2013 Registration document and annual financial report - page 84

Registration Document 2013
82
Corporate responsibility
2
Measuring and assessing our performance
2.8. MEASURING AND ASSESSING OUR PERFORMANCE
This section explains the methodology applied in our corporate
social responsibility reporting process.
Performance is measured through five types of indicators:
ƒƒ
employee-relations indicators;
ƒƒ
Charter 21 indicators, which cover the environmental and social
responsibility actions deployed in the hotels;
ƒƒ
indicators used to manage water use, energy use and greenhouse
gas emissions;
ƒƒ
supplier waste indicators (other than Charter 21 indicators);
ƒƒ
additional employee-relations indicators and sustainable
procurement indicators.
The reporting period is January 1 to December 31, 2013.
2.8.1. METHODOLOGICAL REVIEW
Human Resources
Human resources indicators reported Group-wide are organized
around five issues: workforce structure, employee movements,
compensation, training, and working conditions and diversity.
Reporting scope and frequency
Employee data are reported for:
ƒƒ
people who work in head offices, owned hotels and leased hotels
who are direct employees of the Accor Group;
ƒƒ
people who work in the managed hotels, who are managed by
Accor but are not direct employees of the Accor Group.The only
exception concerns a certain number of hotels where direct Accor
employees are on assignment.
Employee data do not include:
ƒƒ
employees of owned, leased and managed hotels closed as of
December 31, 2013;
ƒƒ
contingent workers, interns and temporary workers;
ƒƒ
employees of franchised hotels or units in which Accor owns
an equity interest but does not exercise any management
responsibility (commission-based management contracts and
Adagio Aparthotels).
In 2013, indicator data could not be reported from six managed
hotels in Germany and 19 managed hotels in France.
Reporting application
Employee data are reported and the related indicators managed
via
the proprietary
HR DATA application
that was revamped in
2009 and redeployed in 2010. The application has been steadily
upgraded with new features to enhance user-friendliness and
improve the reliability of the reported data.
Reporting and control process
The corporate reporting process is defined in the
human resources
reporting protocol
, which applies to everyone involved in the
reporting chain, from headquarters to hotels. It provides a detailed,
comprehensive description of Group procedures and definitions, the
methods used to measure data and indicators, and the areas at risk
that require particular attention. It also describes country-specific
features, which are frequently updated.
The protocol in French and English has been sent by the corporate
Human Resources Department to everyone responsible for the
reporting process and is available for translation into other host
country languages.
Reporting officers have been designated at three levels to collect,
enter, verify and validate employee data, in compliance with
the human resources reporting protocol:
ƒƒ
hotels
yy
collect and validate hotel data;
yy
confirm the completeness of the data.
ƒƒ
country organization
yy
confirm the completeness of the data;
yy
verify and validate the data reported from all of the hotels
in its scope of operations.
ƒƒ
corporate
yy
coordinate the consolidation of data from across the Group;
yy
confirm the completeness of the data;
yy
ensure the consistency of reported data and correct any errors
after verification with the regional manager.
Indicators
Number of employees
Workforce indicators are measured and disclosed on the basis
of the
monthly average number of employees
.
Apprentices are included in the reported data as employees
on non-permanent contracts.
In many host countries, the definition of a
permanent or non-
permanent employee
is not the same as under French law, which
means that certain special cases can impact the consolidated
figures. In China for example, a “permanent” contract is awarded
after ten years of service in the same legal entity.To make it easier
to understand, this indicator is presented by region.
To estimate the number of
employees in franchised hotels
, the
number of rooms in the franchised hotel base has been multiplied
by the average number of actual employees per room in our owned,
leased and managed hotels. These estimated figures have been
adjusted to reflect the characteristics of each brand and of the
country or region where the owned, leased, managed and franchised
hotels are located. For example, an ibis hotel requires many fewer
employees than a Sofitel.
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