2014 Registration Document and Annual Financial Report - page 49

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Corporate responsibility
Commitments to employees
2.3.8. SOCIAL DIALOGUE
Accor is committed to maintaining ongoing, constructive dialogue
about employee rights and benefits with employee representative
organizations. In 2014, the Group initiated negotiations to renew a
worldwide agreement signed in 1995 with the International Union
of FoodWorkers (IUF) concerning application of International Labour
Organization conventions on employees’ freedom of association
and right to unionize.
Dialogue forums and resources
The EuropeanWorks Council is co-chaired by the Chairman and Chief
Executive Officer and a representative of the International Union
of Foodworkers (IUF). It meets at least once a year to examine the
Group’s organization, strategy and results, as well as cross-border
issues. It may also be especially convened to discuss any measures
being considered by the Group. In 2015, Accor intends to revitalize
discussions in the European Works Council, with in particular a
presentation of the Ethics and Corporate Social Responsibility
Charter to Council members.
In France, the Group Works Council supports dialogue and the
sharing of business information with local employee representatives.
Created by the October 12, 1984 framework agreement, it comprises
24 employee representatives chosen from among the 76 subsidiary
works councils in France. It is chaired by the Chairman and Chief
Executive Officer or his representative and meets twice a year. In
addition, a Health, Safety and Working Conditions Committee is
active in each of the relevant units.
In 2014, 68% of employees in units reporting qualitative data for the
year (corresponding to 91%of the hotels reporting quantitative data)
work in a country with an employee representative organization.
Across the Group, when a unit lacks an employee representative
organization, a wide variety of social dialogue practices have been
introduced, depending on the local environment and culture.
These include systematic informal round-table discussions with
second-line executives, meetings with employee representatives
in the hotel, and information meetings concerning major projects
and organizational changes.
Supporting reorganization through
social dialogue
Accor’s thorough reorganization decided in 2013 by Chairman and
Chief Executive Officer Sébastien Bazin required the overhaul of
several departments at corporate headquarters. As part of this
process, negotiations with employee representatives were initiated
in 2014. In a commitment to retaining employees and in a spirit
of constructive social dialogue with the unions, the discussions
led to the signature of an early placement agreement. Among the
173 people concerned, fewer than 30% opted for outplacement,
with the others being successfully inplaced thanks to the extensive
efforts of management, the French units and the human resources
departments. Lastly, to define the separation terms and conditions,
a new agreement was negotiated, which enabled the deployment
of outplacement support measures such as job-search counseling,
business start-up support, and training.
In total, 7,751 employees left Accor in 2014 following an individual
dismissal, including 3,214 employees from owned or leased hotels.
Another 462 employees were laid off because of restructuring or
for financial reasons, including 179 employees from owned or
leased hotels.
Collective agreements
The table below lists the collective agreements signed in 2014
at country level, covering owned and leased hotels. It does not
include agreements signed prior to 2014 and it cannot be considered
exhaustive, since collective agreements can also be signed by legal
entities such as hotel groupings or by individual hotels.
Registration Document 2014
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1...,39,40,41,42,43,44,45,46,47,48 50,51,52,53,54,55,56,57,58,59,...332
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