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Corporate Presentation

STRATEGIC VISION AND OUTLOOK

2. Successful distribution initiatives

The powerful, efficient TARS system

A powerful driver of room bookings and hotel performance, the Travel Accor Reservation System (TARS) functions as a technological platform connecting all of the distribution channels:

a direct sales, with direct bookings online via the accorhotels. com portal and the brand websites, or by phone, email and fax via dedicated call centers;

a indirect sales via traditional or online travel agencies, wholesalers and tour operators.

As Accor steps up its transformation with a hotel base that is 57% operated under franchise or management contracts, TARS’s power is strengthening our ability to deliver revenue growth for franchisees and owners.

In 2012, the performance of the distribution system was consolidated with:

a a further increase in the proportion of central sales, which transit via TARS, to a total of 50% of room business volume from 46% in 2011;

a €2.4 billion in online business volume, or more than a quarter of room sales from owned, leased, managed and franchised hotels.

2012 room business volume by booking channel

27%

8% 50% 15%

Hotel PMS(1) (direct booking)

Online (direct 16%/indirect 11%)
Call centers and email/fax bookings
Distributors partners and travel agencies

(1) Property Management System

A successful loyalty program, renamed Le Club Accorhotels

The free, multi-brand, international Le Club Accorhotels is the only hotel loyalty program that covers every market segment, from luxury to economy. Introduced in September 2008, it has stepped up its expansion and totaled 10.1 million members by year-end 2012, up from 8.3 million a year earlier. Cardholders tend to stay longer and spend more, on average, than other guests.

3. Another record year for development

In 2012, a total of 38,085 new rooms were opened worldwide, including the acquisitions of Mirvac in Australia and New Zealand and of the South American hotel portfolio of Grupo Posadas.

This record expansion reflects a major shift, in that more than 70% of the new rooms were opened in emerging markets, of which 48% in the Asia-Pacific region alone. In all, more than 30,000 rooms were opened through organic growth, which was once again a new record for the Group. The ibis family accounted for half of total new room openings during the year. Mercure is continuing to see fast expansion, mainly under franchise agreements, with 21% of 2012 openings.

The acquisitions of Mirvac in Australia and of the South American hotel portfolio of Grupo Posadas are especially emblematic of our acquisitions strategy. Primarily carried out under asset-light operating structures in high potential markets, at attractive valuations and with first-class partners, these acquisitions have enhanced our competitive advantage in their regions.

In all, 85% of expansion was based on asset-light structures, in line with 2011. Given our strong growth in the upscale and midscale segments outside Europe, the majority of this growth was logically through management contracts.

In all, this growth model is more profitable and less cyclical, with less rental expense and lower amortization, depreciation and impairment charges.