisure travelers across the world.
49 countries 725 hotels 89,260 rooms 77 openings 66% business customers 34% leisure customers
CLOSE-UP ON… The Mercure.com website Now offered in nine languages, with the addition of Spanish, Portuguese/Brazilian and Polish, the Mercure.com website is available in 27 geolocated versions. In this way, messages can be adapted depending on visitors’ address so that they provide the most appropriate solution to the ’s needs. Content has been enhanced with new hotel fact sheets that function as mini-sites. Visitors also have access to pages organized by theme, such as business trips, meetings and seminars, weekends and vacation stay. Another new feature is a travel idea engine to refine hotel searches with 12 families of offers, including seaside locations and wellness offerings. In 2011, Mercure. com received 15.5 million visits and sales volumes rose by 14%. Mercure Marine Hotel Cherbourg Plaisance –
2011 ACCOR ANNUAL REPORT/31
Adagio Access Nantes Viarme –
The city at your own pace Adagio City Aparthotel, the European leader in urban tourism residences, offers an innovative accommodation concept with two product ranges: Adagio, the mid to upscale range of apartments located in the center of Europe’s major cities and Adagio Access, the economy range of apartments located in town centers throughout and close to Europe’s main cities. Targeting both business and leisure customers, Adagio City Aparthotel offers studio to three-room apartments for stays ranging from a few days to several weeks, with optional services that enable guests to live at their own pace.
Adagio City Aparthotel Adagio Access Caen Centre –
adagio-city.com
2011 EVENTS For Adagio, 2011 will be ed as a watershed year. With the acquisition of Citéa and its network of 49 aparthotels, Adagio City Aparthotel became the European leader in the very fast-growing short-term urban rental segment. The transaction has enabled the creation of Adagio Access, a new network that deepens the offering while expanding it geographically. By 2016, the brand aims to operate a network of 150 aparthotels in 13 countries. A franchise contract was recently signed to set up 40 establishments in Brazil by 2015.
Adagio Access Paris Asnières –
32/THE BRAND PORTFOLIO
7 countries 88 aparthotels 9,710 apartments 7 openings 60% business customers 40% leisure customers 80% of stays are for more than four nights Adagio is a t venture between Accor and the Pierre & Vacances-Center Parcs Group.
Adagio Brussels Centre Monnaie Belgium
The ibis family To respond more effectively to changing lifestyles and consumer patterns, Accor has radically reorganized its economy brand portfolio around the ibis brand, which is known and recognized worldwide. In 2011, ibis, all seasons and Etap Hotel evolved into a family of three powerful, innovative, rejuvenated brands:
ibis has reinvented itself
all seasons has become ibis Styles
Etap Hotel has become ibis budget
The creation of this family will increase the clarity, consistency and strength of the three brands, with the goal of bringing a new level of comfort and a new sense of wellness to the economy segment. ibis, ibis Styles and ibis budget share the same genetic code based on three key notions – simplicity, modernity and well-being – while each maintains its own distinctive personality.
ibis.com
2011 ACCOR ANNUAL REPORT/33
ibis
ibis Delémont – Switzerland
2011 EVENTS The past year will be ed as a turning point in the history of ibis, with the creation of the ibis family and its three brands. The year was also shaped by innovation. At December 31, the Coquelicot room had been deployed in 60% of the network and ibis Web Corners in 75%. The Web Corners provide free and easy access to the Internet in common areas. The brand is also updating its En-cas 24/24 offering, the only snack service available in all hotels. With its focus on convenience, health and taste, this informal service provides customers with delicious treats whenever they like, at the bar or in their rooms. In 2011, 24% of hotel nights were booked via the ibishotels. com and accorhotels.com websites. This represents a major breakthrough for the brand, which also has its own Facebook page that after four months already has nearly 23,000 friends.
34/THE BRAND PORTFOLIO
ibis Paris Berthier Porte de Clichy –
ibis Kayseri – Turkey
53 countries 933 hotels 113,077 rooms 37 openings 58% business customers 42% leisure customers 26 million hotel nights sold worldwide in 2011
ibis Tangiers City Center – Morocco
CLOSE-UP ON… Opening of the 900th ibis, in Tangiers. The opening of the ibis Tangiers City Center reflects the speed and scope of the brand’s development, as 37 hotels opened in 2011 alone. For the occasion, a major communication campaign was organized and a memorable event was held, with 70 journalists from around the world invited to Tangiers on January 31, 2011. What’s more, ibis has no intention of stopping there, as the brand expects to open more than 300 hotels by 2015 and launch operations in around 15 new countries.
ibis, well-being at the best price ibis, the global benchmark in economy lodging, with a warm, caring and efficient personality is offering 24/7 availability service and the most advanced level of comfort in its segment. The brand is reinventing itself and offers its clients a modern, linked-up and quiet room with completely redesigned bedding. ibis also offers the assurance of the highest level of service: a generous breakfast from 4 a.m. to noon, light meals served round the clock, a variety of dining options, free Web Corner stations… ibis is the first hotel chain to obtain the ISO 9001 certification for its professionalism and reliability since 1997. The commitment of the brand in sustainable development is awarded by the certification ISO 14001 since 2004.
ibis Leiden – Netherlands
ibishotel.com
2011 ACCOR ANNUAL REPORT/35
ibis Styles Linz – Austria
ibis Styles
ibis Styles Leipzig
ibis Styles, comfort, unique designs, all-inclusive
ibisstyles.com
36/THE BRAND PORTFOLIO
A non-standardized economy brand that is focused on design and developed mainly through franchising, ibis Styles (formerly all seasons) targets business and leisure customers traveling alone or with the family. The brand features a customer-friendly offering with an all-inclusive price covering the room, breakfast, Internet access and a host of extra amenities. Located in downtown areas and business centers, each hotel has its own distinctive personality and style while all share the same taste for color, light and vitality, always with a touch of humor.
ibis Styles Peronne Assevillers –
2011 EVENTS
14 countries 149 hotels 13,110 rooms 33 openings 58% business customers 42% leisure customers
ibis Styles Toulon Cité de l’Espace –
ibis Styles is the new name given to the all seasons network in 2011, one of three brands in the ibis family. To make the changeover real, a number of units very quickly deployed the brand’s new visual identity, including hotels in Paris-Montmartre, Ba l i Be n o a a n d Le i p z i g . W i t h 33 hotels representing more than 2,800 rooms opened during the year, ibis Styles has made a significant impact for a young brand with a network that already comprises 149 units. The brand also opened new frontiers with its first hotels in Austria, the Netherlands, Sweden and Switzerland, while deepening the network in countries in which it already operates.
CLOSE-UP ON… The new Meeting offer. Well established with leisure customers thanks to its all-inclusive and family offers, ibis Styles is also targeting business customers. To make event organization easier, the brand has designed and introduced two all-inclusive meeting packages that provide simple solutions at the right price. With 87 hotels equipped with at least a conference room and located in a city center, ibis Styles can deliver the benefits that customers in this market segment need.
ibis Styles Yogyakarta – Indonesia
ibis Styles Évry Cathédrale –
2011 ACCOR ANNUAL REPORT/37
ibis budget Tangiers – Morocco
ibis budget ibis Aalst Centrum - Belgique
ibis budget Paris Porte de Vincennes –
2011 EVENTS 2011 saw the transformation of Etap Hotel into ibis budget and the start-up of the ambitious rebranding project with a new visual identity and a reworked communication kit to prepare the first ibis budget openings in 2011 and the deployment of the new banner beginning in April 2012. The brand’s business model is being rethought with the goal of driving market share gains and further improving margins. ibis budget also crossed the threshold of 300 hotels in and 70 in , while launching operations in two new countries: New Zealand and Morocco. The objective is to have a network of 600 hotels by 2015.
ibis budget Tangiers – Morocco
CLOSE-UP ON… The first hotel under the ibis budget banner. In November 2011, Accor opened the first ibis budget in Tangiers, Morocco. The opening marked the initial deployment of new banners in the ibis family of hotels. Located in the Tangiers Free Zone near the international airport, the hotel has 121 rooms that can accommodate one to three people. All rooms feature the cocoon and design concept that provides flexibility, flow and well-being. The atmosphere is cozy with soft colors and varied light sources that create a warm, restful environment.
38/THE BRAND PORTFOLIO
ibis budget, essential comfort at a budget price ibis budget is the Accor Group’s sassy, no-fuss brand. ibis budget offers a smart, modern and very economical solution. The hotels are being renovated with several types of cocoon and design rooms offering a plump duvet, an XL shower, a flat-screen TV, Wi-Fi and a media hub. Snacks available at any time and a generous buffet breakfast! Located near major roads and airports – and increasingly in cities – the ibis budget hotels deliver highly competitive value for money. With 450 hotels in ten European countries, ibis budget is pursuing an international expansion strategy. Outside Europe, Formule 1 is branded ibis budget.
ibisbudget.com
ibis budget Tangiers – Morocco
ibis budget Tangiers – Morocco
18 countries 522 hotels 46,464 rooms Formule 1 (outside Europe) 20 openings 60% business customers 40% leisure customers ibis budget Paris Porte de Vincennes –
2011 ACCOR ANNUAL REPORT/39
hotelF1 is the leading low cost hotel chain in . It offers fully renovated, contemporary double and triple rooms and new reception and breakfast areas. hotelF1 is now more dynamic than ever and is asserting itself as a straight forward brand that meets the needs of smart consumers.
hotelF1 hotelF1 Poitiers Sud –
2011 EVENTS With all rooms totally renovated in 2011 and more and more hotels earning their first star, hotelF1 was very active on the marketing front. To win over its target of young people and workers, the brand launched a large number of offbeat campaigns featuring amusing posters and viral videos as well as an especially sassy Make Noise application. Overall, 2011 was a good year, shaped by a more than 20% increase in online sales and higher occupancy rates.
hotelF1 Évry A6 –
1 country hotelF1.com
243 hotels in 18,213 rooms 60% business customers 40% leisure customers
CLOSE-UP ON… 9,999 rooms at €9.99 From December 15, 2011 to January 15, 2012, hotelF1 launched a hard-hitting promotional campaign offering 9,999 rooms for €9.99 each. Offered first to friends on its Facebook page then relayed by a Web campaign that featured catchy slogans, the operation was a big success with 6,800 rooms sold in just two weeks.
hotelF1 Évry A6 –
40/THE BRAND PORTFOLIO
2011 EVENTS
Motel 6
In 2011, Motel 6 stepped up the transformation of its network by aggressively growing its franchise operations and divesting a number of hotels. The brand received further recognition for its environmental commitment as all hotels have been certified according to the Green Key Eco-Rating program. The Motel 6 distribution system has also been enhanced with the launch of applications for iPhone ®, iTouch® and Android™.
We’ll leave the light on for you®
2 countries 1,028 hotels 99,438 rooms 30% business customers 70% leisure customers
motel6.com
The leading chain of economy motels in North America (United States and Canada), Motel 6, is known for its comfortable, hospitable rooms at the lowest price in the market. With a new room and building design, Motel 6 is revolutionizing the standard of economy lodging in North America. Rooms are equipped with an 80-cm flat-screen TV, a media where guests can plug in DVD players, MP3 players and video games, and a space for eating and/or working with full TV visibility. Motel 6 East Brunswick New Jersey United States
Motel 6 Galveston, Texas United States
2 countries 66 hotels 7,282 rooms 65% business customers 25% leisure customers 10% residents Studio 6 Seattle, Mountlake Terrace – United States
Studio 6 Extend your stay not your budget
staystudio6.com
Studio 6 is positioned as the right choice in the extended-stay budget segment in North America (United States and Canada). Studio 6 combines the comfort of a furnished studio with all the advantages of hotel services at preferential weekly rates. In the United States and Canada, Studio 6 hotels are ideally located in commercial and business areas, with easy access to shopping malls, entertainment and leisure facilities, and restaurants.
2011 ACCOR ANNUAL REPORT/41
Sofitel Guangzhou Sunrich – China
42
Hotel distribution and engineering: Accor makes all the difference Every day, Accor must meet the challenges of strengthening special relationships with customers, guaranteeing occupancy rates, and effectively managing hotels to increase market share and revenue.
2011 ACCOR ANNUAL REPORT/43
Adapting to new consumer habits and needs
26% of sales generated online, representing €2 billion in revenue Today’s customers are increasingly connected. Online, they can compare hotels, book a room from a smartphone (which in the future could also be used to open the hotel room door) and give their opinion on TripAdvisor. With the increase in online sales, hotel distribution is being completely transformed. The sector is being impacted by the growing number – and influence – of regional and international online agencies, search engines, comparison shopping sites, social networks and other intermediaries. The digital revolution is reshaping relationships between industry players as well consumer patterns by enabling the creation of direct, lasting ties with each customer. In response, Accor is investing heavily in information systems and technologies to become a major player in the digital hotel industry and establish regular, more meaningful interaction with customers through its websites and mobile phone platform.
1 booking every 3 seconds via the Accor websites
8 million visits a month to Accorhotels.com
8.3 million 44/HOTEL DISTRIBUTION AND ENGINEERING: ACCOR MAKES ALL THE DIFFERENCE
850,000 s of the Accorhotels.com iPhone application
AN AMBITIOUS DIGITAL STRATEGY Digital hospitality is Accor’s strategic response to the explosion in new technologies and the resulting changes in customer lifestyles.
200 million unique visitors to the 13 Accor brand sites in 2011.
A continuous increase in online sales
network of professionals. Another
loyalty card. eCheck-in and eCheck-out
goal is to encourage them to come back
are just the first in a series of dedicated
In 2011, online sales rose to 26% of
by targeting them with offers that
electronic services for customers who
the total. The increase reflects the
anticipate their needs.
book their rooms via Accor websites.
profound changes in e-commerce, and
From opening a customer
more specifically in the travel market,
to paying the bill, it will be possible
brought about by the rapid development
to manage every step of the hotel
of cellphones – including smartphones –
customer process from a laptop
The Accor websites offer an increasingly
and social networks. These developments
computer or smartphone. That’s what
wide range of functions. With more
have totally transformed the relationships
Accor means by “Digital Hospitality.”
than 200 million unique visitors to the
An effective, efficient online presence
13 brand sites and the Accorhotel.com
between customers and the hotel
portal in 2011, Accor ranks among
to focus its distribution strategy on
Revolutionary change in hotel check-in(1) and check-out(2) procedures
the Web, mobile applications and social
In 2011, Accor conducted innovative
new Mercure website and a revamped
networks. The goal is to be able to
tests of a system that enables customer
ibis budget site. In addition, Accor
offer guests greater simplicity, fluidity
to book online and check in via their
enhanced its websites for travel specialists
and recognition at every stage of
computer or cellphone. Guests who
with the Accorhotels.com Professional
the customer experience:
opt for this method receive a welcome
solutions offering for travel agents, small
• when they reserve a room,
e-mail the day of their arrival indicating
and mid-size businesses and corporate
by providing them with one-click
their room number and a code for
event and meeting organizers.
booking in their customary
obtaining their key from a self-service
destinations as well as targeted
check-in terminal in the hotel. With
offers aligned with their preferences;
the service, guests can choose certain
industry, from initial booking to post-stay follow-up. As a result, Accor has decided
• when they arrive at the hotel, by having their details on hand and speeding the check-in process; • during their stay, by offering them
room options (near or far from the elevator, smoking or non-smoking, upper or lower floor, etc.) and guarantee their reservation regardless of their arrival time. On their last day, they check-out from
solutions that make life easier and save
their cell phone by validating the bill
time, such as the eCheck-out service;
sent by the hotel, thereby saving a
• after their stay, by maintaining
considerable amount of time. In the long
with them so that they share their
run, the service will enable guests to
experience with friends and take
access their rooms directly using their
advantage of advice from the Group’s
smartphone or Le Club Accorhotels
the hotel industry’s online leaders. The past year also saw the launch of the
Rapid growth in mobile phone applications Today, no one doubts the importance – either now or in the future – of sales made via mobile phones. With 700,000 monthly visitors, mobile solutions already for more than 1% direct online sales. The iPhone application was ed 845,000 times in 2011 and Accor’s offer now includes a Blackberry solution allowing Web s to book at their professional rates. In the years ahead, Accor plans to invest heavily to make this solution the main hotel booking channel and the preferred way for customers to interact with the Group.
(1) Check-in: upon arrival, guests are given a room and an is opened enabling them to use the hotel’s pay services. (2) Check-out: when leaving the hotel, guests pay for their stay in full.
2011 ACCOR ANNUAL REPORT/45
6,000 new every day for Le Club Accorhotels
Accor has introduced Meetings & Events,
In 2011, a number of brand launched their
its first e-brochure that enables business
Facebook page, including:
customers to organize corporate events
• ibis, with 22,500 fans and more
and book the most appropriate offer
than 4,600 visitors a week. The page
in of geographic location, number
is available in four languages;
of participants and rooms, and the total area of conference rooms. The brochure lists some 1,700 hotels in more than 80 countries.
• ibis budget which already has 24,000 fans; • Sofitel with more than 42,000 fans on its Facebook page at year-end 2011, after
Social media: a powerful tool for increasing brand affinity and diffusing Accor’s offerings
the launch of its online contest “Around
Highly responsive, social networks
novel by Jules Verne and spotlights
like Facebook, Twitter, TripAdvisor and
the network’s 120 hotels.
