2013 Registration document and annual financial report - page 47

Registration Document 2013
Corporate responsibility
Commitments to employees
Our business creates and maintains many jobs in 92 countries.
However, a significant percentage of these employees do not
directly work for Accor but for our business partners – the
owners of managed and franchised hotels and a variety of
service providers.
Because we are constantly opening new hotels around the
world, this indirect workforce is steadily increasing, particularly in
fast-growing economies.
Accor’s level of influence
Direct sphere
Indirect sphere
Employees in the direct sphere of influence are classified as
Accor-brand employees. They deal directly with guests and are
ambassadors for the hotel brand and its values.
Throughout, however, we are committed to sharing our human
resources management values and standards in every host country,
while naturally respecting local practices and legislation.
This commitment is supported by the Ethics and Corporate Social
Responsibility Charter, which is being instilled across our direct and
indirect sphere of employment.
We also have a duty to take an interest in the quality of the working
conditions of indirect employees, as part of our commitment to
upholding and promoting human rights.
At end-2013, 45%of Accor-brand employees – including an estimated
3% from franchised hotels – were located in countries that scored
below50 onTransparency International’s Corruption Perceptions Index
2013.The index uses 13 surveys to calculate a score from 0 to 100,
where 100 means no perceived corruption. The high percentage
of Accor-brand employees in low-scoring geographies reflects our
presence in such countries as Brazil, China and Thailand, which
account for a significant portion of the workforce.
We share our corporate culture with our business partners, whose
employees are in our direct sphere of influence, by forging and
maintaining trust-based relations and more particularly by:
Académie Accor’s ability to attract talented employees
so as to instill our expertise and values;
mobility between hotels, which is a key component
in our human resources planning and development strategy;
events that promote Accor values.
The outside workforce – which is in the indirect sphere of influence
– includes temporary and contingent workers who support in-house
teams during peak periods, as well as sub-contractor employees
in such areas as laundry services, housekeeping, landscaping and
call centers.
Many laws exist to protect people in contact with the company,
including guests, employees, suppliers and others who have only
indirect contact. Accor makes every effort to ensure that these
laws are respected, in particular by closely monitoring suppliers
and service providers, whose practices might not comply with its
commitments to respecting people.
To extend its corporate social responsibility standards across the
supply chain, Accor developed Procurement Charter 21 and asked
its approved suppliers to pledge compliance with the Charter’s
principles. The areas covered include environmental protection,
respect for people, anti-discrimination, health and safety, and
working hours and conditions (see page 60 for more information
on sustainable procurement).
Effective management of human resources is one of the
cornerstones of Accor’s performance. To optimize that
performance, tailored human resources policies are being
applied, supported by tools and programs deployed across
the organization.
These policies are guided by two key objectives:
Set the benchmark as an employer and hotel operator and
share our values and commitments,
by fostering social dialogue,
promoting diversity, respecting employees and enhancing
workplace well-being.
The human resources management process is impacted by our
employment model. To attenuate the risks to our social license to
operate in the event of non-compliance with our commitments to
international institutions, HR policies and tools are aligned with the
three operating structures – owned and leased hotels, managed
hotels and franchised hotels.
For employees of managed hotels, Group recommendations and
policies can be applied by the hotel manager, as long as the owner
is willing to accept the associated impact on costs and operations.
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