2009: A YEAR OF CRISIS AND FORCEFUL RESPONSE 2010 ...

accor

2009: A YEAR OF CRISIS AND FORCEFUL RESPONSE 2010 ...

2009: A YEAR OF CRISIS AND FORCEFUL RESPONSE

2010: NEW AMBITIONS FOR

HOTELS

SERVICES

2009 ANNUAL REPORT


— CONTENTS

01 MESSAGE FROM THE CHAIRMAN

AND CHIEF EXECUTIVE OFFICER

05 INTERVIEW WITH THE VICE-CHAIRMAN

OF THE BOARD OF DIRECTORS

06 GOVERNANCE STRUCTURES

08 BOARD OF DIRECTORS

10 EXECUTIVE COMMITTEE AT DECEMBER 31, 2009

12 2009 KEY FIGURES

2009, CRISIS, RESPONSE

AND OUTLOOK

16 BEST OF 2009

18 01 — RESPONDING PROACTIVELY

TO AN EVER-CHANGING WORLD

20 ACCOR IS PURSUING ITS TRANSFORMATION

22 ADJUSTING TO THE CURRENT ECONOMIC

ENVIRONMENT

24 02 — DEVELOPING TO PREPARE

FOR THE FUTURE

26 EXPANSION: ACCOR HOLDS UP WELL

28 DEVELOPING THROUGH

THE ASSET-RIGHT STRATEGY

30 ACCOR SERVICES: STRONG GROWTH

MOMENTUM

32 ACCOR SERVICES’ FLAGSHIP PRODUCTS

34 03 — INNOVATIVE SOLUTIONS

TO BOOST SALES

36 ACCOR SERVICES: COMPETITIVENESS

AND A TECHNOLOGICAL SHIFT

40 DELIGHTING CUSTOMERS

42 AN EFFECTIVE ONLINE SALES STRATEGY

44 RESPONSIVENESS ON THE FRONTLINE

46 HOTEL BRAND PORTFOLIO

56 04 — COMMITTED TO MEETING

EMPLOYEE NEEDS

58 GUARANTEEING THE BASICS TO PROTECT

AND SHARE THE ESSENTIALS

60 MANAGING CHANGE IN THE ORGANIZATION

64 05 — SUSTAINABLE DEVELOPMENT

67 SUPPORTING HUMAN WELL-BEING

70 PRESERVING THE ENVIRONMENT

73 THE ACCOR CORPORATE FOUNDATION

74 ACCOR: 42 YEARS OF GROWTH

2010, NEW AMBITIONS

FOR HOTELS AND SERVICES

82 INTERVIEW WITH GILLES PÉLISSON

86 HOTELS EXECUTIVE COMMITTEE

88 INTERVIEW WITH JACQUES STERN

92 SERVICES EXECUTIVE COMMITTEE

94 APPENDIX: 2009 PERFORMANCE INDICATORS

118 CORPORATE DIRECTORY


2009

ANNUAL REPORT

THE YEAR OF THE GLOBAL FINANCIAL AND ECONOMIC CRISIS, 2009 WAS ALSO A PERIOD OF EXTEN-

SIVE TRANSFORMATION FOR ACCOR. THANKS TO OUR PROACTIVE STRATEGY, DISCIPLINE AND CREATIVITY,

WE HELD UP WELL AND STAYED ON COURSE. 2010 WILL BE THE YEAR OF A NEW ADVENTURE FOR ACCOR.

MESSAGE FROM GILLES PÉLISSON

CHAIRMAN AND CHIEF EXECUTIVE OFFICER

After two years of very solid results, Accor was adversely

affected by the consequences of the severe global financial crisis.

The Hotels business was especially hard hit, as in each economic

cycle, while the Services business was impacted by both higher

unemployment and the effects of the economic slowdown on its

private and public-sector customers. Our revenue declined by

7.9% like-for-like to €7,065 million. EBITDAR margin held up

well, contracting by just 1.5 points like-for-like, and represented

28% of revenue. Operating profit before tax and non-recurring

items was down 38% at €448 million, although at the upper

end of the target we announced in the middle of the year.

• The Hotels business felt the full brunt of the market contraction,

which was due to in large part to highly restrictive

employee travel budgets introduced by both small and large

companies. While revenue was down 10.1% like-for-like, margin

•••

1


2 ACCOR

MESSAGE FROM GILLES PÉLISSON

•••

declined by just 2.6 points like-for-like thanks to cost-reduction

plans, which surpassed their initial objectives, with operating

costs reduced by €165 million and support function costs by

€87 million. Overall, the hotel response ratio was 40%, fi ve

points more than the target. Economy hotels (excluding the

US) held up best, especially in France.

• The Services business once again demonstrated the solidity of

its business model, generating 3.9% like-for-like growth in

operating revenue, even though its host countries saw a

decline in gross domestic product. Although hurt by higher

employment, which reduced the number of users, and by lower

interest rates, which weighed on interest income, the business

saw a margin decline of just 0.3 points like-for-like.

“In 2009, we reinforced the

plan through a combination

of cost-reduction, reorganization

and assertive marketing and

sales programs.”

ENHANCED RESPONSIVENESS ACROSS

THE ORGANIZATION

Looking back, this performance nonetheless demonstrates

Accor’s superior resilience, thanks to the validity of the strategy

introduced several years ago and the battle plan launched in

2008 in response to an increasingly difficult business environment.

In 2009, we reinforced the plan through a combination

of cost-reduction, reorganization and assertive marketing and

sales programs.

Marketing initiatives involved both businesses, at all levels and

throughout the year. Leveraging its increasingly high-performance

distribution platforms, the Hotels business deployed a

forceful, innovative sales strategy to defend our market share

around the world. These included major online promotions like

Super Sales in Asia and Happy Nights in Europe. Our greater

focus on winning customers was also reflected in the success of

our A|Club loyalty program, which has more than 3.5 million

members just 18 months after its rollout. Thanks to the A|Club

program, we have entered a new era of customer relationship

management with more tightly targeted offers. Our Guest

Satisfaction Survey is another example of this commitment to

better understanding our customers and more effectively meeting

their needs. We also introduced new Web-based tools with

the goal of winning new customer segments, such as small and

mid-sized businesses, and strengthening our relations with

online distributors and other key partners.

The Services business once again demonstrated the full extent of

its creativity and marketing vitality in its two main markets –

Europe and Latin America. In Europe, the business can rely on

PrePay Solutions, a joint venture created in early 2009 in partnership

with MasterCard Europe. New products are still a key

driver of business growth, as evidenced by the successful launch

of the Ticket EcoCheque ® voucher in Belgium. In Latin America,

the Services business strengthened its leadership in the expense

management sector, winning a contract with the oil company

Petrobras in Chile.


2009

ANNUAL REPORT

The Group’s responsiveness was also apparent through its ability

to make necessary adjustments in the organization. Changes were

made in the corporate governance organization so that management

could reach decisions and take action more quickly. The

positions of Chairman and Chief Executive Officer were combined

and membership on the Board of Directors was reduced.

PURSUING OUR TRANSFORMATION

While recent economic developments have required greater

agility and extreme vigilance, they have not called into question

our strategy. On the contrary, we are pursuing the same strategic

path, as confirmed by:

• our continued refocusing on the two core businesses – Hotels

and Services – with the sale of the Group’s stake in Club Méditerranée;

• our asset-right real estate strategy, with the disposal of 157

hotelF1 properties in France and the divestment, announced in

early 2010, of five hotel properties in Europe, for a total of

€154 million;

• assertive expansion in the Hotels business, with the opening

of 27,300 rooms, of which 80% in the economy and midscale

segments and 81% involving less capital-intensive operating

structures;

• ongoing marketing innovations in Services with the creation

of new products and the gradual shift from paper to electronic

media;

• a still solid fi nancial situation and cash position, as evidenced

by the successful placement of a €600-million bond issue and

€2.5 billion in unused, confi rmed lines of credit.

TRANSFORMING THE COMPANY WHILE

RESPECTING PEOPLE

A year of crisis and transformation, 2009 was an especially

intense period for Accor teams, requiring them to work differently

with fewer means at their disposal. Given the circumstances,

we relied in particular on our fundamentals. I am

thinking first and foremost of our core values, powerful commitments

and reaffirmed management ethic, which was redeployed

throughout the Group in 2009. I would again like to thank all

of our team members and salute them for the dedication,

tenacity and team spirit they displayed – month after month –

while awaiting the first signs of a recovery, which appeared

late in the year. We also supported employees by introducing

new tools to enhance their skills and facilitate internal mobility

and by launching projects for the hotel brands – at Novotel, for

example – to increase employee career opportunities.

We pursued our social and environmental commitment through

measures that focus on the eight priorities in the Earth Guest

program, as well as through other initiatives like the Services

business’ FOOD program and hotel certification projects.

“We pursued our social and

environmental commitment.”

We continued to lead the fight against AIDS, malaria and sexual

tourism involving children. We remained firmly focused on

preserving our planet’s natural resources, through our plan to

reduce water and energy consumption and our support for the

Plant for the Planet reforestation program.

2009 was also the first full year of operations for our Foundation,

which has provided support for over 2,000 employees involved

in 33 community development projects in 19 countries.

THE BEGINNING OF A NEW ADVENTURE

Our two businesses have considerably accelerated the transformation

processes initiated several years ago. In Hotels, the focus

has gradually shifted to hotel management with the integration

of new techniques that change the way we go about our business.

These include a broader array of increasingly sophisticated distribution

methods as well as revenue management practices to

adjust room supply to demand. As a result, the brands are more

than ever at the heart of our business model, requiring us to

innovate constantly to maintain their appeal and create differentiation

in today’s highly competitive market. The Services business

has undergone deep-seated change through the dual impact of

marketing innovations and the technological shift toward paperless

media. As a result, the portfolio is ever more diversified and

comprised of increasingly personalized products.

For all of these reasons, we felt the time had come to launch

two new adventures to ensure the growth of our two core

businesses, which no longer need to be part of the same corporate

structure.

In the summer of 2009, we launched an in-house study to assess

the benefits of demerging the two businesses, which the Board

of Directors approved in December 2009.

•••

3


4 ACCOR

MESSAGE FROM GILLES PÉLISSON

•••

Many employees have been involved in these efforts, which have

been carried out in a collegial manner with the full participation

of the Executive Committee.

I would like to extend to all team members my sincerest thanks

for their whole-hearted involvement and unwavering commitment.

In mid-December, I asked the Board of Directors to

appoint Jacques Stern, Deputy Chief Executive Officer in charge

of Accor Services, in recognition of his nearly 20 years of devoted

service to the Group. His assignment was to put together a

management team and prepare for the new company’s stock

market listing. In February, the Services and Hotels businesses

created their respective Executive Committees so that they

would be poised for immediate action.

At the same time, each unit began preparing its own corporate

project to establish the foundations for future growth and define

how objectives would be attained. The proposed demerger will

be submitted to shareholders for approval at an Extraordinary

Meeting on June 29, 2010.

This will mark the beginning of a new adventure for both businesses.

Easier to understand, they will enjoy higher market values

and be more attractive to investors and our partners. With separate

roadmaps and no capital ties between them, the businesses

will accelerate their respective transformations and enhance

their performance. We will deploy the same energy and determination

as in the past to develop Hotels and Services into two

global leaders.

As Accor prepares to add a new page to its history, I would like to

thank you all for your confidence.

(See also the interviews with Gilles Pélisson and Jacques Stern on pages 82 and 88,

in which they discuss the new ambitions of the Hotels and Services businesses.)

“We will deploy the same

energy and determination

as in the past to develop

Hotels and Services into

two global leaders.”


2009

ANNUAL REPORT

INTERVIEW WITH PHILIPPE CITERNE

VICE-CHAIRMAN OF THE BOARD OF DIRECTORS

A MEMBER OF THE ACCOR BOARD OF DIRECTORS SINCE 2006 AND CHAIRMAN OF THE AUDIT AND

RISKS COMMITTEE, PHILIPPE CITERNE, WHO WAS FORMERLY CHIEF OPERATING OFFICER OF SOCIÉTÉ

GÉNÉRALE, HAS SERVED AS VICE-CHAIRMAN OF THE BOARD SINCE FEBRUARY 2009. HE REVIEWS HIS ROLE

AND THAT OF THE BOARD OF DIRECTORS IN THE GROUP’S CORPORATE GOVERNANCE SYSTEM.

Why set up the position of Vice-Chairman

of the Board of Directors?

Philippe CITERNE: The Vice-Chairmanship

was created when the positions of

Chairman and Chief Executive Officer

were combined – and entrusted to Gilles

Pélisson – to enhance the Group’s responsiveness

and efficiency in times of economic

crisis. Creating the position of

Vice-Chairman is a way of responding to a

unitary executive with a unified representative,

of demonstrating and ensuring

that the interests of all shareholders

– especially minority shareholders – will

be taken into consideration.

How do you see your role as Vice Chairman?

Philippe CITERNE: I have a dual responsibility.

First, I am in a way the leader of the

six independent directors, who ensure the

Board’s neutrality vis-à-vis the Group’s

executive bodies and ensure that the

interests of all shareholders are taken into

account. An independent director cannot,

for example, be a major Accor supplier, a

former Accor executive or other employee

or represent a shareholder with a more

than 10% stake in the company. Second, I

see myself as the contact person for shareholders

who want to speak to a member of

the Board who is not part of the executive

management team.

One of the Board of Directors’ most

important projects in 2009 was the

proposed demerger of the Hotels and

Services businesses. What role did the

independent directors play in this

process?

Philippe CITERNE: Like the other Board

members, the independent directors were

involved at every stage of the project. In

the initial phase, I was one of two independent

directors to serve on a Liaison

Committee that was created specifically

to study the benefits of the demerger.

During this period of deliberation, from

August to December 2009, the independent

directors also met twice so that we

could discuss the project freely among

ourselves. The independent directors

informed the Board of Directors that they

would choose an independent bank to

guide them and help them validate the

study presented by management and

its advisory banks. The Board not only

appro ved this request but also decided the

designated bank would advise the entire

Board while allowing the independent

directors to choose the bank themselves.

After the favorable vote on the benefits of

demerging the businesses on December 15,

2009, an Oversight Committee was set

“I see myself as the contact

person for shareholders

who want to speak to a

member of the Board who

is not part of the executive

management team.

up to replace the Liaison Committee to

monitor progress in the preparatory

phases and explore the project’s key success

factors. I am one of two independent

directors on the committee, which will see

the project through to completion.

What do you see as the Board’s role in

this new chapter in the Group’s history?

Philippe CITERNE: The Board of Directors

has been at the heart of the project, not

only initiating it but also accompanying it

every step of the way since the summer of

2009. Consequently, we needed to hold

more full-member meetings than usual

in order to analyze and approve the

work carried out by the different committees.

Lastly, it was the Board that on

February 23, 2010 defined the process for

bringing about this strategic transformation

of the company. So as you can see,

it has been an intense period during which

we have worked closely with the executive

management team for the benefit of all

shareholders.

5


6 ACCOR

GOVERNANCE

GOVERNANCE STRUCTURES

THE COMPANY IS GOVERNED BY A BOARD OF DIRECTORS, WHICH DETERMINES THE

COMPANY’S STRATEGY, OVERSEES ITS IMPLEMENTATION, EXAMINES ANY AND ALL ISSUES CONCERNING

THE EFFICIENT RUNNING OF THE BUSINESS, AND MAKES DECISIONS ON ALL MATTERS CONCERNING

THE COMPANY.

In accordance with the law and the Company’s Bylaws, the

Chairman and Chief Executive Officer chairs Board meetings,

organizes and leads the work of the Board and its meetings,

ensures that the Company’s corporate governance structures

function effectively, and obtains assurance that directors are in a

position to fulfill their responsibilities. The Chairman and Chief

Executive Officer represents the Company in its dealings with

third parties and has the broadest powers to act on behalf of the

Company in all circumstances. The situations where the exercise

of the Chairman and Chief Executive Officer’s powers is subject

to the prior approval of the Board of Directors are detailed in the

report of the Chairman and Chief Executive Officer drawn up

pursuant to article L.225-37 of the French Commercial Code.

The Bylaws stipulate that each Board member is required to hold

at least 500 Accor shares. To promote high attendance rates at

Board meetings, 50% of the total fees awarded to members of

the Board of Directors are allocated based on their attendance

record. Accor complies with the December 2008 version of the

AFEP-MEDEF Corporate Governance Code for listed companies.

At its meeting on May 13, 2009, the Board of Directors assessed

the independence of its members. For the purpose of this assessment

the Board applied the criteria set out in the above mentioned

AFEP-MEDEF Corporate Governance Code which state

that a member of the Board of Directors of a corporation cannot

be qualified as independent if he or she:

is – or has been at any time in the last fi ve years – an employee

• or a corporate officer of the corporation, or an employee or

director of its parent or a company that it consolidates;

is a corporate offi cer in a company in which the corporation

• directly or indirectly holds a directorship, or in which an

employee appointed as such or a corporate offi cer of the corporation

(current or in the past fi ve years) holds a directorship;

is a customer, supplier, investment banker or commercial

• banker (i) that is material for the corporation or its group, or

(ii) for which the corporation or its group represents a material

proportion of the entity’s activity;

has close family ties to a corporate offi cer;

• has been an auditor of the corporation in the last fi ve years;

• has been a director of the corporation for more than twelve years.


2009

ANNUAL REPORT

The Afep-Medef Corporate Governance Code also states that

directors who represent major shareholders of a corporation or

its parent may be considered as independent provided that they

do not participate in the control of the corporation. If a shareholder

owns 10% or more of the corporation’s capital or voting

rights, the Board of Directors should systematically review

whether that shareholder may be qualified as independent based

on a report issued by the Appointments Committee and taking

into account the corporation’s capital structure and any potential

conflicts of interest.

Based on these criteria, and on disclosures by the persons

concerned, the Board considers six of the current twelve directors

to be independent: Jean-Paul Bailly, Philippe Citerne,

Gabriele Galateri di Genola, Denis Hennequin, Bertrand Méheut

and Franck Riboud.

In accordance with the Company and Directors By-laws, Paul

Dubrule and Gérard Pélisson, Founding Co-Chairmen, attend

Board Meetings in a consultative capacity, and may be invited to

attend meetings of the Board Committees.

In compliance with corporate governance principles, the Board of

Directors is assisted in preparing its decisions by the following

three Board Committees, whose membership structure was

approved at the May 13, 2009 Board meeting:

• The Audit and Risks Committee, comprising fi ve members,

including three independent members: Philippe Citerne, who

is Committee Chairman, Virginie Morgon, Jean-Paul Bailly,

Denis Hennequin and Alain Quinet.

• The Commitments Committee, comprising five members,

including three independent members: Sébastien Bazin, who is

Committee Chairman, Philippe Citerne, Gabriele Galateri di

Genola, Denis Hennequin and Patrick Sayer.

• The Compensation, Appointments and Corporate Governance

Committee, comprising fi ve members, including three

independent members: Bertrand Méheut, who is Committee

Chairman, Jean-Paul Bailly, Thomas Barrack, Franck Riboud and

Patrick Sayer.

The organizational and operational framework applicable to the

Board of Directors and the Board Committees is described in the

Directors bylaws (1).

In addition, members of the Board adhere to the Directors Code

of Conduct (1) , which defines the scope of the directors’ duty of

diligence, discretion and confidentiality, and sets out the rules

applicable to trading in the Company’s securities.

Lastly, with a view to preventing any potential conflict of interests,

members of the Board are required to complete a statement

every year disclosing any and all direct or indirect ties they have

with the Company.

The procedures for organizing and preparing the work of the

Board during 2009 are described in the report of the Chairman

and Chief Executive Officer drawn up pursuant to article L. 225-37

of the French Commercial Code.

(1) See 2009 Registration Document.

7


8 ACCOR

GOVERNANCE

BOARD OF DIRECTORS

AT DECEMBER 31, 2009

Under the bylaws, as Founding Co-Chairmen of Accor, Paul Dubrule and Gérard Pélisson

attend Board meetings in an advisory capacity.

GILLES PÉLISSON

Chairman and Chief Executive Officer

Chairman and Chief Executive Officer of

Accor since February 24, 2009. He was

for merly director and Chief Executive

Of ficer as from January 9, 2006. His term

of office expires at the close of the Annual

Meeting to be called to approve the ac counts

for the year ending December 31, 2011.

He is also director of BIC SA and Télévision

Française 1.

PHILIPPE CITERNE (1)

Vice Chairman

Vice Chairman of the Board of Directors

since May 13, 2009. He was formerly

director as from January 9, 2006. His term

of office expires at the close of the Annual

Meeting to be called to approve the

accounts for the year ending December 31,

2011. Société Générale, represented by

Philippe Citerne, was formerly a member

of the Supervisory Board, as from June 28,

1983. He was Chief Operating Officer of

Société Générale from 1997 until

April 2009.

He is also director of Sopra Group and

Rexecode, the private economic research

center.


2009

ANNUAL REPORT

JEAN-PAUL BAILLY (1)

Director since May 13, 2009. His term of

office expires at the close of the Annual

Meeting to be called to approve the

accounts for the year ending December 31,

2011. Chairman of the French Post Office

(Groupe La Poste) since 2002, Mr. Bailly

has also been Chairman of the Supervisory

Board of La Banque Postale since 2006.

He also represents the French State on the

boards of GDF SUEZ, Systar, CNP Assurances

and Sopassure.

THOMAS J. BARRACK

Director since January 9, 2006. His term of

office expires at the close of the Annual

Meeting to be called to approve the

accounts for the year ending December 31,

2011. Formerly member of the Supervisory

Board, as from May 3, 2005. Founder,

Chairman and Chief Executive Officer of

Colony Capital LLC.

He is also director of Challenger Financial

Services Group Ltd.

SÉBASTIEN BAZIN

Director since January 9, 2006. His term

of office expires at the close of the Annual

Meeting to be called to approve the

accounts for the year ending December 31,

2011. Formerly member of the Supervisory

Board, as from May 3, 2005. Managing

Director Europe and Chief Executive

Officer of Colony Capital SAS.

He is also Chairman and Chief Executive

Officer of Société d’Exploitation Sports

& Évènements and Holding Sports &

Évè nements.

(1) Independent directors.

GABRIELE GALATERI DI GENOLA (1)

Director since January 9, 2006. His term of

office expires at the close of the Annual

Meeting to be called to approve the ac -

counts for the year ending December 31,

2011. Formerly member of the Supervisory

Board, as from July 2, 2003. Chairman of

Telecom Italia.

He is also director of Tim Participações SA

and Chairman of the Board of Directors of

Instituto Italiano di Tecnologia.

DENIS HENNEQUIN (1)

Director since May 13, 2009. His term of

office expires at the close of the Annual

Meeting to be called to approve the ac -

counts for the year ending December 31,

2011. President of McDonald’s Europe.

BERTRAND MÉHEUT (1)

Director since May 13, 2009. His term of

office expires at the close of the Annual

Meeting to be called to approve the

accounts for the year ending December 31,

2011. Chairman of the Groupe Canal+

Management Board.

He is also director of SFR and Aquarelle.

VIRGINIE MORGON

Director since May 13, 2009. Her term of

office expires at the close of the Annual

Meeting to be called to approve the ac -

counts for the year ending December 31,

2011. Member of the Eurazeo Management

Board.

She is also member of the Board of Directors

of the Women’s Forum for the Economy and

Society.

ALAIN QUINET

Director since August 27, 2008. His term

of office expires at the close of the Annual

Meeting to be called to approve the

accounts for the year ending December 31,

2011. Vice-President Finance, Strategy and

Sustainable Development and Member of

the Executive Committee of Caisse des

Dépôts et des Consignations.

He is also Chairman of the Board of

Directors of CDC Infrastructure and director

of Compagnie des Alpes, Eiffage, CNP

Assurances, Icade, Société Forestière de la

CDC and Dexia.

FRANCK RIBOUD (1)

Director since January 9, 2006. His term of

office expires at the close of the Annual

Meeting to be called to approve the

accounts for the year ending December 31,

2011. Formerly member of the Supervisory

Board, as from July 3, 2001. Chairman and

Chief Executive Officer of Danone.

He is also Chairman of the Board of

Trustees of Danone Communities, director

and Chairman of the Compensation

Committee of Renault SA, and director of

Lacoste.

PATRICK SAYER

Director since August 27, 2008. His term of

office expires at the close of the Annual

Meeting to be called to approve the ac –

counts for the year ending December 31,

2011. Chairman of the Management Board

of Eurazeo.

He is also director of Europcar Groupe SA,

SASP Paris Saint Germain Football, Holdelis,

Gruppo Banca Leonardo and Colyzeo

Investment Advisors.

9


10 ACCOR

GOVERNANCE

EXECUTIVE COMMITTEE

AT DECEMBER 31, 2009

IN 2009, THE EXECUTIVE COMMITTEE REPRESENTES ALL OF

ACCOR’S KEY CORPORATE FUNCTIONS AND OPERATING REGIONS.

▲ GILLES PÉLISSON

Chairman and Chief Executive Officer

▼ JACQUES STERN

Deputy CEO of Accor in charge

of Accor Services and Finance


2009

ANNUAL REPORT

▼ PASCAL QUINT

Corporate Secretary and Secretary

of the Board of Directors

PATRICK OLLIVIER

Executive Vice President,

Human Resources Worldwide

MICHAEL FLAXMAN

Chief Operating Officer,

Accor Hospitality Americas

MICHAEL ISSENBERG

Chief Operating Officer,

Accor Asia-Pacific

YANN CAILLÈRE ▲

Chief Operating Officer, Accor Hospitality

Europe, the Middle East and Africa.