YouTube can be used to showcase offers, generate buzz and create preference for the Accor brands. Serving
the World with Sofitel: 80 Magnifique Nights” that was inspired by the famous
Ramping up the Le Club Accorhotels loyalty program
Spearheading Accor’s online strategy Offered in 12 languages and 28 versions tailored to specific local needs, Accorhotels.com is the leading hotel booking site in and a forefront player in Europe. With 8 million visits a month worldwide, the portal s for 35% of the Group’s online sales. Featuring a wealth of content and services, including an interactive map, hundreds of hotel videos and tourist information, the site was reworked in 2011 with a new graphic interface and additional functions. The customer space – now called My Accorhotels.com – has been revamped to make online booking easier and enable s to access information about the Le Club Accorhotels loyalty card. During the year, the portal was awarded 1st prize in customer relationship management from BearingPoint and TNS Sofres following a survey of some 4,000 customers in .
as invaluable communication vectors,
The Accor loyalty program is developing
these networks enable the Group
at a sustained pace. Renamed
to forge special relations with customer-
Le Club Accorhotels in March 2012, it
fans who become specifiers for others
benefits from high public awareness of
in their circle of friends. In this area,
the Accor brand and welcomes 6,000 new
Accor has made major breakthroughs,
every day. First launched in
establishing its brands and the
September 2008, the program has easily
Accorhotels.com site on Facebook
exceeded its targets with 8.3 million
and Twitter and creating an innovative
at year-end 2011, including
partnership with TripAdvisor. Some
2 million in Asia. Free of charge and
Le Club Accorhotels also ensures
2,500 Accor hotels are now rated with
entirely online, this worldwide program
customers of a personalized welcome,
customer opinions posted freely and
is deployed in 2,300 hotels operating
targeted offers and dedicated promotions.
transparently at Accorhotels.com.
under nine different brands (Sofitel,
For Accor, the program serves as
Pullman, MGallery, Novotel, Suite Novotel,
an important lever for retaining and
Mercure, Adagio, ibis and ibis Styles).
communicating directly with guests or for
For each euro spent in an Accor hotel,
holding online contests like Jackpot Days,
Le Club Accorhotels earn points
with thousands of points to be won.
that can be used in the network or
Above all, it provides a way for better
converted into miles with airline partners
understanding guests’ needs and
like SkyTeam and Star Alliance.
providing them with customized offers.
In early 2012, Accor introduced Le Club Places, a Facebook application that enables Le Club Accorhotels to earn additional points when they use global positioning services during their stay.
46/HOTEL DISTRIBUTION AND ENGINEERING: ACCOR MAKES ALL THE DIFFERENCE
Novotel Paris Gare Montparnasse –
A POWERFUL SALES AND MARKETING ORGANIZATION Sales are all important. To meet this day-to-day challenge, Accor has fully engaged professional teams around the world and an array of multichannel tools that they provide to hotel operators. The brands are also especially active via extensive promotional campaigns that they conduct throughout the year.
A new record for TARS TARS(1),
the Accor central booking
A constant commitment from global sales teams
system, had a record year in 2011, when
A total of 34 sales offices are in operation
it ed for nearly 46% of total sales,
around the world, with 700 sales
compared with 43% in the previous year.
professionals managing 65,000 large
Within the Group, the system is
s and 600 strategic s, which
connected to all distribution channels:
include leading airlines, major companies
direct sales, which involve: • its websites and traditional distribution channels (Accorhotels.com and the brand sites); • its nine call centers, which generate substantial revenue and handle 3.3 million calls a year in 14 languages. In 2011, they processed more than 300,000 e-mail messages and faxes. indirect sales, which concern:
and wholesalers. Global sales teams
In 2011, a contract was signed
generate annual revenue of over €3 billion.
with Connect Worldwide to
Accor has also deployed a dynamic
and strengthen Accor sales teams in India
partnership strategy with major players
and South Korea. Building connections
in online bookings, both international,
between the Group’s booking system
such as Expedia, Travelocity and Orbitz,
and those of leading distributors, like
and regional like Wotif in the Pacific.
Hanatour in South Korea, Ctrip in China
The Group has reinforced its presence and
and Saltours in India, will enable Accor
commercial ties in all major emerging
to mine these fast-growing markets
markets, which are increasingly important
for customers to fill its Asian, European
generators of hotel nights.
and South American networks.
• 21,000 traditional or online travel agencies; • wholesalers and tour operators; • time-honored distributor partners like American Express and
2011 revenue by distribution channel
Carlson Wagonlit Voyages.
60%
TARS is a powerful driver of bookings and performance for the hotels. As Accor steps up its transformation,
and travel agencies
with a hotel base that is 50% operated
Indirect Web
under franchise or management contracts,
Call centers and
TARS’s power is demonstrating the
Central distribution
Distributor partners
16% 14%
e-mail/fax bookings
Group’s ability to deliver revenue growth
Direct web
for franchisees and investors.
AlClub loyalty program
14%
without TARS
Hotel PMS(1) (direct booking) (1) Property Management System.
9%
40% 7%
(1) Travel Accor Reservation System.
2011 ACCOR ANNUAL REPORT/47
Especially active brands
easy to use (managing multi-rate systems
Around the world, the hotel brands rolled
and travel agency commissions) and
out a large number of programs and
reliable (securing data, providing
campaigns on their website or Facebook
comprehensive reporting, and constantly
page to address the needs of different
updated by the TARS database).
business and leisure traveler segments
With the same focus on streamlined
and appeal to consumers looking for value
processes, Data Web enables real-time
added and good deals, especially during
online postings of all hotel information,
seasonal promotions. Examples include:
including photographs, descriptions,
• Mercure’s Key Moments offer;
rates, room availability and revenue
• the ibis campaign proclaiming that “This summer at ibis hotels, we’ve cut the price, not the service,” which was
management recommendations. With this application, hotel data can be updated in just a few clicks.
deployed by 600 hotels in 27 European countries; • ibis budget’s “Frozen Prices” promotion; • the ibis Styles summer campaign that tripled the number of hotel nights booked compared with the previous-year period.
Tools to boost our partners’ performance To maximize hotel occupancy and manage its business more closely, Accor designs and develops practical tools for use by frontline staff to manage hotels on a day-to-day basis. One example is Resa Web, an easy-to-use booking management system. This highly intuitive Web portal was developed to make life less complicated for hotel managers and provide them with access to the full range of Accor distribution tools. Used by call centers and hotels, Resa Web is a hotel performance booster (handling inter-hotel bookings, optimizing rates, providing additional customer services),
48/HOTEL DISTRIBUTION AND ENGINEERING: ACCOR MAKES ALL THE DIFFERENCE
UNIQUE EXPERTISE TO PARTNERS
A Mercure Dédicaces room
Accor provides its franchised and managed partners with its hotel engineering expertise to help them improve their hotel’s performance and create differentiation.
Helping hotel operators and partners in their day-to-day management
accommodations, restaurants, conference facilities, relaxation and fitness areas
Expertise for successfully building, renovating and outfitting hotels
Because of its history and experience
as well as relations with customers
Since the beginning, Accor has always
and human resources.
designed, built, outfitted and renovated its
as the world’s leading hotel operator,
To be the best in all these areas,
hotels, thereby developing unique skills
Accor has developed a wide range of skills
Accor designs and develops easy-to-use
that are an invaluable asset for its
and solutions that have earned it a name
tools for frontline staff that manage
partners. Some 300 employees in over
in the hotel industry. These high value-
hotels on a day-to-day basis and provides
22 countries the brands with
added capabilities cover all aspects of
training to enhance their skills and
specialized skills in deg high-
hotel management and development,
enable marketing, purchasing, technical,
performance, innovative, sustainable
including construction, design, renovation,
design and distribution teams to better
hotels. Depending on their needs,
purchasing, finance, management, new
serve hotel operators. At a time when the
partners can take advantage of a full array
technologies, marketing, sustainable
Group is transforming, with 50% of the
of solutions that enable them to optimize
development and, as demonstrated
portfolio now operated through franchise
hotel design and renovation projects, as
by the Academies, human resources.
agreements or management contracts,
well as investment costs, and to reduce
Accor’s operating excellence is also
this expertise in hotel engineering
water and energy use. They also receive
reflected in its ability to manage day-to-
represents a considerable advantage for
in ensuring that their hotel
day hotel operations, at every moment
persuading and ing partners.
delivers the brand’s product promise,
and all levels. This involves managing
is innovative in of design and technology, and provides guests with a safe, comfortable stay. One original example is the Mercure brand’s Dédicaces program in , which offers a unique approach to large-scale room renovation projects in non-standardized hotels. Hotel equipment. Working with Purchasing experts, the Hotel Equipment Services (HES) teams are in charge of supplying hotels that are being built or renovated with decorative features, bedding, lighting and kitchen equipment. Their area of intervention extends from preliminary studies and needs identification to hotel operations and equipment installation. These experts also offer consulting and assistance services to provide franchised and managed partners with the solution best adapted to their needs.
2011 ACCOR ANNUAL REPORT/49
600 revenue management experts
200 buyers Skills to maximize revenue and improve profitability
is the marketplace strategy, which
To win the battle for revenue, Accor
a large number of different brand hotels
provides its partners with powerful
that are impacted by the same flows,
distribution and management tools
events and economic environment.
(see page 47) and develops new job
The goal is to optimize revenue per hotel.
tracks and highly advanced techniques.
Purchasing the right product and
Revenue management to improve
service at the right price. A strategic
the top line and optimize revenue per
business for Accor, the Purchasing
room depending on the hotel’s location,
function is comprised of 200 expert
market segment and current situation.
buyers in more than 20 countries. Their
Accor has 600 revenue management
mission is to identify, evaluate and select
experts specialized in pricing and
innovative, competitively priced products
in analyzing reservation data used
and services that comply with each
to produce forecasts. The Group also
brand’s standards, as well as with
trains a large number of team
regulatory requirements and sustainable
in these techniques (see page 79).
development criteria, and negotiate
Another example of this approach
their purchase with suppliers. Working
is deployed in regions where Accor has
in more than 20 countries
in project teams comprised of frontline, technical, marketing, IT and finance teams, they buy products at the lowest total cost, meaning not just the purchase price but also integrating installation, maintenance and recycling costs. Around the world, they certify thousands of products and services, which are divided into 100 families in a database that is shared with partners.
Expertise to make Accor more attractive The Group deploys its skills and capabilities in marketing, human resources and sustainable development to create preference among customers, employees and other stakeholders.
Winning over customers In the area of design and fixtures, Accor can rely on in-house teams capable of cost-effectively outfitting public and private areas in hotels to make operations more efficient and economical while enhancing guest comfort and well-being. Working closely with architectural firms, these teams integrate the latest trends in materials, space installation and modularity, comfort and technologies. They help to reinvent the customer’s experience of the hotel room by breaking with traditional hospitality industry practices and combining the worlds of design and digital technologies.
50/HOTEL DISTRIBUTION AND ENGINEERING: ACCOR MAKES ALL THE DIFFERENCE
the Market Research Consumer
Attracting talented people and enhancing their skills
Intelligence Department, which identifies
As the world’s number one hotel
and analyzes consumer trends so that
operator, Accor has developed expert
new customer patterns and expectations
skills in managing people and training
can be taken into .
them in hotel industry professions.
Powerful innovation and marketing
With its network of 17 Academies,
resources. The brands also have an
the Group is also the world’s leading hotel
important role to play in attracting and
school. To its development and
reassuring customers and enabling them
the transformation of its business model,
to fulfill their dreams. Accor is investing
Accor is pursuing a job track strategy
to strengthen awareness of its brands
by developing talent pools of revenue
among consumers and specifiers
managers, sales managers and other
through broad-based multi-brand, multi-
process experts. As for the brands, they
regional campaigns like Crazy Sales
deploy special human resources policies
and Super Sales. Each brand also
adapted to their positioning and
communicates individually via powerful,
development needs. Examples include
Accor has made sustainable development
innovative mass media and below-the-line
ibis’s program that enables employees
a cornerstone of its strategy with the
campaigns. In addition, they are active
to certify acquired experience and
goal of developing it into a competitive
in sponsorship initiatives and high value-
Novotel’s mobility opportunities.
advantage. The Group designs and
added partnerships with other leading
For the external public, Accor has an
develops innovative solutions that
companies or banners.
extensive program to present the Group
the development of local communities,
and hotel industry professions to young
reduce water and energy consumption
people. These include partnerships
and lessen the environmental impact
forged with a large number of schools
of its hotels. One example is the Plant
and high-performance online tools
for the Planet program, which invites
deployed on social networks and
customers to reuse bath towels. A portion
the AccorJobs.com website.
of the savings on laundry bills is then
Design teams are ed by
Identifying and reducing the environment impact of operations
donated to reforestation programs. In 2011, Accor announced the launch of a platform for sharing knowledge on social and environmental issues relating to the hospitality industry. To its development ambitions, Accor introduced the PLANET 21 program, based on 21 commitments and quantifiable objectives for 2015, which is intended to help the Group meet its goal of reinventing hotels sustainably.
2011 ACCOR ANNUAL REPORT/51
Sofitel Guangzhou Sunrich – China
52
Development: a record year With 38,700 rooms opened in 2011, Accor sured its ambitious objectives and broke a ten-year-old record. This dynamic expansion confirms the Group’s commitment to consolidating its leadership in Europe, currently its largest market, and to holding forefront positions in Asia-Pacific and Latin America. Above all, it rewards the Group’s outstanding skills and attractive brands. With franchise agreements and management contracts ing for nearly 90% of development, Accor continued to divest its non-strategic property assets at a sustained pace.
2011 ACCOR ANNUAL REPORT/53
SELECTED HIGH-PROFILE OPENINGS IN 2011 1
1. Sofitel Mumbai BKC (India) With 302 rooms and suites, 5 restaurants, 9 conference and event rooms and a So Spa, the hotel symbolizes the brand’s entry into the Indian market. 2. Mercure Sydney Potts Point (Australia) 227 rooms in the heart of the Potts Point entertainment district. 3. Mei Jue Jinan Sunshine (China) With 333 rooms blending elements of French and Chinese culture and design, this upscale hotel represents the successful deployment of a brand created for Chinese customers. 4. St. Ermin’s Hotel in London (United Kingdom), MGallery Collection With 331 rooms and the innovative styling of architect Dayna Lee, the hotel is the United Kingdom’s first addition to the MGallery Collection. 5. Suite Novotel in Issy-les-Moulineaux () The hotel is the Group’s most advanced in of environmental building standards. 6. ibis Kiev (Ukraine) With 212 rooms, the hotel is the brand’s first in Ukraine. 7. ibis budget in Tangiers (Morocco) With 121 cocoon and design rooms, this is the world’s first ibis budget hotel and the first in the vast project, launched in September 2011, to revitalize the economy segment with the ibis mega-brand.
54/DEVELOPMENT: A RECORD YEAR
2
3
5
4
6
7
Pullman Paris Montparnasse () The hotel is one of the largest in Europe, with nearly 1,000 rooms.
2011 ACCOR ANNUAL REPORT/55
A SHARPLY FASTER PACE OF DEVELOPMENT The Group’s development strategy is organized around two key priorities: strengthening its leadership in Europe and ramping up its operations in emerging markets, especially in Brazil, India and China where Accor has already established solid positions.
Adapting to local markets and carrying out acquisitions
local brand for the Chinese domestic
By choosing Accor, investors and
market. Adjusting standards, as was done
franchisees know they can count on the
To maintain this pace of openings,
with Novotel, will also broaden the range
Group, which is backed by:
the Group can rely on two advantages
of opportunities that can be pursued;
the strength of its brands and their
that make all the difference: its flexibility
forces with major real estate
international networks, and the power and
and its responsiveness. In 2011, Accor
players to carry our strategic transactions.
quality of its distribution and purchasing
demonstrated its ability to:
In 2011, Accor, with its partner Unibail
systems;
adapt its brands to local markets
Rodamco, acquired the Pullman
its operational excellence in providing
or make them more flexible. One example
Montparnasse (formerly the Méridien
lodging and restaurant services, managing
was the creation of Mei Jue, an upscale
Montparnasse) in Paris, one of Europe’s
hotels on a day-to-day base, and tracking
largest hotels with nearly 1,000 rooms;
and satisfying customers;
step up its development through
its capacity for innovation
franchising. Accor successfully pursued
in marketing, restaurant and service
this strategy in the Midscale and Economy
offerings, distribution, design and
segments for its Mercure brand in the
sustainable development.
United Kingdom; make key acquisitions. One example was Mirvac in Australia and New Zealand, where Accor strengthened its leadership in the region through a transaction that will become a reality in 2012 (see opposite).
Forging lasting partnerships Thanks to its frontline teams and their intimate understanding of each markets, Accor has the assets needed to develop solid, long-term partnerships. As the Mercure London Kensington – United Kingdom
world’s number one hotel operator, the Group has been creating and developing
Novotel Auckland Airport – New Zealand
high value-added hotel solutions and expertise for nearly forty-five years. The goal is to make life easier for its partners, guarantee the success of their projects and ensure them a return on investment. This expertise plays a determining role in winning the battle for revenue, improving margins and satisfying customers.
56/DEVELOPMENT: A RECORD YEAR
Mirvac, a key acquisition In late 2011, Accor signed an agreement to acquire Mirvac group’s hotel management operations for €195 million. As a result, 48 hotels will Accor’s Australian and New Zealand network in 2012, mainly in the midscale, upscale and luxury segments. In all, 65% of the properties are located in Australia’s four largest cities. The acquisition represents a major step Accor in the two countries where it is the market leader and has had operations for twenty years.
In 2011
MISSION ACCOMPLISHED IN 2011
318
new hotels
38,700
With the opening of nearly 39,000 rooms in 2011 (compared with 25,000 in 2010), Accor has responded to a significant challenge, suring its ambitious development objective and setting an all-time record. Worldwide, 318 new hotels (versus 214 in 2010) were opened during the year.
