2013 Registration document and annual financial report - page 50

Registration Document 2013
Corporate responsibility
Commitments to employees
Another collective body that promotes constructive social dialogue
is the Social Council, which provides an informal forum for on-going
relations with union representatives.Themeetings address important
topics and certain strategic issues.
Diversity and equal opportunity policies
For Accor, diversity is a key component in driving performance and
innovation and ensuring non-discrimination and equal opportunity
across the organization. A structured framework was created for
our commitments in this area in 2008, which has driven a variety
of programs to support and demonstrate them.
Diversity policy
Accor recognizes that every employee is different and that overall
performance depends on the skills of each individual. Our commitment
to diversity is structured around formalized undertakings and priorities
for 2015 in the following areas:
diversity of origins;
gender equality in the workplace;
integration of people with disabilities;
age diversity.
The initiatives undertaken address four key challenges:
corporate social responsibility.
As a fair and sustainable employer,
Accor has the duty to reflect the diversity of its host communities;
attractiveness as an employer.
Accor is a company that respects
its employees and is well-perceived by the public;
business performance.
Making diversity a priority helps Accor
deliver customized solutions to meet customer expectations;
operating performance.
Inclusiveness and social cohesion
are important factors for well-being in the workplace, because
a fulfilled employee is an efficient employee.
This commitment to supporting diversity and fighting discrimination
is clearly defined in our International Diversity Charter, which has
been translated into 15 languages. Deployed in 2011, it serves as the
foundation of our diversity policy, based on seven key commitments:
give every employee the opportunity
to succeed by taking their
capabilities into account at each stage in their careers;
fight against all forms of discrimination
on the basis of ethnic,
social or cultural origin, gender, age, physical characteristics,
disabilities, religion, language, marital status, union membership,
sexual orientation or other characteristics;
conduct diversity surveys
in every host country;
offer every manager diversity training
or a sensitivity course,
based on the local situation and available training resources;
explain the policy
to all employees and partners;
act as diversity ambassadors
customers, suppliers, hotel
owners, investors and other partners, with the goal of fostering
a shared ethical commitment;
report to the Executive Committee once a year
on diversity
programs underway across the Group, to obtain the Committee’s
guidance and recommendations for pathways to improvement.
The target of 35% women hotel General Managers has been set
2015, with a view to achieving gender parity in this key position
in the longer term. The percentage of women General Managers
increased by one point between 2012 and 2013.
Percentage of women by job category
Total workforce
Hotel General Managers
The commitment to increasing the percentage of women across
the organization is also reflected in the December 2012 launch of
Women at Accor Generation
(WAAG), an international women’s
network open to both men and women employees of any Accor
brand. Through its eight regional networks, WAAG is committed
to fighting against stereotypes and the self-censorship of women,
primarily by mentoring women employees, encouraging experience
sharing and facilitating networking.
In 2013, 1,265 disabled people were employed in owned, leased or
managed hotels worldwide, representing 1% of the total workforce.
However, given the difficulty in obtaining accurate figures in some
countries, the real number of disabled employees is probably higher.
In France, the Integrating the Disabled Project (MIPH) is an integral
part of the diversity action plan. It is governed by a Group-wide
agreement concerning the hiring and retention of disabled employees,
which covers the three-year period from 2012 to 2014. In 2013, 25
employees were able to keep their jobs despite a disability and 31
disabled employees were hired, mainly on permanent contracts,
representing 2% of all permanent new hires in France for the
year (owned and leased hotels). As a result, disabled employees
represented 4.97% of the workforce in France in 2013, compared
with 4.15% in 2012.
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