Chief Executive Officer, Sofitel Worldwide

In charge of Hotel Design

and Construction Worldwide

JEAN-LUC CHRÉTIEN ▲

Executive Vice-President, Accor Hospitality

Marketing and Distribution

▼ SERGE RAGOZIN

Chief Operating Officer, Accor Services

Worldwide until December 31, 2009

11


12 ACCOR

2009 KEY FIGURES

2009 WAS SHAPED BY AN UNPRECEDENTED ECONOMIC CRISIS. ACCOR HELD UP WELL THANKS TO

ITS ORGANIZATIONAL RESPONSIVENESS, DILIGENT COST MANAGEMENT AND ASSERTIVE MARKETING

INITIATIVES. OPERATING PROFIT BEFORE TAX AND NON-RECURRING ITEMS WAS AT THE UPPER END OF THE

TARGET ANNOUNCED IN AUGUST 2009. THE FINANCIAL SITUATION REMAINS SOLID WITH DEBT

REPRESENTING A LIMITED €1.6 BILLION AT DECEMBER 31, 2009 AND €2.5 BILLION IN UNUSED, CONFIRMED

LINES OF CREDIT.

7,065

MILLION EUROS

in revenue

448

MILLION EUROS

in operating profi t before tax

and non-recurring items

28%

EBITDAR margin

MORE THAN

150,000

EMPLOYEES

around the world

IN

100

COUNTRIES


2009

ANNUAL REPORT

SERVICES

4,100

HOTELS

IN

90

COUNTRIES

490,000

CORPORATE CUSTOMERS

HOTELS

NEARLY

500,000

ROOMS

1.2 million

AFFILIATES

33

MILLION SERVICE USERS

IN

40

COUNTRIES

13


14 ACCOR

18 ——— RESPONDING PROACTIVELY

TO AN EVER-CHANGING WORLD

24 ——— DEVELOPING TO PREPARE

FOR THE FUTURE

34 ——— INNOVATIVE SOLUTIONS

TO BOOST SALES

56 ——— COMMITTED TO MEETING

EMPLOYEE NEEDS

64 ——— SUSTAINABLE DEVELOPMENT


2009

ANNUAL REPORT

2009

CRISIS, RESPONSE

AND OUTLOOK

——— ACCOR IS ACCELERATING ITS TRANSFORMATION AND

ADAPTING TO THE NEW ECONOMIC ENVIRONMENT

DOWNLOADING 98%

15


16

COST-REDUCTION PLANS

launched very early and surpassed

objectives.

165 million euro reduction

in operating costs for owned

and leased hotels.

87 million euro reduction

in support function costs.

—— BEST OF 2009

ACCOR PURSUED ITS HOTEL EXPANSION

PLAN WITH THE OPENING OF 27,300 ROOMS.

IN A SEVERELY WEAKENED ECONOMIC ENVIRONMENT,

ACCOR HELD UP WELL AND STAYED ON COURSE, THANKS

TO ITS ORGANIZATIONAL RESPONSIVENESS, DILIGENT

COST MANAGEMENT AND ASSERTIVE MARKETING

INITIATIVES. HERE ARE SOME OF THE YEAR’S HIGHLIGHTS.

ACCOR

STRENGTHENED

ITS PRESENCE

IN INDIA

CREATION OF PREPAY SOLUTIONS

Created through a strategic alliance between Accor Services and MasterCard Europe,

this joint venture markets customized prepaid card solutions.

FIRST

TICKET RESTAURANT ®

CARD IN SLOVAKIA

Accor Services launched the fi rst Ticket Restaurant ® card in Slovakia,

confi rming its leadership in the country and above all gaining a decisive

edge over its competitors.

TICKET ECOCHEQUE ® A BIG SUCCESS

In Belgium, Accor Services introduced

the EcoCheque ® voucher for purchases of

“green” products and services. With the

Ticket EcoCheque ® voucher, Accor is pioneering

in the provision of environmentally responsible

benefi ts for company employees.

1,000 HOTELS

joined the Plant for the Planet program.

EXIT GROUP

Accor Services acquired

Exit Group, the Czech

Republic’s fourth-largest

issuer of restaurant

vouchers.

ACCOR SERVICES

organized a six-country bus tour

for FOOD, a European program

to combat obesity.


ALL SEASONS

The hotel brand was launched

in the United Kingdom and

Germany.

INNOVATION

Accorhotels.com launched its iPhone

application, which is free of charge

and available in fi ve languages (French,

English, German, Spanish and Italian).

HIGHLY COMMITTED TEAMS

Teams responded very quickly to the crisis, demonstrating

initiative and creativity. The result? Exceptional sales and

marketing initiatives.

MOTEL 6

NORTHLAKE

First Motel 6 built

with the new Phoenix

room concept.

MERCURE

EXPANDING

IN ASIA

11 hotels opened

in 2009 and 18 others

are scheduled to come

on stream in 2010.

IBIS celebrated its 100,000 th room

in Munich

ONLINE

PROMOTIONS

to boost sales.

A|CLUB

A resounding success with already more than

3.5 million members, the A|Club loyalty program

celebrated its fi rst anniversary in 2009.

FRANCHISING

A convention for French franchising partners

was held in Marseille.

ASSET RIGHT

Accor continued to deploy its asset-right

strategy, with the sale of 157 hotelF1

properties in France for €272 million.

A NEW CORPORATE WEBSITE

FOR ACCOR

ACCORHOTELS.COM

New homepage introduced to spearhead

Accor’s Web strategy.

INNOVATIVE BRAND

INITIATIVES

to attract the attention of

value-conscious customers

looking for good deals.

17


18 ACCOR

01

02


2009

ANNUAL REPORT

01___ RESPONDING

PROACTIVELY TO AN

EVER-CHANGING WORLD

A YEAR OF CRISIS, 2009 WAS LOGICALLY A TIME FOR ACCOR TO ASK CHALLENGING QUESTIONS. WHILE

THE GROUP STAYED ON ITS STRATEGIC COURSE, IT ALSO DEMONSTRATED THE ABILITY TO ADAPT AND RESPOND

IN REAL TIME TO A SEVERELY WEAKENED ECONOMIC AND FINANCIAL ENVIRONMENT. THROUGHOUT THE YEAR,

ACCOR CONSTANTLY ADJUSTED TO THE NEW ECONOMIC ORDER, RECONFIGURING ITS ORGANIZATION,

DEPLOYING COST-REDUCTION PLANS AND INTRODUCING INNOVATIVE SALES TECHNIQUES, WITH THE GOAL OF

LIMITING THE DECLINE IN SALES AND PREPARING FOR A REBOUND AT THE FIRST SIGNS OF A RECOVERY. THESE

INITIATIVES WERE CARRIED OUT AGAINST THE BACKDROP OF A MAJOR CORPORATE PROJECT – THE PROPOSED

DEMERGER OF THE HOTELS AND SERVICES BUSINESSES TO CREATE TWO INDEPENDENT COMPANIES, EACH A

WORLD LEADER IN ITS RESPECTIVE INDUSTRY.

01 – NOVOTEL

Paris Tour Eiffel, France

02 – ACCOR SERVICES

Ticket Alimentação ® card

165

MILLION EUROS

in operating cost savings

in owned and leased hotels

60%

OF ROOMS

operated through

low-capital intensive

structures

32%

OF ACCOR SERVICES

PRODUCTS

delivered via magnetic

stripe cards, smartcards,

the Internet or other

electronic media in 2009

19


20 ACCOR

RESPONDING PROACTIVELY TO AN EVER-CHANGING WORLD

PURSUING THE

TRANSFORMATION

PROCESS

WHILE THE RECESSION HAS REQUIRED A DIFFERENT

PERSPECTIVE ON THE WORLD AND ITS MARKETS, ACCOR HAS

REMAINED TRUE TO THE STRATEGIC VISION DEPLOYED SINCE 2005 IN

BOTH THE HOTELS AND SERVICES BUSINESSES.

CONTINUED DEPLOYMENT

OF THE REFOCUSING STRATEGY

Since 2005, Accor has been refocusing on

its two traditional core businesses – Hotels

and Services. After Carlson Wagonlit Travel,

Go Voyages and its foodservice businesses

in Italy and Brazil, in early June 2009, Accor

divested the major part of its equity

investment in Club Médi terranée, amounting

to 4% of the company’s capital, for a

total of €10 million. The transaction followed

on the first phase in the divestment

of Accor’s stake in Club Méditerranée,

most of which was carried out in 2006. As

a result, Accor now has two core busi-

nesses – Hotels and Services – each capable

of creating considerable value and

leveraging unique skills and capabilities.

A HOTELS BUSINESS WITH

A PROVEN REAL ESTATE STRATEGY

Building on its position as a leading global

hotel operator, Accor deploys a unique

portfolio of brands – covering all categories

from budget to luxury – and an extensive

array of expert skills. Its strength and

vitality are also underpinned by innovative

services and a dynamic distribution

strategy.

Expansion in the Hotel business is driven

by the asset-right property strategy introduced

several years ago, which involves

adapting each hotel’s operating structure

to its market segment and geographical

location. Accor is the only hotel group that

manages properties on its own behalf

(either owned or operated under fixed-rent

and variable-rent leases) as well as for

third-party owners or investors, to whom

the Group sells its expertise and the excellence

of its brands. These arrangements

involve either management contracts,

with Accor operating the hotel directly, or

franchise agreements.

At year-end 2009, owned and fixed-lease

hotels accounted for 40% of the portfolio,

while hotels operated under variable leases

and management contracts represented

39% and franchised properties 21%. The

goal is to continue shifting the portfolio

toward less capital-intensive operating

structures, such as management contracts,


2009

ANNUAL REPORT

02

01 – MERCURE

Aracaju Del Mar, Brazil

02 – ACCOR SERVICES

Tickets Compliments ® card

01

PREPAY SOLUTIONS REVITALIZES THE CARD LINEUP

A joint venture between Accor Services and MasterCard Europe, PrePay Solutions was

created in early 2009. PrePay Solutions teams combine Accor Services’ sales and

marketing expertise in the design and delivery of prepaid services with MasterCard

Europe’s electronic payment technology capabilities. Among the new products launched

for corporate customers in 2009 were:

• A new prepaid travel card in the UK & Ireland, in partnership with Thomson, to simplify

traveling and avoid currency conversion problems.

• The first loyalty program for the Debenhams department store chain, a long-time

PrePay Solutions customer in the United Kingdom.

The BP gift card in Germany for its network of 8,000 service stations.


With Accor Services, PrePay Solutions introduced the fi rst restaurant card in Slovakia and the

fi rst prepaid gift card to be accepted in a large number of stores throughout Germany.

variable-rent leases and franchise agreements,

to make the business more profitable,

less cyclical and better able to benefit

fully from the economic recovery.

ACCOR SERVICES: A DIVERSIFIED

OFFERING TO MEET A FULL RANGE

OF NEEDS

In 2009, Accor Services confirmed its global

leadership in benefits for employees

and constituents and its role as a major

player in prepaid services that help organizations

to improve their performance.

During the year, the business launched

innovative new products, entered new

country markets, acquired companies like

Exit in the Czech Republic and deployed

its PrePay Solutions subsidiary in Europe.

Accor Services is positioned in a market

that is experiencing rapid change, driven

mainly by marketing and technological

innovations. While stepping up its transformation

and shifting more and more

toward smart cards, magnetic stripe cards,

the Internet and other electronic service

delivery solutions, Accor Services nonetheless

used a full range of media, including

paper. Its strategy is to choose the

most appropriate solution depending on

the market, customer needs and local

legislation. ◆

21


22 ACCOR

RESPONDING PROACTIVELY TO AN EVER-CHANGING WORLD

404

MILLION EUROS

allocated for hotel development

87

MILLION EUROS

in support function cost savings

ADJUSTING TO THE

CURRENT ECONOMIC

ENVIRONMENT

WITH HIGHER UNEMPLOYMENT, LOWER INTEREST

RATES AND RESTRICTIONS ON EMPLOYEE TRAVEL BUDGETS,

NEGATIVE GROWTH IN THE GROUP’S HOST COUNTRIES HAD

A DIRECT IMPACT ON BOTH THE SERVICES AND HOTELS

BUSINESSES IN 2009. ACCOR RESPONDED VERY QUICKLY TO

THESE DEVELOPMENTS TO LIMIT THE DECLINE IN EARNINGS.

LIMITING THE CONSEQUENCES

OF THE BUSINESS SLOWDOWN

Like its competitors – and businesses everywhere

– Accor was adversely affected by

the economic crisis and market contraction.

Faced with highly restrictive corporate

travel policies and lower prices, the

Hotels business launched a wide range of

initiatives at all levels – corporate, regional,

country, brand and even hotel by hotel

– leveraging and optimizing all marketing

and distribution channels to limit the

decline in revenue. The Group’s responsiveness

was evident across the organization,

involving online regional promotions, new

resources targeting, for example, small and

mid-size companies, and strengthened

partnerships with major distributors.

Impacted by higher unemployment and

lower interest rates, the Services business

also deployed its teams’ creativity and

assertiveness to bring to market new

products and win new customers.

RETHINKING THE ORGANIZATION

Beginning in early 2009, Accor geared up

to face the severe economic crisis. Changes

were first apparent in the Group’s corporate

governance organization, as the Board

of Directors was reduced to 12 members

and the positions of Chairman and Chief

Executive Officer were combined. In line

with these measures to simplify the

Group’s corporate governance, the

Executive Com mit tee was scaled back to

eight members in early May 2009. The

goal was to streamline chains of command

with the aim of accelerating the decisionmaking

process in a time of recession and

improving team responsiveness across the

organization. Operating and corporate

re spon s ibilities in the Hotels business

were redefined, leading to creation of

three large operating regions – Europe,

Middle East, Africa; the Americas; and

Asia-Pacific – each directly represented on

the Executive Committee. To enhance

efficiency, a number of support functions

revised their structure in May 2009. This

was the case in Hotels, for example, with

the sales and distribution functions combined

in a single unit and the consolidation

of hotel design & construction and maintenance

& renovation teams.


2009

ANNUAL REPORT

02

ACROSS-THE-BOARD

RESPONSIVENESS

Anticipating the drop in sales, Accor quickly

launched major cost-reduction plans to

limit the decline in earnings. In the end,

the plans’ objectives were more than met.

The reduction in operating costs for owned

and leased hotels amounted to €165 million,

compared with an objective of

€150 million, while support costs were

reduced by €87 million, versus a target of

€80 million. This outstanding cost responsiveness

was possible thanks to the full

involvement of teams across the organization.

Efforts also focused on limiting hotel

maintenance and renovation expenses

– without sacrificing safety improvements

– and on pursuing development

projects to ensure the Group’s future.

Backed by a hotel expansion budget of

€404 million, a total of 27,300 rooms were

opened during the year.

LAUNCHING THE PROCESS

TO DEMERGE THE BUSINESSES

Leveraging distinct business models and

operating in separate competitive environments,

the Hotels and Services business

have developed differing expertise, capabilities

and partnerships. Faced with these

developments and the severe economic

and financial crisis, the idea of demerging

the businesses arose naturally. The goal

is to provide the two future companies

with value-creating projects and enable

them to accelerate their transformation

01

01 – IBIS

Gent Centrum Kathedraal,

Belgium

02 – MERCURE

Utrech Nieuwegein,

The Netherlands

processes, and attract new partners with

the aim of creating two world leaders.

These two pure players will thus be positioned

to take full advantage of the economic

recovery as soon as it takes hold.

Given the benefits of this strategy, events

followed in quick succession:

• in late August 2009, Accor launched a

feasibility study on the proposed demerger

of the Hotels and Services business;

• in January 2010, the Board of Directors

endorsed the principle of the demerger;

• on June 29, 2010, the proposed demerger

of the businesses will be submitted to

shareholders for approval at an Extraordinary

Meeting. ◆

23


24 ACCOR

01

02


2009

ANNUAL REPORT

02___ DEVELOPING

TO PREPARE

FOR THE FUTURE

WHILE THE CRISIS IMPACTED ACCOR’S RESULTS IN 2009, IT DID NOT CALL INTO QUESTION THE GROUP’S

DEVELOPMENT OBJECTIVES. BACKED BY A SOLID FINANCIAL POSITION THAT PUTS ACCOR IN CONTROL OF ITS

OWN FUTURE AND DESPITE COST-REDUCTION PLANS INTRODUCED TO MAINTAIN ITS MARGINS, THE HOTEL

BUSINESS OPENED NEARLY 30,000 ROOMS AROUND THE WORLD DURING THE YEAR WHILE THE SERVICES

BUSINESS PURSUED ITS DEVELOPMENT, AS EVIDENCED BY THE ACQUISITION OF EXIT IN THE CZECH REPUBLIC.

THIS FOCUS ON GROWTH DURING A PERIOD OF RECESSION HAS POSITIONED THE GROUP TO TAKE FULL

ADVANTAGE OF THE FORTHCOMING ECONOMIC RECOVERY.

01 – IBIS

Munich City West, Germany

Opening of the 100,000 th room

in the brand network

02 – ACCOR SERVICES

Telephone operator at work

200,000

ROOMS

will be opened by 2015, of which

nearly 60,000 in Asia-Pacifi c

12.4

BILLION EUROS

in vouchers and cards issued

by Accor Services in 2009

60%

OF HOTEL OPENINGS

will be in the Economy and

Budget segments by 2015.

25


26 ACCOR

DEVELOPING TO PREPARE FOR THE FUTURE

EXPANSION: ACCOR

HOLDS UP WELL

ACCOR’S HOTEL EXPANSION PROGRAM DEMONSTRATED

SOLID RESILIENCE IN 2009. ALTHOUGH INVESTMENTS WERE CUT

BACK, NEARLY 30,000 ROOMS WERE OPENED IN 2009, ACROSS ALL

BRANDS AND ALL REGIONS.

27,300 ROOMS OPENED

DURING THE YEAR

With over 4,100 hotels and nearly

500,000 rooms, Accor is the world’s largest

non-US hotel Group. Despite the crisis,

the Group invested €404 million in

its hotel expansion program, opening

27,300 rooms and 237 new hotels during

the year. One-third of the openings were

in Asia and 80% were in the Economy and

Midscale segments.

This growth dynamic extended across all

hotel brands, in particular:

237

HOTELS were added

to the Accor portfolio in 2009


Motel 6 and Studio 6, with a record

64 hotels opened in 2009, including the

first Motel 6 integrating the new Phoenix

room concept, in Northlake, Texas.

• Etap Hotel, with 18 openings, including

the chain’s 400th hotel in Europe, in

Verdun, France.

• All seasons with 31 new hotels joining a

network that now comprises 75 hotels.

During the year, all seasons opened its first

hotel in London and launched operations

in Germany. The goal is to have 250 hotels

up and running by year-end 2012.

01


Mercure opened 40 hotels in 2009, a

year of intense development that saw the

brand’s first hotel in India (in Bangalore),

an initial opening in Madrid and 11 new

hotels in the Asia-Pacific region.

• Novotel, with 11 new hotels, notably in

Buenos Aires, Argentina and Lima, Peru.

• The MGallery collection, with 22 new

hotels increasing the network to 28 units.

• Pullman, with 13 new hotels for a total

of 46 worldwide. The year was also shaped

by the rebranding of major hotels in

Barcelona, Paris and Shanghai and the

brand’s entry into South America.

• Sofitel, with three openings during the

year. The brand also introduced its new

Legend label, with the Sofitel Legend

Metropole Hanoi in Vietnam.

IBIS FLYING HIGH

The Ibis network expanded considerably

during the year, with 56 openings, including

the brand’s first hotels in Algeria,

Jordan, Oman and Madagascar. On

October 14, Ibis celebrated a milestone

achievement with the opening of its

100,000 th room, at the Ibis City West, a

latest-generation hotel in Munich,

Germany. The brand also stepped up its

development in Eastern Europe with the

opening of several hotels, in the Czech

Republic (Plzen), Russia (Moscow, Kazan


2009

ANNUAL REPORT

EXPANSION TARGET FOR 2015

BY HOTEL SEGMENT

12%

UPSCALE

5%

LUXURY

BY REGION

24%

MIDSCALE

NORTH

AMERICA

(10%)

LATIN

AMERICA

(11%)

and Omsk) and Romania (Sibiu). Ibis also

announced the opening, scheduled for

2012, of its largest hotel in the Asia-

Pacific region, a 550-room unit located in

downtown Hong Kong. During the year,

20 hotels were opened in Asia-Pacific,

where the network now comprises 80

hotels. Of that total, 38 are in China, the

brand’s fastest-growing market.

AN ONGOING FOCUS

ON DEVELOPMENT

By 2015, the Group will have 200,000

new rooms. The goal is to open 28,000

rooms in 2010, gradually increasing to

40,000 a year thereafter, with an annual

AFRICA

(5%)

MIDDLE EAST

(5%)

23%

BUDGET

36%

ECONOMY

EUROPE

(40%)

ASIA

(26%)

PACIFIC

(3%)

investment of €250 million. Accor intends

to consolidate its already strong base in

Europe – the leading hotel market – with

key locations in selected countries, while

also establishing solid positions and

strengthening its presence in high-growth

countries. Europe will account for 40% of

the openings and Asia-Pacific for 29%.

More than half will be in the Economy and

Budget segments.

OBJECTIVES ON TARGET

Accor is well on its way to meetings its

expansion goals and has more rooms in

the pipeline than its main competitors. As

of early 2010, more than 100,000 rooms

02

01 – PULLMAN

Barcelona Skipper, Spain

02 – ETAP HOTEL

Toulouse Aéroport – Blagnac,

France

were validated and committed, and onethird

of them were already under construction.

Overall, 50% of the rooms will be in

the Economy and Budget segments, 85%

will involve less capital-intensive operating

structures (variable-rent leases, management

contracts and franchise agreements)

and 30% will be in Europe. A universal

brand that is well suited to the needs of

developing countries, Ibis will account for

34% of the openings. ◆

27


28 ACCOR

DEVELOPING TO PREPARE FOR THE FUTURE

UNLIKE ITS COMPETITORS, ACCOR MANAGES ITS HOTELS IN DIFFERENT WAYS. SOME ARE OWNED WHILE

OTHERS ARE OPERATED THROUGH FIXED OR VARIABLE-RENT LEASES, MANAGEMENT CONTRACTS OR FRANCHISE

AGREEMENTS. THE GROUP’S ASSET-RIGHT STRATEGY CONSISTS OF CHOOSING THE MOST APPROPRIATE OPERATING

STRUCTURE DEPENDING ON THE HOTEL’S LOCATION AND MARKET SEGMENT.

DEVELOPING THROUGH

THE ASSET-RIGHT STRATEGY

While Accor’s expansion was long based

on capital-intensive operating structures

(hotels owned or operated under fixedrent

leases), it now prefers “asset-light”

structures (variable-rent leases, management

contracts and franchise agreements).

That’s why in recent years, the

Group has shifted its focus to hotel operations,

divesting the hotels themselves and

selling its expertise to franchisees.

A PROPERTY DIVESTMENT

STRATEGY

A total of 157 hotelF1 units were divested

in mid-October 2009 and five hotels in

Europe were sold in January 2010,

although Accor continues to manage the

hotels. Real estate transactions of this

kind are intended to reduce earnings volatility

and, most importantly, generate

funds that can be reinvested in expansion

programs. In this way, the Group can concentrate

on hotel management, it’s true

ALL SEASONS

Nantes, France

core business. Accor intends to pursue this

strategy, leverag ing its long-term relations

with institutional investors in Europe.

The goal is to dispose of 450 hotels

between 2010 and 2013.

SETTING THE STANDARD

IN EUROPEAN FRANCHISING

Across Europe, more than one franchised

Accor hotel opened every week in 2009.

This record performance attests to the

strong momentum of the Group’s project

to develop its franchised hotel network.

LUXURY

UPSCALE

MIDSCALE

ECONOMY

AND BUDGET

Management contracts

Franchise agreements

Management contracts

Franchise agreements

Management contracts

Variable-rent leases

DEVELOPMENT: TYPE OF CONTRACT BY MARKET SEGMENT

Franchise

agreements

Variable-rent

leases

Accor has capitalized on its more than 40

years’ experience as a hotel operator to

attract and retain new partners. A wide

range of high valued-added services and

skills are offered to help franchisees

increase revenue, optimize costs, design

and renovate their properties, and train

their employees, with a constant focus on

achieving operating excellence. In this

way, a solid foundation has been laid on

which to build Europe’s leading hotel

franchise company. The goal is to speed

Accor’s development through franchising,


2009

ANNUAL REPORT

SALE OF 157 HOTELF1 UNITS IN FRANCE

In mid-October 2009, 157 hotelF1 units in France

were sold for €272 million. The agreement calls for

a 12-year business lease, renewable six times at

Accor’s option, with variable rents based on an average

20% of revenue and no guaranteed minimum.

The divestment, which represents the equivalent of

12,300 rooms, is fully aligned with the asset-right

strategy that Accor has deployed in recent years.

by offering solutions more closely tailored

to partners’ needs and helping them to

achieve rapid, solid, sustainable growth.