Outstanding results for the brands
years. The Group has a backlog of
Mercure, with 77 openings and more
already committed and more than
than 9,000 new rooms that ed
200 hotels with 30,000 rooms in an
for over 25% of new hotels;
advanced state of negotiations. However,
Adagio, with 56 openings, of which 49 through the acquisition of Citéa; Motel 6 and Studio 6, with 55 new hotels representing more than 4,100 rooms; ibis Styles (formerly all seasons), with the inauguration of 33 hotels representing over 2.800 rooms,
500 hotels representing 80,000 rooms
since franchised hotels, which are increasingly numerous, can be brought to market very quickly and so are not all included in those figures. In 2011, development(1) projects were as follows: • 47% in Europe; • 33% in Asia-Pacific;
a young brand whose network already
• 50% in the economy and budget
This excellent year in 2011 bodes well for the future as Accor’s goal is to open 40,000 rooms a year over the next three
Mercure Arbat Moscow – Russia
the pipeline is certainly larger than that
an impressive breakthrough for comprises 149 hotels.
rooms opened
segments; • 89% under asset-light structures (management and franchise contracts). (1) Based on number of rooms.
2011 Openings
1,654 rooms
12,772 Africa and Middle East Latin America
rooms
67 hotels
10 hotels
2,094 rooms
13 hotels
4,117 rooms
55 hotels
North America Rest of Europe Asia-Pacific
8,938 rooms
9,086
rooms
89 hotels
84 hotels
2011 ACCOR ANNUAL REPORT/57
DEVELOPMENT DRIVERS The Asia-Pacific reaffirmed its powerful momentum and potential in 2011. Clearly, it’s a market in which companies must invest today if they want to reap the benefits tomorrow. As for Europe, the Group’s historic market and the cornerstone of its operations, it remains the world’s largest hotel market.
Asia-Pacific
1,000 rooms, reflecting the efforts
In this highly competitive market, the Group
undertaken in recent years. Accor also has
enjoyed the strongest growth in its history
over 40 hotels in construction in the
in 2011, inaugurating 67 hotels representing
country, covering all market segments;
12,772 rooms in 11 countries. The region
opened new hotels in several other
ed for 33% of Accor’s development,
countries in the region, in particular South
even excluding the acquisition of the Mirvac
Korea, Indonesia, Thailand and Vietnam.
network (see page 56). Among its 2011
Mei Jue: creating a local brand In response to strong demand from Chinese customers, Accor has launched the Mei Jue brand. The goal is to meet the needs of Chinese people traveling in their own country with an offering of upscale leisure hotels that satisfy customer expectations.
by 2015. Moreover, they demonstrated
achievements, Accor:
Europe
turned in a fine performance in
In 2011, Accor strengthened its leadership
of the Group’s franchising teams. Overall,
China, where over 4,000 rooms opened;
by deploying a dynamic growth strategy,
Accor opened 41 hotels, representing
especially in the economy segment where
more than 4,200 rooms, in the country
the hotel chain penetration rate remains
during the year;
low in many countries. In all, 173 hotels
, with 89 new hotels and
got its operations off the ground in India with the opening of more than
were opened, representing more than ibis Larco Miraflores, Lima – Peru
18,000 new rooms.
the responsiveness and creativity
8,938 rooms opened in 2011, continued to underpin the Group’s development
Europe alone ed for nearly 50%
in Europe. This represented more than
of the Group’s development during the
half of Accor’s development in Europe and
year. In of volume, it doubled
23% of total room openings worldwide.
its 2010 development performance. This
Mei Jue Shanghai Zhongya – China
excellent result, achieved mainly through
Latin America
franchise agreements, was partially due
Latin America is the Group’s third largest
to the acquisition of Citéa, a network
market, where expansion is being driven
of 49 short-term urban rental apartments
by Brazil. Overall, 13 hotels were opened
with 4,700 rooms. Two countries posted
during the year, of which nine in Brazil
especially impressive results:
which is preparing to host the FIFA World
The United Kingdom, with the g
Cup in 2014 in 12 cities, as well as the
of two franchise contracts: one early
Summer Olympic Games in 2016.
in the year with Focus Hotels concerning
Accor is gearing up with 80 hotels and
ten hotels and the other in late September
11,000 rooms in the pipeline, mainly
with Jupiter Hotels Ltd for 24 units
in the Economy segment and to be
formerly operated under the Ramada
managed through franchise agreements.
banner. These two outstanding
In November 2011, Accor signed three major
transactions are in line with the strategy
contracts with several partners to build
pursued by Mercure, which is aiming
25 hotels to be operated via franchise
for a network of 150 hotels in the country
agreements under the ibis budget brand.
58/DEVELOPMENT: A RECORD YEAR
open R ed in ooms 201 1
Chin a India Indo n Thai esia la Aus nd tr New alia and Z Othe ealand r cou ntrie s
3,98 0 1 , 00 7 1 , 20 2 1,61 1 3,67 2 1,30 0
CLOSE-U P
ON ASIA-PACIFIC Accor in Asia-Pacific: • A portfolio of 477 hotels and more than 92,000 rooms. • Operations in 20 countries. • 67 hotel openings representing 12,772 rooms in 2011.
• 200 hotels and 45,000 rooms in the pipeline. • 30 developers based in Sydney, Shanghai, Seoul, Tokyo, Singapore, Jakarta, Bangkok, Ho Chi Minh City and New Delhi. • No. 1 in Australia and New Zealand.
A booming market A highly competitive market, the Asia-Pacific region is also very diverse, with mature hotel markets in Australia, New Zealand and Japan as well as up-and-coming markets like India and China. Accor already has 477 hotels and over 92,000 rooms in the region, which is home to a rapidly expanding regional market whose growth is being driven by the emergence of an enormous middle class that every year adds tens of millions of new households to its ranks. This middle class today has both the desire and the financial means to pursue leisure activities. In particular, more and more Chinese and Indians are traveling both inside and outside their home countries.
2011 ACCOR ANNUAL REPORT/59
Pullman Paris Bercy –
A VALUE-CREATING PROPERTY STRATEGY In 2011, the combined success of the asset-light strategy (ing for nearly 90% of hotel openings during the year) and the asset management program (with 129 hotels sold) speeded Accor’s transformation.
Pursuing the asset management strategy
Property asset management: a dynamic year in 2011
In 2005, the Group embarked on an
In 2011, Accor successfully completed
which is now the European leader in the
extensive asset management program
several major property asset disposals
short-term urban rental segment
designed to:
involving:
with 10,000 apartments;
• in , Citéa (49 hotels representing 4,700 rooms) was acquired by Adagio,
optimize the property portfolio
Sale & Management-Back
• in Australia and New Zealand,
and structurally improve its profitability
contracts, under which Accor sells
Mirvac’s hotel operations (48 units)
by adapting hotel operating structures
hotels but continues to operate
were acquired in a transaction that
(owned, leased under variable rent
them under long-term management
will be completed in 2012.
contracts, franchised or managed)
contracts. Examples during the year
depending on their location and
included the Sofitel Arc de Triomphe
market segment;
for €69 million and the Pullman Paris
focusing on its hotel business to
Bercy for €195 million;
develop the brands and its operational
Sale & Franchise-Back contracts,
excellence for the benefit of partners;
whereby Accor sells hotels that
paying down debt to finance
are then operated through franchise
development and possible acquisitions.
agreements. This was the case in 2011
At year-end 2011, more than half of
for 24 Motel 6 hotels in North America;
the program to dispose of 450 hotels
Sale & Variable Leaseback contracts,
in the 2010-2013 period had already been
under which Accor sells hotels that are
completed. In early 2011, the Group
then operated through variable-rent
announced it was stepping up the
leases(1). This arrangement was used
program with a new plan until 2015
to divest seven Suite Novotel properties
that is intended to have a €2.2 billion
in , for a total of €77 million.
impact on adjusted net debt for
The Outright Sale of the Mercure
the 2011-2015 period. Unlike its American
Chopin in Warsaw (Poland) (250 rooms)
and British competitors, Accor does not
in 2011 for €31 million.
intend to become exclusively a franchiser. The Group is leveraging its operational
New acquisitions
excellence to remain a hotel operator,
Hotel disposals reduce debt and thus
including in the Upscale and Midscale
provide the Group with the financial
segments, which are especially
flexibility needed to take advantage of
concerned by property asset disposals.
possible external growth opportunities.
A less capital-intensive approach to development Network development is directly concerned by the program asset management strategy, which acts as a lever in two ways: • the sale of hotels in the upscale and luxury segments helps to finance the development of the economy and midscale segments while strengthening brand awareness and the Group’s distribution systems; • more powerful brands and distribution channels the development of the network through franchising agreements, especially in Europe, and through management contracts, particularly in the Asia-Pacific region. In 2011, Accor opened 50% of its new hotels under management contracts, notably in Europe and Asia-Pacific, and 39% through franchise agreement, mainly in Europe, North America and Australia.
This strategy was pursued in 2011 with the successful acquisition of integrated hotel networks:
(1) Accor leases the building from a investor, paying rent that varies according to the amount of revenue generated.
60/DEVELOPMENT: A RECORD YEAR
In 2011
FRANCHISING TAKES OFF IN EUROPE
806
More than 1,000 Accor hotels are managed under franchise agreements in Europe. In 2011, this operating structure ed for two-thirds of the Group’s development in this region.
in were managed through franchise agreements
hotels out of
1,489
Substantial development potential
due to major technological developments.
who are regularly consulted and included
The complexity and rising costs of
in the Group’s projects. This was the case
Accor sured its franchising
distribution are inciting independent hotel
in 2011 with the new IPMS integrated
development objectives for Europe with
operators to structured networks.
management and booking system
the opening of 94 hotels overall, of which
With Accor, they can take advantage of
integrated into hotels and with
40 in the United Kingdom and 29 in .
TARS, the Group’s powerful central
the launch of the ibis mega-brand project.
However, franchising still has considerable potential given that chains for only 25% of hotels in Europe, compared with 70% in the United States. The Italian market, for example, is still largely dominated by independent hotel operators. That is why brands like Mercure, ibis, ibis budget and ibis Styles can look forward to a bright future. In 2011, Accor completed two important transactions in the United Kingdom, g two major franchise agreements covering a total of 34 hotels. While the penetration rate for hotel chains remains low, the trend is gaining momentum. Today, independent hotel operators are faced with both the recession and a distribution system that is becoming more industrialized
booking system that generates nearly 50% of hotel revenue. They also benefit
ing the Group’s partners
directly from Accor’s innovative products,
Because of the commitment and strong
marketing campaigns and expert skills as
fit between development, operational
the world’s number one hotel operator.
and function teams, Accor can rapidly and successfully transform
Customized solutions and reinforced teams To this deep-seated trend, Accor has reworked its organization and developed a toolbox designed to lead the network of franchisees and help them optimize their performance. This is the case in , Accor’s leading franchise market with 806 out of 1,489 hotels managed through franchise agreements. Resources include: dedicated franchising units integrated into both brand operational management and development teams;
ibis Styles Nantes Sud Rezé –
regular hotel inspections carried out by 16 franchise directors; a partnership charter that presents the keys to a win-win relationship; meetings between the Group and franchisee associations as well as major events organized with and for franchisees. In November 2011, the Franchising Convention held in Rabat, Morocco
development projects into hotel openings. The franchise director plays a key role in this process, organizing the initial between franchises and Accor specialists. Everyone is involved in ensuring that the hotel and its teams are perfectly operational for opening day and that the brand promise is kept. This for franchisees includes: welcoming them into the Accor family with, for example, the “Welcome to ibis Styles” module in ; involving the Program Committee in introducing and monitoring the brand’s standards; training the partner’s employees and providing them with skills in hotel excellence (quality, purchasing, sustainable development, etc.) through the Accor Academy network; implementing management and distribution tools to optimize revenue.
was attended by 250 franchisee partners,
2011 ACCOR ANNUAL REPORT/61
Sofitel Essaouira Mogador Golf and Spa – Morroco
62
PLANET 21 reinvent hotels sustainably With PLANET 21, Accor has made 21 commitments in favor of sustainable development. Health, nature, carbon, innovation, local development, employment and dialogue: 21 commitments for the well-being of our world. In all our hotels, we work with employees, guests and partners to reinvent hotels – sustainably. Care for the planet? Please, step in.
2011 ACCOR ANNUAL REPORT/63
A NEW ERA OF AMBITIOUS EXPANSION Accor’s new sustainable development strategy is called PLANET 21. The program launches a new era in a commitment that dates back to 1994.
Reconciling hospitality and sustainable development
sustainable development practices into
The program is structured around
its hotel operations.
21 commitments backed by quantifiable
For Accor, sustainable development is both
The period was shaped by a number
a way of doing business and a practical
of significant events:
approach that relies heavily on innovative
created in 1998, the Hotel Environment
solutions. Reconciling hospitality with social and environmental responsibility requires the active involvement of employees and customers alike.
Charter has enabled hotels to continuously improve their performance as measured
in 2005. A unique, upgradable tool, it helps to measure, manage and report
that have since become standards for
the Group’s sustainable development
the Group and examples for the industry
performance. To include a carbon module
as a whole. Between 1994 and 2006
beginning in 2012, OPEN is used in
– from the creation of the Environment
all hotels and improves the monitoring
department to the founding of the
of water and energy use and waste
Earth Guest program with its focus
management.
on people and the environment – Accor
Launching a new strategy Reinventing hotels sustainably is Accor’s stated goal with its new PLANET 21 program. As the Group enters a new phase of sustained expansion, it is reaffirming its approach to responsible development, which generates value shared by everyone. PLANET 21 accelerates and intensifies Accor’s sustainable development commitment, transforming it into a decisive competitive advantage for the Group, its brands and its partners, in the eyes of customers
64/PLANET 21: REINVENT HOTELS SUSTAINABLY
is making sustainable hospitality the focus of its strategic vision, as well as its development and innovation processes.
the OPEN application was launched
to introduce more responsible practices
PLANET 21, Intrinsically linked to sustainable development, the name PLANET 21 refers to Agenda 21, the action plan adopted by 173 Heads of State at the 1992 Earth Summit in Rio de Janeiro. It also echoes the urgent need to focus efforts in the 21st century to change our production and consumption patterns with the goal of protecting our planet, its people and their environment.
to meet by 2015. With PLANET 21, Accor
against a 65-point checklist;
Nearly 20 years ago, Accor hotels began
made considerable headway in integrating
objectives that all hotels are expected
who are increasingly sensitive to social and environmental issues.
Innovating with PLANET 21 Research In 2011, Accor launched a shared knowledge platform – that is both free and open to all – to promote the emergence of more sustainable hotel industry practices. This information has already been broadly disseminated in Accor’s two initial studies: 1. The first international tracking study on hotel guest expectations regarding sustainable development, conducted with IFOP surveying a representative sample of 7,000 hotel customers in six countries. 2. A comprehensive study of the Group’s environmental footprint carried out with PriceWaterhouseCoopers Advisory. This is the first worldwide study of an international hotel group’s environmental impact based on a life cycle analysis of its operations. 11 areas of operations were assessed according to five criteria: energy and water use, waste production, carbon emissions and water pollution. The two studies were used when developing the PLANET 21 strategy so that commitments could be based on factual, solid, scientific data.
7 pillars, 21 commitments and quantifiable objectives for 2015
7 PILLARS
21 COMMITMENTS
2015 TARGETS
1. Ensure healthy interiors.
85% of hotels use eco-labeled products.
2. Promote responsible eating.
80% of hotels promote balanced dishes.
3. Prevent diseases.
95% of hotels organize disease prevention training for employees.
4. Reduce our water use.
15% reduction in water use between 2011 and 2015 (owned/leased hotels).
5. Expand waste recycling.
85% of hotels recycle their waste.
6. Protect biodiversity.
60% of hotels participate in the Plant for the Planet reforestation project.
7. Reduce our energy use.
10% reduction in energy use between 2011 and 2015 (owned/leased hotels).
8. Reduce our CO2 emissions.
10% reduction in CO2 emissions between 2011 and 2015 (owned/leased hotels).
9. Increase the use of renewable energy.
10% of hotels use renewable energy.
10. Encourage eco-design.
40% of hotels have at least three eco-designed room components.
11. Promote sustainable building.
21 new or renovated hotels are certified as sustainable buildings.
12. Introduce sustainable offers and technologies.
20% of owned and leased hotels offer green meeting solutions.
13. Protect children from abuse.
70% of hotels have committed to protecting children.
14. responsible purchasing practices.
70% of hotels purchase and promote products originating in their host country.
15. Protect ecosystems.
100% of hotels ban endangered seafood species from restaurant menus.
16. employee growth and skills.
75% of hotel managers are promoted from internal mobility.
17. Make diversity an asset.
Women for 35% of hotel managers(1).
18. Improve quality of worklife.
100% of host countries organize an employee opinion survey every two years.
19. Conduct our business openly and transparently.
Accor is included in 6 internationally-recognized socially responsible investment indices or standards.
20. Engage our franchised and managed hotels.
40% of all hotels are ISO 14001 or EarthCheck-certified(2).
21. Share our commitment with suppliers.
100% of purchasing contracts are in compliance with our Procurement Charter 21.
page 66
page 67
page 69
page 70
page 71
page 72
page 73 (1) Outside Motel 6/Studio 6. (2) Excl. economy segment.
2011 ACCOR ANNUAL REPORT/65
WELCOMING GUESTS WITH A GUARANTEE In today’s uncertain world, we provide guests and employees with a healthy environment that reassures them with regard to food-related, hygiene and environmental risks.
1 ENSURE HEALTHY INTERIORS
Accor seeks to make its hotels more comfortable and attractive as well as more environmentally friendly, for the benefit of customers and employees. At year-end 2011: 68% of Accor hotels used eco-labeled products, including cleaning products (51% of hotels), wall paint (23%) and floor coverings (10%). By 2015 85% of hotels will use eco-labeled products. 2 PROMOTE RESPONSIBLE EATING
Obesity and poor eating habits are afflictions that affect an ever-greater number of people. They are responsible for such health problems as hypertension,
Health
cardiovascular disease and diabetes. With more than 130 million meals a year served in its hotels, the Group clearly has a responsibility with regard to nutritional issues.
