2013 Registration document and annual financial report - page 45

Registration Document 2013
43
Corporate responsibility
2
CSR and Governance
2.4. CSR AND GOVERNANCE
2.4.1. CSR IN CORPORATE GOVERNANCE
Accor is governed by the Board of Directors and the Executive Committee, as described in the corporate governance section (see page 145).
Executive Committee
Board of Directors
Number of members
9
10
Independence
N/A
60%
Percentage of women
11%
(1 woman)
40%
(4 women)
Compensation transparency
Accor publicly discloses its compensation criteria for corporate officers (see page 139).
2.4.2. CSR GOVERNANCE
The corporate social responsibility process is primarily led by
Sustainable Development Department, the Human Resources
Department and the Solidarity Accor endowment fund.
The
Sustainable Development Department
is in constant contact
with both the countries and the brands. Interactions with the
country organizations are carried out
via
a network of 80 country
correspondents and dedicated committees in certain countries.
Communicationwith the brands takes place
via
a network of dedicated
correspondents and, for certain brands, dedicated committees, as
well as during ISO 14001 management reviews for ibis and Novotel.
In addition, the Sustainable Development Department works closely
with the purchasing, human resources, technical affairs and research
and marketing teams.
The Sustainable Development Department interacts with the brands,
countries and support functions in three main areas:
ƒƒ
management and communication relating to the PLANET 21
program:
yy
deployment among the brands and within the various functions,
including purchasing, technical affairs and HR; definition
of action priorities and indicators,
yy
coordination of the in-house network of correspondents;
operational support for the deployment of markers and the
preparation of guidelines and standards,
yy
management of the tools and reporting process for sustainable
development data,
yy
development of the program’s visibility through publications,
external communications and media relations; distribution
of communication and training resources
via
the intranet,
yy
management and development of ties with strategic external
partners; communication with rating agencies; monitoring
of industry initiatives and competition watch,
yy
corporate compliance monitoring and operational oversight;
ƒƒ
operational support for the management of PLANET 21 projects;
coordination and social and environmental expertise;
ƒƒ
innovation and planning
via
the launch of new projects and the
analysis of emerging issues.
The
Corporate Human Resources Department
has numerous
contacts in the regions, countries and hotels.
Country Human Resources Directors report to their region’s
Operating Department. Local Human Resources Departments are
tasked with applying Group policies to the local context, meeting
the HR challenges associated with their activity and developing
dedicated tools. They are supported by the resources developed
at Group level, which ensure consistency among practices
and provide greater impact.
The
Corporate Human Resources Department
interacts with its
regional and country correspondents in the following areas:
ƒƒ
HR development: development of Accor’s appeal and employee
loyalty; the training policy and its strategic objectives; coordination
of the Accor Academies; and HR development policies for the
brands;
ƒƒ
talent management and international mobility: international
mobility process; coordination and technical advice (market
compensation practices, international healthcare coverage
and benefits and legislation monitoring); career development
and support for employees working abroad;
ƒƒ
employee relations: interaction with international employee
representative networks; promotion of the Group’s employee
relations and diversity policies; monitoring of industry and
competitor initiatives
via
professional networks; and reporting
and analysis of social performance;
ƒƒ
compensation and benefits: Group policy on compensation
packages; analysis of compensation competitiveness and
fairness; performance management; development of deferred
compensation plans; management of employee benefits
internationally and top-hat pension plans for executives in France.
In most of Accor’s hotels, one person is in charge of managing
human resources and putting Group policies into practice locally.
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