The process is direct and effective.

Developers with specialized franchising

expertise market Accor’s hotel brands and

extensive skills and capabilities in targeted

European countries, especially Germany,

Benelux, France, Spain, Italy and the

United Kingdom. Between 2010 and 2015,

more than 700 franchised hotels are

expected to open around the world, many

of them in Western Europe.

A French franchising convention was held

in Marseille from November 9 to 12, 2009.

Attended by nearly 400 people, it brought

together franchisees, prospects and Accor

teams. The goal was to create a win-win

relationship between the Group and its

franchise partners.

EXPERT SKILLS TO SERVE

INVESTORS

For more than 40 years, the Group has

developed broad-based, multi-brand

capabilities that meet the needs of hotels

and investors by providing them with

optimized performance, higher investor

margins and guaranteed customer satisfaction,

thanks to the high-quality service

provided. Accor deploys unique expertise

in many areas:

• Design and innovation, through teams

with professional skills in hotel construction,

styling and equipment.

• Revenue, with its TARS booking system,

which links hotels to online sales channels,

call centers, distributors and other travel

HOTEL PORTFOLIO BY OPERATING STRUCTURE (2010-2015)

2010

2015

2010

2015

2010

2015

2010

2015

UNDERSTANDING THE OPERATING STRUCTURES

MANAGEMENT CONTRACTS: The Group manages a hotel under one of its banners for the

hotel’s owner, who benefits from Accor’s booking systems, marketing skills and hotel

operating expertise in exchange for a fee. This operating structure is used mainly in the

Upscale and Luxury segments and in emerging markets.

FRANCHISE AGREEMENTS: Unlike a managed hotel, a franchised hotel is operated by its

owner, who uses one of the Accor brands, as well as its booking and distribution systems, in

exchange for a fee. The hotel must also comply with the brand’s standards.

VARIABLE-RENT LEASES: Accor leases the hotel from an investor and pays rent that may vary

according to hotel revenue. This solution is used extensively in the Midscale and Economy

segments and in countries with stable economies.

OWNED HOTELS: Accor owns the land and the hotel. This operating structure is used in the

most economically stable regions.

intermediaries, as well as its revenue

management skills, powerful marketing

and communication tools, and in-depth

customer knowledge acquired through

the A|Club loyalty program, which already

has 3.5 million members.

• Earnings, thanks to its purchasing power,

experience in hotel start-ups and maintenance,

and efficient day-to-day operating

procedures, thereby ensuring results that

rank among the best in the business.

• Superior service, thanks to its hiring

and training capabilities and its tools and

MANAGEMENT CONTRACTS

FRANCHISE AGREEMENTS

VARIABLE-RENT LEASES

OWNED HOTELS

16%

22%

21%

20%

24%

30%

30%

37%

resources for measuring and improving

quality.

• Sustainable development, as reflected

in the Earth Guest programs and the diligent

tracking of environmental performance

indicators.

Backed by its commitment to operating

excellence, powerful brands, assertive distribution

channels and high-performance

teams, Accor has amply demonstrated its

ability to attract real estate partners and

hotel investors. ◆

29


30 ACCOR

DEVELOPING TO PREPARE FOR THE FUTURE

ACCOR SERVICES ENJOYED ANOTHER YEAR OF GROWTH AND DEVELOPMENT IN 2009. DESPITE THE

GLOBAL CRISIS, THE SERVICES BUSINESS POSTED A 3.9% LIKE-FOR-LIKE* INCREASE IN OPERATING REVENUE

AND LIMITED THE DECLINE IN ISSUE VOLUME TO 2.3%.

*At constant scope of consolidation and exchange rates.

ACCOR SERVICES:

STRONG GROWTH

MOMENTUM

EXPANSION DRIVEN

BY ORGANIC GROWTH

The Accor Services business model is

based on strong organic growth, led by

rapid social changes and emerging needs.

In mature markets, increasing urbanization,

longer working lives, the growing

percentage of women in the workforce,

the importance of redistribution policies,

and rising purchasing power have created

an environment favorable to the development

of Accor Services’ high value-added

products. Ticket Restaurant ® and Ticket

Childcare ® vouchers are both good examples

of these types of product.

In developing markets, local socio economic

factors are driving rapid growth for

Accor Services products like the Ticket

Alimentacíon ® grocery voucher. This phenomenon

is underpinned by the emergence

of a middle class, the need to ensure

minimum standards of living for a large

portion of the population, increasing

urbanization and the shift from an industrial

to a services economy.

Accor Services also benefits from a balanced

geographical footprint, with 60%

of its business generated in developed

countries and 40% in fast-growing emerging

markets. As for companies, they are

increasingly looking for low-cost solutions

to retain their employees and offer them

more attractive, more personalized

benefits.


2009

ANNUAL REPORT

PURSUING AN EFFECTIVE

DEVELOPMENT STRATEGY

Accor Services’ development is fueled by

four growth drivers:

• increasing the penetration rate for all

products, even in countries where Accor

has a long-standing presence. This is the

case, for example, with the Ticket Restaurant

® voucher, which is focusing more and

more on small and mid-sized companies;

• creating new products, like the Ticket

EcoCheque ® voucher in Belgium and the

Ticket Vacanta ® voucher in Romania;

• deploying the range of existing products

in countries where the Group already has

operations;

• making acquisitions to strengthen Accor

Services’ position in certain countries.

One recent example is the October 2009

acquisition of the Exit Group in the Czech

Republic (see boxed insert).

A PROFITABLE, SUSTAINABLE

BUSINESS MODEL

A leading global provider of benefits for

employees and constituents, Accor Services

designs, develops and manages innovative

solutions for:

• companies, with attractive prepaid products

for employees that are often exempt

from payroll and other taxes;

• national and local governments, with

products guaranteeing that the funds they

disburse will be used properly;

01

ACQUISITION OF THE EXIT GROUP

01 – ACCOR SERVICES

Ticket Restaurant ® voucher

02 – ACCOR SERVICES

Ticket Restaurant ® card

In late October 2009, Accor Services acquired Exit Group, the Czech Republic’s fourthlargest

issuer of restaurant vouchers. Holding strong positions among small and mid-sized

businesses, Exit reported issue volume of €77 million in 2008. With the acquisition, Accor

Services is now the leading issuer of restaurant vouchers in the Czech Republic, a market

estimated at approximately €600 million with 1.2 million users. The transaction is aligned

with the business’ worldwide development strategy. Since 2005, nearly €700 million has

been invested in targeted acquisitions to strengthen the Group’s positions in countries

with high growth potential.


5. REQUESTING

REFUND

6. REFUND

SERVICE PROVIDERS

1.2 million affi liates

4. USING

THE SERVICE

employees and constituents with products

that make their lives easier and increase

their purchasing power;

• affiliated establishments with products

that enhance the loyalty of a more captive

customer base while also ensuring secure

payment.

This sustainable business model is backed

by highly diversified product ranges and

BENEFICIARIES

33 million users

02

1. DESIGNING, MANAGING

AND MARKETING

THE SOLUTION

2. PAYMENT

CUSTOMERS

490,000 companies

and public institutions

3. DISTRIBUTING

THE SERVICE

customer portfolios, as well as an array of

paper-based and electronic media. The

fact that Accor Services operates in several

regions and a large number of countries

limits its exposure to currency fluctuations

and economic cycles. In the area of

employee and constituent benefits, recurring

business is supported by specific

incentives in each host country. ◆

31


32 ACCOR

DEVELOPING TO PREPARE FOR THE FUTURE

FLAGSHIP PRODUCTS

01__ BENEFITS FOR EMPLOYEES AND CONSTITUENTS

Products to improve the quality of life for

employees and constituents, such as Ticket

Restaurant ® voucher, an innovative mealpayment

solution, and the Ticket CESU ®

human services voucher.

Created in 1995 in response to requests from local

authorities and charitable organizations, these vouchers

enable the needy to purchase food and essential services

from specialized service providers.

Offered in 12 countries.

Introduced in France in 2006, this solution provides

employees with low-cost access to housekeeping,

childcare, tutoring and other services that simplify

their daily lives.

Nearly 260,000 users of the Ticket CESU ®

universal service voucher in France in 2009.

* Employer contributions to meal-payment solutions

are usually exempt from payroll taxes.

Created in 1962, this solution allows employees to have lunch

outside the workplace in a participating restaurant of their

choice, while entitling employers to exemptions from certain

payroll and other taxes *.

Offered in 26 countries.

With this voucher, developed in the United Kingdom in 1989,

employers help pay daycare costs for their employees’ children.

In the United Kingdom, 105,000 parents take advantage

of this solution.

Launched by Accor Services in Mexico in 1983, these vouchers

are used by employees to pay for groceries in neighborhood

stores and supermarkets.

900,000 users in Mexico.


2009

ANNUAL REPORT

02__ REWARDS AND

INCENTIVES

Products to motivate sales teams, provide

incentive for distribution networks, and retain

and deepen relations with customers

This gift voucher and card solution is designed for companies

and works councils for employees, as well as public institutions

for their social welfare programs.

Offered in 25 countries.

Accentiv’ ® designs, deploys and manages programs to enhance

customer loyalty, motivate employees and provide incentive

for distribution networks.

Offered in 14 countries.

03__ EXPENSE MANAGEMENT

Products to manage and optimize

business-related expenses

Introduced in Brazil in a paper version in 1990 and in an electronic

version in 1995, Ticket Car ® is Latin America’s most widely deployed

gasoline payment solution. Available as a paper voucher, magnetic-stripe

card or smartcard, Ticket Car ® is used by companies to monitor and

manage expenses related to the use of company cars, especially fuel.

320,000 cards in use in Brazil.

Ticket Clean Way ® is Europe’s most popular cleaning solution

for all kinds of work clothing. The company issues the employee

a smartcard or paper voucher-based cleaning allowance that

can be used in a network of affiliated service providers.

1,300 affiliated drycleaners in France.

33


34 ACCOR

01

02


2009

ANNUAL REPORT

01 – ACCOR SERVICES

Ticket Compliments ® voucher

02 – SERVING CUSTOMERS

Every day, desk clerks welcome

customers to the Group’s hotels.

03___ INNOVATIVE

SOLUTIONS TO

BOOST SALES

WELL-EQUIPPED TO DEFEND ITS MARKET SHARE AND ATTRACT NEW CUSTOMERS IN A VERY

CHALLENGING BUSINESS ENVIRONMENT, ACCOR DEMONSTRATED ENORMOUS RESPONSIVENESS

THROUGHOUT 2009 THANKS TO ITS HIGHLY COMMITTED TEAMS AND CONSTANT FOCUS ON CREATIVE

SOLUTIONS. THIS WAS THE CASE IN THE HOTELS BUSINESS, WITH ITS EFFECTIVELY MANAGED DISTRIBUTION

CHANNELS, POWERFUL BRANDS, AND ASSERTIVE SALES STRATEGY, AS WELL AS IN SERVICES, WITH THE LAUNCH

OF INNOVATIVE PROGRAMS AND THE CREATION OF NEW PRODUCTS AND OTHER SOLUTIONS. IN AN ECONOMIC

ENVIRONMENT THAT IS PROFOUNDLY RESHAPING CONSUMER BEHAVIOR, GUEST SATISFACTION AND

INNOVATIVE DISTRIBUTION STRATEGIES ARE THE MAJOR CHALLENGES FACING THE HOTELS BUSINESS IN THE

BATTLE FOR CUSTOMERS.

25%

INCREASE IN ONLINE

hotel revenue in 2009

33

MILLION USERS

of Accor Services products

worldwide

3.5

MILLION MEMBERS

of the A|Club loyalty

program in 2009

35


36 ACCOR

INNOVATIVE SOLUTIONS TO BOOST SALES

ACCOR SERVICES:

COMPETITIVENESS

AND A TECHNO-

LOGICAL SHIFT

ACCOR SERVICES SUCCESSFULLY EXPANDED THE BUSINESS

DESPITE SLOWER GDP GROWTH – AND IN SOME CASES NEGATIVE

GROWTH – IN ITS HOST COUNTRIES. THIS PERFORMANCE REFLECTS

NOT ONLY THE HIGH QUALITY OF ITS PRODUCTS BUT ABOVE ALL

THE CREATIVITY OF ITS SALES TEAMS AND THE VITALITY OF ITS

RAPIDLY CHANGING PORTFOLIO.

A DYNAMIC SALES FORCE

To offset the decline in revenue due to

sharply higher unemployment and lower

interest rates, Accor Services leveraged

the energy and scope of its sales teams to

attract new corporate customers and

implement affiliated service provider networks.

This was the case in Italy, Romania,

Chile and a number of Asian markets,

among others. In Central Europe, Accor

Services demonstrated exceptional

responsiveness with the Central Europe

Sales Booster initiative for marketing

teams. Sales teams account for half of the

Services workforce. The approach is segmented

and tailored to demand, with

490,000

CUSTOMERS

frontline sales teams for large accounts,

call centers for small and mid-size companies

and a Web-based management platform

for very small businesses.

MARKETING AND PRODUCT

INNOVATIONS TO DRIVE SALES

GROWTH

In 2009, Accor Services created and

launched new products like the Ticket

EcoCheque ® voucher in Belgium. Inten ded

for the purchase of organic foods, energyefficient

light bulbs, bicycles and other environmentally

friendly products, the voucher

proved a big success, attracting 500,000

users and 3,000 affiliates in six months.

1.2

MILLION AFFILIATES

Services also made significant inroads in the

market for business expense management

and gasoline cards. In Chile, a co-branded

gasoline card was introduced in May in

partnership with the Petrobras oil company.

Accepted in 180 service stations, the card is

used by some 1,000 corporate customers

for more than 50,000 transactions a month.

With operations in Mexico, Brazil and

Argentina, Accor Services is the Latin

American market leader in business expense

management. In Europe, the Group also

signed a three-year contract with British

Petroleum for the BP/Aral card.

The first Ticket Restaurant ® voucher was

launched in Slovakia, confirming Accor

Services’ leadership in the country and,

more importantly, giving the company a

decisive edge over its competitors.

Another product brought to market in

2009 was Ticket Vacanta ® , introduced by

the Romanian government to stimulate

tourism. This vacation voucher is used to

purchase package deals comprising one

night’s lodging plus an additional service,

such as transportation or a restaurant.

Through the Advantages offer in the

United Kingdom, some 70,000 users of

Ticket Childcare ® e-payment solutions

receive gift vouchers from their employers

entitling them to savings and discounts on

a range of products and services.


2009

ANNUAL REPORT

A number of local initiatives were deployed

to offset the impact of the recession:

• In Mexico, a special calculator was

developed that allows human resources

managers to quickly and easily compute

the savings generated by products that

improve employee quality of life.

• In France, Accor Service supported the

government’s Ticket CESU ® service voucher

“purchasing power” campaign. The market

for this prepaid voucher introduced by

Accor Services and Groupe Caisse d’Épar gne

is estimated at more than €300 million.

A TECHNOLOGICAL SHIFT

TOWARD PAPERLESS SOLUTIONS

Market growth is being supported by the

migration toward electronic media, which

parallels the gradual worldwide decline in

cash and check transactions and a corresponding

increase in electronic payment.

Because of the enhanced security and

simplicity provided by electronic media,

Accor Services is moving toward paperless

solutions, which represent a new growth

01

CLOSE-UP: TICKET ECOCHEQUE ® A BIG SUCCESS

01 – ACCOR SERVICES

Ticket EcoCheque ® voucher

In June 2009, Accor Services introduced vouchers in Belgium for purchases of

“green” products and services. With Ticket EcoCheque ®, Accor is pioneering in the

provision of environmentally responsible benefi ts for company employees with a

prepaid service that is the fi rst of its kind in Europe. Six months after its rollout,

the Ticket EcoCheque ® voucher already has more than 500,000 users, 3,000 affi -

liated service providers and €40 million in issue volume and ranks second in the

product lineup behind the Ticket Restaurant ® voucher. Rechargeable batteries,

battery chargers, energy-effi cient light bulbs, bicycles and “green” households

products account for most of the purchases. The Ticket EcoCheque ® voucher is an

undeniable marketing success that provides a breath of fresh air in a gloomy

economic environment.

driver for the company. To promote the

development of paperless products, electronic

transaction management platforms

have been deployed:

• PrePay Solutions, a joint venture

between Accor Services (67%) and

MasterCard Europe (33%), was created in

February 2009. The new company has

enabled Accor Services to position itself as

a European leader in the market for electronic

prepaid solutions. It offers services

across the entire value chain, from marketing

and technological design to program

operations (transaction authorization and

payment management), in a wide array of

product segments, including gift cards,

social benefit programs for national or

local governments, business expense

management, reimbursement of insurance

claims and cards for un- and underbanked

individuals. PrePay Solutions provides

these services for Accor Services as well as

for other customers, including British

Petroleum for the BP/Aral card or Thomson

for the TUI Travel card.

• The WATTS platform, developed by inhouse

teams in Brazil, manages Ticket

Restaurant ®, Ticket Alimentação ®, Ticket

Car ® and other Accor Services cards for all

of Latin America. ◆

37


38

5 million

TICKETS CESU ® VOUCHERS

—— SELECTED

HIGHLIGHTS

FOR 2009

10 DAYS

That’s how long it took Accor

Services to bid for and win a

contract for BP Europe’s prepaid

gift cards in Germany.

That’s the number of Ticket Cesu ® vouchers distributed by Accor

Services as part of a French government initiative launched in fall

2009 to boost purchasing power. The operation was a big success

in just three weeks.

ADVANTAGES

A unique offering that provides company

employees who receive electronic

Childcare vouchers with discounts

in major chains stores in the UK.

The goal is to increase purchasing power.

3-DAY SUPER SALE

4 million euros

was generated by the 3-Day Super Sale

in the Asia-Pacifi c region.

TICKET RESTAURANT ®

Companies with 5 to 200 employees represent the

market segment with the greatest potential for online

sales of Ticket Restaurant ® vouchers in France.

A|CLUB

3.5 million

members and 650 million euros

in revenue in 2009.


7 MILLION

BOOKINGS AND MORE THAN 58 MILLION

VISITORS IN 2009

The site was totally reworked in 2009 to make it more

customer-friendly. Visitors can now access their accounts

directly as well as additional content and information

about their destination.

SIMPLIFYING LIFE FOR UNITED KINGDOM

BUSINESS CUSTOMERS

For companies tightening their business travel budgets, the Accor

Hospitality Business Account card provides an innovative expense

management solution. Employees of client companies can have

their own accounts with Accor. They use the card to book and pay

for lodging and food expenses in 130 Sofi tel, Novotel, Mercure,

Ibis, All seasons, Etap hotel and Formule 1 hotels throughout

the United Kingdom.

A NEW OFFERING

AT THALASSA SEA & SPA

Differentiation is all-important for companies seeking to get

a competitive edge in a fast-growing market. Combining

its recognized expertise in seawater therapy with the alluring

environment of a spa, Thalassa sea & spa has created

a new identity and introduced a website where pampered

customers can navigate smoothly among a wide range

of easy-to-personalize services.

4.5 million

STUDENTS TARGETED

Accor launched an exclusive offer

covering 1,000 hotels in 30 countries

for holders of the International

Student Identity Card.

SMALL EVENTS

Accor is the fi rst hotel company to offer

online booking services for small meetings.

The all-inclusive packages are available

on the meetings.accorhotels.com website.

80

THAT’S THE NUMBER

OF AWARDS

won by Sofi tel worldwide in 2009.

39


40 ACCOR

INNOVATIVE SOLUTIONS TO BOOST SALES

DELIGHTING

CUSTOMERS

TO ATTRACT, SATISFY AND RETAIN CUSTOMERS,

ACCOR CAN LEVERAGE A HOST OF ADVANTAGES. THESE

INCLUDE A PORTFOLIO OF ATTRACTIVE, DYNAMIC HOTEL

BRANDS, INCREASINGLY SOPHISTICATED CUSTOMER

KNOWLEDGE AND CUSTOMIZED SALES TOOLS.

POWERFUL, INNOVATIVE BRANDS

Deploying a unique portfolio of hotel

brands *, Accor is the world’s only hotel

group that covers all market segments,

from budget to luxury, with a range of

strategically aligned standardized and

non-standardized brands. Each brand is

well positioned, widely recognized and

backed by a strong identity and strategic

vision that has been clearly defined to

attract and retain new customers. That

vision encompasses development, marketing,

distribution and communication.

To delight guests and strengthen brand

equity, the different hotel brands are constantly

innovating. Examples include

hotelF1 with its “pay less and travel more”

advertising campaign, and Ibis with its

new Oopen Pasta & Grill dining solution.

In 2009, all of the brands launched new

projects in order to create competitive

*See The Brand Portfolio, p. 46.

30

MILLION hotel nights generated

by the central booking system.

differentiation and adapt to emerging

customer habits and distribution trends:

• Novotel, has deployed its Next Up project

worldwide. By reworking all aspects of

its offering, the brand is seeking to more

effectively integrate changes in the travel

market, continue setting the standard in

contemporary hotels and maintain the

spirit of innovation and standardized

product that have driven its success.

Novotel is positioned as an environmentally

responsible chain that provides outstanding

connectivity solutions and

wellness services for business travelers.

• Sofitel, has confirmed its status as a

forefront player in the luxury segment by

fully aligning its network and deploying

the brand’s standards. In 2009, three

hotels were opened and the Sofitel Legend

concept was launched with the Metropole

Hanoi in Vietnam.


Thalassa sea & spa embraced a new

identity and repositioned itself in the vacation

and leisure segment. The goal is to

become a major force in the wellness

market, which has grown by more than

60% in France over the past five years.

UNDERSTANDING AND RETAINING

CUSTOMERS

Because the hospitality business is highly

competitive and hotel supply is abundant,

customer loyalty is more important than

ever. And since customer loyalty is directly

proportional to service quality and guest

satisfaction, Accor has introduced three

innovative measures:

• Deploying an online satisfaction measurement

tool worldwide. The system

provides valuable feedback on service quality,

thereby enabling each brand and individual

hotels to track customer satisfaction

in real time and take appropriate action.

• Allocating financial resources in order

to better understand the expectations

of different customer segments and

adjust its service offer accordingly. With a

database covering more than 10 million

customers, Accor can understand, anticipate

and adapt to changes in customer

behavior in its different markets. Mercure,

for example, conducted a worldwide survey

with the goal of developing a new

services offering closely aligned with customer

values.

• Developing the A|Club worldwide loyalty

program. In 2009, A|Club members

already accounted for 11% of individual

customer revenue.


2009

ANNUAL REPORT

03

01 – SOFITEL

Phokeethra Golf & Spa

Resort – Angkor, Cambodia

02 – IBIS

New Oopen Pasta & Grill

dining solution

03 – PULLMAN

Khon Kaen Raja Orchid,

Thailand

THE A|CLUB LOYALTY PROGRAM: A TRUE SUCCESS STORY

Launched in late 2008, the A|Club customer loyalty program had nearly 3.5 million

members in 2009, of which 53% in Europe, 24% in Asia-Pacifi c and 21% in

the Americas. An invaluable tool for understanding and communicating with

customers, A|Club attests to members strong affi nity with Accor’s hotel brands:

Members spend an average of 16% more than non-members.


Half of all members are loyal to one brand in particular while the other half

stay with at least three different hotel brands depending on the reasons for

their trip.

In 2009, the program added new features:

• Points earned can be converted online thanks to an e-voucher system.

Polish and Chinese versions of the A|Club website are now available, in addi-



tion to French, English, Germany, Spanish, Portuguese, Italian and Dutch.

A version of the program – called A|Club Meeting Planner – was introduced

for company decision-makers responsible for organizing seminars and

conventions.

01

02

HIGHLY EFFICIENT SALES TOOLS

To support and more effectively distribute

the brands, Accor has designed high-

performance sales tools and programs

including the Travel Accor Reservation

System (TARS). A powerful central booking

system, TARS links the Group’s hotels

to all distribution channels. It generates

more than 30 million hotel nights a year,

with each hotel distributed by six international

call centers, the Accorhotels.com

portal, and individual hotel brand websites.

TARS also distributes Accor hotels

to 21,000 travel agencies via GDS connections

(1) and to more than 150 travel

websites through direct links with their

operators.

With its 36 sales offices, Accor provides

travel professionals with training programs

and incentive schemes to keep Accor

uppermost in their minds. In 2009, new

e-learning sales modules were introduced

in six languages. The Group also optimized

its special portals designed to forge ties

with more than 20,000 travel industry

professionals and enable them to access

training resources. Thanks to these measures,

Accor is well equipped to defend its

market share in today’s challenging economic

environment. ◆

(1) Global Distribution Systems, which enable a full

range of travel service bookings (airline tickets, hotel

rooms, car rentals, etc.).

41


42 ACCOR

INNOVATIVE SOLUTIONS TO BOOST SALES

AN EFFECTIVE

ONLINE SALES

STRATEGY

THE RECESSION AND CHANGES IN PURCHASING BEHAVIOR

HAVE ACCELERATED THE DEVELOPMENT OF ONLINE OFFERS. IN 2009,

OVER 20% OF TOTAL SALES WERE MADE VIA THE INTERNET, WITH

15 MILLION HOTEL NIGHTS SOLD THROUGH THE VARIOUS ACCOR

WEBSITES.