3 PREVENT DISEASES
Epidemics are not a thing of the past. Globalization is spreading them at a faster rate, and at the same time
At year-end 2011: 62% of hotels
diabetes, cancer, cardiovascular illness
offered balanced dishes to their
and other chronic diseases are also
customers:
developing rapidly. These diseases are
• in Portugal, several Novotel units
leading causes of mortality, ing
provide customers with information
for 60% of all deaths worldwide.
about allergenic items on menus;
Since 2002, Accor has been engaged
• in , Accor Academy has
in combating HIV/AIDS through
developed a “well-being and
programs to train employees, raise
vitality” offering in cooperation
awareness among guests and actively
with a nutritionist.
involve the tourist industry. With
At year-end 2011: • 77% of hotels had organized prevention training sessions for the health and well-being of employees. These mainly involved first aid, workplace ergonomics, prevention of HIV/AIDS and chronic diseases, and psychosocial risks; • 1,768 hotels were equipped with condom vending machines; • in , 8,629 ergonomic beds were installed in 168 hotels to reduce risks due to repeated movements by housekeepers; • 1,238 hotels – of which more
By 2015
PLANET 21, the Group has expanded
80% of hotels will promote balanced dishes.
its approach for combatting chronic
than 1,000 in – were
diseases and epidemics by adjusting
equipped with defibrillators.
to local health care needs.
By 2015 95% of hotels will organize disease prevention training for employees(1). (1) See page 76 in the Human Resources section.
66/PLANET 21: REINVENT HOTELS SUSTAINABLY
PRESERVING, RECYCLING AND REPLANTING To protect our environment, we are reducing our water consumption and recycling our waste. Accor has already planted two million trees as part of a global reforestation project ed by the United Nations.
4 REDUCE OUR WATER USE
5 EXPAND WASTE RECYCLING
Access to water – an essential
In the past 20 years, total waste
resource – varies widely from one
production has increased by 50%
region of the world to another. A source
worldwide while only 10% of that
of political and social tension, access
waste is recycled.
to water represents a major challenge.
Every year, Accor generates 2.3 million
An Accor hotel consumes approximately
tonnes of waste of which 70% from
15,000 cu.m of water per year. The
construction and renovation work.
Group’s environmental footprint showed
In 2011, the Group strengthened and
that 86% of water consumed came
further extended the waste module
from the food served in its hotels. Accor
in its sustainable development
is currently defining a work plan to find
management application. The goal
innovative restaurant solutions that
is to win the of all hotels
reduce the impact of upstream farming
and provide them with the means
on its water consumption.
to measure their waste volumes as well
At year-end 2011:
as their collection and sorting costs.
• 93% of hotels monitored and
At year-end 2011: 64% of hotels
analyzed their water consumption
recycled their waste and in particular:
on a monthly basis;
• 91% of hotels sorted and
• 88% of hotels had installed flow regulators on showers and faucets; • 161 hotels were equipped with rainwater recovery systems. By 2015 Accor will reduce water consumption in owned and leased hotels by 15%.
recycled batteries; • 91% of hotels sorted and recycled
Nature
fluorescent lamps and tubes; • 73% of hotels sorted and recycled paper and cardboard. By 2015 85% of hotels will recycle their waste.
Accor’s environmental footprint Water consumption impact
2% 1%
Waste impact
11%
Contribution from different activities:
Contribution from different activities:
Food & Beverage On-site water On-site energy Other
5%
1%
26%
Construction and renovation On-site energy Operating waste Other
68%
86%
Source: PLANET 21 research study 2011.
2011 ACCOR ANNUAL REPORT/67
6 PROTECT BIODIVERSITY
Biodiversity is essential to our planet’s equilibrium. Nonetheless, plant and animals species disappear every year. With Plant for the Planet, Accor is engaged in a unique reforestation project. The basic principle is to offer guests the option of reusing their towels, with half of the savings on laundry bills then allocated for tree planting projects. The formula is “5 towels reused = 1 tree planted.”
At year-end 2011: • More than 2 million trees had been funded and nearly 1,400 hotels were taking part in Plant for the Planet; • 82% of hotels used locally adapted plants; • 77% of hotels used certified paper for printing; • 53% used eco-friendly gardening products. By 2015 60% of hotels will participate in the Plant for the Planet reforestation project.
Plant for the Planet : Accor goes even further Accor has forged a partnership with Pur Projet, an organization created by Tristan Lecomte dedicated to combatting climate change through reforestation and forest conservation projects carried out by local communities. Tristan Lecomte is also the founder of Alter Eco, an organization that has helped to extend the use of fair trade products. Interview.
What approach does Pur Projet take? Tristan Lecomte : Our approach is unique in that it integrates mechanisms for reducing CO2 emissions into our partners’ operations. The result is tangible reforestation initiatives that create a direct link between the company’s operations and its natural environment. Our approach also enhances the perception of employees and consumers. In Thailand, for example, we focus on persuading producers to plants trees in order to fertilize their land, protect biodiversity, retain water and
68/PLANET 21: REINVENT HOTELS SUSTAINABLY
help combat climate change. It’s an open, collaborative, positive approach that helps to restore ecosystems while providing additional revenue for farming cooperatives and small producers who often live in precarious conditions.
Why work with Accor? Tristan Lecomte : With Plant for the Planet, Accor has emerged as a pioneering company involved in reforestation projects at the global level. In addition to its very significant results, Plant for the Planet corresponds perfectly to the Pur Projet approach because the hotels contribute
directly and locally to protecting their environment. In this way, Accor is inventing the hotels of the future – a hotel industry that is open to the world, caring and involved in tangible projects on the frontline. My goal is to the development of Plant for the Planet by integrating it more fully into the Group’s mission and businesses and enabling it to play an even more active local role. The objective is to increase the number of reforestation projects from 7 to 21 in 2013 and to have a project in each of Accor’s host countries by 2015.
REDUCING AND OPTIMIZING
Carbon
Hotel energy consumption is the area of operations that has the greatest environmental impact and also our most important way of taking action. We are committed to broadly and systematically deploying energy savings measures and to using renewable energies.
7 REDUCE OUR ENERGY USE
8 REDUCE OUR CO EMISSIONS 2
9 INCREASE THE USE OF RENEWABLE ENERGY
Ever more scarce and costly, fossil
Despite the large number of climate
energies are a major challenge for our
summit conferences and strict regulations,
Energy solutions abound, ranging from
increasingly energy-intensive society.
CO2 emissions continue to rise. The Group’s
thermal and photovoltaic solar s
Along with technological innovations,
environmental impact study showed that
to geothermal and biomass energy.
energy savings represent a solution
66% of its greenhouse gas emissions
However, before these solutions can be
to this problem.
come from fuel burned in the hotels,
broadly deployed, they must be tested
Overall, 75% of the energy consumed
while 15% was agriculture-related, mainly
and adapted to specific hotel features.
by Accor is in its hotels, the vast majority
for livestock feed and food transport.
Accor has already equipped a large
of which have been equipped with
It addition to its efforts to reduce energy
number of hotels with solar s
energy-efficient light bulbs. Maintenance
use, Accor has launched a project to
to produce domestic hot water and
programs to optimize its facilities’
reduce the carbon impact of its food
is carrying out a range of experiments
operations have also been strengthened.
services offering. Beginning in 2012, each
involving new technologies. In Cambodia,
Accor has developed a methodology
hotel can also determine its own carbon
for example, the Sofitel Angkor
called BOOST, which is based on an
footprint – either overall, for a seminar,
Phokeethra is pursuing an original
analysis of technical installations in its
or for a single hotel night.
initiative. Organic waste is “methanized”
hotels. It has helped to significantly
At year-end 2011:
reduce water and energy consumption
• 76% of hotels had ensured that
to produce gas used for cooking. The
– up to 25% for some hotels – solely
installations containing cooling
through employee training programs
liquids were leak-proof;
and action plans, without any additional
organic waste anaerobically (i.e. in an air-tight container), thereby producing
• 62% of hotels used energy-efficient
investment in hotel installations. At year-end 2011:
solution uses bacteria to decompose
boilers;
• 135 hotels around the world
air conditioning equipment.
were equipped with solar s
and analyzed their energy
By 2015
consumption on a monthly basis;
Accor will reduce CO2 emissions in owned and leased hotels by 10%.
• 92% of hotels ensured optimal
to prepare 700 meals a day for employees. At year-end 2011:
• 50% of hotel used energy-efficient
• 94% of hotels monitored
methane, a biogas that is then used
equipment settings;
to produce domestic hot water; • 172 hotels used biomass, geothermal and other renewable energies. By 2015
• 90% of hotels used lowconsumption bulbs for 24/7 lighting.
10% of hotels will use renewable energy.
By 2015 Accor will reduce energy consumption in owned and leased hotels by 10%.
Accor’s environmental footprint Energy impact
Carbon impact
6%
8%
7% Contribution from different activities:
On-site energy Other Laundry Food & Beverage Source: PLANET 21 research study 2011.
12%
75%
Contribution from different activities:
12%
On-site energy Food & Beverage Other Employee travel
14%
2011 ACCOR ANNUAL REPORT/69 66%
INVENTING AND TRANSFORMING By fully integrating sustainable development into our operating procedures and offers, we are responding proactively to emerging customer expectations and ing the development of new business models. The goal is to make PLANET 21 a laboratory for the hotel industry of tomorrow.
10 ENCOURAGE ECO-DESIGN
Eco-design is a continuous improvement
11 PROMOTE SUSTAINABLE BUILDING
process whose purpose is to respect the
The design phase of construction
environment at each step of a product’s
has a crucial impact on a building’s
life cycle.
environmental performance.
More and more hotels are using and offering responsible products, including ibis, Suite Novotel and Novotel, with their EU Eco-label certified guest amenities. At year-end 2011: • 39% of hotels used dispensers or eco-friendly packaging for bathroom products; • 13% of hotels had at least
That is why certain countries have introduced regulations that require low energy buildings and minimal impact on ecosystems. As an expert in hotel development, Accor has acquired real environmental expertise. The Group regularly tightens its standards and conducts pilot projects to the development of hotels that are more efficient in
three eco-designed room features
of energy and water consumption
(e.g. bedding, bath linen or paper);
and use fewer environmentally harmful
• 10% of hotels had eco-labeled bathroom products. By 2015 40% of hotels will have at least three eco-designed room components.
chemical substances. At year-end 2011:
Through reBorn, Accor gives its second-hand furniture a new lease of life! ReBorn grew out of Accor’s commitment to providing hotels with a unique, highly efficient solution for managing furniture to be replaced following renovation work. Since early 2012, the Group’s hotels have been able to sell furniture and decorative items in good condition on reBorn, Accor’s secondhand furniture shop, which is hosted on the French version of eBay, the world leader in online sales. A total of 2,500 items have been put up for sale in the service’s first few months.
• 65% of hotels used energy-efficient lamps for frontage lighting; • 25% of hotels recovered energy from the ventilation system; • 18% of hotels used building
In 2008, Accor pioneered with the launch of a responsible travel offering, today renamed Discovery. With PLANET 21,
management system to steer
the Group has created a special tracking
their energy consumptions;
unit that is constantly on the lookout for
• The Suite Novotel Issy-les-Moulineaux
new environmentally friendly offers and
had received ’s HQE®
technologies.
environmental certification.
At year-end 2011:
By 2015
• steam cleaning solutions were tested
21 hotels will have obtained sustainable building certification.
• electric vehicle charging stations
in 15 Sofitel hotels in eight countries; were tested in six Novotel hotels
12 INTRODUCE SUSTAINABLE
Innovation 70/PLANET 21: REINVENT HOTELS SUSTAINABLY
OFFERS AND TECHNOLOGIES
in the Greater Paris area; • automated sub-metering systems for
The integration of clean, eco-friendly
electricity, gas and heating installations
technologies is a powerful lever for
were tested in two ibis hotels in .
introducing increasingly sustainable
By 2015
hotels offers and practices.
20% of owned and leased hotels will offer green meeting solutions.
CONTRIBUTING AND PROTECTING Firmly rooted in our host communities, we directly the principle of shared economic development and protect their most precious, most vulnerable assets: their children and the natural ecosystems in which we operate.
13 PROTECT CHILDREN
FROM ABUSE Especially vulnerable, children are still too often the victims of sexual exploitation. Protecting them is a responsibility shared by everyone. As a global player in the tourist industry, Accor is especially concerned. In 2012, Accor wants to expand its program to protect children to include kidnapping,
• 36 countries had signed the Code of Conduct for the Protection of Children issued by EAT and the World Tourism Organization; • Accor was continuing to share its experience and training tools to combat sexual tourism involving children with the hotel industry, in particular at international sporting events, as it did during the FIFA 2010 World Cup.
a problem that is on the rise. Hotels
By 2015
can play a determining role in combatting
70% of hotels will be committed to protecting children.
this affliction. Since 2001, Accor has led the fight against sexual exploitation of children alongside EAT International(1), a non-governmental organization. Its action is based on informing and training employees, raising awareness among customers and suppliers, developing relations with public authorities, and facilitating the integration of minors. At year-end 2011: • 49% of hotels had committed to protecting children and during the year nearly 23,500 employees received training in identifying and responding to situations in which a child was at serious risk;
Local
(1) End Child Prostitution, Child Pornography & Trafficking of Children for Sexual Purposes.
14 RESPONSIBLE
PURCHASING PRACTICES Major companies generate enormous flows of merchandise around the world. By opting for intensive, rational, organic,
• 9% of hotels served sustainable products certified by other recognized labels, such as the Rainforest Alliance. By 2015 70% of hotels will purchase and promote products originating in their host country.
fair trade or other responsible production methods, they can make an important impact on people and the environment. The Procurement department integrates sustainable development criteria into its practices, such as the Sustainable Procurement Charter introduced in 2003 and since renamed the Procurement Charter 21. At year-end 2011: • 51% of hotels purchased and promoted locally produced food products; • 34% of hotels served fair trade products carrying the Fairtrade-Max Havelaar label. In , Accor hotels had purchased 350 tonnes of fair trade tea, coffee and cocoa, an increase of 4.5%
15 PROTECT ECOSYSTEMS
While ecosystems sustain the life and diversity of plant and animal species, they are too often threatened by human activities. The hotel industry is concerned and can take action by managing the origin and nature of the biological resources they use as well as this discharges they release into the ecosystems. At year-end 2011: • 82% of hotels ensured proper sanitation of wastewater ; • 68% of hotels had banned endangered seafood from restaurant menus.
over 2010. Fair trade products
By 2015
for nearly 44% of all hot beverages
100% of hotels will have banned endangered seafood species from restaurant menus.
served at Accor hotels;
2011 ACCOR ANNUAL REPORT/71
DEVELOPING AND NURTURING Our dynamic development is underpinned by the extraordinary social, cultural and professional diversity of our more than 180,000* employees in Accor brand hotels. We continuously help them to develop their skills and responsibilities with the goal of offering them motivating, rewarding careers and increasing their employability (see page 76). * Including 145,000 employees in owned, leased and managed hotels (corresponding to the scope of reporting of this document).
Employment
16 EMPLOYEE GROWTH AND SKILLS
As the world’s leading hotel operator, Accor has acquired extensive experience in human resources management. With its 17 Academies, the Group is also the world’s leading hotel school, helping every day to develop the skills and increase the employability of its staff. At year-end 2011: • 435,092 days of training had been provided during the year, an average of three days per employee; • 477 hotels had held training sessions to teach employees the host country’s language. By 2015 Accor will maintain its rate of 75% of hotel managers promoted through internal mobility.
18 IMPROVE QUALITY OF WORKLIFE
Work-related stress has become a public health issue that plays a role in determining a company’s attractiveness.
17 MAKE DIVERSITY AN ASSET
The Group has always focused on
Because of its hotels’ locations, Accor
providing employees with the best
enjoys a naturally diverse workforce.
possible working conditions and
A source of enrichment and performance,
Accor is regularly included – in Brazil
diversity must be present at all levels
for example – in the list of Best Places
of the organization. That’s why Accor
to Work prepared by the Great Place
actively promotes diversity in all
to Work® Institute.
aspects of its business, from hiring
At year-end 2011:
and career development to training and compensation. At year-end 2011: • 27% of hotel managers were women (excluding Motel 6/Studio 6). By 2015 Women will for 35% of hotel managers (excluding Motel 6/Studio 6).
72/PLANET 21: REINVENT HOTELS SUSTAINABLY
• 71 countries had carried out employee opinion surveys, in 2010 and/or 2011; • 531 hotels had organized training to prevent psychosocial risks. By 2015 All countries will conduct internal opinion surveys every two years.
PLANET 21 e-learning module Training is a key lever for integrating sustainable development practices into the Group’s businesses. In April 2012, Accor introduced a unique online training tool for employees of all hotel brands. It enables participants to embrace sustainable development issues and the PLANET 21 program’s ambitious objectives, while raising their awareness of the daily actions that can be applied in different parts of the hotel, including guest rooms, restaurants and kitchens.
SHARING AND REACHING OUT Through our commitments with regard to franchisees and suppliers, we involve our partners in our sustainable development strategy and integrate them into a responsibility process.
19 CONDUCT OUR BUSINESS
TRANSPARENTLY Accor is the only hotel group included in the four benchmark international socially responsible investing indexes: the Dow Jones Sustainability Indexes,
• 25% of Group hotels – across all operating structures – were either ISO 14001 or EarthCheck-certified; • 25% of franchised hotels complied with the standard level defined in the Accor Charter 21.
FTSE4Good, ASPI Eurozone®
By 2015
and the Ethibel Sustainability Index.
40% of hotels will be ISO 14001 or EarthCheck-certified regardless of whether they are owned, leased, managed or franchised (1).
