Registration Document 2013
2.7.3. ENERGY AND CLIMATE CHANGE
Energy and carbon challenges
In addition to representing a major source of rising costs for
Accor, hotel energy use ranks among our leading environmental
impacts, where there are many pathways to improvement. The
Group is working hard to extensively and systematically deploy
energy efficiency programs and install renewable energy facilities.
According to the 2011 environmental impact study, on a life-cycle
of our total energy consumption comes from the
hotels, where notable progress has been made in shrinking their
footprint. However, further action is necessary in this area to plan for
forthcoming legislation, the levying of new taxes and the increasing
burden of higher costs in the hotel business.
From 2011 to 2015, Accor is committed to reducing the energy used
and carbon emitted by our owned, leased and managed hotels by
10% each. In the case of franchised hotels, where the Group has
no control over operations, franchisees are offered resources and
recommendations to support actions to address these challenges.
Climate change represents an important challenge for the entire
tourism and travel industry:
tourist regions may be seriously impacted by global warming;
climate policies are going to deeply reshape our future business
and growth environment, in particular by shifting the growth
model’s energy paradigm, with far-reaching implications for
the transportation industry and building construction.
In response, from 2007 to 2009, an internal working group partnered
with France’s Institute for Sustainable Development and International
Relations (IDDRI) to study the «Challenges and Impacts of Climate
Change for the Accor Group”. It helped to identify more clearly the
impact of global warming on our business and to prepare an initial
series of priority action plans.
These plans, which are now being implemented to address energy
and greenhouse gas issues, reflect all of the working group’s
recommendations in five major areas: hotel construction and
refurbishment, travel, employee and guest health, hotel development
and new businesses and services.
Energy performance in hotel operations
Managing energy performance in hotel
Following on from the 5.5% reduction in energy use during the
last five-year plan (2006-2010), the current objective is to continue
improving energy efficiency by strengthening the performance
management process, targeting capital expenditure and instilling
best practices in both maintenance procedures and employee
and guest behavior.
The development of more effective performance management
capabilities is being driven by:
a clear understanding of 1) the hotel operations, thanks to
cross-analyses by brand, number of rooms, number of retail,
food and beverage outlets, utility installations, etc., and 2) their
energy use, which has been tracked since 2005 in the OPEN
an in-depth analysis of the ratios measuring the impact of weather
and occupancy rates, so as to ensure comparability among years;
benchmarking by brand, hotel family and region;
targeted actions that are both easy to implement and sustainable.
To identify the least efficient systems and equipment so that capital
expenditure can be optimally allocated, a process is in place based
on two proprietary applications:
OPEN, to manage water and energy use (see page 68);
MACH, to manage hotel assets. By maintaining a constantly
updated list of equipment, with year of installation and current
condition, MACH allows us to assess renovation needs, prioritize
and budget them and then track the related capital projects.
These applications are used in conjunction with:
A network ofTechnical Departments around the world that help to
locally manage and support in-hotel deployment of our methods
The BOOST method for optimizing the management of utility
A self-assessment program that enables each hotel to identify
the best practices aligned with their particular situation.
Charter 21, part of whose 65 actions directly address water
and energy issues in the hotels.
(1) The remaining energy use was primarily attributable to laundry machines (7%) and upstream farming operations (6%).