RENOVATING AND

STRENGTHENING THE

ACCORHOTELS.COM PORTAL

One of the 20 most-visited travel websites

in Europe, Accorhotels.com strengthened

its position as a key player in the online

booking segment. The portal, which is

available in 25 different country versions

and 10 languages, received more than

58 million visitors in 2009. They viewed

600 million pages and made 7 million

bookings, of which over 60% outside of

their home market. France, the United

Kingdom, Germany, Australia, Brazil and

the United States were the countries that

generated the most bookings. Site content

was also enhanced during the year, with

1.25

BILLION EUROS IN ONLINE

REVENUE IN 2009

(a 25% increase over 2008).

132

MILLION VISITORS

to Accorhotels.com and the different

brand websites in 2009

20%

OF HOTEL NIGHTS

sold via the Internet.

more than 800 hotel videos, improved

maps and an access-by-destination function.

In 2010, new options will be added

for around 40 leading destinations around

the world. The goal is to enable Web users

to more effectively choose their hotels

and organize their stays in advance.

LIVELY, WIDELY RECOGNIZED

BRAND WEBSITES

The brands expanded their presence on

the Web during the year, improving content,

utilizing new online media and

launching dedicated sites for professional

users. As a result, site traffic increased by

20% to 75 million unique visitors with

online sales varying from 17% to 25% of


2009

ANNUAL REPORT

02

01 – INTERNET

The Novotel, Ibis, Sofitel,

Mercure and Etap Hotel

websites. The brands were

active on the Internet in 2009

02 – NOVOTEL

Brisbane, Australia

03 – IPHONE

Accorhotels.com launched

its iPhone application

revenue. The brands invested considerably

to improve site functions, such as

Etaphotel.com, which now more accurately

reflects the chain’s dynamic, contemporary

offering. Sofitel.com received

a Golden Travel award for the best

homepage from French travel industry

professionals. Through blogs, Facebook

pages and Twitter applications, the brands

and individual hotels are leveraging new

communication media to create closer

relations with Web users around the world.

01

LAUNCH OF AN IPHONE APPLICATION

Available in fi ve languages – French, English, German, Spanish and Italian

– the Accorhotels.com iPhone application was introduced in early

December 2009. Highly innovative, intuitive and free of charge, it allows

users to book a room in more than 3,000 hotels and provides geolocation,

route calculator and other services. The application also includes a

personalized service that memorizes current reservations and favorite

hotels and synchronizes with iPhone contacts.

Accor has also developed new online

tools for industry professionals, creating

enhanced versions of its dedicated sites for

travel agents, small and mid-size businesses,

event planners and leisure professionals.

Today, Accor is the only operator

with an integrated online booking solution

for organizers of meetings and seminars

requiring fewer than 30 rooms. ◆

03

43


44 ACCOR

INNOVATIVE SOLUTIONS TO BOOST SALES

FACED WITH TRAVEL CUTBACKS BROUGHT ON BY THE RECESSION, ACCOR TEAMS RESPONDED

VERY QUICKLY, DEMONSTRATING RESOURCEFULNESS AND CREATIVITY THROUGHOUT THE YEAR

TO BOOST SALES.

RESPONSIVENESS

ON THE

FRONTLINE

ALL SEASONS

Toulon Centre Congrès, France

INNOVATIVE BRAND INITIATIVES

Around the world, the hotel brands rolled

out a large number of programs and campaigns

tailored to the needs of different

business and leisure traveler segments and

designed to appeal to consumers looking

for value-added and good deals. Among

them were:

• Sofitel, which launched two highly successful

promotions for leisure guests,

called I Love Chocolate and Chic Picnic.


Novotel, with special deals like Family

Extra Room, offering a 50% discount on a

second room for families, and City Breaks,

enabling guests to visit leading European

cities at discount prices. These programs

generated strong sales in traditionally difficult

periods.

• Mercure, with its network of 467 hotels

in Europe, which launched its Keys to

Europe campaign offering reductions on

35 destinations throughout the region.

• Ibis, HotelF1 and Etap Hotel, which

maintained their market share thanks to

attractive promotions like the Early

Booking offer for rooms reserved more

than 30 days in advance.

STRONG SUPPORT FROM TEAMS

AND NETWORKS

Teams around the world were actively

involved in sales promotion initiatives

throughout 2009. The Group leveraged its

powerful global networks and online

tools:

• Launching a large number of local

contacts and campaigns to strengthen

ties between hotels and their host communities.

In the United States, Motel 6

and Studio 6 teams geared up for

National Sales Fun Day. Overall, nearly

20,000 phone calls and a comparable

number of sales visits generated over

$1 million in revenue.


2009

ANNUAL REPORT


01– ACCOR HOTELS.COM

3-Day-Super-Sales promotion

launched in Asia-Pacific region

02 – NOVOTEL

Family Extra Room promotion

03 – HOTELF1

Early Booking promotion

04 – MERCURE

Keys to Europe promotion

05 – SOFITEL

I Love Chocolate promotion

Initiating broad-based promotional

efforts. To get a head start on the summer

vacation period and stimulate demand,

two major multiregional, multibrand

online operations were launched in Asia

and Europe, reaching a very large public

and generating exceptional booking volumes.

With more than one million visitors

in three days to Asian websites and over

two million visitors in six days to European

sites, sales generated by the operations

exceeded 150,000 hotel nights.

01

02

“Accor teams responded very

quickly, demonstrating

resourcefulness and creativity.”

EFFECTIVE PARTNERSHIPS

Accor leveraged its European leadership

and forefront ranking in the global hotel

industry:

• Forging preferred marketing agreements

with key players in the travel sector.

• Investing in connectivity solutions and

developing technological links to facilitate

03

online access and distribution. In 2009,

companies like Expedia, Orbitz, HRS in

Europe, Wotif in the Asia-Pacific region,

Gulliver Travel and Carlson Wagonlit

Voyages significantly increased their contribution

to Accor’s results and helped the

brand to hold firm in a highly unfavorable

economic environment. ◆

04

05

45


46 ACCOR

Indonesia_Mercure Kuta Bali Germany_Sofitel Munich Bayerpost

HOTELS

THE BRAND

PORTFOLIO

—————————————— Accor’s hotel brands demonstrated their resourcefulness in 2009

through a host of initiatives designed to attract new customers and make them smile, day

after day. Together, the brands constitute a portfolio that covers all market segments, from

budget to luxury. These clearly positioned hotels offer something for all tastes and budgets, in

90 countries around the world. The following pages profile the Accor portfolio and showcase

major events that shaped the brands in 2009.


2009

ANNUAL REPORT

France_Pullman Marseille Provence, Marignane Singapore_Ibis Singapore on Bencoolen

LUXURY

UPSCALE

MIDSCALE

ECONOMY

BUDGET

STANDARDIZED

CHAINS

IN EUROPE

Figures in the following pages are as of December 31, 2009.

IN UNITED STATES

AND CANADA

OUTSIDE EUROPE IN FRANCE

NON-STANDARDIZED

CHAINS

LONG-STAY

ACCOMMODATIONS

IN UNITED STATES

AND CANADA

47


48 ACCOR

THE BRAND PORTFOLIO

LUXURY HOTELS

SOFITEL

www.sofi tel.com

LIFE IS MAGNIFIQUE

French elegance adapted around the world

Located in the world’s leading destinations and capital cities,

Sofitel luxury hotels elegantly blend savoir-faire and refinement

à la française with the best of local culture. In 2009, the brand

continued to move upmarket, aligning the network and

pursuing renovation projects. The goal is to delight a cosmopolitan

clientele in search of quality and excellence with lavishly

decorated hotel interiors, elegant table settings and impeccable

service. Prestigious hotels opened during the year in Rabat,

Dubai and Shanghai. Other new hotels to join the network by

2012 include the Sofitel Vienna, designed by French architect

Jean Nouvel, and a second Sofitel Legend hotel, in Amsterdam.

2009 EVENTS: Opening of three hotels: the Sofitel Rabat Jardin

des Roses in Morocco, the Sofitel Dubai Jumeirah Beach in the

United Arab Emirates, and the Sofitel Shanghai Sheshan Oriental in

China • Launch of the first Sofitel Legend: the Metropole Hanoi in

Vietnam • The So SPA concept rolled out simultaneously at the

Sofitel London Saint James in the UK and the Sofitel Marseille Vieux

Port in France • Ongoing alignment of the network, especially in

Europe with the deployment of standards, training programs and

hotel renovation projects • Implementation of the Fit for Business

training program • 80 international awards received during the year.

121

HOTELS

39

COUNTRIES

Vietnam_Sofitel Legend Metropole, Hanoi

29,874

ROOMS

65%

BUSINESS

CUSTOMERS

35%

LEISURE

CUSTOMERS

LUXURY DINING

LENÔTRE

www.lenotre.fr

CREATOR OF UPSCALE GOURMET DINING

Refinement, excellence and creativity

Lenôtre is the benchmark in French fine dining and an

uncontested “ambassador of taste” around the world. The

brand deploys its expertise across a wide range of activities,

including reception and events organization, catering, gourmet

dining in prestige venues, Lenôtre boutiques, professional

training at the world-renowned Ecole Lenôtre and cooking

classes for amateur chefs. A wide array of gourmet dining

delights are concocted by Lenôtre chefs, of whom nine have

earned Meilleur Ouvrier de France status, and one wine steward

has been named World’s Best Sommelier. Guardians of an

exceptional culinary heritage and originators of new trends,

chefs are on the frontline every day, innovating with the highest

quality ingredients to create new taste sensations.

2009 EVENTS: Founding of Lenôtre Conseil, an advisory

and consulting business for hotel, restaurant and gourmet food

projects • Opening of a new reception facility in Mougins, France,

called the Park• Christelle Brua at the Pré Catelan restaurant

elected Head Pastry Chef of the Year by food industry professionals

• Lenôtre’s 2009 traditional “Yule log” cake conceived by fashion

designer Kenzo Takada.

AROUND THE WORLD

26

OUTLETS

IN FRANCE

16

BOUTIQUES

4

RESTAURANTS *

* The Pré Catelan and the Pavillon Elysée Lenôtre in Paris, the Café Lenôtre in Cannes

and the Panoramique at Stade de France.


2009

ANNUAL REPORT

UPSCALE HOTELS

PULLMAN

www.pullmanhotels.com

France_Pullman Toulouse Centre

CHECK IN. CHILL OUT.

Friendly, relaxed and connected

Pullman offers business travelers environments that are

designed as comfortable, inviting spaces for meeting and

interacting with the community. Located in leading regional

and international cities and exclusive resort destinations,

Pullman hotels deliver a wide range of customized services,

access to innovative technologies and a new approach

to organizing meetings, seminars and upscale incentive trips

with the Co-Meeting offer. At Pullman, business travelers

can make their own plans or seek the assistance of hotel staff

members, who are available around the clock. In 2009, the

brand pursued its global expansion, opening 13 hotels.

With major openings scheduled for Dubai and Sao Paulo,

the brand will total 60 hotels at year-end 2010.

2009 EVENTS: Sustained growth in Asia with seven openings

and a total of six hotels in China • With 13 hotels in France,

Pullman becomes the market’s leading upscale network • Opening

of the first Pullman Resort hotels in Europe: Timi Ama in Sardinia

(Italy) and Mazagan in El Jadida (Morocco) • Brand rollout

in South America, in Rosario, Argentina • Rebranding of major

hotels: the Pullman Paris Tour Eiffel in France and the Barcelona

Skipper in Spain.

46

HOTELS

16

COUNTRIES

12,469

ROOMS

70%

BUSINESS

CUSTOMERS

30%

LEISURE

CUSTOMERS

MGALLERY

www.mgallery.com

Italy_Palazzo Caracciolo Napoli

THE ART OF STAYING

An authentic, distinctive hotel experience

Launched in 2008, MGallery is a collection of upscale hotels,

each with their own personality and identity derived from their

distinctive look, remarkable history or outstanding location. They

delight travelers looking for premium services or venues with

character. Whether located in city centers or leading tourist

destinations, each hotel provides a unique environment for an

exceptional, enjoyable experience. Stepping up its international

development in 2009, the MGallery network is now present in

17 countries and is expected to total 100 hotels by year-end 2012.

2009 EVENTS: Sustained network expansion with the opening

of 22 hotels in Germany, Brazil, China, Indonesia, Italy, Morocco,

Martinique, Guadeloupe, the Netherlands, the Dominican Republic,

the Czech Republic, Thailand, Tasmania, Vietnam and Yemen.

28

HOTELS

3,201

ROOMS

LUCIEN BARRIÈRE SAS

www.lucienbarriere.com

17

COUNTRIES

51%

BUSINESS

CUSTOMERS

As of April 15, 2009, Accor holds a 49% stake

in Groupe Lucien Barrière.

49%

LEISURE

CUSTOMERS

A major player in the luxury leisure segment

A leader in luxury hotels in France and casinos in both France and

Switzerland, Groupe Lucien Barrière also has operations in Malta,

Egypt and Morocco. During the year, it continued to expand with

the goal of strengthening its position and becoming a forefront

player in the European market.

2009 EVENTS: Launch of Magic Casinos Jackpot, a progressive

jackpot connecting slot machines in 100 casinos throughout

France • Seven hotels awarded their 5 th star• Signing of an agreement

with the Française des Jeux national lottery to create a joint company

that will apply for an online poker license • Opening in March 2010

of the Barrière hotel-casino in Lille. Featuring a casino, luxury hotel,

theater and restaurants, the complex is the standard bearer for a new

generation of leisure facilities.

40

CASINOS

16

HOTELS

MORE

THAN 100

RESTAURANTS

49


50 ACCOR

THE BRAND PORTFOLIO

MIDSCALE HOTELS

NOVOTEL

www.novotel.com

Eminently livable hotels

With its tranquil, open spaces, comfortable, spacious rooms

for work or relaxation, convenient services, friendly, attentive

staff, and aligned offering, Novotel creates an atmosphere

of natural well-being for business and leisure customers alike.

The brand’s hotels are located in the heart of leading

international cities, as well as in business districts and tourist

destinations. Novotel’s participation in the worldwide Green

Globe certification program reaffirms the brand’s powerful

commitment to the principles of sustainable development.

2009 EVENTS: Openings in two strategic countries: Argentina

and Taiwan • Deployment of Eureka by Meeting@Novotel, an

innovative new conference concept • Launch of international

partnerships with Walt Disney International Motions Picture and

Microsoft to enhance the offering for families • With the start-up

of versions in Portuguese and Chinese, the novotel.com website

is now available in eight languages.

395

HOTELS

60

COUNTRIES

MERCURE

www.mercure.com

Argentina_Novotel Buenos Aires France_Mercure Le Président Biarritz Centre

DESIGNED FOR NATURAL LIVING MEET THE MERCURES

71,872

ROOMS

61%

BUSINESS

CUSTOMERS

39%

LEISURE

CUSTOMERS

A Mercure for every traveler

The Mercure network brings together distinctively different

hotels with common features: dedicated, attentive hospitality

professionals, a warm atmosphere with an unconventional

yet classical spirit, and comfortable living spaces. Whether

in city centers, at the seaside or in the mountains, each Mercure

hotel derives its personality from the local environment,

inviting customers to discover authentic products and services

that renew the experience of pleasure. In 2009, Mercure

reaffirmed its leadership in the Midscale hotel segment.

The goal for 2012 is to expand the network to more than

1,000 hotels worldwide, mainly through franchise agreements

and management contracts.

2009 EVENTS: Opening of 40 hotels around the world • First

opening in India, in Bangalore, and first hotel in Madrid • Construction

of the first Mercure in Slovakia, in Bratislava • Launch in France

of a process to certify service delivery at every step of the customer

itinerary.

671

HOTELS

48

COUNTRIES

82,438

ROOMS

58%

BUSINESS

CUSTOMERS

42%

LEISURE

CUSTOMERS


2009

ANNUAL REPORT

SUITEHOTEL

www.suitehotel.com

A NEW WAY OF HOTEL LIVING

An oasis for today’s nomads

Suitehotel targets a new nomadic customer in search of

hospitality, enjoyment and spacious accommodations. Located

mainly in Europe, the chain features 30-square-meter suites

with modular work and leisure areas that can be adapted to

individual desires or needs. All suites are equipped with the

Suite Box, providing guests with unlimited Internet access and

free phone service to landline numbers throughout the country,

as well as video and music on demand. Targeting medium-stay

customers, Suitehotel is Accor’s solution for people who feel

that the hotel is their “home away from home.” The brand is

already preparing for the future with a new generation of suites.

2009 EVENTS: Three openings, in Reims, Marrakech and Dubai

• Stepped-up deployment of the e-commerce strategy with online

sales accounting for more than 40% of the total • Solid presence

on the Web with suitehotel.com, mysuiteblog.com and

nomadsphere.com • Increased brand awareness thanks to Suite

Jump Games, an international bed-jumping competition organized

as a communication campaign in partnership with myPIX.com.

26

HOTELS

6

COUNTRIES

Morocco_Suitehotel Marrakech

3,317

SUITES

70%

BUSINESS

CUSTOMERS

30%

LEISURE

CUSTOMERS

THALASSA SEA & SPA

www.thalassa.com

THERE IS TRAVEL YOUR BODY

NEVER FORGETS

The very best in wellness stays

In sites selected for the exceptional natural beauty,

Thalassa sea & spa’s highly trained specialists invite customers to

discover the benefits of seawater, which is rich in the mineral

salts and trace elements the body needs, as well as the virtues

of hot springs and spa treatments. Thalassa sea & spa facilities

offer an array of invigorating stays combining treatment,

physical activity, balanced meals and lodging, to lastingly

restore the harmony of body and soul.

2009 EVENTS: Repositioning the brand in the wellness segment

• New identity: Accor Thalassa becomes Thalassa sea & spa •

Renovation of the Sofitel Thalassa Quiberon • For 2010, international

development projects in Agadir, Morocco and Zallaq, in Bahrain •

Increase in online sales.

14

SEAWATER

SPAS

3

HOT-SPRING

SPAS

ADAGIO CITY APARTHOTEL

www.adagio-city.com

3

COUNTRIES

35%

LEISURE

CUSTOMERS

THE CITY AT YOUR OWN PACE

45%

SPA

CUSTOMERS

20%

BUSINESS

CUSTOMERS

A new network of urban residences

Created as a joint venture with Pierre & Vacances, Adagio City

Aparthotel offers an innovative lodging concept for stays of four

nights or longer. Its upscale apartments, from studio to twobedroom,

are ready for immediate occupancy. They feature

hotel-like amenities that make them ideal for travelers who want

to live ‘just like at home” in the heart of Europe’s leading cities,

with lower rates for longer stays.

2009 EVENTS: New brand baseline: “The city at your own pace” •

Sustained development with a goal of 80 apartment hotels by 2014.

29

APARTHOTELS

3,849

APPARTEMENTS

6

COUNTRIES

France_Sofitel Thalassa Quiberon

60%

BUSINESS

CUSTOMERS

40%

LEISURE

CUSTOMERS

51


52 ACCOR

THE BRAND PORTFOLIO

ECONOMY HOTELS

IBIS

www.ibishotel.com

A truly unique concept

Europe’s leading economy hotel brand, Ibis stands apart from

the competition with a simple, straightforward offering that

includes all the services of a modern hotel at an affordable price,

with a comfortable room, consistent lodging quality, round-theclock

service, breakfast from 4.00 am until noon, and a range of

dining options. And all for the best value – and service quality –

for money. Ibis was awarded ISO 9001 certification in 1997 in

recognition of its commitment to quality. Since 2004, the chain

has deployed a process to drive continuous improvement in its

environmental performance, with more than 280 hotels currently

certified to ISO 14001 standards. To strengthen its leadership

and spearhead Accor’s penetration into new markets, Ibis has

set a target of each year opening 70 hotels, representing 10,000

rooms. In 2009, the brand confirmed its growth dynamic with

the opening of the chain’s 100,000 th room, in Munich, Germany.

2009 EVENTS: 56 hotels opened • Brand rollout in Algeria,

Jordan, Madagascar, Oman and Singapore • Start-up of ibishotel.

com in Polish and Japanese and ibisenvironment.com • Tactical,

viral online campaign called “Everyone in Pajamas” • Sponsor for

the 20 th anniversary of the Convention on the Rights of the Child

• Introduction of the Oopen Pasta & Grill restaurant concept.

861

HOTELS

45

COUNTRIES

102,167

ROOMS

57%

BUSINESS

CUSTOMERS

ALL SEASONS

www.all-seasons-hotels.com

France_Ibis Rungis France_All seasons Avignon Sud

HOTELS THE WAY YOU LIKE THEM ALL IS ALL YOU NEED

43%

LEISURE

CUSTOMERS

Hotels that have “all you need”

A new brand of non-standardized economy hotels launched

in 2007, all seasons provides business and leisure travelers

– both individuals and families – with friendly accommodations

at an all-inclusive price. Developed through franchising,

the chain’s mid-sized hotels feature innovative design and

contemporary styling, with locations in city-centers and

business districts. In 2009, all seasons pursued its development

with 31 openings for a total of 75 hotels in seven countries:

France, Germany, the United Kingdom, Australia, New Zealand,

Thailand and Indonesia. In 2010, the brand’s growth dynamic

in Europe will focus on new markets, in particular Italy, Belgium,

Luxembourg, Spain, Switzerland and the Netherlands. The goal

is to have 10,000 rooms in the network by year-end 2010.

2009 EVENTS: Opening of 31 hotels, including the All Seasons

London Southwark Rose • Deployment and official launch of the

brand in Germany.

75

HOTELS

7

COUNTRIES

7,114

ROOMS

60%

BUSINESS

CUSTOMERS

40%

LEISURE

CUSTOMERS


2009

ANNUAL REPORT

ETAP HOTEL

www.etaphotel.com

IN EUROPE

OUTSIDE EUROPE: 58 HOTELS

BUDGET HOTELS

HOTELF1

www.hotelF1.com

France_Etap Hotel, Paris Porte de Vincennes France_ hotelF1 Evry A6

BE SMART, STAY SMART “PAYEZ MOINS, BOUGEZ PLUS * ”

* Pay less, get around more.

The benchmark in low-cost hotels

Europe’s leading budget hotel brand with more than 400 units,

Etap Hotel offers customers an affordable, comfortable room

for one to three people, plus WiFi Internet access, an all-youcan-eat

breakfast, round-the-clock snacks, and “Great Deals”

available at etaphotel.com. The highly innovative chain has

introduced a cozy new, contemporary-styled concept for rooms

and public areas, designed to optimize energy efficiency.

Already deployed in all new hotels built in 2009, the concept

has been adapted for renovation projects as well. The chain

operates 58 hotels in South Africa, Australia, Brazil, Indonesia

and Japan under the Formule 1 banner.

2009 EVENTS: New Etap Hotel room concept deployed

in 30 hotels • Opening of 18 hotels, and the 400 th in Europe,

in Verdun, France • First advertising campaign in Europe, involving

print, TV and online media • New etaphotel.com website.

461

HOTELS

15

COUNTRIES

40,890

ROOMS

60%

BUSINESS

CUSTOMERS

40%

LEISURE

CUSTOMERS

Sleep well at the lowest cost

With the creation of Formule 1 in 1984, Accor radically

transformed the hotel industry, making hotels widely affordable

with a comfortable room for one to three people priced

at less than 100 francs (around 15 euros). In 2007, following

a complete overhaul of the hotel network, Formule 1 was

renamed hotelF1 in France. More dynamic than ever, the brand

has reinvented itself with the highly attractive Duo and Trio

rooms and all-new reception and breakfast areas. Although

without private toilets, the rooms feature flat-screen television

sets, a multimedia hub and – beginning in June 2010 – free,

unlimited WiFi Internet access. Also in 2010, the first hotelF1

units will receive a one-star rating in line with new industry

rating standards.

2009 EVENTS: 170 hotels renovated • New hotelF1.com website

• 10% discounts for rooms booked 30 days in advance • Nationwide

campaign involving TV advertising and sponsorship of Koh Lanta

(the French version of the Survivor reality TV series), as well as

online and Web 2.0 advertising• Media campaigns receive Top Com’

silver award.

IN FRANCE

IN FRANCE

262

HOTELS

19,491

ROOMS

65%

BUSINESS

CUSTOMERS

35%

LEISURE

CUSTOMERS

53


54 ACCOR

THE BRAND PORTFOLIO

BUDGET HOTELS

MOTEL 6

www.motel6.com

United States_Motel 6 Biloxi Mississipi

WE’LL LEAVE THE LIGHT ON FOR YOU ®

Stylish and affordable

North America’s leading chain of economy motels, Motel 6

is known for its comfortable, welcoming rooms at the lowest

price in the market. For 24 years, its “We’ll leave the light

on for you ®” baseline has helped Motel 6 to develop the highest

brand awareness in the North American budget segment.

Motel 6 is currently deploying its Phoenix project, an extensive

hotel modernization program that combines contemporary

styling, environmental-friendly features and a redefined

services offering.

The goal is to enhance customer comfort and well-being.

2009 EVENTS: Opening in Northlake, Texas of the first hotel

built with the Phoenix prototype room • 46 owned or leased

hotels renovated with the Phoenix room • Opening of a record

64 hotels, mostly franchised • 1.6 points growth in market share.