To make its commitment even more transparent, Accor wants to introduce
FTSE4Good Index Series
a more comprehensive, accurate reporting system by 2015 with the goal
21 SHARE OUR COMMITMENT
of ing the two worldwide sustainable
WITH SUPPLIERS
development communication standards:
Accor integrates sustainable development
the United Nations Global Compact Differentiation Framework and the Global Reporting Initiative.
criteria into all phases of its supplier relations, from specifications in its calls for bids to specific clauses integrated
By 2015
into supplier certification contracts.
Accor is committed to being included in six recognized global indices or standards.
Today, major countries that have
20 ENGAGE OUR FRANCHISED
AND MANAGED HOTELS Accor’s business model has shifted its focus to managed and franchised hotels, which ed for 50% of the portfolio in 2011.
their own procurement departments have introduced action plans adapted to local issues. At year-end 2011: • more than 1,200 certified suppliers – 45% of the total – had signed the Accor Procurement Charter 21; • 150 priority suppliers had been evaluated, following an analysis
Accor advises and s its
of sustainable; development risks
partners in integrating sustainable
carried out in 2010 that covered
development criteria into their day-to-day hotel management practices. To facilitate their commitment, Accor provides them with OPEN, its sustainable development
98 product/service categories; • 39 categories out of the 98 included sustainable development criteria; • 64% of European contracts
management tool.
signed by Accor already include
At year-end 2011:
a certification of compliance,
• 100% of managed hotels and 82% of
required by Accor, to ensure that
franchised hotels had deployed Accor
suppliers meet the requirements
Charter 21, which is available in the
of the EU REACH regulation.
OPEN application; • 28% of franchised ibis hotels were ISO 14001-certified;
Dialogue
By 2015 100% of purchase contracts will comply with the Procurement Charter 21. (1) Excl. economy segment.
2011 ACCOR ANNUAL REPORT/73
Sofitel Essaouira Mogador Golf and Spa – Morocco
74
Our employees make us excellent Every day, more than 180,000 employees(1) welcome tens of thousands of guests in 4,400 Accor brand hotels. Because the hotel industry is a service business, employees are the leading drivers of our success. In 92 countries, they display the same enthusiasm, a real sense of hospitality and a high degree of professionalism. Accor’s human resources teams are fully focused on attracting talented individuals and helping them to evolve, as we develop our operations worldwide and deploy the latest technological advances. (1) Including 145,000 employees in owned, leased and managed hotels (corresponding to the scope of reporting of this document).
2011 ACCOR ANNUAL REPORT/75
A CULTURE THAT FEDERATES EMPLOYEES A profession rooted in human , the hotel business is also a ion. Accor’s human resources policies are based on values inherited from its past and commitments that federate employees, such as professionalism, recognition, diversity and social dialogue.
A responsible employer for committed employees
integral part of PLANET 21, the Group’s
Original ways of rewarding talent
new sustainable development program
Because employees are the key drivers of
Backed by a powerful culture, Accor
launched in April 2012 (see page 63).
satisfaction and customer relations, Accor is
transmits to its employees the values
Regular opinion surveys.
always attentive to ways of acknowledging
of conquest, innovation, performance,
Accor regulars polls employees to
their commitment and talent. Employee
respect and trust that have underpinned
gather their views, which are then used
recognition programs include:
its development for 45 years. Spreading,
to prepare and deploy action plans.
embracing and embodying these values
the Accor Bernaches Awards,
Each survey includes both core questions
require the commitment of each and every
created in 1990. Every year, Gold, Silver,
for all employees as well as more specific
manager. Accor’s cohesion depends on
Honor and Team awards are presented
questions pertaining to the local situation.
their whole-hearted involvement, at a time
to employees whose exemplary actions
In November 2011, Sofitel carried out
when the Group is growing, reinventing
and behavior embody the Group’s values.
the second worldwide opinion survey
itself and taking on talented new people.
This symbol of recognition is widely
– conducted in 16 languages – of its
respected not just within the Group,
Commitments that are part of the
25,300 employees. The overall response
but also across the hospitality industry;
Group’s responsibility to individuals
rate was 94% and 84% of employees
and society as a whole. Accor actively
said they were satisfied with their jobs.
s health and employment, two
The objective for 2015, which is part
pillars that help to promote fulfillment
of the Employment pillar of the
in the workplace. These pillars are an
PLANET 21 program (see page 72), is for all countries to conduct internal opinion surveys every two years.
the Professions Challenge, intended for hotel industry beginners, the competition focuses on reception, kitchen, dining room and bar professions. For the 9th year, 65 talented young people, selected from over 1,000 applicants from 21 countries, took part. Awards were
Monitor employee health and
presented to eight winners, all of them
prevent disease. The goal (see page 66)
either apprentices or employees who had
is for 95% of hotels worldwide to
been on the job for less than two years.
100 job
organize employee training courses
categories
diseases, as well as psychosocial risks,
Well-being in the workplace: Accor hailed as an employer
while taking into local health
Every year, the Great Place to Work®
57%
issues. In 2011, 77% of hotels organized
Institute organizes the Best Places to
prevention training sessions for the health
of employees are under 35
Work awards in 40 countries. The ranking
and well-being of employees, while
is based on employee surveys.
44% of supervisors are under 35
76/OUR EMPLOYEES MAKE US EXCELLENT
on the prevention of chronic and epidemic
in , 8,629 ergonomic beds were installed in 168 hotels to make changing bed linen easier for housekeepers.
Accor awarded the 2011 Human Capital Trophy Launched by French daily Le Monde and the Michel Page international recruitment firm, the award recognizes outstanding human resources management initiatives from companies included in ’s CAC 40 index. In June 2011, Accor was cited for its actions that recognize employee commitment and in particular for such commendable, high-profile human resources programs as the Accor Bernaches awards and the Professions Challenge.
In 2011, Accor was once again among the countries cited: in Latin America, where it received a Best Places to Work award in five countries – Argentina, Brazil (for the 14th year in a row), Chile, Mexico and Peru; in the Netherlands, where 83% of team surveyed expressed satisfaction with their employer, a
compensation and other day-to-day
worklife: hiring, assessment, career
responsibilities of the human resources
development, training and conflict
function, as well as in individual relations
management. The goal is to eliminate
within the organization. The Group’s
discrimination and celebrate diversity.
responsibility, performance and attractiveness as an employer all depend
High-quality social dialogue
on effectively promoting diversity.
Backed by a network of human
The backbone of this policy is the
resources managers that extends around
Group’s International Diversity Charter,
the world, Accor forges and maintains
which was prepared in 2010 and has
constructive, long-term relations with
been broadly distributed since then.
employee representatives. This dialogue
Four priorities have been defined for
is carried out mainly through the Group
the period leading up to 2015:
Works Council, the Social Council and
• diversity of origins;
the European Work Council. The Group has signed a large number of collective
9% increase over 2008. While the work
• gender equality in the workplace;
atmosphere and professionalism are
• integration of people with disabilities;
widely acknowledged, opportunities
• age diversity.
country level, as was the case in Poland
Since June 2011, all Group units have
in 2011, where Accor signed a new
reported data twice a year for diversity
collective agreement (modifying and
indicators based on these four priorities
updating the 1997 agreement) with local
and focusing on each hotel job track, from
employee representatives. Concerning
general manager to country Executive
the Orbis hotels, the agreement in
Committee member.
particular covered compensation, bonuses
for development – especially in the international marketplace – have also helped to make Accor an especially attractive employer in the Netherlands.
Diversity as a performance driver Diversity is a key component of Accor’s human resources policy. The goal is to make team ’ skills and recognition the focus of the entire process, and in particular to showcase employees’ differences.
at the Group’s hotels in Poland.
Accor received the 2011 Diversity Trophy in the Training category at the 7th International Diversity Symposium and the Grand Prix AFPA from ’s
the Employment pillar in the PLANET 21
national adult vocational training
program (see page 72).
association. The two awards were
The Group’s target is for women to hold
presented in recognition of the e-learning
35% of hotel general manager positions
module on diversity designed and
in 2015, compared with 27% in 2011.
deployed for the Group’s 2,500 hotel
Accor has designed and deployed core
general managers and department heads
in hiring, career management, training,
Social dialogue is also pursued at the
and benefits and harmonized job titles
Diversity training recognized by two awards
Diversity is also one of the objectives of
programs to make diversity a reality
agreements with these bodies.
in . The module provides virtual training on five key phases in a manager’s
2011 ACCOR ANNUAL REPORT/77
HIRING AND INVESTING IN SKILLS ENHANCEMENT Opening new frontiers in human resources represents a major challenge for hiring and retaining employees. Accor’s solutions involve innovation, the creation of new job tracks and an active internal mobility program.
4.3 million visits to the
ing the Group’s development
in 12 languages and is managed
The human resources function s
year in 2011 with 4.3 million visits (up 21%
Accor’s rapid development in both mature
over 2010), 20,000 job and internship
and emerging markets. The Group has
offers (up 19%) and 530,000 applications
set the ambitious goal of opening
received (up 61%). Other events during
40,000 new rooms a year between now
the year included:
and 2015. To drive that growth, employees
• a reworking of the site with a new
need to be hired and retained. As part
logo, a new section featuring application
of its active career management policy,
advice and more functionalities, such
Accor is committed to bolstering its
as a job offer basket and the possibility
teams with local talent and sharing its
of forwarding information to a friend,
skills and capabilities around the world.
• an Accor page on LinkedIn,
This requires deg career paths that will help to attract, develop and retain the best people. In mature markets, the Group needs to make itself more attractive and deploy an array of innovative hiring methods. To promote its jobs and image among candidates as a good place to work, a wide range of mainly digital tools have been developed for the country organizations: Accor.com has added an especially rich Recruitment & careers section. With 755,000 visits in 2011, it is the site’s most often visited section, ing for one-quarter of the total. It features 43 job fact sheets, as well as employee testimonials, videos, podcasts and job quizzes; AccorJobs, the hiring site, has celebrated its 10th anniversary. With 18 country sites each with its own content, AccorJobs has been translated
78/OUR EMPLOYEES MAKE US EXCELLENT
by 4,500 recruiters. The site had a busy
the biggest business-related social networking site with 100 million . The page already had more than 15,000 friends at year-end 2011, • a blog entitled working@accor dedicated to specialized job categories, which includes testimonials and articles. The blog became an AccorJobs Facebook page in 2012, • the posting of AccorJobs offers on the Jobaroundme iPhone application. It enables iPhone s to consult job vacancies listed on the AccorJobs website in real time. The application also features an augmented reality system for visualizing offers in nearby Accor hotels.
website
Developing new job categories to ensure our expertise
very closely managed. Accor is constantly
In response to the growing professionalism
through two training programs:
of the hotel business, Accor is pursuing
• RM Dimension, which is dedicated
developing revenue management experts
a job track policy. Recognized for its
to revenue management professionals,
operational excellence, the Group has
hotel general managers and
stepped up its initiatives to train in-house
accommodation and booking managers.
experts, especially in cutting-edge fields
More than 1,500 employees took part
such as:
in these certification-backed training
revenue management, in order to optimize hotel revenue by selling each
sessions in 2011, • RM Pro, which is reserved for
available room at the right price. This
600 professional revenue management
complex technique is vitally important as it
specialists. The module, which enables
enables room and occupancy rates to be
program participants to improve their understanding of room rate policies and reservation forecasting, was offered to 131 revenue managers in 2011, the sales function is evolving and becoming more complex especially because of the ever-expanding role of new technologies. The Sales & Distribution training module is designed to provide the Group with a pool of sales professionals and maintain its standing as a market leader. In 2011, some 230 distribution specialists took part in these courses, which will play an even greater role in the years ahead.
Accor is expanding its revenue management training In , Accor signed a partnership agreement with Institut Paul Bocuse and the Savoy-Mont-Blanc Business istration Institute. The partnership sets up a Masters program that will help the Group to identify and hire future revenue management experts.
2011 ACCOR ANNUAL REPORT/79
435,092 days of training provided during the year, an average of 3 days per employee
Promoting mobility: the key to retaining employees
A driver of business and managerial performance and a source of innovation,
Accor, the world’s leading hotel school
Because it s employee skills
mobility can be:
Accor’s reputation as a hotel school
enhancement, motivation and loyalty,
• functional, as evidenced by such
is underpinned by its portfolio of more
mobility is a foundation of Accor’s human
programs as Move Up at Novotel
than 150 training programs, a network
resources policy. The Group has set
and career advancement initiatives
of 17 Academies around the world
a target of 75% of hotel general managers
at ibis that are designed to validate
and innovative learning methods.
developed through internal promotion
employees’ acquired experience;
The Academies’ mission is to
by 2015. Mobility is also one of the social commitments of the PLANET 21 program (see page 72).
• geographic. Accor has designed
development through skills enhancement.
includes intercultural awareness training
Its three fundamental pedagogical
for employees being transferred to
goals are to:
countries with a highly specific cultural
• ensure that all programs, regardless
environment. An international mobility
of subject, are consistent with
intranet has also been set up that
Accor’s culture, operating methods
enables people to stay attuned to the
and management principles;
Group’s needs and learn about possible transfers and how to apply for them. Accor also has a dedicated in-house career and mobility management site for Group executives and managers called Success. It provides them with visibility The 2011 IHMP graduating class
on all vacancies that need to be filled and enables them to manage their profile by submitting their resume and career goals.
Creating a pool of international managers The International Hospitality Management Program (IHMP) was introduced in 1997. The 30 employees who graduated from the program in 2011 ranged in age from 28 to 49, represented 16 different nationalities and one third of them were women. Of all the employees who have participated in the program since its creation, 50% are now hotel general managers and another 5% have become either Director of Operations, Sales Director or the head of an Accor Academy.
80/OUR EMPLOYEES MAKE US EXCELLENT
employees’ professional growth and
an international mobility strategy that
• continuously the brands by deg, producing and leading all of their dedicated training programs; • stay attuned to social trends, by offering innovative teaching resources – such as e-learning – that reflect changes in the marketplace. One example is the Accor Academy in Australia and New Zealand, which has developed a cutting-edge online training program. It comprises an interactive situational simulation component, an electronic evaluation tool to measure skills acquired and blogs for business community that enable experts to share their ideas and views. There is also a virtual training module that allows participants throughout the Asia-Pacific region to take part in classes – in real time led by a real-life instructor.
ENABLING EMPLOYEES TO DEVELOP IN LINE WITH THE STRATEGY Employees are on the frontline as the Group deploys its strategy, which involves modernizing the brand portfolio, expanding the network at a record pace and adapting hotel operating structures. To successfully deploy the strategy, it’s our responsibility – and in our interest – to train employees and instill in them a sense of belonging.
Career paths for each brand
In 2011, for example:
Expressing its own special world and
Novotel continue to broadly deploy
lifestyle, each of our brands integrates
its Move Up program, launched in 2010.
new consumer patterns and is
Its purpose is to enhance team ’
modernizing to provide customers
employability(1) and earn their loyalty
with a constantly renewed experience.
through an original approach built around
To achieve that, each brand has
six modules:
adapted its human resources policies
1. Welcome, a six-month
depending on its positioning and service offering. The goal is to enable employees to the brand’s growth and enhance its value even as they grow and find fulfillment.
50% of employees are women
integration process; 2. Itineraries, a three-stage, certification-backed program; 3. Globe-Trotter, an intensive
With the Ambassadors initiative launched in June 2011, Sofitel now has
two-year module for becoming
a program that develops and showcases
a department head;
the skills of its 25,300 employees. The
4. GM , a one-year personalized development program to learn the hotel general manager profession; 5. Visa Novotel, which provides
goal is to promote professional excellence and career development while providing the brand with value added. The program is based on three modules:
high-performance employees with
• Be Yourself, which integrates a skills and
the opportunity gain international
attitude grid and leverages a partnership
work experience;
with 15 leading hotel schools around the
6. Novotel Services Attitudes, to transmit the brand’s commitment to service. At end-2011, the Move Up program had been deployed in 165 hotels. Moreover, two GM graduates in were promoted to hotel general
world to select talented young people; • Be Ready, so that each employee can represent the brand by expressing its spirit (the Sofitel appearance and attitude) and embracing the high standards of the luxury segment; • Be Magnifique, to allow ambassadors to
manager positions in 2011 and around
trace their career path by providing them
ten employees from Australia,
with professional expertise, mentoring,
and South America are now enrolled
training and management skills.
in the program.
(1) Developing employees’ capabilities to make them more attractive on the job market.
2011 ACCOR ANNUAL REPORT/81
More than
10,000
For the launch of the ibis mega-brand,
• enable hotels employees to buy
Accor designed a special training program
into the Group’s new economy segment
to the new dynamic instilled
strategy;
by its economy segment offering. Called
• help them to discover the positioning
the ibis Family kit, the program is intended
of their brand (one of three in the ibis
for all hotel general managers and
Family), as well as the product, offers,
operations directors of ibis, ibis Styles
new visual identity and communication
and ibis budget brands who train their
strategy;
own team . Its purpose is to:
employees have taken part in the Naturally Different program in Latin America
• create for the new project.
diploma that validates their professional experience. In 2011, nine managers took
Hiring to the Group’s development
advantage of this opportunity.
In line with its room opening objectives,
networks are expanding at a rapid pace,
Accor has adapted its human resources
the challenge is to hire and retain talented
policy to the local situation in its host
locals to this growth and ensure
countries.
impeccable service quality for guests.
In Europe and mature countries,
In India, for example, where the Group
Accor needs to enhance its appeal
plans to open 100 hotels by 2015,
as an employer, by using a wide variety
the Pullman Gurgaon Central set up
of innovative recruitment methods and
an exemplary hiring campaign during
offering motivating career opportunities
the year that was cited by the Indian
to attract and retain the best talent.
