Registration Document 2013
3.4. RISK MANAGEMENT
3.4.1. SECURITY AND RISK MANAGEMENT STRATEGY
Accor is exposed to various risks and uncertainties as a result of its
international presence andmay have tomanage crisis situations such
as health scares, environmental disasters or geopolitical disruption.
Accor’s policies are guided by an assertive security and risk
management strategy focused on protecting customers, employees
and sub-contractors on every site.
The strategy deployed by the Safety and Security and Risk
Management Departments, as overseen by the Corporate Secretary,
is underpinned by a global network of correspondents, close
working relationships with local authorities and the expertise of
specialists. It forms part of a pro-active process comprising three
main components: risk identification, tracking, analysis and audit;
training and prevention awareness; and crisis management.
TheRiskManagement Department has put in place a risk identification
process covering every host country and the corporate head office.
An analysis is performed once a year in every country organization
or subsidiary, with findings reported to the Risk Management
Department, which confirms that the identified risks are covered.
In addition, as part of their audit assignments within the Group’s
units, the internal auditors verify that the main risks identified in
the risk map are being effectively and properly monitored.
The Group also has a Risk Coordination Committee based at the
head office and reporting to the Corporate Secretary. Its roles
and responsibilities are described on page 124 in the report of
the Chairman of the Board of Directors on internal control and risk
Tracking and analysis
The security and safety situation in terms of geopolitical, health,
weather, social and other risks is tracked daily by the Safety and
Security and Risk Management Departments in conjunction with
their local counterparts in every host country.
Training and prevention awareness
Security, safety and crisis management audits and training programs
are regularly offered to corporate departments, operating divisions
and employees. As is the case every year, several programs and
exercises were organized for hotel managers and for local head
office staff in 2013, in Bahrain, Abu Dhabi, Dubai, Kuwait, Saudi
Arabia, Mexico, the United States, Spain and Italy. At the same
time, as part of the preparations for the 2014 FIFA World Cup
and the 2014 Winter Olympics, dedicated training missions were
organized in Brazil and Russia.
In addition, as described in section 3.4.4 below, the Group works
on an ongoing basis with its insurers and their loss prevention
engineers on reducing its fire risk, by performing audits and
carefully assessing their findings.
A crisismanagement process alignedwith the Group’s organizational
structure enables teams to handle crisis situations, including
effective communication among the hotels, local head offices
and senior management.
Several crisis units were activated in 2013, in particular:
in Thailand following the anti-government protests in Bangkok;
in New Zealand at the time of the earthquake in Auckland;
in Egypt due to the political demonstrations.
Business Continuity and Recovery Plans
To deal as effectively as possible with the consequences of
certain potential risks that could hinder certain operations (
pandemic, inability to access a site, technical failures etc.), Business
Continuity and Recovery Plans have been designed and deployed
as appropriate in the hotels or in the regional, country and head