IN UNITED STATES

AND CANADA

IN UNITED STATES AND CANADA

1,001

HOTELS

99,004

ROOMS

60%

BUSINESS

CUSTOMERS

40 %

LEISURE

CUSTOMERS

STUDIO 6

www.staystudio6.com

EXTEND YOUR STAY NOT YOUR BUDGET

Hotels for living

Studio 6 is positioned as the right choice in the North American

long-stay budget segment. Its key selling point is a single price

that covers a full range of services, including housekeeping,

kitchen appliances and laundry.

2009 EVENTS: Ongoing expansion of the network through

franchising, with 7 openings during the year • Development of a new

room prototype • Launch of local sales and marketing initiatives.

59

HOTELS IN UNITED STATES

AND CANADA

CWL

www.cwl-services.com

6,647

ROOMS

United States_Studio 6, East Brunswick

25%

LEISURE

CUSTOMERS

75%

LONG-STAY

CUSTOMERS

WE’RE REINVENTING THE TASTE FOR TRAVEL

A major provider of onboard food and hotel services

on European trains

Operating across Europe, Compagne des Wagons-Lits delivers

a wide range of onboard food and hotel services on train

networks, with innovative concepts tailored to the local culture

and operator needs. In addition to food, these include logistics

and other travel-related services. With the rail transport sector

opening up to competition, CWL plans to develop and extended

its operations in Europe through preferred partnerships with

leading private and public sector operators.

2009 EVENTS: Operations on all train lines in Italy • A committed

corporate citizen with its own sustainable development report.

15

MILLION CUSTOMERS

A YEAR SERVED

ON DAY TRAINS

3.4

MILLION TRAVELERS

CARED FOR

ON NIGHT TRAINS

MORE THAN

1,000

TRAINS SERVED

EVERY DAY


2009

ANNUAL REPORT

NORTH AMERICA

22% of the hotel portfolio *

110,501 rooms

1,076 hotels, of which:

• 9 Sofi tel

• 7 Novotel

• 1,001 Motel 6

• 59 Studio 6

LATIN AMERICA

AND CARIBBEAN

6% of the hotel portfolio *

27,634 rooms

180 hotels, of which:

• 9 Sofi tel

• 1 Pullman

• 3 hotels in

the MGallery

collection

• 19 Novotel

• 78 Mercure

• 1 Coralia Club

• 59 Ibis

• 10 Formule 1

Other businesses

Lenôtre, the ambassador of French gourmet foods

around the world, has 16 boutiques in France and

26 outlets in other countries. CWL has operations

in six European countries.

THE GLOBAL NETWORK

AT DECEMBER 31, 2009

FRANCE

26% of the hotel portfolio *

127,899 rooms

1,409 hotels, of which:

AFRICA AND

MIDDLE EAST

5% of the hotel portfolio *

23,814 rooms

143 hotels, of which:

• 24 Sofi tel

• 5 Pullman

• 2 hotels in

the MGallery

collection

• 20 Novotel

• 28 Mercure

• 2 Suitehotel

• 5 Coralia Club

• 31 Ibis

• 24 Formule 1

• 2 unbranded

hotels

• 13 Sofi tel

• 13 Pullman

• 7 hotels in

the MGallery

collection

• 124 Novotel

• 244 Mercure

• 23 Adagio

• 18 Suitehotel

• 36 All seasons

• 378 Ibis

• 288 Etap Hotel

• 262 hotelF1

• 3 unbranded hotels

ASIA-PACIFIC

16% of the hotel portfolio *

78,003 rooms

402 hotels, of which:

• 45 Sofi tel

• 15 Pullman

• 7 hotels in

the MGallery

collection

• 85 Novotel

• 98 Mercure

• 33 All seasons

• 80 Ibis

• 24 Formule 1

• 15 unbranded hotels

55

REST OF EUROPE

25% of the hotel portfolio *

124,824 rooms

901 hotels, of which:

• 21 Sofi tel

• 12 Pullman

• 9 hotels in

the MGallery

collection

• 140 Novotel

• 223 Mercure

• 6 Adagio

• 6 Suitehotel

• 6 All seasons

• 313 Ibis

• 115 Etap Hotel

• 31 Formule 1

• 19 unbranded hotels

* In number of rooms.


56 ACCOR

01

02


2009

ANNUAL REPORT

04___ COMMITTED

TO MEETING

EMPLOYEE NEEDS

WITH MORE THAN 150,000 EMPLOYEES, OF WHOM THE VAST MAJORITY ARE IN DIRECT CONTACT

WITH CUSTOMERS, ACCOR CONSIDERS HUMAN RESOURCES TO BE OF PRIMARY IMPORTANCE. ATTRACTING

AND RETAINING TALENTED PEOPLE AND DEVELOPING THEIR SKILLS ARE INDISPENSABLE SINCE CUSTOMER

SATISFACTION DEPENDS DIRECTLY ON EMPLOYEE FULFILLMENT. THIS ATTENTIVENESS TO PEOPLE AND THEIR

NEEDS IS EVEN MORE CRITICAL FOR A COMPANY THAT IS UNDERGOING CHANGE AND OPERATING IN A

DIFFICULT ECONOMIC ENVIRONMENT. BACKED BY MORE THAN 40 YEARS OF ACQUIRED EXPERTISE, ACCOR

CAN LEVERAGE VALUABLE ASSETS. THESE INCLUDE CORPORATE VALUES AND MANAGEMENT ETHICS SHARED

DAY TO DAY ACROSS THE ORGANIZATION AND CUSTOMIZED TOOLS AND RESOURCES DEPLOYED LOCALLY

IN RESPONSE TO INDIVIDUAL NEEDS.

01 – SOFITEL

Brisbane Grand Central,

Australia

02 – NOVOTEL

Lyon Bron, France

150,000

EMPLOYEES

of which 6,000 for Accor Services

100

JOB CATEGORIES

5VALUES

Trust, Respect, Innovation,

Performance, Spirit of conquest

57


58 ACCOR

COMMITTED TO MEETING EMPLOYEE NEEDS

GUARANTEEING

THE BASICS TO

PROTECT AND SHARE

THE ESSENTIALS

OVER THE YEARS, ACCOR HAS DEVELOPED INDISPUTABLE HUMAN

RESOURCES MANAGEMENT EXPERTISE. THE GROUP IS FULLY COMMITTED TO

CULTIVATING THE “SPIRIT OF SMILES” THAT MOTIVATES AND INSPIRES THE PEOPLE

WHO PROVIDE THE FOUNDATION FOR ITS EVERYDAY OPERATIONS. THIS

COMMITMENT IS REFLECTED THROUGHOUT EMPLOYEES’ CAREERS IN INITIATIVES

DESIGNED TO NURTURE AND SUSTAIN THEIR PASSION FOR THEIR WORK.

BRINGING ACCOR’S VALUES

TO LIFE

Inherited from the past and revitalized for

the present, Accor’s five core values of

trust, respect, innovation, performance

and spirit of conquest are part of its

genetic code. They are also the tie that

binds its 150,000 employees, despite their

differing cultures and professional backgrounds.

Transmitting and expressing these

values on the job is the duty and responsibility

of each brand, country organization

and individual, especially with regard to

people who are new to Accor. In 2009, for

example, kits were distributed to hotel

managers in Morocco for the purpose of

raising employee awareness of the Group’s

values and the topic was covered in all

training sessions held at the local Accor

Academy. In Asia, the “Textures of Asia”

program once again provided an opportunity

to energize teams in the region and

reward those employees who most fully

embodied the Group’s values. In Germany,

an awareness-building initiative for

350 apprentices was held as part of a

“Welcome Days” event. Accor Services

also introduced an array of training programs

to spread the corporate values and

more effectively integrate new team

members. Initiatives were organized in

Brazil and Singapore during the year, as

well as in the Czech Republic for employees

of the newly acquired Exit Group.

FOSTERING SOCIAL DIALOGUE

Social dialogue is the responsibility of an

international network of human resources

managers, who ensure that policies respect

national cultures and comply with agreements,

such as the pact signed in 1985

with the International Union of Food

Workers on the right to unionize and freedom

of association. Accor has also long

promoted roundtable discussions as a

means of sharing ideas and learning about

49%

OF EMPLOYEES are women

other jobs. This approach allows employees

and managers to put aside their customary

workplace relations and freely

interact with each other. Respect for

employee needs is also reflected in a sustained

effort to provide team members

with information and opportunities to

enhance their skills.

PRESERVING AND PROMOTING

DIVERSITY

More than a moral obligation, employee

diversity is an important performance

driver for the Group, which can leverage

these differences to more effectively meet

the expectations of a customer base that

is itself highly diverse. Accor is attentive

to diversity-related issues in its hiring,

training and promotion practices as well

as in attitudes toward customers. This

policy is organized around four key points:

employees’ social, cultural and ethnic origin,

gender parity, age management and

disability issues. At the International

Diversity Forum, Accor was presented

with two awards for its diversity policies.

The Group was recognized in the Social

Dialogue category and also received the

Alpha Award for the Best 2008 Diversity

Report in the Young Employees category.

In 2009, Accor pursued its employee relations

policies through a large number of

initiatives. These included:

• signing a new agreement in France

for the hiring and retention of disabled

employees;


2009

ANNUAL REPORT

03

IN-HOUSE DISABILITY AWARENESS CAMPAIGN

To reaffirm its commitment to hiring the handicap, Accor launched an awarenessbuilding

campaign in France in late 2009. The program sketched the profi le and traced

the career path of fi ve disabled employees. To be deployed over a three-year period, the

campaign is designed to eliminate prejudices and encourage people to speak frankly

about disability issues.


using anonymous résumés to promote

non-discrimination and hiring practices

based on an assessment of each applicant’s

abilities. In 2009, all managers were

encouraged to use anonymous résumés,

which were introduced on the accorjobs.

com website in France in July;

implementing the Naturally Different


training program, which is intended to

enhance reception services for all customers,

regardless of their differences;

• organizing the 7th Hotel Industry

Challenge.

01

SHARING THE SAME

MANAGEMENT PHILOSOPHY

The Accor Management Ethics Guide was

prepared in 2009. Structured around the

Group’s five core values, the guide is

organized into three interconnected sections:

management principles, respect for

laws and the integrity policy, and social

and environmental responsibility. Directly

aligned with the culture of responsibility

inherited from previous generations of

Accor team members, the guide is

intended to support the Group’s economic

04

02

01 – HOTEL INDUSTRY CHALLENGE

Cooking contest: young chefs

prepare their dishes.

02 – HOTEL INDUSTRY CHALLENGE

Restaurant service contest: special

attention is paid to table settings.

03 – DISABILITY AWARENESS CAMPAIGN

“I won’t hear your thanks but

I’ll see your smile.”

04 – DISABILITY AWARENESS CAMPAIGN

“Getting on the bus is complicated,

but getting your project off the ground

is no problem.”

development and business performance

by promoting employee growth and fulfillment

and complying with local legislation.

Sent to all managers, it formally

presents a set of practices that underpin

and define Accor’s managerial community.

It was posted online in many countries

and widely discussed in management

meetings throughout the year. ◆

59


60 ACCOR

COMMITTED TO MEETING EMPLOYEE NEEDS

EMPLOYEES BY REGION

At December 31, 2009

15%

FRANCE

22%

REST

OF EUROPE

8%

LATIN AMERICA

35%

ASIA-PACIFIC

10%

NORTH

AMERICA

10%

AFRICA AND

MIDDLE EAST

MANAGING CHANGE

WITHIN THE ORGANIZATION

WHETHER FOR THE BRANDS OR CORPORATE SUPPORT FUNCTIONS, HUMAN RESOURCE POLICIES

HAVE BEEN DESIGNED TO HELP THE GROUP MEET ITS OBJECTIVES AND ADAPT TO A CONSTANTLY CHANGING

BUSINESS ENVIRONMENT.

ORGANIZATIONAL ADJUSTMENTS

To maintain competitiveness and limit the

decline in sales and earnings, Accor

responded quickly with a plan to reduce

operating costs in owned and leased hotels

by €165 million and support costs by

€87 million. Implementing the plan

required adjustments in the Group’s

organization, programs to resize teams in

line with the smaller number of projects,

and a freeze on hiring. An information/

consultation procedure with employee

representatives was launched and a voluntary

separation plan was negotiated with

trade unions. Involving 230 jobs, the plan

applies only to employees who freely consent

to take part and concerns 10% of staff

working at corporate headquarters and in

hotel operations in France.

ONGOING EXPANSION

Despite the recession, the Services and

Hotels businesses continued to develop

at a sustained pace during the year, as

the Group pursued its plans to open

1,450 hotels by 2013 and 200,000 new

rooms by 2015. Hotel expansion was once

again intense in Asia, especially for Ibis,

which has had a dedicated human

resources team in Shanghai since 2008.

The past year saw:

• faster implementation of skills-enhancement

initiatives, such as GM Pass, an

18-month training program for future

hotel general managers;

• deployment of the RM Pass program,

which aims to create a true revenue management

culture across the organization.

In 2009, a total of 557 employees in

30 countries took part in the program;

• the introduction of a new program

called Sales Pass. Its purpose is to professionalize

and strengthen the sales force,

which already comprises 700 representatives

in 34 countries;

• the launch of special training sessions

to help employees adjust to new work

arrangements in hotels operated under

management contracts and franchise

agreements.

SUPPORTING BRAND-INITIATED

PROJECTS

While the Group gives impetus and shape

to the overall human resources policy, the

brands develop and deploy their own programs,

which are key to retaining employees,

creating a true brand culture and


2009

ANNUAL REPORT

MOVE UP AT NOVOTEL

As part of its new Next Up project, Novotel

launched a human resources policy called

Move Up that is structured around five

stages in career development:

• successfully integrating new employees

with Welcome;

• climbing the corporate ladder more

quickly with the Itineraries certifi cation

program;

• becoming a team manager with Globetrotter;

• learning everything a hotel manager

needs to know with GM Pass;

• discovering the world with Visa, an international

exchange program.

The policy’s goal is to enable individuals

to develop more quickly while also

increasing brand value and integrating the

customer promise into all actions.

02

ensuring future growth. Among the

programs:

• Sofitel, which has been repositioned in

the luxury segment in 2007, introduced

special training tools that “immerse”

employees in the world of luxury;

• Pullman, deployed a benchmark human

resources model that faithfully reflects the

brand’s positioning and values, with the

same promise for customers and employees

alike: Get Closer;


01

MGallery, launched its Play and Lead

initiative that encourages hotel teams to

express the spirit of the label by embracing

and showcasing each hotel’s distinctive

personality;

• Ibis, introduced Actors, a personalized

training program that comprises three

certification levels – Qualified, Expert and

Leader – each with its own corresponding

increase in compensation.

03

01 – NOVOTEL

Annecy Centre Atria, France

02 – ACCOR SERVICES

« Bien être à la carte »

03 – MERCURE

Noisy-le-Grand, Marne la-Vallée,

France

Employee mobility and skills enhancement

are two key foundations of Accor’s

reputation as an effective social ladder.

Beneficial to the Group and enriching for

employees, mobility is structured by two

major guidelines:

• the principle of “a new job every five

years”;

• the requirement that employees work

for two different brands or in two different

countries during their careers with Accor.

•••

61


62 ACCOR

COMMITTED TO MEETING EMPLOYEE NEEDS

01 02

THE INTERNATIONAL HOSPITALITY MANAGEMENT PROGRAM

As in years past, Accor scheduled another round of its ambitious training program

for managers of owned, leased and managed hotels in 2009. Jointly operated with

the Essec business school network, the International Hospitality Management

Program is divided into three two-week sessions. Involving 30 high-potential

managers with international profi les, the program provides advanced training

while seeking to open gateways between different brands, countries and regions.

For the fi rst time, the program included conferences and discussions initiated and

organized by participants on strategic challenges facing the hotel industry.

•••

Several initiatives to promote mobility

were introduced during the year:

• the deployment of a three-year Human

Resources Planning and Development

agreement, signed with employee representatives

in December 2008, to ensure

that the right skills are in the right place at

the right time. Including a job cluster map,

career-track interviews for employees

with two years’ seniority, and “secondhalf”

career interviews for employees over

45, the agreement enables the Group to

meet its needs while also allowing team

members to enhance their employability

and chart their career path;

• Success, a new career management and

mobility intranet, where the Group’s

4,000 hotel managers can get an overall

view of vacancies within the organization

and post their résumé, apply for a position,

or share career data with their

superiors;

• a system for analyzing employee potential

introduced at Accor Services, which in

its first year identified 120 young manag-

ers with promising career prospects. An

initial Talents Week work/training seminar

was held in October for 40 high-potential

employees.

BEING “THE BEST PLACE TO WORK”

Because customer satisfaction depends on

employee satisfaction, Accor pays special

attention to ensuring the fulfillment of all

team members. This priority is reflected in

the many distinctions awarded by the

highly regarded Great Place to Work

Institute. During the year, Accor strengthened

its image as an outstanding

employer, which was confirmed by awards

received in several countries:

• Accor Services Spain, which received

the WorkPlace 2009 award for companies

with 50 to 100 employees, ranking 9th out

of 50 firms cited;

• Accor Hospitality in the Netherlands;

• Accor Services Uruguay, which continued

to move up in the Great Place to

Work ranking, from twelfth in 2007, to

fifth in 2008 and third in 2009;

01 – PULLMAN

Khon Kaen Raja Orchid,

Thailand

02 – NOVOTEL

Belfort Centre Atria, France

• Accor in Brazil, which has been included

in the ranking for twelve years;

• Accor Services Mexique, which joined

the list of the 100 most motivating

employers.

DEVELOPING EMPLOYEES’ SKILLS

Along with mobility, training is a core

component of the Group’s human resources

policy. To meet their training needs, host

country organizations can draw on a network

of 16 Accor Academies around the

world. These academies are widely recognized

for their certification-backed training

programs that enable employees to

advance along their career paths. Their

offering includes the corporate training

portfolio as well as programs tailored to

local needs. Above all, the Academies

spread Accor’s values and culture. In 2009,

the network was expanded with:

• the opening of a new academy in China,

in Chengdu, the capital of Sichuan

Province. Symbolizing Accor’s ambitious

goals in this country, the academy will

enable the transfer of skills to local teams

and guarantee compliance with Accor’s

standards;

• the creation of an online academy in

Germany. Between May and December,

more than 5,000 hours of training were

provided for over 3,000 employees;

• Accor Services’ development of a system

for introducing prepaid cards. A deployment

kit was distributed in all countries to

help teams to prepare for this major technological

shift. ◆


In 2009, a total of 557employees

in 30 countries took part in the RM Pass

training program.

—— CLOSE-UP:

SELECTED

HIGHLIGHTS

16

Accor Academies

and 150 training

programs

A GREAT PLACE TO WORK

Accor Brazil was voted a “great

place to work” for the 12th time

in 13 years.

TRAINING

2.4%

of payroll allocated for training

initiatives.

More than 320,000 days

of training held in 2009.

ACCOR.COM’S HUMAN RESOURCES SECTION

HAILED BY FRENCH STUDENTS

Accor ranked fourth in the 2010 Top Employer Web Benchmark,

a listing of the best corporate career websites in France prepared

by the Potentialpark research fi rm. The Group was cited for

its accorjobs.com hiring site and for the Recruitment and Careers

section of the accor.com corporate site.

3,836

Accor managers registered on the platform.

211 job offers posted.

MOROCCO

79 training sessions held in 2009.

1,125 interns trained.

RM Pass program launched.

DIVERSITY

At the 5 th International

Diversity Forum, Accor was

recognized in the Social

Dialogue category and also

received the Alpha Award for

the Best 2008 Diversity

Report in the Young

Employees category.


64 ACCOR

THE EIGHT PRIORITIES OF THE EARTH GUEST PROGRAM

THROUGH ITS EARTH GUEST POLICY FOUNDED ON 8 PRIORITIES, ACCOR IS COMMITTED TO GROWING THE WELL-BEING OF THE EARTH’S

PEOPLE (EGO PROJECT) AND TO PRESERVING THE PLANET’S RESOURCES (ECO PROJECT).

EGO PROJECT

1. CONTRIBUTING TO LOCAL DEVELOPMENT

Support the economic development of host communities

through long-term partnerships and promote fair trade.

2. PROTECTING CHILDREN

Train employees and inform customers

about the fi ght against child sex tourism.

3. FIGHTING AGAINST EPIDEMICS

Deploy preventive measures and combat major

epidemics, in particular HIV/AIDS and malaria.

4. PROMOTING BALANCED FOOD

Provide customers with a more balanced food selection

and combat obesity.

ECO PROJECT

5. MANAGING ENERGY CONSUMPTION

Improve energy effi ciency and reduce consumption through tight

management while promoting the use of renewable energy sources.

6. CONSERVING WATER

Reduce water consumption, recycle wastewater and reduce

emissions. Raise awareness among employees and customers.

7. PRODUCING LESS WASTE

Recycle more and better, and limit the amounts

of waste produced.

8. PROTECTING BIODIVERSITY

Introduce sourcing and management practices for green areas

that respect biodiversity.

Raise awareness among customers and employees,

in partnership with associations.


2009

ANNUAL REPORT

05___ SUSTAINABLE

DEVELOPMENT

———— IN THE CURRENT CHALLENGING ECONOMIC ENVIRONMENT, ACCOR STRENGTHENED ITS EARTH

GUEST PROGRAM SO THAT THE VIRTUOUS CIRCLE OF SUSTAINABLE DEVELOPMENT WOULD BENEFIT

EVERYONE: EMPLOYEES, CUSTOMERS, PARTNERS, HOST COMMUNITIES AND THE ENVIRONMENT AS WELL

AS THE GROUP’S OPERATIONS. BY CLOSELY TARGETING ITS EFFORTS, ACCOR HOPES TO ATTAIN THE

AMBITIOUS OBJECTIVES SET IN 2006 BY YEAR-END 2010.

270,000

TREES FINANCED

by the Plant for the Planet program

in 2009

7.8%

REDUCTION

in energy consumption per room

between 2006 and 2009

13,000

EMPLOYEES

trained in measures to combat

sexual tourism involving children

65


TRAINING EMPLOYEES

As part of the Green Globe certifi cation process, Novotel trains its

25,000 EMPLOYEES

in sustainable development issues. This online training allows

all employees to identify the right gestures they can perform

in their day-to-day jobs. Available in 11 languages, this training

resource takes users on a virtual tour of 13 key hotel areas

and tests their knowledge of sustainable development.

—— IINNOVATING

FOR THE PLANET

DEVELOPING RESPONSIBLY

In response to severe criticism of a real estate partner by the Bruno Manser Fonds

(BMF), an environmental and human rights protection organization, Accor interceded

to persuade the partner to comply with the Group’s sustainable development

requirements before opening a hotel in Malaysia. After several months of discussions

with its partner and BMF, an action plan was published and implemented in

preparation for the opening, which took place in late 2009.

INVOLVING EMPLOYEES

For this annual event, employees were

involved in a large number of actions

aligned with the

eight priorities

of the Earth Guest program. These

included child-protection initiatives

in Thailand and the Dominican Republic,

the sale of bottled water by CWL to raise

funds for the construction of a village

in Burkina Faso, and initiatives to plant

trees and preserve natural sites.

BEING RECOGNIZED BY SOCIALLY

RESPONSIBLE INVESTMENT INDICES

Accor is the only hotel group included in the four leading

international socially responsible investment indices:

SAM’s Dow Jones Sustainability Indexes, Vigeo’s ASPI Eurozone

index, EIRiS’ FTSE4Good index and Ethibel’s ESI index.

SHARING OUR COMMITMENTS

WITH SUPPLIERS

Accor encourages its suppliers to integrate social

and environmental criteria into the products

used by the Group. Two suppliers have already been

awarded the European Ecolabel for bath linen and

cleaning supplies. These ranges of environmentally

certifi ed products are gradually being introduced

in the hotel networks.

PLANT

FOR THE

PLANET

Launched in April 2009 as part of

the United Nations Environmental

Programme’s Billion Tree Campaign, the

Plant for the Planet project encourages

hotel guests to keep their towels for

more than one night. The goal is to use

the savings on laundry bills to fi nance

the planting of three million trees in

seven regions of the world by year-end

2012. Implemented in 580 hotels

by the end of 2009, Plant for the Planet

had fi nanced the planting of 270,000 trees.

For Earth Day in April 2010, Accor

reached 1,000 hotels committed to the

project and one million tree-plantings

were fi nanced.


2009

ANNUAL REPORT

EGO PROJECT

SUPPORTING HUMAN

WELL-BEING

THE FOUNDATION OF ACCOR’S SUSTAINABLE DEVELOPMENT COMMITMENT,

THE EARTH GUEST PROGRAM IS ORGANIZED AROUND TWO BROAD-BASED

PROJECTS AND EIGHT KEY PRIORITIES. THE EGO PROJECT COVERS INITIATIVES

DESIGNED TO SUPPORT LOCAL DEVELOPMENT, PROTECT CHILDREN, LEAD THE FIGHT

AGAINST EPIDEMICS AND PROMOTE BALANCED NUTRITION, FOR THE BENEFIT OF

ACCOR’S EMPLOYEES, CUSTOMERS AND HOST COMMUNITIES.