Institute of Planning and Management,
The brands are developing and deploying
one of the country’s leading business
programs to build up talents pools through
schools. Applicants, who were asked
internal promotion. One example is
to reply to the question “I’m a Pullman
the program created by ibis budget and
person. Are you?” were hired on the basis
hotelF1 in with the Versailles
of their attitude and their alignment
Chamber of Commerce and Industry that
with the brand’s values.
allows hotel managers to earn a special
82/OUR EMPLOYEES MAKE US EXCELLENT
In emerging markets, where hotel
The Accor Academy in Asia also developed
welcome all types of guests
a solution to boost training resources
by providing them with appropriate
in this region where things are moving
service and solutions. In Latin America,
at an ever-faster pace. The idea is to train
for example, more than 10,000 employees
and certify employees to provide skills
have taken part in the Naturally Different
enhancement sessions on the frontline,
program whose purpose is to teach the
which is not part of their normal
right attitudes and the best response
professional responsibilities. In Asia
to the special needs of the handicapped
(excluding China), some 80 employees
and the elderly, as well as children,
were certified as trainers in 2011.
foreigners and homosexuals;
Provide service in line with new customer expectations To satisfy increasingly demanding customers, Accor constantly anticipates and adapts to their emerging needs. In particular, the Group focuses on the professionalism of its employees and invests in their training so that they can:
Another example is Australia, where teams have been trained at Sofitel and Pullman to welcome Chinese and Indian customers and address their special needs. personalize customer welcome and services upon their arrival at the hotel. This personalized service must take into the benefits of the Le Club Accorhotels loyalty program and an understanding of customer preferences. This changes the way of working for employees who have an important role to play in effectively using, updating and enhancing customer knowledge. As this has a direct impact on reception services, a special training module is being designed with and by front office managers, who ensure the deployment of tools and procedures at operations level.
2011 ACCOR ANNUAL REPORT/83
THE ACCOR FOUNDATION The Accor Foundation is dedicated to ing and developing socially responsible actions initiated by employees, with the goal of “linking cultures by ing the development of individuals and their integration into their environment.”
13 projects Rest of Europe
15 projects Americas
Employee-ed initiatives 45 projects
Since its creation on August 31, 2008, the Foundation has ed more
19 projects Asia
than 100 projects with the help of nearly 5,000 employees in 33 countries. It wants to continue expanding its frontline initiatives in the Group’s 92 host
3 projects Pacific
countries. The goal for 2012 is to increase the number of projects ed by 30%. The Accor Foundation provides
11 projects Africa
the Group with an added human touch that is aligned with our new objective, which is to Open New Frontiers in Hospitality®. Extending across borders, the Foundation transforms hospitality into outreach. With the invaluable of our team , it ensures that assistance programs are adapted to local needs and monitored regularly. This approach resonates with our role
Leveraging a unique model, the
The Foundation only s projects
Foundation provides exclusively
in which team are personally
for projects suggested by company
and locally involved. In addition, employees
employees or franchisee partners – a good
can get information and advice from regional
way to get all stakeholders on board.
experts who come from the area covered
as a service provider, which is based
by their project.
on the values of welcome, dedication and
To learn more:
generosity that define the hotel industry.
www.fondation-accor.com
A unique model In each case, the projects grow out of meaningful, in-depth discussions between employees and the Foundation team, which makes every effort to offer guidance and advice to all individuals who submit an idea.
Everyone involved in celebrating the Foundation’s 3rd anniversary For its 3 rd anniversary, the Accor Foundation brought together Group employees and partner associations for events organized in its international head offices and a number of hotels. Photo exhibitions and local markets were set up to showcase the involvement of team and the products created by the beneficiaries of associations that receive the Foundation’s . At a press conference held at the Foundation’s headquarters in Paris, Denis Hennequin, Chairman of the Accor Foundation, and Marie-Caroline Bizet, Foundation Manager, spoke not only about the associations that receive , but also about the employees who work alongside them.
84/NOS COLLABORATEURS FONT NOTRE EXCELLENCE
3 fields of intervention TRAINING AND INSERTION Encouraging integration and insertion of young people in difficulty aged 15-30. : The Voil’Avenir project Purpose: Integrate young people into the job market through certification-backed training programs. Association ed: Multi Services Développement. Since November 2011, 16 disadvantaged young people from the Lyon suburbs have been helping to build boats that will make navigating easier for quadriplegics and paraplegics. Participants are trained in boat-building techniques, thereby gaining important skills that facilitate their entry into the working world.
Dominique Grandjonc, General manager of the Novotel Lyon-La Part-Dieu
Why are you involved in this project?
LOCAL KNOW-HOW ing socio-economic initiatives that highlight traditional crafts and techniques. Émeline Ori, Manager, Quality Control and Sustainable Development, Accor Dominican Republic
“I need to give meaning to my position as a company manager. For me, that meaning comes from fulfilling a social function that benefits society as a whole. As General manager of a Novotel hotel, I feel that I serve as an ambassador for Accor.”
Dominican Republic: Creation of a handcrafted jewelry workshop Purpose: Enable disadvantaged women to find work and re-enter mainstream society.
Why are you involved in this project?
Association ed: Fundación Sol Naciente
“I think it’s just because I have never lacked for anything in my life and I wanted to extend that opportunity to as many people as possible. Helping others and treating them as equals has always been important for me, so I try to apply those principles whenever I can.”
In the Dominican Republic, the situation of very young single mothers is a major problem that affects 35% of women under the age of 18, who have a very hard time finding work. To address this problem, the Accor Foundation s Fundación Sol Naciente, which in 2012 developed a pilot training program for 16 unwed young mothers who were already monitored by the association. The goal is to teach them to work with silver and local stones, such as amber and larimar, so that they can set up their own jewelry workshop and achieve financial independence. Pieter de Weerd, General manager of Mercure Tokyo Ginza and Operations Director for Japan
HUMANITARIAN AND EMERGENCY Helping populations in great difficulty and responding to humanitarian disasters.
Japan: for victims of the March 2011 earthquake and tsunami Association ed: KnK Japan (Children without borders) The Accor Foundation allocated €20,000 in emergency funds to KnK Japan, which used the money to purchase and distribute blankets, diapers, food, powdered milk and other necessities in Iwate Prefecture, the region of Japan that was hardest hit by the earthquake and tsunami. The Foundation also enabled Accor employees and A|Club who so desired to donate funds via an online service set up by KnK Japan. In all, more than €40,000 was donated through this collective outpouring of generosity.
Why are you involved in this project? “Given the scope of the disaster, we very quickly realized that everyone would have to get involved. The active and donations from the Foundation, regional head offices and hotels and especially the contributions from a large number of customers and A|Club provided relief for hundreds of families and children in one of the most heavily damaged regions. So all the Accor Japan teams would like to say: Arigato. Thank you everyone.”
2011 ACCOR ANNUAL REPORT/85
Siège social Accor Odyssey Paris –
86
Performance indicators In 2011, Accor confirmed the clear recovery in its business with results that were sharply higher. Fully focused on hotel operations and backed by a very healthy financial position, the Group has the assets needed to step up its pace of development and become the industry leader in all areas of operation. It will attain this goal while respecting its commitments to shareholders, maintaining close relations with them and providing them with extensive, transparent information.
2011 ACCOR ANNUAL REPORT/87
Accor Investor relations Accor Immeuble Odyssey 110, avenue de 75210 Paris Cedex 13
ACCOR AND ITS SHAREHOLDERS
Shareholder hotline Toll-free number ( only)
In addition to the Annual Meeting and the events organized to present the annual results, Accor keeps both private and institutional shareholders informed of the latest developments on a highly responsive daily basis. This information is tailored to the specific needs of different types of shareholders and financial analysts while constantly complying with the principle of fair access to information.
Meetings with investors In 2011, meetings were held with some
Working group on the private shareholder relations process
470 representatives of more than
Created in 2007, a working group
400 financial institutions and 21 roadshows
comprising 15 of the
were organized in Europe, the United
Shareholders Club is exploring ways
States and Canada.
to encourage exchanges of views
Accor also took part in seven investor conferences during the year, in and the United States.
and opinions with our private shareholders
(local rate) Operators are available to answer questions from 9:00 am to 6:00 pm from Monday to Friday e-mail:
[email protected]
ed shares managed by Société Générale 32, rue du Champ-de-Tir BP 81 236 44312 Nantes cedex 03, Tel.: 02 51 85 67 89 Nominet.socgen.com
and to improve the private shareholder relations process. At its two meetings in 2011, the group reviewed the various
A wide array of documents far exceeding
resources used to keep shareholders
regulatory requirements may be viewed
informed, the preparations for the Annual
in the “Finance” section of the website.
Shareholders’ Meeting, a briefing on
These documents, which cover both
hotel visits organized for Shareholders
current and previous years, include: the
Club and an update on Accor’s
Registration Document filed with the
sustainable development process.
Autorité des Marchés Financiers (available
Working group also had the
Created in May 2000, the Accor
in electronic form since 1997); the Annual
opportunity to meet and exchange ideas
Shareholders Club had more than
Report; information memoranda filed
with Chairman and Chief Executive
8,000 at year-end 2011,
with the Autorité des Marchés Financiers
Officer Denis Hennequin.
with each one owning at least 50 bearer
concerning corporate actions; notices
were also given details about the ibis
shares or one ed share.
of Shareholders’ Meetings, sent
megabrand project to revitalize the
systematically to ed shareholders
Among the many advantages
economy hotel segment.
and on request to of the
Held on May 30, 2011 at the Novotel Paris Est, the Annual Shareholders’ Meeting was attended by 350 people and provided many opportunities for exchanging views and opinions.
The Accor Shareholders Club
enjoy are regular e-mail updates
Shareholders Club; the Letter to Shareholders, available on request
the Letter to Shareholders and other
Easily accessible information tailored to shareholder profiles
news, the possibility of subscribing
All of the Group’s financial news and
via the corporate website.
to all of our other corporate publications,
publications can be accessed in the
the opportunity to discover our businesses
Legal documents are on display at the
“Finance” section of the www.accor.com
in a more personal way through site visits,
Company’s primary business office,
website, which serves as a comprehensive
and VIP invitations to investor events
Immeuble Odyssey, 110, avenue de
investor relations database. The site carries
in which Accor participates.
, 75210 Paris Cedex 13, .
live and deferred webcasts of results
of the Shareholders Club
presentations, Investor Days and Annual
are entitled to the Le Club Accorhotels
Shareholders’ Meetings. It also tracks the
Platinum loyalty card, enabling
Accor share price in real time and features
them to earn twice as many points
a dedicated section for private shareholders
in participating hotels and to take
and of the Shareholders Club.
throughout the year with press releases,
advantage of exclusive benefits.
in electronic form and accessible
Since January 20, 2007, when the European Transparency Directive was transposed into French law, Accor has issued its regulatory filings through a professional disclosure service that complies with the criteria set out in the Autorité des Marchés Financiers general regulations. The filings are also available on the corporate website.
88/PERFORMANCE INDICATORS
THE ACCOR SHARE SHARE PERFORMANCE 2007*
2008*
2009*
2010
2011
2012 (1)
Year-end closing
54.70
35.11
38.25
33.30
19.59
26.40
High for the year
75.32
56.30
39.95
34.03
36.20
27.74
Low for the year
52.21
24.23
25.20
22.26
17.03
18.70
–6.8%
–43.1%
+8.9%
+25.2%
–41.2%
+34.8%
12.6
7.7
8.6
7.6
4.5
6.0
Net yield(2)
5.8%(3)
4.7%(4)
2.7%(5)
1.9%(6)
5.9%(7)
4.35%(7)
CAC 40 Change for the year
+1.3%
–42.6%
+22.3%
–5.2%
–19.0%
+7.1%
In euros
Accor
% change for the year Market value (€ billions)
* Share performance before 2010 have not been adjusted from Edenred share. (1) At February 29, 2012. (2) Based on year-end closing. (3) 3% on the ordinary dividend of €1.65 per share; 5.8% including the special dividend of €1.50 per share. (4) Based on the ordinary dividend of €1.65 per share. (5) Based on the ordinary dividend of €1.05 per share. (6) Based on the ordinary dividend of €0.62 per share. (7) 3.3% on the ordinary dividend of €0.65 presented for approval at the Shareholders’ Meeting on May 10, 2012; 5.9% including the special dividend of €0.50 per share.
Long-term share performance €
Listed on
80
Euronext Paris Compartiment A
Accor
70
€51.40 (at April 20, 2007)
60
ISIN code
50
FR0000120404
40
Included in the following indexes
30
January 1983 €4.80
20
Demerger: Edenred initial public offering (July 2, 2010)
Paris Index
10 0
83 84 85 86 87 88 89 90 91 92 93 94 95 96 97 98 99 00 01 02 03 04 05 06 07 08 09 10 11
Accor share performance (Base 100 at January 3, 2011)
CAC 40 EURONEXT 100 FTSEurofirst 80 DJ Stoxx 600 DJ EuroStoxx MSCI Europe
Included in the following sustainability indexes
110
Dow Jones Sustainability Indexes FTSE4Good ASPI Eurozone Ethibel Sustainability Indexes
100 90 80 70
Accor: –20.80% CAC 40: –12.23%
60
12 3/
12
/0 03
3/ /0
12 01
3/
3/
11
/0 01
3/
11
/0 12
/0
11 11
3/
3/
11
/0 10
/0
3/
11 09
/0
3/
11 08
/0
3/
11 07
/0
11 06
3/ /0
3/
11 05
/0
11 04
3/
11
/0
3/
03
/0 02
01
/0
3/
11
50
2011 ACCOR ANNUAL REPORT/89
2011 RESULTS Performance in 2011 was driven by favorable hotel cycle dynamics, with increases in both occupancy rates and average room rates. Sustained demand throughout the year enabled Accor to meet the objectives announced to the market. Consolidated EBIT amounted to €530 million. Fully focused on the hotels business, the Group is ready to pursue its expansion at a sustained pace, primarily through management contracts and franchise agreements. In 2011, it also stepped up implementation of its 2011-2015 asset management program, which is designed to refinance assets with a €2.2 billion impact on adjusted net debt over the period.
Revenue
with the appreciation of the Australian
EBITDAR
Consolidated revenue totaled
dollar offsetting the downturn
A key financial performance indicator,
€6,100 million in 2011, up 5.2% like-
in the US dollar against the euro.
earnings before interest, taxes,
for-like and 2.5% on a reported basis.
Revenue increased, led by sustained
depreciation, amortization, provisions
The expansion strategy increased
demand all year long. Growth was robust
and rental expense (EBITDAR) totaled
revenue by 1.8%. A total of 38,700 new
in the main country markets in Europe
€1,923 million. EBITDAR margin stood
rooms – representing 318 hotels – were
(, and the United
at 31.5%, up 1.0 point as reported and
opened during the year, mainly
Kingdom), reflecting rises in both
1.2 points like-for-like compared with 2010.
under management contracts and
occupancy rates and average room rates
The flow-through ratio(1) was a high 56%(2).
franchise agreements. Divesting non-
across every segment. Revenue was
strategic assets and applying the
also lifted by the very strong growth in
asset right strategy reduced revenue
business throughout the year in emerging
by 4.3%. Lastly, the currency effect
markets, especially in Asia and Latin
reduced reported growth by 0.2%,
America.
In the upscale and midscale segment, EBITDAR margin widened by 1.1 points like-for-like to 28.9%, while the flowthrough ratio stood at 51.8%. For economy hotels outside the United States, EBITDAR margin rose by 0.8 points like-for-like to 38.1% and the flow-through ratio was 50.5%. EBITDAR margin for the Economy Hotels business in the United States improved by 0.5 points like-for-like to 30.8%.
Quarterly like-for-like change in 2011 revenue, for year-on-year growth of 5.4%
+5.6%
+6.1%
+6.0% +3.7%
Q1
Q2
90/PERFORMANCE INDICATORS
Q3
Q4
€6,100 million Revenue EBIT
during the year. Before taking into
EBIT, corresponding to EBITDAR after
the above-mentioned non-recurring items,
€1,923 million
depreciation, amortization, provisions
operating profit before non-recurring
EBITDAR
and rental expense, rose 18.8% as
items, net of tax amounted to
reported to €530 million from €466 million
€296 million. Operating profit before non-
in 2010, in line with the ongoing solid
recurring items, net of tax, came to €1.30
31.5%
performance of the business.
per share in 2011. As a result, the Board of
EBITDAR margin
Directors is recommending the payment of an ordinary dividend(3) of €0.65 per
Net profit, Group share Net profit, Group share amounted to €27 million, versus €3,600 million
€530 million
share, for a payout rate of 50%, and a special dividend of €0.50 euro per share.
EBIT
(1) The flow-through ratio is the ratio between the change in like-for-like EBITDAR and the change in like-for-like revenue.
€296 million
in 2010. The 2010 figure included the €4,044 million non-cash capital gain (net of costs) arising on the demerger of the services business. Earnings per share came to €0.12, versus €15.94 in 2010, based on the weighted average 227 million shares outstanding
operating profit before non-recurring items, net of tax
(2) The flow-through ratio including the impact of operations in Egypt and Ivory Coast was 54%. (3) Submitted for approval at the Combined Ordinary and Extraordinary Shareholders’ Meeting on May 10, 2012.
39% 10%
Rest of Europe
34%
North America
9% AsiaPacific
2% 6%
2011 Revenue by region
Latin America and the Caribbean
Africa Middle-East
2011 ACCOR ANNUAL REPORT/91
FINANCIAL FLOWS
€54 million Rest of Europe
€96 million
(2)
North America
€54 million
€68 million Asia-Pacific
€2 million
Hotel expenditure by region(1) (€371 million)
€97 million(3) Latin America and the Caribbean
Africa Middle-East
(1) Hotel expenditure includes openings and renovation work. (2) Including €95 million in costs related to the exercise of call options on 56 hotels in the United States. (3) Including a €79 million down payment for the acquisition of the Sofitel Rio de Janeiro.
€737 million
€303 million
(cash available to finance investments and dividend payments), up from €695 million in 2010.
