2014 Registration Document and Annual Financial Report - page 41

Corporate responsibility
Commitments to employees
Increasing interaction through
digital technology
In addition to the 360° Digital plan to digitally transform the guest
experience, Accor has undertaken a large number of projects to
drive innovation and improve employee well-being.
Examples of flagship projects launched or completed in 2014 include
the following.
The mobile version of the Accorjobs recruitment website went
live in November, making it possible to submit an application
a mobile phone or tablet. It also offers a variety of quizzes to help
applicants prepare for their job interview.
A “What’s up” page was added to the new AccorLive Intranet
site to showcase initiatives, people, projects and ideas.
The Open Ideas by Accor collaborative platform was launched
during the year to enable users in various communities, like IT,
to post, follow, vote, comment on and share their ideas with
colleagues in five areas: guest satisfaction, sustainable buildings,
energy performance, construction and maintenance costs, and
equipment. Based on the contributions shared by employees, the
Innovation Challenge celebrates Accor finest innovators, whose
ideas were voted the best by their colleagues and selected by
the panel of judges.
Beginning in 2015, the platformwill be open to every Accor-brand
hotel to enable them to participate in the various contests.
As an employer, Accor is responsible for ensuring that working
conditions are conducive to the health, safety and well-being of
its employees and to the performance of its teams. The working
environment must be aligned with the tasks being performed, the
people involved and the Group’s productivity objectives.
The measures taken to improve working conditions focus mainly on:
preventing accidents, repetitive strain injuries and other workplace
health and safety issues, by identifying risks and deploying
dedicated training modules;
limiting the impact on employees’ personal lives of the hospitality
business and its unusual working hours, so as to enhance Accor
employer appeal and increase employee engagement.
Like most human resources management fundamentals, measures
relating to working conditions are handled at the local level, in line
with the local culture, the applicable collective agreements and the
country’s labor legislation.
Workweek organization
and work-life balance
Working hours
In every host country, working hours are set in accordance with
local legislation and collective agreements. Overtime may be paid at
a higher rate or taken in the form of additional time off, depending
on the legislation and agreements applicable in each hotel and on
the conditions defined in each employee’s contract.
Workweek organization
With hotels open around the clock, hospitality employees often have
to work variable schedules, at night, on weekends and on holidays.
In response, Accor has formally pledged in its Ethics and Corporate
Social Responsibility Charter to undertake a variety of measures
to support better work-life balance, including respecting important
events in employees’ lives; minimizing uncertainty in short-term
work schedules; and providing practical solutions for employees
having trouble commuting.
Part-time work
At end-2014, 9% of employees in head offices and owned, leased
and managed hotels were working part-time, compared with 11.4%
a year earlier.
In January 2013, under the gender equality in the workplace
agreement and in a commitment to addressing emerging workplace
organization practices, an experimental telecommuting arrangement
was trialed at the headquarters of the French hotels business with
43 overtime-exempt managers and supervisors. In light of the
positive outcomes, a telecommuting agreement is in the process
of being validated by the employee representatives.
Night work
Following the signature of a health and working conditions
agreement in September 2013 (see box below), night work guidelines
were distributed to all of the hotels in France in 2014. They offer
recommendations to help regular or occasional night workers to
attenuate the impact of working at night, with best practices for
maintaining a healthy quality of life.
Preventing workplace accidents
and occupational illnesses
Although the claim frequency rate is fairly low, the hospitality industry
does involve a certain amount of health risk. Management pays
close attention to the day-to-day risk of incidents and the long-term
risk of musculoskeletal disorders caused by repetitive movements.
Registration Document 2014
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