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Forge a lasting
relationship
with our
partners

Back to the commitments

Our business and our performance are both closely linked to those of our partners, i.e. the suppliers and owners of the AccorHotels establishments operated under management and franchise contracts. Consequently, we have a wider responsibility and must:

  • extend our social, societal and environmental commitments to them,
  • involve them in our progress, and
  • raise standards all along our value chain.

However, we have also identified many partnership opportunities to develop solutions and unprecedented products and services designed to address sustainability concerns.

Our goal

To co-innovate with our partners to open up new horizons and give a concrete form to our vision of positive hospitality.

Our commitments for 2020

Every year, a major
innovation to develop
alternative and
responsible models

Lever collective intelligence
to open up new avenues

Lever collective intelligence
to open up new avenues

Paving the way towards positive hospitality.
By asserting this vision for the next five years, our Group is making corporate social responsibility the centerpiece of its strategy, more than ever before.
Consequently, we need to imagine new ways of doing business, new business models, new concepts, and new products, etc.

We must meet two challenges:

  • increase the positive environmental and social impacts all along our current value chain;
  • anticipate societal developments so that we always remain a step ahead.
    We must turn CSR into a means of catalyzing innovation so we can enrich our hospitality and digital offer with unprecedented services, all based on sustainability.

We cannot address these challenges alone.
The best way of anticipating new trends and accelerating innovation is through collective intelligence and the sharing economy.

We must combine our expertise with that of existing and future partners (start-ups, suppliers, hotel professionals, social enterprises, non-profits, citizens’ groups, etc.) who, like us, are seeking to open up new avenues all over the world.

We must co-innovate, and together create economic value for our Group and/or its partners. In this way, we will guarantee the longevity of our innovations.

To paint a clearer picture

In March 2016, Ashoka (network of social entrepreneurs), Co Conseil (a consulting firm specialized in the social and solidarity-based economy) and Opinion Way (the polling institute), published the first Barometer of Social and Business Co-Creation. The survey was conducted in France on a sample of 155 CEOs and more than 250 employees. It found that:

38%of the companies surveyed already practiced co-creation to develop new environmental or social solutions by creating economic value
94%consider that this approach allows them to have a strong social and environmental impact
84%that it provides access to different know-how
82%that it helps them gain a better understanding of the needs of fragile populations
82%that it gives them the legitimacy to take action to address social or environmental issues
73%that it allows them to better anticipate major transformations in their business sectors

What we are doing already

We started co-innovating
to support sustainable
development a few
years ago.

Our first experiences have confirmed the advantages of a collaborative approach.
In 2010, we were looking for eco-labelled cleaning products that could be deployed in all our hotels worldwide. Diversey, one of our cleaning product suppliers, wanted to develop its business with AccorHotels.
Together, we created a worldwide partnership, which gave us global access to a range of eco-labelled cleaning products.
This collaboration is one of the main reasons why 97% of our hotels now use ecological cleaning products.

The benefits for them are two-fold, with:

  • a significant reduction in the environmental impacts of their water discharges and the quantities of packaging used.
  • a reduction in the health & safety risks for the employees who handle the cleaning products.

Pur Projet, an organization that works to safeguard the climate by supporting reforestation and forest conservation schemes implemented by local communities, has been helping us develop and coordinate our Plant for the Planet program since 2012.
This partnership allows us to co-innovate in guest communication, in business support for farmers, and in a new approach to food sourcing.

We took our collaboration even further in 2015 when we created the International Platform for Insetting (IPI), to demonstrate that a new supplier relations model is possible, especially in the upstream agricultural sector.

Find out more about IPI

What we plan to develop over the next five years

To boost our capacity
for innovation in CSR,
we are looking for
the most promising
partnership opportunities.

Our first possible project: testing a unique welcome area concept.
A space that would both:

  • illustrate the most innovative accommodation and sustainable catering solutions;
  • serve as a place for exchanges on the best practices required to accelerate the transition towards more sustainable consumption and better living together.

This project allows our Group to explore a promising niche market, enable our entire network to benefit from it, and also help invent tomorrow’s world.

We are also examining other co-innovation opportunities for our core business.
Examples include:

  • Creating partnerships with our suppliers, like the one with Diversey, in order to meet Planet 21’s key objectives:
    - reduce our waste at source and support the circular economy,
    - develop a healthy and sustainable food & beverage offer,
    - move towards intelligent and low-carbon buildings, etc.
  • Investing in start-up and social enterprises involved in the circular and positive economy.
    The avenues we are exploring include encouraging the development of a range of:
    - sustainable trips,
    - sustainable food and beverage supply chains,
    - sustainability services for the hospitality industry: reuse of end-of-life furniture from our hotels, recycling of leftover soaps, environmentally-friendly laundry services, and more.
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Our "CSR & Ethical risks
management" process is
deployed among 100%
of our partners

Foster a common set
of ethics to spread
good practices

Our suppliers and
the owners of the AccorHotels
establishments under
management or franchise
contracts are key components
of our sustainable development
policy.