After renovation and maintenance expenditure, which represented 5% of revenue, free cash flow stood at €434 million.
in funds from ordinary activities
in renovation and maintenance expenditure
€1.15 dividend(1) per share of which an ordinary dividend of €0.65 and a special dividend of €0.50. The payout rate is 50%. It is calculated on operating profit before non-recurring items, net of tax(2). (1) Submitted to shareholders for approval at the Annual Meeting on May 10, 2012. (2) Operating profit before non-recurring items, net of tax: operating profit before tax and non-recurring items less tax on operating profit, less minority interests. 92/PERFORMANCE INDICATORS
Net debt at December 31, 2011
€533
12.3%
€226
in proceeds from asset sales
An indicator of the profitability of investments, return on capital employed stood at 12.3%, compared with 11.3% in 2010.
Impact of the asset management program on adjusted net debt in 2011.
ROCE (Return on Capital Employed) is the ratio of:
million
million
compared with €730 million at year-end 2010.
Average cost of gross debt: 6.51%
43%
44%
7%
6%
1 to 2 years
3 to 6 years
Gross debt by type of rate 83%
17%
Fixed rate
• EBITDAR for each business plus investment income (dividends and interest from associates and non-consolidated companies); • to average non-current assets, before depreciation, amortization and provisions, plus working capital.
Gross debt by maturity
<1 year
ROCE
>6 years
25.7%, versus 20.1% in 2010 funds from operations excluding non-recurring transactions/ adjusted net debt An indicator of the Group’s solvency, this ratio is calculated with net debt adjusted for the 8% discounting of future minimum lease payments.
Variable rate
2011 ACCOR ANNUAL REPORT/93
SUMMARY FINANCIAL STATEMENT SUMMARY STATEMENTS OF INCOME In € millions
Consolidated revenue Operating expense EBITDAR Rental expense EBITDA Depreciation, amortization and provisions EBIT Net financial expense Share of profit of associates Operating profit before tax and non-recurring items Restructuring costs Impairment losses Gains and losses on management of hotel properties Gains and losses on management of other assets Operating profit before tax Income tax expense Profit or loss from discontinued operations Net profit/(loss) Net profit/(loss), Group share Net profit attributable to minority interests Weighted average number of shares outstanding (in thousands) In € Earnings per share Ordinary dividend per share
2009(1) 5,490 (3,972) 1,518 (854) 664 (429) 235 (124) (3) 108 (110) (241) 7 (27) (263) (32) 30 (265) (282) 17 222,890 (1.36) 1.05
2010(1) 5,948 (4,134) 1,814 (934) 880 (434) 446 (134) 22 334 (31) (284) 4 (35) (12) (392) 4,014 3,610 3,600 10 225,838 (1.82) 0.62
2011(2) 6,100 (4,177) 1,923 (995) 928 (398) 530 (97) 5 438 (40) (113) 60 (19) (326) (274) (2) 50 27 23 227,107 0.13 1.15(3)
(1) In line with IFRS 5, cash flows from Edenred, Groupe Lucien Barrière and the onboard train services business have been reclassified under “cash flows from discontinued operations.” (2) In line with IFRS 5, 2011 results from Groupe Lucien Barrière and the onboard train services business have been reclassified under “Profit from discontinued operations.” (3) Submitted for approval at the Annual Meeting of Shareholders on May 10, 2011, including a special dividend of €0.50.
SUMMARY BALANCE SHEET 2009
2010
2011
ASSETS Goodwill Intangible assets Property, plant and equipment Total non-current financial assets Total non-current assets Total current assets Total assets
1,777 488 4,306 428 7,290 4,312 11,746
743 409 3,682 480 5,555 2,310 8,678
712 373 3,257 549 5,038 2,576 8,000
EQUITY AND LIABILITIES Equity attributable to shareholders Equity Total non-current liabilities Total current liabilities Total liabilities and shareholders’ equity
2,997 3,254 6,072 5,670 11,746
3,650 3,949 5,964 2,336 8,678
3,537 3,768 5,618 2,293 8,000
In € millions
94/PERFORMANCE INDICATORS
CASH FLOWS 2009(1)
In € millions
Funds from operations excluding non-recurring transactions Renovation and maintenance expenditure Free cash flow Expansion expenditure Proceeds from disposals of assets Dividends Decrease/(increase) in working capital Proceeds from issue of share capital CIWLT tax dispute Other Cash flow from discontinued operations Decrease/(increase) in net debt
2010(1)
2011(2)
695 (281) 414 (340) 556 (249) 44 198 – (170) 441 894
737 (303) 434 (387) 500 (155) 11 5 – (170) 266 504
520 (288) 232 (420) 339 (396) 175 (49) (242) (78) (113) (552)
(1) In line with IFRS 5, cash flows from Edenred, Groupe Lucien Barrière and the onboard train services business have been reclassified under “cash flows from discontinued operations.” (2) In line with IFRS 5, 2011 results from Groupe Lucien Barrière and the onboard train services business have been reclassified under “Profit from discontinued operations.” (3) Submitted for approval at the Annual Meeting of Shareholders on May 10, 2011, including a special dividend of €0.50.
2011 REGISTRATION DOCUMENT Detailed financial data are included in the Registration Document filed with Autorité des Marchés Financiers. Its table of contents is presented below.
CONTENTS 1. CORPORATE PRESENTATION 2. CORPORATE GOVERNANCE 3. FINANCIAL REVIEW 4. FINANCIAL STATEMENTS 5. CAPITAL AND OWNERSHIP STRUCTURE 6. SHAREHOLDERS’ MEETING 7. OTHER INFORMATION
The Registration Document can be ed from our website accor.com/finance
2011 ACCOR ANNUAL REPORT/95
PLANET 21 STRATEGY PILLARS
96/PERFORMANCE INDICATORS
COMMITMENTS
2015 TARGETS
1. Ensure healthy interiors.
85% of hotels use eco-labeled products.
2. Promote responsible eating.
80% of hotels promote balanced dishes.
3. Prevent diseases.
95% of hotels organize disease prevention training for employees.
4. Reduce our water use.
15% reduction in water use between 2011 and 2015 (owned/leased hotels).
5. Expand waste recycling.
85% of hotels recycle their waste.
6. Protect biodiversity.
60% of hotels participate in the Plant for the Planet reforestation project.
7. Reduce our energy use.
10% reduction in energy use between 2011 and 2015 (owned/leased hotels).
8. Reduce our CO2 emissions.
10% reduction in CO2 emissions between 2011 and 2015 (owned/leased hotels).
9. Increase the use of renewable energy.
10% of hotels use renewable energy.
10. Encourage eco-design.
40% of hotels have at least three eco-designed room components.
11. Promote sustainable building.
21 new or renovated hotels are certified as sustainable buildings.
12. Introduce sustainable offers and technologies.
20% of owned and leased hotels offer green meeting solutions.
13. Protect children from abuse.
70% of hotels have committed to protecting children.
14. responsible purchasing practices.
70% of hotels purchase and promote products originating in their host country.
15. Protect ecosystems.
100% of hotels ban endangered seafood species from restaurant menus.
16. employee growth and skills.
75% of hotel managers are promoted through internal mobility.
17. Make diversity an asset.
Women for 35% of hotel managers (outside Motel 6/Studio 6).
18. Improve quality of worklife.
100% of host countries organize an employee opinion survey every two years.
19. Conduct our business openly and transparently.
Accor is included in six internationally-recognized socially responsible investment indices or standards.
20. Engage our franchised and managed hotels.
40% of all hotels are ISO 14001 or EarthCheck-certified.
21. Share our commitment with suppliers.
100% of purchasing contracts are in compliance with our Procurement Charter 21.
2011 RESULTS
ADDITIONAL INDICATORS – 2011 RESULTS (WITHOUT TARGETS)
68%
51% of hotels use eco-labeled cleaning products. 23% of hotels use eco-labeled wall paint. 10% of hotels use eco-labeled floor coverings.
62%
1 balanced meal is included in the children’s menu at Novotel hotels. Number of hotels offering vegetarian dishes (indicator under construction).
77%
1,768 hotels are equipped with condom vending machines. 38 countries have implemented a health program.
12% reduction between 2006 and 2010 (owned/leased hotels)
93% of hotels monitor and analyze water consumption monthly. 88% of hotels have flow regulators on faucets and showers. 161 hotels have rainwater recovery systems.
64%
91% of hotels sort and recycle batteries. 91% of hotels sort and recycle fluorescent lamps and tubes. 73% of hotels sort and recycle paper and cardboard.
34%
82% of hotels choose plants suited to the local environment. 53% use eco-friendly gardening products. 77% of hotels use certified paper for printing.
5,5% reduction between 2006 and 2010 (owned/leased hotels)
94% of hotels monitor and analyze energy consumption monthly. 90% of hotels use low-consumption lamps for 24/7 lighting. 92% of hotels monitor the optimum settings of energy installations.
Not previously tracked
76% of hotels check that equipment containing HCFCs and HFCs is leak-proof. 62% of hotels use energy-efficient boilers. 50% of hotels use energy-efficient air conditioning cooling equipment.
4%
172 hotels use renewable energy. 135 hotels are equipped with solar s for domestic hot water.
13%
39% of hotels use dispensers or eco-friendly packaging for bathroom products. 10% of hotels use eco-labeled bathroom products. 6% of hotels use sustainable bedding products.
3 hotels
18% of hotels use a building management system to control energy consumption. 65% of hotels use energy-efficient lamps for frontage lighting. 25% of hotels recover energy from the ventilation system.
New indicator
Automatic electricity/gas/heating sub-meter tested at 2 hotels. Steam cleaning solutions tested at 15 hotels. Electric vehicle charging station installed in 6 hotels.
49%
36 country organizations have signed the Child Protection Code of Conduct. Nearly 23,500 employees have been trained to fight against child sex tourism. 66 hotels are involved in programs to help marginalized minors reintegrate into society.
51%
34% of hotels serve fair trade products (with the Fairtrade-Max Havelaar label). 9% of hotels serve sustainable products (with the Rainforest Alliance or other recognized label). 350 tonnes of fair trade products are served at hotels in per year.
68%
82% of hotels ensure proper treatment of wastewater. 95% of hotels train staff on good pratices for the environment.
75%
Number of employees who have completed diploma awarding certification courses (indicator under construction). 477 hotels organize host country language classes for employees.
27%
0.9% of Accor employees are disabled (outside the United States).
71
531 hotels organize training to prevent psychosocial risks.
4
Meetings were held with 470 investors during the year to present our management practices. Two of the Board of Directors’ annual meetings are dedicated to CSR issues.
25%
25% of franchised hotels meet the standard level defined in the Charter 21.
45%
150 suppliers have been audited by a third party. 64% of European contracts include REACH compliance for chemical products. 2011 ACCOR ANNUAL REPORT/97
GROUP SUSTAINABLE DEVELOPMENT INDICATORS Water and energy To improve the management of these inputs, the reporting process was upgraded in 2011 and is now conducted exclusively via OPEN. The new system will deliver more reliable data so that progress can be measured more accurately by taking into the impact of weather conditions and occupancy rates on changes in consumption. Unless otherwise specified, indicators for water and energy and greenhouse gas emissions, concern hotels in Europe, North America, Latin America and the Caribbean, and the rest of the world (43 countries in Africa and the Middle East, and in Asia-Pacific). Franchised hotels, hotelF1 and Etap hotels under commission-based management contracts in , Australia and South Africa, Mercure Apartments in Brazil and Adagio City Aparthotels are not included in the scope of reporting. Compliance with reporting processes for water use, energy use and greenhouse gas emissions have been reviewed by Ernst & Young since 2009. Consumption per brand is reported by available room for energy use and by room night for water. It includes all on-site consumption, room consumption and also all input use required to run a hotel, including: cleaning and maintenance of the various areas, restaurant, watering, laundry and swimming pool depending on facilities.
WATER AND ENERGY CONSUMPTION
Rest of Europe
North America
Latin America and Caribbean
Asia
Africa Middle East
Pacific
Scope of reporting
Owned Owned Owned Owned Owned Owned Owned and Managed and Managed and Managed and Managed and Managed and Managed and Managed leased leased leased leased leased leased leased
2010
2011
Number of hotels
471
31
677
84
610
12
75
37
41
190
51
85
20
99
2,735
2,483
Number of validated hotels
358
15
590
52
608
12
55
0
18
127
21
21
8
55
2,735
1,940
448,848
32,352
114,309
74,699
/
19,556
816,715
42,317
58,306
29,472
358
15
590
52
607
10
31
0
18
127
21
21
8
55
2,735
1,913
3,220
198
5,154
722
8,652
573
852
/
228
10,288
360
522
305
2,165
46,868
33,239
Energy used (MWh) Number of validated hotels Water used (thousands of cu.m)
WATER AND ENERGY CONSUMPTION BY BRAND Energy use (kWh per available room) Water use (liters per room night)
GREENHOUSE GAS EMISSIONS
881,687 145,405 550,043
208,204 5,193,218 3,421,916
Sofitel
Pullman
MGallery
Novotel
Suite Novotel
Mercure
ibis
ibis Styles
ibis budget
hotelF1
Motel 6 / Studio 6
87
65
49
45
22
40
21
19
13
11
21
906
664
539
321
147
316
174
229
108
123
400
Rest of Europe
North America
Latin America and Caribbean
Asia
Africa Middle East
Pacific
Owned Owned Owned Owned Owned Owned Owned and Managed and Managed and Managed and Managed and Managed and Managed and Managed leased leased leased leased leased leased leased
Scope of reporting 2010
2011
Number of hotels
471
31
677
84
610
12
75
37
41
190
51
85
20
99
2,735
2,483
Number of validated hotels
358
15
590
52
608
12
55
0
18
127
21
21
8
55
2,735
1,940
18,217
1,288
58,696
12,551
48,661
10,067
4,848
/
1,974
58,882
2,728
4,753
698
10,719
390,960
234,082
29,686
2,147
267,186
31,673
162,208
29,884
6,242
/
7,287
355,191
22,749
13,602
11,048
112,533
47,904
3,435
325,882
44,224
210,869
39,951
11,090
/
9,262
414,074
25,476
18,355
11,746
123,252 2,039,545 1,285,520
Direct emissions (tonnes of CO2 equivalent) Indirect emissions (tonnes of CO2 equivalent) Total emissions (tonnes of CO2 equivalent)
98/PERFORMANCE INDICATORS
1,648,585 1,051,438
Charter 21 In 2011, the Charter was updated and renamed as part of the new PLANET 21 strategy. While the checklist still contains 65 items, the indicators have been updated and extended to social responsibility issues like the use of fair trade products and the organization of staff training on health and well-being. Unless otherwise specified, these results concern all Accor hotels worldwide, with the exception of Adagio City Aparthotels. Thalassa sea & spa facilities apply the same Charter actions as their host hotels and their data are consolidated along with those of the hotel. Results are expressed as a percentage comparing the number of hotels implementing a given action to the total number of hotels applying the Charter. Some action points apply only to hotels equipped with special facilities, such as a restaurant or laundry. In this case, the percentage of hotels having implemented these actions is calculated based solely on the total number of hotels concerned (designated “applicable hotels” in the tables). Some of the actions have been clarified, others have been removed and new ones have been added. New actions for which comparative data are not available are marked NEW in the tables below.
