2014 Registration Document and Annual Financial Report - page 43

2
Corporate responsibility
Commitments to employees
2012
2013
2014
Workplace and commuting accident frequency rate
13.5
13.5
N/A
Lost-time injury rate
N/A
N/A
12.7
Following the revamp of the human resources indicators in 2014,
a distinction is now made between workplace and commuting
accidents. As a result, great care should be taken in analyzing the
change in the lost-time injury rate, which in 2014 only reflects the
impact of workplace accidents.
As of end-2014, the incident severity rate was 0.3. The number of
days lost to accidents was broken out from the number of days of
medical leave for the first time in 2014, with the result that there are
no prior-year figures for this indicator.The reliability of this indicator
will be gradually improved beginning in 2015.
In 2014, the Accor community was saddened by the death of nine
employees, of which one from a heart attack in a hotel in Indonesia
and eight from road accidents while commuting in Egypt (one),
Indonesia (two), Nigeria (one) and Thailand (four).
Promoting health and well-being
among employees
In every host country, Accor strives to raise employee and guest
awareness on the importance of preventing diseases and epidemics.
As part of the PLANET 21 program, for example, the owned, leased,
managed and franchised hotels are encouraged to offer employees
awareness-building sessions on the prevention of HIV/AIDS and of
chronic diseases like diabetes, cancer and cardiovascular ailments,
the importance of nutrition and a balanced diet, the prevention of
psychosocial risks,
e.g.
stress, and first aid training.
Since 2002, Accor has been demonstrating a commitment to
fighting against epidemics, particularly of HIV/AIDS and malaria.
Employee-focused initiatives are structured by the ACT-HIV program,
which gives hotel General Managers a six-step action plan built on
the three core principles of Accor’s commitment – confidentiality,
non-discrimination and equal access to treatment. In 2014, 74% of
hotels organized health and well-being training for their employees,
with in particular 26,474 employees attending HIV/AIDS sensitivity
training. A total of 973 hotels were equipped with condom vending
machines.
2.3.5. SUPPORTING EMPLOYEESTHROUGHOUTTHEIR CAREER
Accor gives employees a genuine opportunity to climb the social
ladder. In 2014, 69% of General Managers of owned, leased and
managed hotels had been promoted fromwithin. Managers across
the organization are united in the belief that quality of service and
guest satisfaction depend primarily on employee skills. As a result,
Accor’s human resources policies focus on developing skills, training
and promoting from within.
Employee growth
Onboarding employees and sharing our culture
Since all employees serve as our frontline ambassadors to guests, in
addition to working effectively in a team and having the information
they need to do their jobs, they must also be familiar with the Group,
its values and its history. A total of 76,279 employees were hired
in 2014, of which 55% in the Asia-Pacific region. To facilitate the
onboarding process, the “Welcome to Accor” e-learning program
is deployed alongside the modules specific to each brand to inform
new hires about the Group and its values.
Supporting employee career development
Once the induction phase is over, employees are supported throughout
their careers. In 2014, 10,382 employees were promoted in their
hotels, of which 2,146 from non-management to management
positions. At year-end, 69%of hotel General Managers had come up
through the ranks.This vertical and horizontal mobility is encouraged
by today’s human resources processes.
Group policy recommends that every year employees should
have a performance review with their manager, during which they
discuss the past year’s results and set bonus-related objectives for
the coming year. The review also gives employees an opportunity
to express their career goals so that an appropriate development
plan can be prepared. In France, following the reform of employee
training legislation, new review resources were developed in
compliance with the new rules.
Several job tracks
have been defined to clarify the positions involved
and professionalize the skill-sets, as well as to enhance employees’
capabilities and inform them about potential career paths.
Registration Document 2014
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