Registration Document 2013
Commitments to employees
factors, including the local economic environment.Turnover seems
to depend in particular on the location and age of the hotel, with
fast-growing economies reporting a higher resignation rate.With a
total of 37,491 employees resigning in 2013, resignations accounted
for 61% of all separations,
60% in 2012.
Absenteeism is also an indicator that must be handled with great
caution, particularly because the criteria for inclusion were revised
in 2013, making comparisons with the previous year very difficult. In
2013, medical leave stood at an average 6.5 days per employee per
year and unauthorized leave, as defined in section 2.8, amounted
to an average 1.1 days per employee per year.
As an employer, Accor is responsible for ensuring that working
conditions are optimal for the health, safety and well-being of its
employees and for the performance of its teams. The working
environment must be aligned with the activities being carried out,
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; and
limiting the impact that business constraints and unusual hours
can have on employees’ personal lives, to enhance the Group’s
appeal and ensure employee engagement.
Given the nature of the hospitality business and the long opening
hours of hotels, employees often have to work unusual hours,
including during the night and on weekends and public holidays.
To address this issue, a variety of initiatives have been deployed to
enhancework-life balance, so that the needs and cultural expectations
of employees can be met in every host country.
These initiatives are underpinned by the commitments set out
in the Ethics Charter (to be redeployed in 2014), where Accor
has pledged to:
respect important events in employees’ lives
minimize uncertainty in the short-termwork schedule
to reduce the
impact of unusual working hours
; and provide practical solutions
whenever possible for employees having
At end-2013, 11.4% of employees in head offices and owned,
leased and managed hotels were working part-time, compared
with 12.4% a year earlier.
In the hotel business in France, the workweek has been set at
39 hours for non-managerial employees. In compliance with
amendment 2 to the Hotels, Cafés and Restaurant industry
agreement, time worked from the 36
to the 39
hour is paid
10% overtime. In owned and leased hotels, overtime from
to the 39
hour is paid at the normal rate, with the
10% increase taken in the form of additional time off. Most
managers, in head offices and hotels, are paid a fixed annual
salary for 218 days worked per year.
Outside France, working hours are set in accordance with local
legislation and the collective agreements in place in each country.
Overtime can 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
Like most of the fundamental aspects of human resources
management, 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. The
Life, Health &Wealth program in the United States, for example,
offers employees useful tools and information to improve their
health and quality of life, in conjunction with high-quality healthcare
and insurance coverage.
Ensuring employee health and safety
The hotel industry is not particularly exposed to health and safety
risks. Nonetheless, management pays close attention to the day-
to-day risk of accidents and the long-term risk of musculoskeletal
disorders caused by repetitive movements.
Health and Safety Committees in host countries ensure compliance
with the local legislation by assessing the risks associated with
each hotel, department or position.
These assessments can cover both
short and long-term risks
• Handling sharp objects (kitchen
and technical services staff)
• Polishing glasses (restaurant staff)
• Falls (kitchen and technical
• Chemical risks (laundry staff)
• Soldering hazards (technical
• Stress and other
• Musculo-skeletal disorders
Risks associated with buildings and equipment