They absolutely must respect the commitments made by our Group in its Planet 21 program.
Particularly as they comply with our ethical rules:

  • systematic respect for current legislation and regulations;
  • ethical business conduct;
  • respect for people;
  • compliance with trade and property and data protection rules, etc.

We are accountable for our value chain and must work with our partners to ensure respect for our CSR and ethical rules.

This is why all suppliers who have signed a contract with an AccorHotels Procurement Department and all the owners of managed and franchised hotels must undergo our “CSR & ethical risks management” process.

To paint a clearer picture

2The AccorHotels procurement departments purchase about €2 billion worth of goods from referenced suppliers
70%of AccorHotels establishments are operated under management or franchise contracts

What we are doing already

We have long since taken
measures to manage
supplier-related risks.

For example, the Group Procurement Department has a Sustainable Procurement entity.
This entity coordinates the country procurement departments. It is notably responsible for monitoring supplier CSR performance.

As early as 2002, we also implemented a Sustainable Procurement Charter, which was then renamed Procurement Charter 21.
When our suppliers sign this charter, they agree to four key principles:

  • comply with AccorHotels’ social, societal and environmental commitments;
  • ensure that their own suppliers also respect these requirements;
  • participate in AccorHotels’ evaluation process and implement any necessary remedial action plans;
  • authorize AccorHotels and/or external providers commissioned by the Group to conduct audits and implement any necessary action plans.
    Managing the CSR and ethical risks regarding the owners of managed and franchised hotels is a more recent concern.

Our Group created an Ethics and CSR Committee in 2014.
One of its key assignments was to integrate ethical and CSR criteria in the selection process for new hotel owner-partners.

We also overhauled our Ethics and CSR Charter in 2014.
It was introduced to our supplier and hotel owner partners and is now systematically mentioned in a dedicated contractual clause in all the new contracts we sign.

Key figures

94%of suppliers referenced by an AccorHotels procurement department had signed the Procurement Charter 21 at end 2015
552referenced suppliers were assessed or audited between 2010 and 2015

What we plan to develop over the next five years

Suppliers: tighter
checks and monitoring

Since 2015, we have gradually been consolidating the CSR and ethical risks management process for both our suppliers and our managed and franchised hotels.
By 2020, we will deploy it among all our referenced suppliers and hotel owners.

Preliminary risk analysis
In 2015, we updated and increased the mapping of ethical and CSR risks by product family, purchase volumes, etc. Products were ranked according to their level of risk: low, medium, high. We identified the high-risk product families and will implement tighter supplier checks and monitoring for this category.

Inclusion in contracts
The contracts signed with our suppliers now include an ethical and CSR clause as well as the Procurement Charter 21. This measure will become a long term one, as the Procurement Charter 21 is updated regularly.

Checks and monitoring
For medium-risk products, all suppliers will be responsible for assessing their own compliance with our ethical and CSR rules. For high-risk products and services, on-site visits and audits will have to be conducted. If a problem is highlighted, a remedial action plan will be defined and we will monitor its implementation.

Major malfunctions
In the event of a serious violation of our CSR and ethical rules, we will be able to withdraw from the contract with the supplier concerned.

Hotel owners:
consolidated risk
management from
the earliest stages

Preliminary risk analysis
From now, we will assess the ethical and CSR risks represented by a potential new partner using a compulsory questionnaire. If the answers to the questionnaire reveal a high level of risk, we will conduct a more in-depth investigation which will allow us to decide whether or not to continue the relationship with this partner.

Inclusion in contracts
Since 2016, all new and renewed contracts must include a non-negotiable ethical and CSR clause. We are currently considering including an additional clause regarding the implementation of Planet 21’s 16 mandatory actions for hotels

Checks and monitoring
Visits to the establishments by Directors of Operations, regardless of whether they are owned, leased, managed or franchised hotels, will include monitoring the ethical and CSR points that call for vigilance. If a problem is highlighted, a remedial action plan will be defined and we will monitor its implementation.

Major malfunctions
In the event of a major breach of our ethical and CSR commitments, we will contemplate the unilateral termination of our contract with the hotel owner concerned.

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