MANAGEMENT Raising employee and guest awareness
Rest of Europe
North America
Latin America and Caribbean
Asia
Pacific
Africa Middle East
2010
2011
Change at comparable scope of reporting
Number of covered and applicable hotels
1,260
916
852
186
246
166
131
3,705
3,757
3,423
Train employees in best environmental practices
92%
96%
99%
92%
90%
96%
94%
90%
95%
+6%
Designate sustainability manager
38%
59%
17%
60%
57%
51%
49%
NEW
42%
N/A
Raise guest awareness of sustainable development issues
86%
92%
94%
94%
92%
86%
90%
86%
90%
+6%
Offer guests the option of reusing their towels
87%
97%
97%
96%
95%
90%
92%
88%
93%
+6%
Rest of Europe
North America
Latin America and Caribbean
Asia
Pacific
Africa Middle East
Risk prevention
Scope of reporting
2010
2011
Change at comparable scope of reporting
Scope of reporting
Number of covered and applicable hotels
1,260
916
852
186
246
166
131
3,705
3,757
3,423
Use CFC-free and PCB-free technical installations
42%
59%
17%
48%
44%
57%
40%
NEW
42%
N/A
that installations containing HCFCs and HFCs are leak-proof
60%
84%
92%
79%
66%
83%
83%
73%
76%
4%
Training
Rest of Europe
North America
Latin America and Caribbean
Asia
Pacific
Africa Middle East
Scope of reporting
Number of covered and applicable hotels
1,260
916
852
186
246
166
131
3,757
Organize health and well-being training
80%
65%
87%
67%
95%
78%
82%
77%
Rest of Europe
North America
Latin America and Caribbean
Asia
Pacific
Africa Middle East
Scope of reporting
Training to fight child sex tourism Number of employees trained
Certifications
2011
2011
412
3,988
307
5,583
8,929
1,047
3,193
23,459
Rest of Europe
North America
Latin America and Caribbean
Asia
Pacific
Africa Middle East
Scope of reporting 2011
ISO 14001
200
177
0
56
1
2
6
442
EarthCheck
27
51
0
8
30
17
11
144
–
–
707
–
–
–
–
707
Green Key Eco-Rating (Motel 6 / Studio 6)
2011 ACCOR ANNUAL REPORT/99
GROUP SUSTAINABLE DEVELOPMENT INDICATORS
ENERGY
Energy efficiency
Rest of Europe
North America
Latin America and Caribbean
Asia
Pacific
Africa Middle East
2010
2011
Change at comparable scope of reporting
Scope of reporting
Number of hotels covered
1,260
916
852
186
246
166
131
3,705
3,757
3,423
Number of applicable hotels
1,260
916
852
186
246
166
131
3,705
3,757
3,423
Monitor and analyze monthly use
87%
97%
97%
98%
98%
92%
95%
91%
94%
2%
Use energy-efficient light bulbs for 24/7 lighting
84%
92%
98%
95%
88%
92%
85%
82%
90%
9%
Insulate pipes containing hot/cold fluids
81%
95%
96%
94%
95%
87%
95%
83%
90%
8%
Monitor the optimum settings on equipment
87%
96%
94%
95%
93%
80%
95%
90%
92%
2%
Use a timer for frontage lighting
80%
83%
33%
66%
86%
87%
81%
NEW
70%
N/A
Use energy-efficient light bulbs in rooms
80%
83%
99%
90%
89%
90%
83%
76%
87%
14%
Use a central light switch in guest rooms
32%
36%
18%
54%
71%
64%
62%
NEW
36%
N/A
Use energy-efficient light bulbs for outdoor signage
35%
45%
95%
58%
73%
60%
56%
NEW
56%
N/A
Use energy-efficient boilers
53%
73%
61%
78%
62%
52%
60%
53%
62%
16%
Recover energy from the ventilation system
21%
47%
6%
13%
43%
10%
34%
NEW
25%
N/A
Use energy-efficient light bulbs for frontage lighting
47%
62%
90%
78%
74%
66%
68%
NEW
65%
N/A
Use a building management system to manage energy consumptions
10%
32%
6%
21%
35%
37%
18%
NEW
18%
N/A
Use speed controllers for fan and pump motors
8%
30%
10%
31%
55%
30%
22%
NEW
19%
N/A
Number of applicable hotels
805
634
833
172
236
145
123
3,048
2,948
–
Use energy-efficient air conditioning cooling equipment
54%
58%
28%
67%
69%
52%
73%
48%
50%
–6%
Equipped with a timer for common area air conditioning
14%
47%
15%
17%
56%
51%
30%
NEW
27%
N/A
Number of applicable hotels
300
371
23
155
175
103
75
1,152
1,202
–
Use energy-efficient minibars
77%
74%
74%
78%
79%
59%
81%
NEW
75%
N/A
100/PERFORMANCE INDICATORS
WATER
Reducing water use
Rest of Europe
North America
Latin America and Caribbean
Asia
Pacific
Africa Middle East
2010
2011
Change at comparable scope of reporting
Scope of reporting
Number of hotels covered
1,260
916
852
186
246
166
131
3,705
3,757
3,423
Number of applicable hotels
1,260
916
852
186
246
166
131
3,705
3,757
3,423
Monitor and analyze monthly use
87%
97%
96%
96%
97%
87%
95%
91%
93%
2%
Use flow regulators on faucets/shower heads
85%
91%
95%
82%
73%
87%
85%
85%
88%
5%
Monitor the optimum settings on equipment
87%
95%
91%
90%
89%
77%
93%
NEW
90%
N/A
Use sub-meters to improve monitoring
14%
21%
6%
12%
55%
33%
40%
NEW
18%
N/A
Eliminate waste-water cooling systems
51%
68%
8%
60%
51%
46%
57%
NEW
46%
N/A
Use motion sensors for bathroom faucets
15%
25%
5%
25%
34%
14%
11%
NEW
17%
N/A
Use dual flush toilets
33%
51%
7%
31%
53%
84%
47%
NEW
36%
N/A
Recover rainwater for gardens watering and toilet flushing
2%
3%
2%
4%
19%
17%
2%
NEW
4%
N/A
Use a water-efficient laundry service
22%
44%
28%
53%
50%
51%
40%
67%
34%
40%
Number of applicable hotels
871
539
709
148
193
100
108
2,818
2,668
–
Use selective grounds watering methods
60%
72%
97%
84%
64%
82%
73%
75%
75%
– 5%
Rest of Europe
North America
Latin America and Caribbean
Asia
Pacific
Africa Middle East
Water pollution
2010
2011
Change at comparable scope of reporting
Scope of reporting
Number of covered and applicable hotels
1,260
916
852
186
246
166
131
3,705
3,757
3,423
Ensure proper wastewater treatment
77%
85%
88%
82%
80%
73%
74%
64%
82%
28%
Recycle grey water
3%
5%
2%
13%
31%
9%
13%
5%
6%
36%
2011 ACCOR ANNUAL REPORT/101
GROUP SUSTAINABLE DEVELOPMENT INDICATORS
WASTE
Waste resource recovery
Rest of Europe
North America
Latin America and Caribbean
Asia
Pacific
Africa Middle East
2010
2011
Change at comparable scope of reporting
Scope of reporting
Number of hotels covered
1,260
916
852
186
246
166
131
3,705
3,757
3,423
Sort and recycle paper/cardboard
66%
92%
51%
91%
94%
86%
65%
72%
73%
–2%
Sort and recycle glass bottles and packaging
73%
95%
40%
88%
87%
83%
67%
68%
73%
6%
Recycle plastic packaging
56%
84%
41%
90%
85%
67%
67%
55%
64%
15%
Recycle metal packaging
40%
70%
47%
87%
82%
58%
55%
53%
55%
4%
Offer guests waste sorting opportunities
14%
31%
7%
59%
44%
34%
18%
NEW
22%
N/A
Number of applicable hotels
510
569
22
168
238
135
105
–
1,747
–
Sort and recycle organic waste from restaurants
29%
59%
45%
35%
65%
29%
24%
34%
44%
29%
Number of applicable hotels
871
539
709
148
193
100
108
–
2,668
–
Sort and recycle green waste from gardens
45%
55%
24%
33%
58%
72%
40%
51%
42%
–22%
Number of applicable hotels
510
569
22
168
238
135
105
1,703
1,747
–
Collect and treat cooking oil
95%
96%
86%
90%
72%
95%
85%
87%
91%
4%
Collect and treat edible fats
95%
89%
82%
80%
63%
76%
78%
90%
85%
–4%
Rest of Europe
North America
Latin America and Caribbean
Asia
Pacific
Africa Middle East
Management of hazardous industrial waste
2010
2011
Change at comparable scope of reporting
Scope of reporting
Number of covered & applicable hotels
1,260
916
852
186
246
166
131
3,705
3,757
3,423
Sort and dispose of batteries
94%
96%
94%
90%
78%
73%
48%
88%
91%
4%
Sort and dispose of fluorescent bulbs and tubes
95%
98%
91%
90%
74%
70%
49%
80%
91%
10%
Recycle electric and electronic equipment
79%
88%
20%
75%
72%
46%
26%
56%
64%
14%
Sort and recycle ink cartridges
93%
98%
97%
76%
85%
86%
55%
92%
92%
0,4%
102/PERFORMANCE INDICATORS
PRODUCTS
Nutritional balance
Number of hotels covered
Rest of Europe
North America
Latin America and Caribbean
Asia
Pacific
Africa Middle East
Scope of reporting 2011
1,260
916
852
186
246
166
131
3,757
Number of applicable hotels
510
569
22
168
238
135
105
1,747
Offer balanced dishes in the restaurant
62%
60%
95%
50%
76%
72%
51%
62%
North America
Latin America and Caribbean
Asia
Pacific
Africa Middle East
Scope of reporting
Rest of Europe
Reducing waste volumes at source
2010
2011
Change at comparable scope of reporting
Number of covered and applicable hotels
1,260
916
852
186
246
166
131
–
3,757
3,423
Use eco-designed dispensers or packaging for bathroom products
36%
57%
13%
48%
65%
39%
45%
NEW
39%
N/A
Biodiversity
Rest of Europe
North America
Latin America and Caribbean
Asia
Pacific
Africa Middle East
2010
2011
Change at comparable scope of reporting
Number of hotels covered
1,260
916
852
186
246
166
131
3,705
3,757
3,423
Number of applicable hotels
510
569
22
168
238
135
105
–
1,747
–
Ban endangered seafood species from restaurant menus
65%
69%
64%
66%
72%
70%
64%
NEW
68%
N/A
Number of applicable hotels
871
539
709
148
193
100
108
–
2,668
–
Choose plants suitable to the local environment
65%
80%
96%
97%
90%
93%
94%
75%
82%
5%
Use eco-friendly gardening products
51%
82%
12%
78%
78%
87%
79%
NEW
53%
N/A
Rest of Europe
North America
Latin America and Caribbean
Asia
Pacific
Africa Middle East
Scope of reporting
Local food products
Number of hotels covered
Scope of reporting
2011
1,260
916
852
186
246
166
131
3,757
Number of applicable hotels
510
569
22
168
238
135
105
1,747
Purchase and promote local food products
36%
45%
77%
45%
79%
70%
67%
51%
Rest of Europe
North America
Latin America and Caribbean
Asia
Pacific
Africa Middle East
Scope of reporting
Fair trade and sustainable agriculture
2011
Number of hotels covered
1,260
916
852
186
246
166
131
3,757
Number of applicable hotels
1,260
782
852
0
8
158
27
3,085
Serve fair trade products
73%
18%
0%
N/A
0%
0%
0%
34%
Number of applicable hotels
1,260
916
852
186
246
166
131
3,757
3%
22%
2%
9%
19%
5%
17%
9%
Serve sustainable products
2011 ACCOR ANNUAL REPORT/103
HUMAN RESOURCE INDICATORS The men and women of Accor, in
Consolidated Corporate Report – In compliance with French legislation, this Report consolidates data from the 2011 corporate reports prepared by French subsidiaries that are at least 50%-owned and that have at least 300 employees. The 2011 Report includes data for Lenôtre at 30 September 2011, the date on which the Accor Group sold the company. In all, the Report covers 77% of Accor employees in . This same scope has been used for most of the indicators shown below. The Report concerns 15,001 employees in service at December 31, 2011, irrespective of the type of employment contract.
NUMBER OF EMPLOYEES
December 31, 2010
December 31, 2011
Total number of employees(1)
16,044
15,001
Percentage of women
56.4%
56.2%
Percentage of men
43.6%
43.8%
Average monthly number of employees
16,911
16,154
Number of full-time employees under permanent contracts
9,764
9,277
Number of part-time employees under permanent contracts
4,654
3,165
Number of employees under fixed-term contracts
1,626
1,406
2,032 12.7%
1,829 12.2%
Number of non-French employees working in (2) As a % of total employees (1) All employees in service at December 31, regardless of type of work contract. (2) Number of non-French employees working in .
HIRING Number of persons hired under permanent contracts
December 31, 2010
December 31, 2011
3,001
2,520
Percentage of women
49.6%
49%
Percentage of men
50.4%
51%
Number of persons hired under fixed-term contracts
8,936
8,348
Number of people under 25 hired
5,974
5,403
104/PERFORMANCE INDICATORS
ABSENTEEISM RATE(1) – BY CAUSE
December 31, 2010
December 31, 2011
Sick leave
6.2%
6.2%
Workplace and commuting accidents
1.4%
1.3%
Maternity, paternity and adoption leave
0.3%
1.8%
Paid leave for family reasons
0.4%
0.5%
Unpaid leave (unpaid vacation, parental leave)
3.2%
2.8%
Total
11.5%
11.0%
(1) Number of days of absence divided by number of theoretical working days.
December 31, 2010
December 31, 2011
2010 discretionary profit-shares paid in 2011 Number of beneficiaries(1) Average gross amount per beneficiary (in €)
18,804 895.78
22,781 928
2010 non-discretionary profit-shares paid in 2011 Special employee profit-sharing reserve, net (in € millions) Number of beneficiaries(1) Average net amount per beneficiary (in €)
6 27,862 209
7 24,749 278
December 31, 2010
December 31, 2011
567
520
5,179
4,883
December 31, 2010
December 31, 2011
28
68
Total hours used for employee delegate activities
80,738
79,824
Number of meetings with employee representatives
1,683
1,621
December 31, 2010
December 31, 2011
COMPENSATION
(1) Among employees who worked at least three months in the year.
HEALTH AND SAFETY CONDITIONS Number of meetings of Health, Safety and Working Conditions Committees Number of employees receiving onsite safety training
EMPLOYEE RELATIONS Collective agreements signed in 2011
EMPLOYEE BENEFITS Solidarity Fund Works Council benefits budget (in millions of euros)
In 1994, a solidarity fund was set up in to provide istrative or financial assistance to employees faced with major financial or family-related difficulties that they cannot overcome alone. 2
2
2011 ACCOR ANNUAL REPORT/105
HUMAN RESOURCE INDICATORS The men and women of Accor, worldwide
At December 31, 2011, more than 180,000 employees worked in Accor brand hotels. Accor has 144,893 employees, according to the reported human resources data. Depending on Accor’s degree of responsibility in their management, these include 68,243 employees in owned and leased hotels and 76,650 employees in managed hotels. The total workforce of 180,000 is an approximation that includes, in addition, the estimated number of employees in franchised hotels. Full-scope data take into owned, leased and managed hotels, for which the indicators are reported below. Units in which Accor holds an interest but is not responsible for managing teams as well as hotels operated under franchise agreements are not included. The report covers all full and part-time employees, irrespective of the number of hours spent on site (excluding contingent workers, interns and temporary workers). Workforce indicators are based on the average number of employees in owned, leased and managed hotels for the year.
EMPLOYEES OF MANAGED BUSINESSES
Rest of Europe
North America
Latin America and Caribbean
Rest of the world
Total 2011
Total 2010
HOTELS
18,384
26,992
17,818
10,695
69,851
143,740
141,604
Upscale and Midscale Hotels
12,283
20,563
3,522
7,620
62,185
106,173
104,363
6,101
6,429
–
3,075
7,666
23,271
22,390
–
–
14,296
–
–
14,296
14,851
1,153
–
–
–
–
1,153
2,335
–
–
–
–
–
–
1,200
Other
1,153
–
–
–
–
1,153
1,135
TOTAL
19,537
26,992
17,818
10,695
69,851
144,893
143,939
AT DECEMBER 31, 2010
Economy Hotels US Economy Hotels Other businesses Restaurants
106/PERFORMANCE INDICATORS
Rest of Europe
North America
Latin America and Caribbean
Rest of the world
Total 2011
Total 2010
Number of employees
19,537
26,992
17,818
10,695
69,851
144,893
143,939
% women
57%
56%
69%
51%
40%
50%
50%
% men
43%
44%
31%
49%
60%
50%
50%
HUMAN RESOURCES INDICATORS BY REGION AT DECEMBER 31, 2011
% under permanent contract
87%
81%
100%
91%
65%
77%
78%
% women
56%
56%
69%
52%
39%
51%
51%
% men
44%
44%
31%
48%
61%
49%
49%
Under 25
15%
21%
18%
22%
22%
20%
20%
25 to 34 years
33%
36%
28%
42%
40%
37%
37%
35 to 44 years
26%
21%
23%
24%
24%
24%
24%
45 to 54 years
19%
15%
20%
10%
11%
14%
14%
Over 55 years
7%
7%
11%
2%
3%
5%
5%
Employees by age
Employees by seniority Under 6 months
14%
10%
28%
20%
18%
17%
17%
6 months to 2 years
16%
25%
26%
33%
32%
28%
28%
2 to 5 years
20%
25%
22%
26%
25%
24%
24%
5 to 10 years
21%
18%
13%
14%
11%
14%
14%
Over 10 years
30%
22%
11%
7%
14%
17%
17%
25%
17%
6%
11%
22%
19%
18%
47%
48%
53%
49%
39%
43%
43%
53%
52%
47%
51%
61%
57%
57%
Under 25
2%
3%
3%
3%
6%
5%
5%
25 to 34 years
33%
35%
24%
47%
43%
39%
38%
35 to 44 years
35%
34%
30%
32%
33%
33%
34%
45 to 54 years
23%
20%
29%
14%
14%
18%
18%
Over 55 years
7%
8%
14%
4%
3%
5%
5%
Number of days of training
32,246
49,218
12,747
37,961
302,920
435,092
341,304
Number of days of training for managers
14,365
14,630
4,596
6,976
80,096
120,663
97,111
Number of days of training for non-managers
17,881
34,588
8,151
30,985
222,824
314,429
244,193
10,314
21,579
6,130
11,502
94,412
143,937
110,183
3,310
4,128
1,539
1,425
21,164
31,566
24,603
7,004
17,451
4,591
10,077
73,248
112,371
85,580
1.7
1.8
0.7
3.5
4.3
3.0
2.4
–
–
–
–
–
14.5
13.6
–
–
–
–
2
2
2
–
–
–
–
7
7
7
% of total workforce(1) Management % women % men Managers by age
Training
Number of employees having attended at least one training course Number of managers having attended at least one training course Number of non-managers having attended at least one training course Average number of days of training(2) Lost-time incident frequency rate (LTIF)(3)
Occupational Number of fatal accidents in the workplace accidents Number of fatal accidents commuting
(1) A manager is defined as an employee who manages a team and/or has a high level of expertise. (2) Total number of days of training divided by the total workforce. (3) Number of workplace accidents with lost time (as defined in accordance with local legislation) per million hours worked.
2011 ACCOR ANNUAL REPORT/107
s If you are a shareholder… The Accor Shareholder Relations team can be reached at: Toll-free number: E-mail:
[email protected] You can also consult: • The 2011 Registration Document and the Annual Financial
Report, which are available in the Finance section of accor.com. • The 2011 Annual Report available in an interactive version
in the Group section of accor.com. This year, the interactive Accor Annual Report is accessible for the sight impaired and has been awarded an e-accessibility label, created with the of Adobe and Fondation de .
If you are a journalist… For questions about Accor, you can the Group Media Relations Department. E-mail:
[email protected] You can also find a list of all media s by brand and by region in the Press section of accor.com.
For more information about the Accor Foundation Available at foundation-accor.com
Corporate Headquarters Immeuble Odyssey 110, avenue de 75210 Paris Cedex 13 – Tel.: +33(0)1 45 38 86 00 accor.com facebook.com/Accor
108
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