CONTRIBUTING TO LOCAL

DEVELOPMENT

Accor works alongside non-governmental

organizations to assist local producers:

• Partnership with Agrisud: In Cambodia,

Accor has worked since 2004 with Agrisud,

a non-governmental organization, to support

180 small truck farms in the Siem

Reap and Phnom Penh regions. In 2009,

some 215 tonnes of farm produce was

harvested of which 5% to 7% was purchased

by the Sofitel Angkor Phokeethra

Golf and Spa Resort. Late in the year, a

new pilot project was launched with

Agrisud in Brazil.

• Fair trade: Accor hotels serve fair trade

products in 17 countries. With 300 tonnes

purchased each year in France, Accor is the

AWARDS

• In 2009, Accor received a World Savers

sustainable development award from the

prestigious Condé Nast Traveler magazine

in recognition of its anti HIV/AIDS policy.

• In late 2009, Accor was designated by

Tomorrow’s Value Rating as the sustai nability

leader among the ten world’s largest

hotel groups.

country’s leading private buyer of fair

trade hot beverages, with the exception of

supermarkets and hypermarkets.

• Accor Services : After Austria, Spain has

added store chains that sell fair trade

products to the list of affiliates where

Delicard gift vouchers can be used. In

France, the Bien Etre à la Carte concierge

service promotes the principles of fair

trade to 150,000 employees of client

companies.

2006-2010 Objectives

◆ Expand the partnership with Agrisud.

◆ Extend support for fair trade to new

countries.

67


68 ACCOR

SUSTAINABLE DEVELOPMENT

PARTNERSHIP WITH THE INSTITUT PASTEUR

In early 2010, a partnership was created with the Institut Pasteur to combat

emerging diseases through Accor’s A|Club loyalty program. The idea is to enable the

3.5 million members to convert their loyalty points into donations for Institut

Pasteur, to fi nance:

• A climate chamber that recreates extreme climatic conditions so that the

evolution of epidemic-causing viruses can be studied.


A mobile analysis laboratory that enables the institute’s emerging disease experts

to examine and analyze new viruses directly at the site where they fi rst appear.

Accor also fi nances a health information website for travelers – Pasteurtravel.com

– with content provided exclusively by Institut Pasteur experts.

EXPANDING THE INTERNATIONAL

SCOPE OF CHILD-PROTECTION

PROGRAMS

The Group is involved in a large number of

initiatives to eliminate sexual exploitation

of children. The Child-Protection Code of

Conduct has now been signed in 34 countries.

In addition, training courses are

organized for employees, and programs

are conducted to raise awareness among

suppliers and customers. In 2009:

• 13,000 employees were trained, of which

more than 4,000 in Brazil. In Morocco,

awareness sessions for team members were

launched in partnership with the nongovernmental

organization Acting for Life.

• The ECPAT child-protection campaigns

were displayed in hotels in the countries

committed to fighting this affliction.

2006-2010 Objectives

◆ Formalize the Group’s commitment

in all host countries in Africa.

◆ Extend the approach in Europe.

◆ Strengthen in-house training

through Accor Academy’s

“Accor Manager” program.

LEADING THE FIGHT AGAINST

EPIDEMICS

To combat HIV/AIDS, Accor takes part in

prevention programs and has confirmed

its commitment to involving other tourism

companies in the process. In 2009, Accor

stepped up its actions with:

Employees and customers, through its

“ACT-HIV” approach:

• Training sessions in disease prevention

were held for 15,000 employees, particularly

in Africa and South East Asia. In

Thailand, 80% of employees have received

training.

• Prevention films were shown for guest

and/or employees.

• Condom vending machines were

instal led in hotels, of which 700 in France

and all Motel 6 and Studio 6 units in the

United States.

The tourist industry and private sector:

• Gilles Pélisson became a member of the

Executive Committee of the Global Business

Coalition on HIV/AIDS, Tuberculosis and

Malaria. Accor has been a member of the

Coalition since 2006.

• At the World Travel and Tourism Council

summit in Brazil in May, Accor led efforts

to raise awareness among tourist industry

leaders about the challenges of AIDS and

malaria.

• Accor Services in India was chosen to

take part in a public/private consortium

called India-Country Coordinating

Mechanism, which oversees the allocation

of subsidies from the Global Fund to

Fight AIDS, Tuberculosis and Malaria. The

consortium also helps to formulate and

deploy initiatives to combat these epidemics

in India.

2006-2010 Objectives

◆ An HIV/AIDS and malaria prevention

film to be shown in all hotels.

◆ Deployment of the ACT-HIV

approach in 4,000 hotels to lead

the fight against HIV/AIDS.

◆ Deployment of the ACT-HIV

approach in Accor Services units

to combat HIV/AIDS.


2009

ANNUAL REPORT

13

COUNTRIES

have introduced

the Nutritional Balance program

03

PROMOTING BALANCED

NUTRITION

Several initiatives have been launched to

help combat obesity around the world.

• The Nutritional Balance program was

initiated by Accor Services in 2006 for

cus tomers and restaurant operators in the

Ticket Restaurant ® affiliate network. With

the addition of Mexico in 2009, the program

has now been deployed in 13

countries.

• In early 2009, Accor became involved in

a European program called FOOD (Fighting

Obesity through Offer and Demand),

which launches new awareness-building

initiatives for business employees and restaurant

operators.

• Nutritionally balanced dishes are included

on menus at Ibis restaurants in France and

Spain and on children’s menus at Novotel

restaurants in 35 countries.

04

2006-2010 Objectives

◆ Deploy the balanced nutrition offering

in all countries where restaurant

vouchers and cards are issued.

◆ In the Hotels business, continue to

roll out the balanced nutrition offering

in new countries and new brands.

01

02

01 – ACT-HIV

Accor’s action plan for leading

the fight against AIDS

02 – WORLD AIDS DAY

On World AIDS Day, Accor

distributed condoms at its

head offices in Paris

03 – ACCOR SERVICES

Gustino, the mascot

of the Nutritional Balance

program, on Ticket Restaurant ®

voucher booklets

04 – ACCOR SERVICES

The FOOD program’s

European bus tour

69


70 ACCOR

SUSTAINABLE DEVELOPMENT

ECO PROJECT

PRESERVING

THE ENVIRONMENT

THE SECOND COMPONENT OF THE EARTH GUEST PROGRAM,

THE ECO PROJECT ADDRESSES KEY ENVIRONMENTAL CHALLENGES IN

THE AREAS OF ENERGY, WATER, WASTE AND BIODIVERSITY.

EFFECTIVELY STEERING

ENVIRONMENTAL ACTIONS

Accor takes a structured, tailored approach

to its businesses in order to effectively

and lastingly reduce their environmental

impact. The idea is to plan, share and

monitor goals and action plans through:

• The Hotel Environment Charter, a

man agement tool deployed in 3,519 hotels,

representing 86% of the network and

97% of owned and leased hotels. In 2009,

eight actions in the Charter were included

in quality audits in 1,793 hotels to make

published data more reliable. Accor

Services launched the Environment Charter

in its offices in 29 countries (75% of business

units).

• Certification processes, to validate and

strengthen environmental manage ment

practices in Group establishments. In all,

* See Managing the Sustainable Development Process, pp. 106-109.

LAUNCH OF TICKET CAR CARBON CONTROL IN BRAZIL

The Ticket Car Carbon Control offering provides Ticket Car ® L

T

corporate customers

with w accurate information on vehicle fl eet carbon emissions. Also in Brazil, Accor

Services S joined 30 other leading companies in a working group created to study

ways w

of reducing carbon emissions.

10% of Accor hotels and 8% of Accor

Services units have been accredited.

Programs include:

– ISO 14001 certification, with 331 establishments

certified, including 286 Ibis

hotels, nine Thalassa sea & spa sites,

three Accor Services head offices, 14

CWL sites and, for Lenôtre, the Pré

Catelan restaurant.

– Green Globe certification, which has

already been obtained by 50 Novotel

hotels.

2006-2010 Objectives

◆ Obtain sustainable development

certification in 20% of hotels and

Accor Services units.

◆ Apply the Environment Charter

in all owned and leased hotels

and in headquarters and offices

of all Accor units.

BUILDING SUSTAINABLY

Accor has developed expertise in environmentally

friendly construction methods.

In 2009, this expertise was reflected in:

• The prototype Motel 6 North Lake unit

in Dallas, which is expected to receive

Leadership in Energy and Environmental

Design (LEED) certification by summer

2010.

• The future Suitehotel Issy-les-Moulineaux,

which is one of the first hotels

to be certified to France’s High Environmental

Quality (HQE ®) standards for

service sector buildings.

• Ibis, which commissioned Veritas to

conduct an environmental audit of Ibis

hotel construction methods in China, in

partnership with the French Agency for

Environment and Energy Management

(ADEME) and the French Fund for the

Global Environment (FFEM).

MANAGING ENERGY

CONSUMPTION

In 2009, Accor consumed 4,974 GWh (the

equivalent domestic consumption of a city

of 590,000 people) and emitted 1,933

thousand tonnes of CO 2 in 2,806 owned,

leased and managed facilities.

The Group pursued its initiatives, reducing

energy use per available room by 7.8%

between 2006 and 2009 in owned and

leased hotels. Compact fluorescent light

bulbs are used in 82% of owned and

leased hotels for areas that remain lit 24

hours a day. Accor also continued to promote

the use of renewable energy sources,

installing solar-powered hot water systems

in 32 hotels in 2009, with a total of 99 hotels

now equipped worldwide.


2009

ANNUAL REPORT

79%

OF HOTELS

(regardless of operating structure)

equipped with tap and shower fl ow

regulators

WATER CONSUMPTION (liters per occupied room per day)

Sofitel

1, 568

Pullman

1, 031

MGallery

681

Novotel

Mercure

570 532

An energy and water savings mission

In early 2009, a mission was launched

to further reduce water and energy consumption

by:

• Speeding the installation of energy efficient

lamps and flow regulators.

• Systematically analyzing consumption

rates on a monthly basis.

• Developing energy diagnoses based on

experience acquired in France and the

United States.

2006-2010 Objectives

◆ Reduce energy consumption

by 10% per room in owned and

leased hotels.

◆ Equip all owned and leased hotels

with energy-efficient lamps

◆ Increase the number of hotels

equipped with solar panels

by a factor of five, to 200.

Suitehotel

254

Ibis

281

All seasons

468

Etap Hotel

187

ENERGY CONSUMPTION (kWh per available room per day)

Sofitel

93.8

Formule 1

243

Pullman

69.3

Motel 6

MGallery

Novotel

CONSERVING WATER

A truly precious resource, water – and its

conservation – are crucial components of

the Earth Guest program. In 2009, the

2,806 owned, leased and managed establishments

consumed 47 million cubic

meters of water, the equivalent of a city of

950,000 people, like Birmingham. Accor is

actively involved in water conservation

measures:

• Water consumption per occupied room

was reduced by 4% between 2006 and

2009 (comparable scope of reporting:

1,391 hotels).

• Flow-regulators have now been installed

in showers and faucets in 89% of owned

and leased hotels.

2006-2010 Objectives

◆ Reduce water consumption by

10% per occupied room in owned

and leased hotels.

◆ Equip all owned and leased hotels

with flow regulators.

Mercure

50.3 49.9 45.2

Studio 6

664 602

Suitehotel

Ibis

All seasons

24.4 22.7 25.4

Etap Hotel

Formule 1

13.7 11.1

ECO-DESIGNED ROOMS

Integrating ecological criteria into room

design is critical to limiting a hotel’s environmental

impact. In 2009, this approach

was applied to the standardized rooms in

the Motel 6, Etap Hotel and Ibis brands.

Initiatives have focused on optimizing

lighting systems with LEDs, compact fl uorescent

lamps and occupancy sensors,

limiting water consumption through the

installation of fl ow regulators, and using

more easily recyclable materials.

99

HOTELS EQUIPPED

WITH SOLAR PANELS

to produce their own hot water.

Motel 6

Studio 6

20.7 21.1

71


72 ACCOR

SUSTAINABLE DEVELOPMENT

PRODUCING LESS WASTE

Accor actively promotes waste sorting

and recycling as well as ecodesigned

products:

• 51% of owned and leased hotels recover

paper, cardboard and glass.

• 86% of owned and leased hotels process

compact fluorescent tubes and light bulbs.

Accor has improved its performance in

this area:

• By providing hotel managers with a

dedicated waste management module.

Introduced in late 2009, the module enables

managers to monitor the amount

of waste produced per room, as well as

the recovery rate and the cost of waste

disposal.

• By forging partnerships. In France, for

example, Etap Hotel and hotelF1 work

with Screlec, a non-profit environmental

organization that collects and recycles used

batteries. In the United States, Motel 6

and Studio 6 have joined the National

Part nership for Environmental Priorities

to improve their efforts to recycle compact

fluorescent light bulbs and alkaline

batteries.

• By strengthening relations with collection

service providers in Spain, Portugal,

France and Belgium, to facilitate the monitoring

and measurement of actual waste

produced.

01

01 – NOVOTEL

München City – Munich,

Germany

2006-2010 Objectives

◆ 70% of owned and leased hotels

recycle paper, cardboard and glass.

◆ 95% of owned and leased hotels

process their batteries and compact

fluorescent tubes and light bulbs.

02 – ETAP HOTEL

Nantes Ouest Saint-Herblain

Couëron, France

PROTECTING BIODIVERSITY

Through its partnerships with expert

organizations, Accor has more effectively

integrated biodiversity concerns into its

operations.

• 77% of hotels took part in local environmental

initiatives or tree-planting projects.

In France, for example, Etap Hotel has

partnered with the Bird Protection League

(LPO) for the past four years to help raise

02

employee and guest awareness of the

importance of protecting the natural

world.

• More than 850 hotels serve organic

products, which are included in all breakfast

buffets in Novotel hotels in Australia.

• In Italy, the Mercure hotel network has

strengthened its ties with the Slow Food

association. The goal is to showcase the

full flavor of dishes made with a wide variety

of local products.

• In Africa, hotels in Togo and Senegal,

backed by the expertise of the Oceanium

Dakar association, removed over-fished

species from their menus. ◆

2006-2010 Objectives

◆ Involve all hotels in environmentalprotection

or tree-planting initiatives.


India – Nireekshana NGO – HIV-positive women training in the traditional craft of weaving silk.

Pour en savoir plus, rendez-vous sur :

www.fondation-accor.com

For more information:

www.fondation-accor.com

ACCOR CORPORATE FOUNDATION

A YEAR OF ACTION

Celebrating its first anniversary in 2009, the Accor Corporate Foundation

supports 33 projects around the world thanks to the active involvement

of more than 2,000 team members.

The Foundation’s purpose is to link cultures and provide support for

the development of individuals and their integration into the community

through initiatives in four areas:

Local know-how

Training and insertion

of young people in diffi culty

Culture and heritage

Humanitarian and emergency


74

Accor’s history has not been as smooth

as a fl owing river, but a real human

and industrial adventure. Paul Dubrule

and Gérard Pélisson, cofounders

of the Group, always cultivated the art

of rejecting prejudices and moving off

the beaten path. The result is a fantastic

success. Accor’s success is one of people:

its cofounders fi rst, who know how

to inspire their teams to a spirit of

initiative, trust and openness to the world.

Here’s a look back at milestones in the

development of the Hotels and Services

businesses, as the Group prepares

to add a new chapter to the story.

ACCOR:

42 YEARS OF GROWTH


IMPLAUSIBLE BEGINNINGS

It all began in August 1963, with the

unexpected encounter between Paul

Dubrule and Gérard Pélisson. Both

studied in the United States and were

seduced by the American way of life.

Paul exposed his idea of a hotel chain

based on the Holiday Inn model. He

was sure that the meeting would be a

fl op. Yet, he convinced Gérard Pélisson

immediately. Together, they drew

up a hotel model that could be duplicated

and would become the top

THINKING BEYOND BORDERS

French hotel chain: 62 spacious rooms

equipped with bathrooms. But the

concept diverged from the standards

at the time, which counted a single

bathroom per floor. This dumbfounded

the architect, who ended up

making a 63rd bathroom, all by itself!

In August 1967, the Novotel Lille

Lesquin opened its doors and two

other hotels were already in the works.

The ball was rolling…

WINNING THE WILDEST GAMBLES

By 1973, Paul Dubrule and Gérard Pélisson were already looking to open hotels

abroad, in Switzerland, Belgium and the United Kingdom. They also started

exploring Africa. What was their secret? Being in the right place at the right time. By

the beginning of 1974, the group counted 45 Novotels. Paul Dubrule and Gérard

Pélisson then imagined new hotels that were simple, friendly and comfortable. That

was how the fi rst Ibis came into being in 1974. Later, the low-cost Formule 1 idea

overthrew the established order of things and hit the bull’s-eye! When the group

purchased Jacques Borel International in 1980, it took a prime position among

luxury hotels. It became Accor in 1983, also developing services, which are a

considerable source of growth. The pioneer spirit is all about following intuition and

fi nding new ideas to adapt to customers and lifestyles.

After building the first Novotel in a field of sugar beets,

the founders dreamed of opening a 600-room hotel in

Bagnolet. Nobody could believe it: such a big building at

the gates of Paris! The Parisian ring road was being built,

and only one banker, Maurice Lauré, chairman of the

Société Générale, would accept to support the project. On

May 1, 1973, the hotel opened its doors, right on schedule

and for €305,000 less than planned. This amazing feat was

made possible by Robert Larrivé, AKA “Bob the Trowel,”

and his team. They were imaginative, brilliant and quick to

overthrow generally accepted ideas. And it worked!

THE ADVENTURE CONTINUES…

75


76

—— FROM THE

1960’s

1967

OPENING OF NOVOTEL LILLE LESQUIN

The concept was revolutionary: the hotel had a bathroom in every

room! The project began taking form in the minds of Paul Dubrule

and Gérard Pélisson as early as 1963, inspired by Holiday Inn.

1975

MERCURE JOINED

THE GROUP

A strategic choice was

made to buy the chain

that was competing

with Novotel, giving

customers more

variety to choose from.

1969

HEADQUARTERS SET UP IN ÉVRY

The new town of Évry was just an enormous beet

fi eld at the time. The Novotel to be built there would

be just 20 minutes from Orly international airport.

Paul Dubrule and Gérard Pélisson chose Évry as

the site of the Group’s headquarters.

1973

OPENING OF NOVOTEL BAGNOLET

Novotel Bagnolet opened with 600 rooms, pulling

off a risky venture. The group began expanding

internationally inn Switzerland and Belgium.

1974

IBIS REVOLUTION

Ibis hotels opened near Novotels inaugurating

the innovative idea of hotel complexes that

offer customers a choice based on their budget.

1980

SOFITEL JOINED THE GROUP

The board of directors of Jacques Borel International

(JBI) accepted to let go of Sofi tel, the jewel of

four-star French hotels.


1985

THE LOW-COST FORMULE 1

chain was launched. The fi rst hotels

in Évry and Mâcon offered nights at less

than €12 for three people.

ACCOR ACADEMY

It was founded in Évry to guarantee Accor’s

cultural identity, and it became the largest

corporate learning institution in France.

1996

1981

NOVOTEL-SIEH LAUNCHED A TAKEOVER BID

OF JACQUES BOREL INTERNATIONAL (JBI)

JBI had an empire of restaurants, institutional catering and

central buying offi ces, but most of all, it was the world leader

of the Ticket Restaurant ®. The battle was rude on the stock market,

but the marriage was made.

1991 ETAP HOTEL

Creation of the budget hotel brand.

COMPLIMENT CARD

The Compliment payment and loyalty card created,

in partnership with American Express.

1987

1983

ACCOR FOUNDED AND LISTED

ON THE STOCK MARKET

Comprising 440 hotels with 53,000 rooms,

1,500 public and company restaurants,

and 35,000 people, the new company generated

annual revenue of €1.2 billion.

Every day, one million

people in France

use the Ticket

Restaurant ® voucher.

1999

CREATED THE SUITEHOTEL CONCEPT

SUSTAINABLE DEVELOPMENT

Civic-minded Accor received the Green Globe

award for its consideration of sustainable

development.

CONSTRUCTION OF THE NOVOTEL NEW YORK.

1990

THE MOTEL 6 CHAIN

WAS PURCHASED

in the United States, representing

the hotel industry’s largest

ever acquisition: $2.3 billion for

550 motels. Accor became the

world leader in economy hotels,

with the largest number of rooms.

LENÔTRE

On the luxury end of

things, Lenôtre, the jewel

of French gastronomy,

became an Accor brand.

77


78

—— TO THE

2000’s

2000

NOVOTEL-IBIS

The “green” Novotel-Ibis complex in Sydney was inaugurated

for the Olympic games.

ACCOR SERVICES

Accor Services in Brazil moved from paper vouchers to electronic

cards. A restaurant smartcard was launched in China.

2004

Accor was plunged into mourning after

the tsunami hit in Southeast Asia.

2003

2007

EARTH GUEST DAY

Organization of the fi rst Earth Guest day with Accor employees

around the world demonstrating their commitment

to protecting the planet.

ACCOR SERVICES

Acquisition of Kadéos.

LENÔTRE

Opening of the Pavillon

Élysée-Lenôtre restaurant in Paris.

2005

NOVOTEL

Opening of the Madrid

Sanchinarro, the Group’s

4,000 th hotel.


2007

NEW BRANDS

Launch of two new

non-standardized brands:

Pullman and All seasons.

2008

MGALLERY

Introduction of the MGallery label.

2008

AICLUB

Launch of AIClub, the fi rst international, multi-brand,

free, 100%-online loyalty program.

2009

ACCOR STAYS ON COURSE DESPITE

THE GLOBAL ECONOMIC CRISIS

Group customers and employees discover the new

Thalassa sea & spa brand identity, while Ibis celebrates

the opening of its 100,000 th room.

ACCORHOTELS.COM

Launch of a new, more intuitive homepage

and an iPhone application.

2009

ACCOR SERVICES

Creation of PrePay Solutions

in the United Kingdom and

acquisition of Exit Group in Slovakia.

2008

ACCOR CORPORATE FOUNDATION

Creation of the Accor Corporate Foundation

to support projects in four areas: local know-how,

training and insertion, culture and heritage,

emergency and humanitarian.

2009

IBIS

Opening of the 100,000 th room of the brand

network at Ibis Munich City West in Germany.

2010

THE BEGINNING OF A NEW ADVENTURE

Proposed demerger of the two businesses.

On February 24, the Board of Directors approved

the demerger and defi ned the demerger process.

79


80 ACCOR

82 ——— INTERVIEW WITH GILLES PÉLISSON

86 ——— HOTELS EXECUTIVE COMMITTEE

88 ——— INTERVIEW WITH JACQUES STERN

92 ——— SERVICES EXECUTIVE COMMITTEE

94 ——— 2009 PERFORMANCE INDICATORS

118 ——— CORPORATE DIRECTORY


2009

ANNUAL REPORT

2010

NEW AMBITIONS FOR

HOTELS

SERVICES

DOWNLOADING 98%

81

2010


82 ACCOR

INTERVIEW WITH GILLES PÉLISSON

———— WITH THE GROUP GEARING UP TO BECOME A PURE PLAYER IN THE HOTEL INDUSTRY, GILLES

PÉLISSON REVIEWS THE STRENGTHS, GOALS AND STRATEGIC VISION UNDERPINNING ACCOR, WHICH

INTENDS TO LEVERAGE ITS UNIQUE BUSINESS MODEL TO SET THE INDUSTRY STANDARD.

As this new adventure gets underway,

would you describe your vision of Accor’s

hotels business?

We have been through a serious fi nancial

crisis that has impacted all business sectors

and now is the time to accelerate the

Group’s transformation through a new,

value-creating hotel project so that we

will be ready for the economic recovery

that appears to be taking shape. Our

strategy is driven by a powerful ambition.

We want to strengthen our position as

the world’s leading hotel operator. Today,

with more than 2,800 hotels (representing

391,000 rooms worldwide) that are

managed directly by our teams, Accor is

by far the leader in this segment, ahead of

our American competitors.

Backed by our in-depth understanding of

hotel management, we want to become

the benchmark franchisor in Europe, the

world’s largest hotel market. We know

the business well since we have a network

of 700 franchised hotels in France, and

one-third of our Motel 6 units in the

United States are operated through franchising

agreements. In addition, we want

to become one of the world’s three largest

hotel companies. To achieve that goal, we

can activate five key levers: powerful,


2009

ANNUAL REPORT

“Now is the time to accelerate

the Group’s transformation through

a new, value-creating hotel

project so that we will be ready for

the economic recovery that appears

to be taking shape.”

GILLES PÉLISSON

CHAIRMAN AND CHIEF EXECUTIVE OFFICER

strategically aligned brands covering all

segments – from luxury to budget – and

tailored to the needs of our customers;

the enthusiasm and fulfillment of our

employees, who are truly responsible for

our success; operating excellence to

enhance our performance and attract

partners; sustained expansion, which

reflects the spirit of conquest that has

always been an Accor hallmark; and a

unique business model based on our

asset-right strategy, which involves

choosing the most appropriate operating

structure for each hotel, depending on its

market segment and host country.

What role will the brands play in this

new confi guration?

More than ever, the hotel brands are the

key components of our strategy. Today,

our brand portfolio covers all market segments

– from budget with hotelF1 to luxury

with Sofitel – and includes both

standardized and non-standardized

hotels. This offer enables us to effectively

meet the needs of our hotel partners,

with whom we have signed franchise

agreements and management contracts,

and to create customer preference for our

products in a market shaped by increasingly

fragmented demand.

