Registration Document 2013
2.2.3. EXAMPLES OFTHE STAKEHOLDER DIALOGUE PROCESS
Relations with employees
Accor employees are on the frontline when it comes to ensuring the
quality of service provided to customers.They are also the leading
ambassadors for the Group’s values, brands and corporate social
Accor experienced a number of major transformations in 2013,
the finalization of voluntary separation plan at Accor SA
Sébastien Bazin’s arrival as Chairman and Chief Executive
Officer to drive a new strategy
a new organization based
around two businesses – HotelServices and HotelInvest.
Significant for employees, these changes were accom-
panied by increased social dialogue and regular internal
communications to keep everyone informed.
When the new strategy was announced, for example, a
communication kit was provided to managers worldwide
to give them greater insight into the changes and to help
them share that insight with their team members.
Various channels for communicating information to employees,
including the human resources network, intranets and web TV.
Regular in-house events to share information about Accor, such as
the strategy presentation and the Chairman and CEO’s address,
or to promote topics that are important to Accor, such as special
days dedicated to women, solidarity, diversity and PLANET 21.
Académie Accor, which plays a key role in the Group’s corporate
culture through its 18 campuses worldwide.
Forums for dialogue
Regular interaction between hotel managers and operating
teams thanks to open-door policies and roundtable discussions.
Meetings with employee representative organizations worldwide.
In France, continuous dialogue with employee representative
80 hotel works councils;
6 central works councils;
1 group works council;
Health, Safety and Working Conditions Committees in all of
the relevant entities.
European Works Council.
three main channels:
CLIP, an internal tool for organizing dialogue between General
Managers and their team members;
an opinion survey, which covered 80,837 employees in 2012/2013;
the Great Place to Work survey and awards.
Agreements with employee representative organizations on
compensation, discretionary profit-sharing, human resources
planning and development, intergenerational employment,
workplace health and hardship, employee savings, employee
benefits, and hiring and retaining the disabled (see Social
Commitments on page 44).
Relations with customers
For a hospitality and food services provider like Accor, customer
satisfaction is a top priority. Every effort ismade to identify, understand
and meet customer expectations worldwide across all brands.
Le Club Accorhotels customer loyalty program reached
13 million members in 2013, a significant increase over 2012.
Every guest receives a satisfaction questionnaire after staying
at an Accor hotel. In 2013, a total of 2.1 million questionnaires
were collected and analyzed worldwide.
Highlights in 2013
Le Club Accorhotels customer loyalty program and dedicated
communication channels, including direct mail, newsletters and
Corporate and brand websites and mobile applications that
regularly include content for customers, such as information
campaigns and promotional offers.
Accor’s presence on social media networks, including Facebook,
Twitter, YouTube and LinkedIn.
TV, print and online advertising campaigns for the brands.
The Accor Customer Contact Center, a global hotel booking
service with 800 customer service/sales representatives speaking
Resources to raise awareness of the PLANET 21 program among
guests and encourage their participation.
Forums for dialogue
Day-to-day interaction between hotel employees and guests.
Guest satisfaction questionnaire, deployed worldwide across
Customer behavior surveys, to better understand their needs.
Regular contact with business customers and prospects
dedicated 700-member sales force.