Our brands are strong and most are

market leaders. Ibis and Etap Hotel, for

instance, are both top-ranked in Europe in

their respective segments. The brands

constantly innovate to ensure product

and service quality. One recent example is

Novotel’s NEXT concept room, deployed

for the fi rst time in 2009 at the Novotel

Taipei in Taiwan. Each hotel brand has

its own powerful project intended to

give vision and coherence to its strategy

and achieve excellence throughout the

customer’s stay, from initial booking to

fi nal checkout.

You mentioned operating excellence as

a strategic vector. Can you tell us more

precisely what this entails?

Accor’s core business is hotel management

and service delivery. Our teams are

recognized for their skills and expertise,

which enable our hotels to satisfy customers

and retain their loyalty. Operating

excellence is refl ected in a wide range of

competencies. These include our sophisticated

distribution channels, centralized

booking system, innovation leadership

and global purchasing strategy. I would

also mention our free, multibrand A|Club

loyalty program, which has been so successful

that we are aiming for 10 million

members by 2015. With this platform, we

can analyze the spending habits of our

customers in order to provide them with

•••

83


84 ACCOR

INTERVIEW WITH GILLES PÉLISSON

•••

solutions and services that correspond

even more closely to their expectations.

Operating excellence is also evident in our

ability to design and bring to market innovative

products and services. Examples

include our Etap Hotel and Motel 6 rooms,

which have received a number of awards

for design, cost-efficiency and environmental

performance. We also have proven

sustainable development expertise.

Through our Earth Guest program, we are

especially attentive to preserving the

planet’s resources and respecting our host

communities. In late 2009, Accor topped

the list in the Tomorrow’s Value Rating of

the world’s ten largest hotel groups in

terms of social responsibility.

All of these capabilities that we have

acquired as a hotel operator provide us

with key strengths that we want to share

with our hotel partners and investors.

Why do you say that your business

model is unique?

Our business model is unique because our

approach to property management –

which we call our asset-right strategy –

sets us apart from our competitors.

Introduced in 2006, this strategy consists

of choosing the most appropriate hotel

operating structure for each market segment

and host country, with the goal of

reducing both capital employed and earnings

volatility. The strategy has two components:

an assertive policy of divesting

hotel properties combined with the more

extensive use of management contracts

and franchising agreements to grow the

business. In early 2010, we sold fi ve hotel

properties in Europe and by 2013, we plan

to dispose of an additional 450 units out

of a total portfolio of 1,600 hotels that

are either owned or operated under fi xed-

“By becoming a pure player

in the hotel sector, the Group will

be more agile and more effi cient in

its operations, management of capital

employed and customer relations.”

rent leases. Hotels managed under less

capital-intensive operating structures will

increase from 60% of the total portfolio

in 2009 to more than 70% in 2013. This

divestment strategy will provide us with

the resources we need to pursue our sustained

expansion plan.

Given this situation, what are your

expan sion goals and how do you plan

to attain them?

To reach our goal of being one of the

world’s three largest hotel groups, we’re

stepping up our expansion plan. At cruising

speed, we expect to open between

35,000 and 40,000 new rooms a year

between now and 2015. We want to con-

solidate our strong base in Europe, the

world’s leading hotel market, with openings

in key locations in selected countries.

We also want to establish solid positions

and strengthen our presence in highgrowth

regions like Asia (in China and

India), Latin America (Brazil), the Middle

East, North Africa and Eastern Europe

(Russia). With more than 100,000 rooms

in the pipeline at year-end 2009, of which

28,000 scheduled to open in 2010, we are

well on our way to meeting these objectives.

To successfully carry out this ambitious

expansion plan, we are going to work

closely with hotel investor partners, since

80% of future openings will involve less

capital-intensive operating structures.


2009

ANNUAL REPORT

What role will employees play in the

new hotel project?

Our 145,000 employees in 90 countries

represent our most important asset. In

our new corporate project, the emphasis

is on putting people fi rst, on letting our

employees know that they are at the

heart of our strategy. As the world’s leading

hotel employer and skills provider,

Accor must be fully focused on team

members and on their personal and professional

development. This is even more

important given that our Group is widely

recognized for its core values and ability

to nurture talent. In 2009, nearly 90% of

employees worldwide took part in a

training program.

We have an obligation to do everything

possible to remain the industry’s most

attractive employer and preserve our

reputation as an effective social ladder.

We also want to reinforce our position as

the world’s leading hotel school by

increasing the number of Accor Academies

around the world from 16 to 20.

In conclusion, how will the new strategy

enable the Group to emerge stronger

than before?

Accor hold a unique position in the industry

thanks to a skills base that covers all

key hotel job categories. By becoming a

pure player in the hotel sector, the Group

will be more agile and more efficient

in its operations, its management of

capital employed and its customer relations.

And with a less cyclical business

model, we will be even more resilient. In

February 2010, I named a new Hotels

executive committee and we launched a

corporate project that creates a roadmap

for the next five years. To manage the

project in our host countries, we set up a

dedicated organization that is as decentralized

as possible to ensure the project’s

vitality and widespread support. As you

can see, we are proud of our business

skills and capabilities. People across the

organization are enthusiastic about this

new project and excited about the challenge

that awaits us.

85


86 ACCOR

HOTELS EXECUTIVE COMMITTEE

AT FEBRUARY 19, 2010

1. GILLES PÉLISSON

Chairman and Chief Executive Officer

2. YANN CAILLÈRE

Chief Operating Officer, Europe,

Africa and Middle East

Chief Executive Officer Sofitel Worldwide

In charge of Hotel Design

and Construction Worldwide

3. MICHAEL FLAXMAN

Chief Operating Officer, Americas

4. MICHAEL ISSENBERG

Chief Operating Officer, Asia-Pacific

5. JEAN-LUC CHRÉTIEN

Executive Vice-President,

Hotel Marketing and Distribution

6. PATRICK OLLIVIER

Executive Vice-President,

Human Resources Worldwide

7. OLIVIER POIROT

Chief Financial Officer

Chief Executive Officer of Motel 6/Studio 6

In charge of Procurement

8. PASCAL QUINT

Corporate Secretary and Secretary

of the Board of Directors

In charge of Legal Affairs, Insurance

and Risk Management

9. SOPHIE GOLDBLUM-FLAK

Vice President, Business Transformation,

Innovation, Technologies

and Sustainable Development


4 5

7 8 9

1

2

3

6


88 ACCOR

INTERVIEW WITH JACQUES STERN

———— THE SERVICES BUSINESS IS OPENING A NEW CHAPTER IN ITS HISTORY BY BECOMING A FREE-

STANDING, INDEPENDENT, LISTED COMPANY WITH ITS OWN EXECUTIVE COMMITTEE. JACQUES STERN,

WHO WILL HEAD THE NEW COMPANY, PROVIDES AN UPDATE ON THE GOALS AND ASPIRATIONS OF THE

WORLD LEADER IN EMPLOYEE AND CONSTITUENT BENEFITS.

Why is this the right time to create a

dedicated Services business?

To answer that question, we need to

review the major changes that have

reshaped Services over the past few years.

The business’ current and future growth is

being driven entirely by a new, emerging

socio-economic confi guration.

This change has helped to provide Services

with its own solid, sustainable business

model. Around the world, demand for

human services is fueled by the trend

toward urbanization, rising living standards,

the increasingly important role of the

services sector and the growing number of

women in the workforce. In mature markets,

companies are looking for solutions

to retain and reward employees who for

their part want to create a better work/life

balance, while public institutions are

searching for ways to make their social

benefi ts policies more effi cient.

In emerging countries, demand for services

is led by the emergence of a middle class.

Governments are focused on defending

purchasing power and ensuring adequate

living standards for their constituents. All

of these external factors – alongside

changes within the industry – have profoundly

transformed our business.


2009

ANNUAL REPORT

“As a pure player, our business

will be easier for market

stakeholders to understand.”

JACQUES STERN

DEPUTY CHIEF EXECUTIVE OFFICER OF ACCOR

IN CHARGE OF SERVICES AND FINANCE

These changes involve our approach to

business, our partners’ profiles and our

products, which are increasingly varied and

sophisticated and used in highly diverse

ways. Two developments characterize this

new environment: our marketing innovation,

which has enabled us to expand the

portfolio from one to fifty products over

the past 50 years and a technological shift

away from paper vouchers towards electronic

solutions, with the growing use of

services delivered via smartcards, mobile

phones and the Internet.

This fast-paced, lasting transformation in

our business has made it more important

for us to achieve independence and less

important to maintain our ties to the

Hotels business.

How will gaining independence from

the Accor Group benefit the Services

business?

Clearly, this new confi guration will enable

us to speed the transformation process

and strengthen our global leadership. As

a pure player, our business will be easier

for market stakeholders to understand.

This will be true for our customers – companies

and public institutions – as well as

for our affi liated service providers, users,

and current and future partners, such

as MasterCard Europe, since 2009. By

becoming an independent entity with

everything that entails – a name, visual

identity and stock market listing – our

company, our business model and our

product portfolio will be clearer and more

attractive.

This will be the case not only for customers

but also for fi nancial markets. As an independent

company, we will be more

responsive and capable of adjusting to an

ever-changing market. We will be better

positioned to carry out strategic acquisitions

to obtain new skills or increase our

market share. In short, the Services business

of tomorrow will be more comprehensible

and create even more value for

everyone concerned.

What are the key features and foundations

of your business model?

Our business model, which is underpinned

by deep-seated trends, is not only profi table

and sustainable but based on a win-win

relationship for all stakeholders. Thanks

to our products, companies are more

attractive to employees and prospects and

exempt from certain payroll and other

taxes. Public institutions can distribute

social benefi ts to constituents more effi -

ciently with the assurance that these

benefits are used as intended. Affiliated

establishments have a more captive customer

base with the added guarantee of

secure payment. And, clearly, our products

make everyday life easier for users.

•••

89


90 ACCOR

INTERVIEW WITH JACQUES STERN

•••

The business model provides our company

with three sources of income: service fees

paid by customers and affi liates, interest

income from the investment of available

cash, and revenue from lost or expired

vouchers. We also derive strength from

our long-standing presence. With operations

in 40 countries, 33 million users,

490,000 private and public sector customers

and 1.2 million affi liated service providers,

we have built up invaluable equity that

make Services a unique player in its market.

As further proof of our vitality, we

have enjoyed double-digit growth for years

and showed a profi t in 2009, despite the

severe financial and economic crisis. The

business is also relatively uncyclical and

low capital-intensive.

What makes the Services’ offering

superior?

Our offering’s strength and relevance are

rooted in its diversity and adaptability. We

are able to satisfy a full range of current

and future needs by creating new products

that are designed to enhance well-being,

increase motivation and help organizations

improve their performance. Our portfolio

now comprises two major product families:

employee and constituent benefits,

such as restaurant and childcare vouchers,

and new prepaid solutions in business

expense management, and incentives and

rewards, as well as new markets created by

electronic services, such as payroll cards

“We want to strengthen our

global leadership in employee

and constituent benefi ts

and become a major provider

of prepaid services that

enable businesses to improve

their performance.”

for un- and underbanked employees.

These two families cover a wide range of

products, most of which haven’t even

been invented yet. One recent example is

the EcoCheque voucher, introduced in

Belgium in 2009, which enables employees

to purchase a broad array of environmentally

friendly products, from

energy-effi cient light bulbs to bicycles, in

affi liated sales outlets. Marketing innovation,

meaning our expertise, creativity and

market knowledge, and technological

innovation, namely our electronic transactions

management platforms, constitute

two powerful growth drivers.

What are the Services business’ goals and

aspirations in this new environment?

We want to strengthen our global leadership

in employee and constituent benefi ts

and become a major provider of prepaid

services that enable businesses to improve

their performance. Our goal is to substantially

increase issue volume, revenue and

operating cash fl ow. If we want to create

value, we need to build the business and

acquire greater scope. To achieve that

objective, we are simultaneously activating

four growth levers: extending our

geographical coverage, creating new

products, deploying existing products in


2009

ANNUAL REPORT

new markets, and increasing the penetration

rate in various markets as well as the

face value of our vouchers and cards.

We also plan to pursue a selective acquisition

strategy to increase our market share

in countries and segments in which we

already operate. Such acquisitions might

provide us with access to new, strategically

aligned technologies or enable us to

enter new markets.

What initiatives have already been

undertaken?

In recent months, we have been actively

working on this new start.

In February 2010, I set up an Executive

Committee for Services, which is preparing

to become a listed company and to lay the

foundations for a medium and long-term

growth strategy. The team is comprised of

managers from our major regions around

the world as well as managers with operational

expertise. To meet our goal, we have

launched a corporate project that focuses

on “Moving Forward Differently Together.”

The project has three parts: “Moving

“To meet our goal, we have launched

a corporate project that focuses on

Moving Forward Differently Together.”

Forward” with our five growth drivers,

“Differently” to meet the new challenges

of listing the company and managing a

new global brand and identity, and

“Together” to express the values that will

make us unique: entrepreneurial spirit,

innovation, performance, simplicity and

sharing. I would emphasize the last two

– simplicity and sharing – as they reflect

our approach and our genetic code as well

as the products we bring to market.

To conclude, what do you feel are the

key success factors?

Our future success will depend on our

ability to speed the transformation process.

To accomplish this, we have to carry out

four major, cross-cutting projects. These

involve sharing our development capabilities,

innovating, effectively managing

technologies and developing human potential.

I am confi dent we have the strengths

we need to succeed in this endeavor.

91


92 ACCOR

SERVICES EXECUTIVE COMMITTEE

AT FEBRUARY 25, 2010

1. JACQUES STERN

Deputy Chief Executive Officer

of Accor in charge of Services and Finance

2. JEAN-LOUIS CLAVEAU

Chief Operating Officer, Hispanic Latin

America and North America

3. LAURENT DELMAS

Chief Operating Officer, France

4. ARNAUD ERULIN

Chief Operating Officer,

Central Europe and Scandinavia

5. GRAZIELLA GAVEZOTTI

Chief Operating Officer, Italy

6. OSWALDO MELANTONIO FILHO

Chief Operating Officer, Brazil

7. BERNARD RONGVAUX

Chief Operating Officer, Northern Europe,

Middle East and Africa

8. LAURENT PELLET

Chief Operating Officer, Southern Europe

and South Africa

9. PHILIPPE DUFOUR

Vice-President, Strategy

and Development

10. LOÏC JENOUVRIER

Vice-President, Finance, Information

Systems and Legal Affairs

11. PHILIPPE MAURETTE

Vice-President, Human Resources

12. ÉLIANE ROUYER-CHEVALIER

Vice-President, Corporate

Communication, Investor Relations

and Corporate Social Responsibility


4

10

1

2

5 6

7 8

11 12

9

3


94 ACCOR

01

02


2009

ANNUAL REPORT

01 – NOVOTEL

London West,

United Kingdom

02 – ODYSSEY BUILDING

Accor Executive Management

Paris, France

___ 2009 PERFORMANCE

INDICATORS

96 ——— ACCOR AND ITS SHAREHOLDERS

100 ——— 2009 RESULTS

102 ——— FINANCIAL FLOWS

104 ——— SUMMARY FINANCIAL STATEMENTS

106 ——— MANAGING THE SUSTAINABLE

DEVELOPMENT PROCESS

110 ——— ENVIRONMENTAL INDICATORS

113 ——— HUMAN RESOURCES INDICATORS

95


96 ACCOR

2009 PERFORMANCE INDICATORS

ACCOR AND

ITS SHAREHOLDERS

EVERY YEAR, ACCOR DEEPENS SHAREHOLDER INVOLVEMENT IN CORPORATE EVENTS AND

DEVELOPMENTS THROUGH MEETINGS AND PUBLICATIONS. IN ADDITION TO THE ANNUAL MEETING

AND THE EVENTS ORGANIZED TO PRESENT THE ANNUAL RESULTS, ACCOR KEEPS BOTH PRIVATE AND

INSTITUTIONAL SHAREHOLDERS INFORMED OF THE LATEST DEVELOPMENTS ON A HIGHLY RESPONSIVE

DAILY BASIS. THIS INFORMATION IS TAILORED TO THE SPECIFIC NEEDS OF DIFFERENT TYPES

OF SHAREHOLDERS AND FINANCIAL ANALYSTS WHILE CONSTANTLY COMPLYING WITH THE PRINCIPLE

OF FAIR ACCESS TO INFORMATION.

MORE THAN

8,000

MEMBERS

of the Accor Shareholders Club

MEETINGS WITH INVESTORS

In 2009, meetings were held with some

840 representatives of 404 fi nancial institutions

and 22 roadshows were organized

in Europe, the United States and Canada.

These events included hotel visits that

enabled investors to talk with line managers

and gain a better understanding of

management practices and processes.

Accor also took part in seven investor

conferences during the year, in France and

the United States.

As in previous years, events were organized

to meet with private shareholders, with

two such events held in Aix-en-Provence

and Lyon, which together attracted around

550 shareholders. Held on May 13, 2009

in the Novotel Paris Est, the Annual

Shareholders’ Meeting was attended by

600 people and provided many opportunities

for exchanging views and opinions.

THE ACCOR SHAREHOLDERS CLUB

Created in May 2000, the Accor Shareholders

Club had more than 8,000 members

at year-end 2009. Each member

holds at least 50 bearer shares or one registered

share. Members have the opportunity

to discover the businesses in a more

personal way through site visits offered in

the Club Newsletter and VIP invitations to

shareholder meetings and other events in

which Accor participates, both in Paris and

other French cities.

Members also benefi t from certain advantages.

They regularly receive information

via e-mail through the year, such as the


2009

ANNUAL REPORT

Letter to Shareholders, the Club Newsletter

and press releases. They can also subscribe

to all other publications.

Members of the Shareholders Club are

entitled to the A|Club Platinum loyalty

card, enabling them to earn twice as many

points in participating hotels and to take

advantage of exclusive benefits. Club

members also receive promotional offers

on Group products.

SHAREHOLDER STRUCTURE AT DECEMBER 31, 2009

Sources: Euroclear France, Accor share register, an additional survey and disclosures to Autorité des Marchés Financiers.

7.39%

FSI

6.47%

PRIVATE

SHAREHOLDERS

33.20%

BOARD MEMBERS

AND FOUNDERS

ColDay/ColTime/

Legendre Holding 19 * : 29.20%

Groupe Caisse des Dépôts

et Consignations: 1.28%

Founders: 2.70%

Other: 0.02%

* Shareholders’ pact.

WORKING GROUP ON

THE PRIVATE SHAREHOLDER

RELATIONS PROCESS

A working group comprising 15 members

of the Shareholders Club, selected on

application, was set up in 2007 to help

improve the private shareholder relations

process. The group met twice in 2009, on

May 28 and October 27, with new members

joining at the October session, in

12.60%

FRENCH

INSTITUTIONS

40.34%

INTERNATIONAL

INSTITUTIONS

United States: 25.80%

United Kingdom: 5.93%

Continental Europe: 4.49%

Rest of the world: 4.12%

accordance with the system of replacing

one-third of the members each year. The

agenda at these meetings included a

review of the Annual Shareholders’

Meeting and various publications for private

shareholders, with the aim of redefi ning

their roles and transitioning them to

online versions, and a discussion on how

to optimize the voice server. The members’

comments and suggestions were taken

into account in preparing the publication

of documents and the organization of

events. During one of the meetings, members

had the opportunity to talk with

Gilles Pélisson about the Group’s strategy

in response to the current crisis. In addition,

some of the members were invited

by Mr. Pélisson to open the Q&A session

at the Annual Shareholders’ Meeting, setting

the tone for a high-quality discussion

on current developments and Accor’s

future direction.

97


98 ACCOR

2009 PERFORMANCE INDICATORS

EASILY ACCESSIBLE INFORMATION

TAILORED TO SHAREHOLDER

PROFILES

All of the Group’s fi nancial news and publications

are posted in the “Finance” section

of the www.accor.com website, which

serves as a comprehensive investor relations

database. The site carries live and

deferred webcasts of results presentations

and Annual Shareholders’ Meetings, tracks

the Accor share price in real time and

features a dedicated section for private

shareholders and members of the

Shareholders Club.

A wide array of documents far exceeding

regulatory requirements may be viewed in

the “Finance” section of accor.com. These

documents, which cover both current and

previous years, include the Registration

Document fi led with Autorité des Marchés

Financiers, a corporate brochure present-

ACCOR INVESTOR RELATIONS

Accor - 110, avenue de France

75210 Paris Cedex 13, France

Tel. (toll-free):

(France only)

www.accor.com/fi nance

REGISTERED SHARES MANAGED

BY SOCIÉTÉ GÉNÉRALE

32, rue du Champ-de-Tir

BP 81236 – 44312 Nantes Cedex 03

Tel.: +33 (0)2 51 85 67 89

www.nominet.socgen.com

ing the Group and its values, the Letter to

Shareholders, information memoranda

fi led with AMF concerning fi nancial transactions,

notices of Shareholders’ Meetings

and the Club Newsletter.

INDIVIDUAL SHAREHOLDERS

CONTACT

A dedicated individual shareholders phone

number (France only)

provides continuous coverage of company

events, real-time tracking of the share price

and useful information for shareholders.

A shareholders relations officer can

be reached Monday through Friday, from

9.00 am to 6.00 pm.


SHARE PERFORMANCE

In euros 2007 2008 2009 2010 (1)

Accor Year-end closing 54.70 35.11 38.25 37.15

High for the year 75.32 56.30 39.95 38.89

Low for the year 52.21 24.23 25.20 34.58

% change for th year –6.8% –43.1% + 8.9% –2.9%

Market value (€ billions) 12.6 7.7 8.60 8.40

Net yield (2) 5.8% (3) 4.7% (4) 2.7% (5) 2.8% (5)

CAC 40 % change for th year +1.3 % –42.6% +22.3% –5.8%

(1) At February 26, 2010. (2) Based on year-end closing. (3) 3% on the ordinary dividend of €1.65 per share; 5.8% including the special dividend

of €1.50. (2) Based on the ordinary dividend of €1.65 per share. (5) Based on the ordinary dividend of €1.05 per share presented for approval

at the Shareholders’ Meeting on June 29, 2010.

—— THE ACCOR

SHARE

LONG-TERM SHARE PERFORMANCE (initial public offering: July 19, 1983)

80

70

60

50

40

30

20

10

0

83

ACCOR SHARE PERFOMANCE (until February 26, 2010)

130

120

110

100

90

80

70

60

12/08

January 1983

€4.80

84

85

01/09

86

87

02/09

88

89

03/09

90

91

04/09

92

93

05/09

94

95

06/09

96

97

07/09

98

99

08/09

SHARE PERFORMANCE OF ACCOR’S MAIN COMPETITORS

2008 2009 2010 (1)

Intercontinental (IHG) –36.4% 58.9% 3.0%

Marriott –43.1% 40.1% –0.5%

NH Hoteles –69.8% 0.8% –12.1%

Sodexo –5.8% 0.8% 9.3%

Sol Melia –59.1% 38.5% –10.2%

Starwood –59.3% 104.0% 5.8%

Whitbread –34.5% 53.9% 0.6%

(1) From December 31, 2009 to February 26, 2010.

00

01

2009

Accor: +22.3%

CAC 40: +8.9%

09/09

02

Accor

€51.50

(at April 21, 2008)

03

10/09

04

05

11/09

Paris Index

06

07

2010

Accor:

–2.9%

CAC 40:

–5.8%

12/09

08

09

01/10

10

Listed on

Euronext Paris

Compartment A

ISIN code

FR0000120404

Included in the following

indexes

CAC 40, Euronext 100,

NextCAC 70, FTSE EuroFirst 80,

DJ Stoxx 600,

DJ EuroStoxx, MSCI Europe

Included in the following

sustainability indexes

ASPI Eurozone, FTSE 4 Good,

DJSI World & DJSI Stoxx,

Ethibel Sustainability Index

99


100 ACCOR

2009 PERFORMANCE INDICATORS

REVENUE

€7,065

million

2009

RESULTS

EBITDAR

€1,976

million

IN 2009, ACCOR SUCCESSFULLY WITHSTOOD AN

UNPRECEDENTED GLOBAL ECONOMIC CRISIS, THANKS TO THE

RESILIENCE OF THE ECONOMY HOTELS IN EUROPE SEGMENT AND

THE SERVICES BUSINESS, EXTENSIVE COST REDUCTIONS AND ITS

SOLID BALANCE SHEET. OPERATING PROFIT BEFORE TAX AND

NON-RECURRING ITEMS TOTALED €448 MILLION, AT THE UPPER

END OF THE TARGET ANNOUNCED BY THE GROUP.

EBITDAR MARGIN

28%

REVENUE

Consolidated revenue totaled €7,065 million

in 2009, representing a decline of

7.9% at comparable scope of consolidation

and exchange rates (like-for-like) and of

8.5% as reported. Reported revenue was

adversely impacted by a diffi cult economic

environment as well as by asset disposals

(which reduced growth by 3.5%) and the

negative 1.4% currency effect. Hotels revenue

contracted by 10.1% like-for-like and

9.8% on a reported basis, highlighting the

greater resilience of the Economy segment

in Europe and refl ecting a slight upturn in

business at year-end. In all, revenue

OPERATING PROFIT BEFORE TAX

AND NON-RECURRING ITEMS

€448

million

declined by 6.1% in the Economy segment,

11.5% in Upscale and Midscale hotels, and

13.8% in the US Economy segment, which

has not yet shown any signs of a recovery.

The slight 1.4% like-for-like increase in

Prepaid Services revenue (down 3.6% as

reported) reflected the business’ strong,

sustainable growth fundamentals, in spite

of the year’s exceptionally severe global

crisis. Operating revenue rose 3.9% likefor-like,

while financial revenue was

dragged down 15.0% like-for-like by the

fall in interest rates.

EBITDAR

A key financial performance indicator,

EBITDAR amounted to €1,976 million, for

an EBITDAR margin of 28.0%, down 1.7

points as reported and 1.5 points like-forlike

compared with 2008. The decline in

EBITDAR margin eased to 0.8 points in

the second half from 2.2 points in the

fi rst, due to the impact of reductions in

both operating costs (€165 million versus

a planned €150 million) and support

costs (€87 million versus a planned

€80 million). EBITDAR margin in the

Hotels business declined by 2.6 points

like-for-like, to 29.1% of revenue from

31.5% in 2008. EBITDAR margin in the

Prepaid Services business stood at 41.8%,

a 0.3-point like-for-like decrease from

the 43.5% reported in 2008.


2009

ANNUAL REPORT

OPERATING PROFIT BEFORE

NON-RECURRING ITEMS, NET OF TAX

€328

million

NORTH

AMERICA

(9%)

LATIN

AMERICA

(8%)

OPERATING PROFIT BEFORE TAX

AND NON-RECURRING ITEMS AT

THE UPPER END OF THE TARGET

EBIT, corresponding to EBITDAR after

rental expense, depreciation, amortization

and provisions, stood at €594 million.

Operating profit before tax and nonrecurring

items, corresponding to EBIT less

net fi nancial expense plus share of profi t of

associates, represents the result of operations

after the cost of financing Group

businesses and before tax. It totaled

€448 million, at the upper end of the target

announced in August 2009, despite

FRANCE

(37%)

REVENUE BY REGION

REST OF THE WORLD

(8%)

REVENUE BY BUSINESS

13%

PREPAID

SERVICES

REST

OF EUROPE

(38%)

the €39 million negative impact from the

devaluation of the Venezuelan bolivar. This

represented a 38.0% decline like for-like,

of which 44.5% in the fi rst half and 32.7%

in the second.

NET LOSS, GROUP SHARE

The net loss, Group share came to

€282 million for the year, reflecting the

following factors: €387 million in impairment

losses, of which write-downs of

€113 million on Motel 6 goodwill and

€100 million on Kadeos intangible assets,

and €127 million in restructuring costs.

13%

OTHER

BUSINESSES

74%

HOTELS

The loss per share stood at €1.27, compared

with earnings per share of €2.60 in

2008, based on the weighted average

223 million shares outstanding during the

year. Before taking into account the

above-mentioned non-recurring items,

operating profit before non-recurring

items, net of tax amounted to €328 million,

versus €603 million in 2008.

Operating profit before non-recurring

items, net of tax came to €1.47 per share,

down 46% from 2008.

101


102 ACCOR

2009 PERFORMANCE INDICATORS

CASH FLOW

FUNDS FROM OPERATIONS

€843m

Funds from ordinary activities

(cash available to fi nance investments

and dividend payments) totaled

€843 million in 2009, less than

in 2008 (€1,111 million).

EXPANSION EXPENDITURE

€766m

COMPARED WITH

€1,086 MILLION IN 2008

To optimize earnings, Accor is focusing

its expansion capital expenditure on the

Economy Hotels outside the US segment and

emphasizing asset-light operating structures

in the Upscale and Midscale segment.

DIVIDEND (1)

€1.05

The payout rate, calculated on operating profi t

before non-recurring items, net of tax (2),

stood at 72%, compared with 60% in 2008.

(1) Subject to approval at the Combined Ordinary and

Extraordinary Shareholders’ Meeting on June 29, 2010.

(2) Operating profi t before non-recurring items, net of tax =

Operating profi t before tax and non-recurring items less

operating tax, less minority interests.

RENOVATION AND

MAINTENANCE EXPENDITURE

€327m

After renovation and maintenance

expenditure, which represented

4.6% of revenue, free cash fl ow stood

at €516 million.

NORTH

AMERICA

€22m

LATIN

AMERICA

€22m

DISPOSALS

€363m

HOTEL EXPENDITURE BY REGION (€404m)

FRANCE

€90m

Disposals comprised €290 million

from the sale of hotels under the asset right

strategy and €73 million from the sale

of non-strategic assets.

REST OF THE WORLD

€119m

REST

OF EUROPE

€151m


2009

ANNUAL REPORT

NET DEBT TO EQUITY

50%

VERSUS 30% IN 2008

AVERAGE COST OF GROSS DEBT: 5.48%

27%

73%

GROSS DEBT

BY TYPE OF RATE

GROSS DEBT

BY MATURITY

13%

67%

7%

13%

■ Variable rate ■ Fixed rate ■ < 1 year ■ 1 to 2 years

■ 3 to 6 years ■ > 6 years

FUNDS FROM OPERATIONS

BEFORE NON-RECURRING

ITEMS/ADJUSTED NET DEBT

20%

VERSUS 25.8% IN 2008

An indicator of the Group’s solvability,

this ratio is calculated according to a method

used by the main ratings agencies, with net

debt adjusted for the 8% discounting of future

minimum lease payments.

NET DEBT

€1,624m

VERSUS €1,072 MILLION

IN 2008

The Group has relatively little debt, most of

it at variable interest rates. As of December 31,

2009, Accor had €2.5 billion in unused,

confi rmed lines of credit and no major

refi nancing needs before 2012.

ROCE

10.5%

A measure of how effectively a company uses

the money invested in its operations, return

on capital employed amounted to 8.4% in

the Hotels business and 22.3% in Services.

ROCE is the ratio of:

– EBITDA, plus income from non-current

fi nancial assets (dividends and interest from

associates and non-consolidated companies)

analyzed by business.

– To capital employed, representing the sum

of average non-current assets before

depreciation, amortization and provisions,

and working capital, analyzed by business.

103


104 ACCOR

2009 PERFORMANCE INDICATORS

SUMMARY FINANCIAL STATEMENTS

SUMMARY STATEMENTS OF INCOME

In € millions 2006 (1) 2007 2008 (2) 2009

Consolidated revenue 7,607 8,121 7,722 7,065

Operating expense (5,523) (5,800) (5,432) (5,089)

EBITDAR 2,084 2,321 2,290 1,976

Rental expense (836) (931) (903) (884)

EBITDA 1,248 1,390 1,387 1,092

Depreciation, amortization and provisions (436) (419) (446) (498)

EBIT 812 971 941 594

Net fi nancial expense (96) (92) (86) (143)

Share of profi t of associates 11 28 20 (3)

Operating profi t before tax and non-recurring items 727 907 875 448

Restructuring costs (69) (58) (56) (127)

Impairment losses (94) (99) (57) (387)

Gains and losses on management of hotel properties 109 208 111 7

Gains and losses on management of other assets 15 188 13 (85)

Operating profi t before tax 688 1,146 886 (144)

Income tax expense (258) (234) (273) (121)

Profi t or loss from discontinued operations 104 – – –

Net profi t 534 912 613 (265)

Net profi t, Group share 501 883 575 (282)

Net profi t attributable to minority interests 33 29 38 17

Weighted average number of shares outstanding (in thousands)

In €

224,738 225,013 221,237 222,890

Earnings per share 2.23 3.92 2.60 (1.27)

Ordinary dividend per share 1.45 1.65 1.65 1.05 (3)

Special dividend per share 1.50 1.50 – –

(1) In accordance with IFRS 5 “Non-current assets held for sale and discontinued operations,” the 2005 and 2006 income statements have been adjusted to exclude operations discontinued in 2006.

(2) Adjusted for the effects of the change of method concerning customer loyalty programs.

(3) Submitted for approval at the Combined Ordinary and Extraordinary Shareholders’ Meeting on June 29, 2010.

SUMMARY CONSOLIDATED BALANCE SHEETS

In € millions 2006 (1) 2007 2008 (2) 2009

ASSETS

Goodwill 1,735 1,967 1,932 1,777

Intangible assets 390 369 512 488

Property, plant and equipment 3,506 3,321 4,324 4,306

Total non-current fi nancial assets 839 710 403 428

Total non-current assets 6,767 6,566 7,397 7,290

Total current assets 3,821 3,991 3,984 4,312

Total assets 11,133 10,834 11,417 11,746

EQUITY AND LIABILITIES

Equity attributable to shareholders 4,098 3,691 3,298 2,997

Equity 4,164 3,752 3,556 3,254

Total non-current liabilities 5,843 5,312 5,974 6,072

Total current liabilities 5,061 5,522 5,443 5,670

Total liabilities and shareholders’ equity 11,133 10,834 11,417 11,746


2009

ANNUAL REPORT

CASH FLOWS

In € millions 2006 (1) 2007 2008 (2) 2009

Funds from operations before non-recurring items 1,024 1,112 1,111 843

Renovation and maintenance expenditure (454) (466) (488) (327)

Free cash fl ow 570 646 623 516

Expansion expenditure (671) (1,198) (1,086) (766)

Expenditure on assets held for sale (95) (26) (5) –

Proceeds from disposals of assets 1,459 1,635 560 363

Dividends paid (276) (344) (387) (396)

Special dividends – (336) (332) –

Change in equity (258) (490) (54) 175

Change in working capital requirement 265 388 25 53

Other (43) (10) (212) (497) (3)

Decrease/(increase) in net debt 951 265 (868) (552)

(1) In accordance with IFRS 5 “Non-current assets held for sale and discontinued operations,” the 2005 and 2006 income statements have been adjusted to exclude operations discontinued in 2006.

(2) Adjusted for the effects of the change of method concerning customer loyalty programs.

(3) Of which a payment of €242 million to the French State in settlement of tax assessments on Compagnie International des Wagons-Lits.

2009 REGISTRATION DOCUMENT

Detailed fi nancial data are included in the registration document

fi led with Autorité des Marchés Financiers. Its table of contents

is presented below.

CONTENTS

1. CORPORATE PRESENTATION

2. CORPORATE GOVERNANCE

3. FINANCIAL REVIEW

4. FINANCIAL STATEMENTS

5. CAPITAL AND OWNERSHIP STRUCTURE

6. SHAREHOLDERS’ MEETING

7. OTHER INFORMATION

The Registration Document can be downloaded from our website www.accor.com/finance and is also available on request by

calling (France only) sending an e-mail to comfi @accor.com, or writing to Accor – Investor Relations and Financial

Communication Department – Immeuble Odyssey – 110, avenue de France – 75210 Paris Cedex 13 – France.

105


106 ACCOR

MANAGING THE SUSTAINABLE DEVELOPMENT PROCESS

Stakeholders Objectives Accor performance indicators

SHAREHOLDERS

CUSTOMERS

EMPLOYEES

Ensure compliance with the corporate

governance principles for listed companies,

as described in the Afep-Medef reports

on corporate governance.

Ensure the transparency of fi nancial

and strategic information about the company

provided to fi nancial markets.

Satisfy customers’ needs and requests.

Assessment of directors’ independence / Specialized committees within the Board

of Directors / Operating procedures determined by the Company bylaws, internal

rules and Directors charter/ Fixed compensation for directors and variable portion

(50% of fees) based on attendance at meetings.

Regular information tailored to each category of shareholder/specifi er:

number of people met. A working group on individual shareholder relations

comprised of 15 members of the Shareholders Club.

Number of establishments controlled by brand audits.

Number of establishments in which satisfaction surveys have been conducted.

Guarantee superior service. Number of ISO 9001-certifi ed hotels and Accor Services units.

Ensure customer safety and security.

Promote good health through wholesome,

balanced diets.

Build customer awareness of HIV/AIDS

and malaria prevention.

Promote diversity in employee profi les and

career paths and ensure equal opportunity.

Provide compensation in line with local practices.

Number of hotel general managers who have taken part in safety/security/

crisis management training programs.

Crisis management system aligned at corporate level.

Processes to ensure the security of vouchers issued by Accor Services.

Secure transaction systems for Accor Services cards.

Number of restaurants participating in a healthy, balanced nutrition program.

Numbers of countries involved in Accor Services’ Nutritional Balance program.

An HIV/AIDS prevention program.

Gender parity in the workforce.

Average salaries of men and women with the same responsibilities.

Percentage of disabled employees.

Salary policy prepared by country, taking into account changes in the local market

and infl ation. Group-wide policy to set variable and fi xed portion of bonuses

by level of responsibility.

Improve employee training programs. Number of days of training. Training budget as a % of total payroll.

Promote job mobility.

Number of employees who have had an annual appraisal.

Number of employees who changed their business and/or region.

Promote social dialogue. Monitoring by employee representatives.

Ensure employee health and safety.

Work-related accident frequency rate.

HIV/AIDS prevention training program.


2009

ANNUAL REPORT

2009 results and highlights Commitments * made in 2006 for year-end 2010

The Board met nine times, with an 83% attendance rate.

The three specialized committees met a total of 14 times, with an 82% attendance rate.

Creation of a liaison committee in charge of tracking progress and analyzing the fi ndings

of the demerger study.

Meetings were held with 840 representatives of 404 fi nancial institutions, and 22 roadshows

were organized in Europe, the United States and Canada. Accor also took part in seven investor

conferences during the year, in France and the United States. Contact with over 550 individual

shareholders through meetings, tours and trade shows and with 600 shareholders at the Annual

Meeting. Two meetings with the working group on shareholder relations.

In 2009, nearly the entire hotel network (hotelF1, Etap Hotel, all seasons, Ibis, Mercure and Novotel)

was audited in Europe and Africa. The Mercure and Ibis brands were also audited in Latin America.

Deployment of the Guest Satisfaction Survey (GSS), with results continually posted online

for consultation by frontline staff and the hotel brands. At year-end 2009, GSS had been deployed

in 1,100 hotels in Europe and Middle East/Africa, by all brands and countries in Asia/Pacifi c

and North America, and in around 30 Novotel and Formule 1 hotels in Latin America.

714 Ibis hotels certifi ed, 83 % of the network.

38% of Accor Services units ISO 9001-certifi ed.

Presentations held in all brand executive committee meetings in France.

160 hotel general managers trained in Egypt, Poland, Portugal and Spain.

All crisis units activated following the infl uenza A (H1N1) outbreak. Issue discussed

by ten Region/Country/Business executive committees. 22 presentations in French, 12 in English.

Crisis management drill carried out by Executive Committee/Country/Hotel teams.

Infl uenza A (H1N1) business continuity guides prepared for head offi ces, call centers and hotels,

and adapted by all units.

Commitment made in 2006 and 2008 and already met:

Assessment of the Board of Directors’ effi ciency and effectiveness.

Ongoing measures to improve effi ciency, especially through a more

streamlined organization with a leaner Board and three specialized

committees instead of fi ve.

Deepen relationships with individual and institutional shareholders

through more instructive content and greater responsiveness.

Pursue the brand audit programs to ensure service quality in all chains.

Deploy satisfaction surveys in all hotels worldwide.

Certifi cation for all Ibis hotels in Europe, Morocco and Brazil

and deployment in new countries.

Ongoing deployment of safety/security/crisis management training

programs. Introduction of a safety/crisis management module for

managers with the Accor Academy.

Manage sensitive situations and crises, organize training programs and

regular drills for teams with decision-making responsibility at all levels.

Security inks introduced for vouchers issued in Europe. Prepare a security review to stay informed about new technologies.

Self-assessment guide distributed in all countries that produce cards.

Ibis has deployed the Nutritional Balance program in France and Spain. Novotel: Fitness & Balance

program introduced in France, Italy, the United Kingdom and Australia; Balance option in children’s

menus deployed in 35 countries.

13 countries involved in the Nutritional Balance program, including one new country in 2009:

Mexico. The European FOOD project to promote healthy diets deployed in six countries: Belgium,

the Czech Republic, France, Italy, Spain and Sweden.

Broadcasting of two fi lms on preventing HIV/AIDS and malaria. Condom dispensers

for customers installed in more than 700 hotels, mainly in France and the United States.

Launch of the Pasteurtravel.com health information website for travelers.

Consolidate evaluations country by country and obtain Payment Card

Industry Data Security Standard certifi cation for the prepaid card

management platform.

Continue to deploy a balanced nutrition offering in new countries

and new hotel brands.

In the long run, all countries that market food and restaurant vouchers

and cards will support this balanced nutrition offering.

Pursue HIV/AIDS and malaria prevention initiatives.

2009: 49% women; 43% women managers. Renew and extend the compensation studies.

In France, average salary differences between men and women (frontline staff, supervisors,

managers) are calculated each year so that corrective measures may be introduced.

2009: 3.61%; 2008: 3.47%; 2007: 3.53%.

Awareness campaign conducted for 25,000 employees in France to eliminate preconceived

ideas about physical disabilities.

Compensation studies are conducted regularly by each business segment and country to determine

whether salaries are competitive with local market practices. Bonus systems were defi ned in 2009

for specifi c business segments, to be implemented in 2010.

Take action to reduce differences as necessary.

Sign a new Group-level agreement for the period 2009-2011.

Systematically conduct compensation surveys and continue to develop

an overall compensation policy.

2009: 327,974 days; 2008: 336,382 days; 2009 training rate: 2.4%. One training session per person per year.

2008-2009: 74%; 2007-2008: 73%. One personal assessment per person per year.

2008 and 2009: approximately 20,000 employees. A mobility team was set up in 2007

to advise and orient employees looking to acquire international experience.

Continue to promote international career opportunities.

June 2008-July 2009: 30 collective agreements / June 2007-2008: 32. Maintain constructive discussions with employee representatives.

2009: 17.8 / 2008: 18.1. Pursue actions to reduce work-related accidents and occupational diseases.

Distribution of the ACT-HIV approach and implementation of national action plans in 25 countries.

Accor Hospitality and Accor Services teams in 21 countries took part in World AIDS Day.

* Through these commitments, Accor applies the 10 principles of the United Nations Global Compact.

Distribute the ACT-HIV DVD in all hotels and all Accor Services units,

to help combat HIV/AIDS.

107


108 ACCOR

MANAGING THE SUSTAINABLE DEVELOPMENT PROCESS

Stakeholders Objectives Accor performance indicators

EMPLOYEES

SUPPLIERS/

AFFILIATES

ENVIRONMENT

LOCAL

COMMUNITIES

Ensure employee health and safety. Employee social coverage in line with local practice.

Improve employee recognition and satisfaction.

Take into account supplier-related social

and environmental risks.

Raise affi liate and supplier awareness of sustainable

development practices and provide support

in integrating those practices into their operations.

Deploy the Environment Charter.

Number of employees who took part in in-house opinion surveys.

Number of units that have received a “Best Place to Work” award or its equivalent.

All certifi ed suppliers comply with the Sustainable Procurement Charter

in France (three levels of compliance).

Number of programs deployed with suppliers, affi liates and service providers.

Number of hotels that apply the Accor Hotels Environment charter.

Pursue environmental certifi cation initiatives. Number of certifi ed establishments.

Integrate eco-design criteria into product

development.

Manage water use.

Manage energy use.

Number of headquarters and offi ces that apply the Offi ces Environment Charter.

Number of products integrating eco-design criteria.

Percentage reduction in water consumption.

Percentage of owned and leased hotels equipped with fl ow regulators.

Percentage reduction in energy consumption.

Percentage of owned and leased hotels equipped with energy-effi cient lamps.

Promote the use of renewable energy sources. Number of hotels equipped with solar captors.

Manage waste. Percentage of hotels that recycle waste.

Develop green purchasing.

Protect biodiversity.

Support local economic and social development.

Lead the fi ght against sexual tourism

involving children.

Number of hotels serving organic products.

Number of hotels purchasing eco-labeled products.

Percentage of hotels and Accor Services units involved in local

environmental-protection or tree-planting initiatives.

Number of trees fi nanced during the year for the Plant for the Planet project,

which supports local development through reforestation.

Number of local economic and social projects supported by the Group.

Number of countries serving fair trade products in hotels.

Number of fair trade projects supported through the Accor Services offering.

Number of countries that have signed the ECPAT child-Protection Code of Conduct.

Identify risks of local corruption. System for informing and training employees in ethical business practices.

Develop and structure solidarity initiatives.

Number of projects pursued with recognized local NGOs

and degree of employee involvement in aiding the disadvantaged.


2009

ANNUAL REPORT

2009 results and highlights Commitments * made in 2006 for year-end 2010

Employee social coverage was maintained in 2009 for the same areas as in previous years.

New projects to deploy and improve coverage are currently being examined.

In 2008-2009, a total of 109,173 employees took part in an internal opinion survey organized

in their unit and coordinated at corporate level. 2008-2009: 86% of people surveyed said

they were proud to work for Accor / 2007-2008: 87%.

More than 80% of Accor Services employees who took part in a 2009 opinion survey conducted

in 40 countries say they enjoy carrying out their responsibilities and have a feeling of well-being

on the job. In particular, they appreciate frontline customer relations, performance management

and cross-fertilization with other business units.

In 2009, 15% of Accor Services units have received a “Best Place to Work” award or its equivalent.

Deepen understanding of the local social safety net and continue to

deploy medical coverage and benefi ts in the event of death or disability.

Provide coverage for all employees.

All employees are surveyed in their unit at least once every two years.

Encourage initiatives designed to obtain certifi cation

for human resources practices.

Sustainable Procurement Charter revised and strengthened. Determine operational priorities for applying the Sustainable Procurement Charter.

Two suppliers obtained Europe’s Ecolabel certifi cation for products used in Accor hotels:

bath linen and cleaning supplies.

3,519 hotels apply the Environment Charter (versus 3,292 in 2006),

including 97% of owned and leased hotels.

Eight Environment Charter actions verifi ed through quality audits in 1,793 hotels.

Set up a program with at least one network of affi liates or service

providers in 20 countries.

Apply the Environment charter in all owned and leased hotels.

Launch an independent data control process.

Environment Charter introduced in offi ces in 29 countries. Apply the Environment Charter in headquarters and offi ces of all Accor units.

331 hotels, 14 CWL sites, 9 Thalassa sea & spa sites and 3 Accor Services sites ISO 14001-certifi ed.

53 hotels Green Globe-certifi ed.

11 hotels HAC Green Key Eco-Rating-certifi ed.

10% of Accor establishments are certifi ed.

New Motel 6 room design including environmental criteria. Assessment of the Ibis room

environmental impact. Suitehotel Issy-les-Moulineaux designed in compliance with France’s HQE ®

environmental standards for service sector buildings.

Obtain environmental certifi cation in 20% of Accor hotels

and Accor Services units.

Integrate environmental criteria in the choice of hotel products (bath items,

room construction materials, etc.).

Accor Services Brazil prints Ticket Restaurant ® vouchers on recycled paper.

Prepare an environmental balance sheet comparing paper vouchers

and electronic cards, to be included in Accor Services’ offerings.

Reduction of 4% per occupied room compared with 2006 (based on a constant scope

of reporting of 1,391 owned and leased hotels).

Reduce consumption by 10% per occupied room in owned and leased hotels.

89% of owned and leased hotels. Equip all owned and leased hotels.

Reduction of 7.8% per room compared with 2006

(based on a constant scope of reporting of 1,391 owned and leased hotels).

Reduce consumption by 10% per room in owned and leased hotels.

82% of owned and leased hotels. Equip all owned and leased hotels.

99 hotels equipped (compared with 67 in 2008 and 47 in 2007). Increase the number of hotels equipped by a factor of fi ve, to 200.

51% of owned and leased hotels recycle paper, cardboard and glass.

86% of owned and leased hotels process their batteries and compact fl uorescent tubes and light

bulbs. The reduction resulted mainly from more accurate data.

Recycle paper, cardboard and glass in 70% of owned and leased hotels.

Process batteries and compact fl uorescent tubes and light bulbs in 95%

of owned and leased hotels.

More than 850 hotels serve organic products, compared with 456 in 2006. Increase the number of hotels serving organic products.

Nearly 2,400 hotels serve eco-labeled products. Increase the number of hotels offering eco-labeled products.

77% of hotels are involved in local environmental initiatives and tree-planting programs.

For Earth Guest day, Accor Services organized environmental awareness initiatives in 29 countries.

All hotels take part in environmental-protection or tree-planting initiatives.

10 Accor Services units to take part in environmental-protection or treeplanting

initiatives.

At year-end 2009: 580 hotels in 23 countries involved and 270,000 tree-plantings fi nanced. 2012 objective: fi nance the planting of 3 million trees.

In Morocco, a program with PlaNet Finance to support an argan oil production cooperative

in the Essaouira region. Ongoing farm project with Agrisud in Cambodia – launched in 2004 in Siem

Reap and in 2009 in Phnom Penh – and start-up of a pilot project in Brazil. Bien-Être à la Carte awarded

PREDICI label for certifying 80% local suppliers from the Paris region.

Support local development actions in new countries.

2009: 17 countries serve fair trade products. 2008: same Extend support for fair trade to new countries.

Accor Services Spain features fair trade products in its Delicard gift catalogue. In France,

Bien-Être à la Carte promotes fair trade to employees of corporate customers.

Support fair trade through Accor Services products.

Accor teams in 34 countries have signed the child-Protection Code of Conduct drafted by ECPAT

and the World Tourism Organization.

Guide to preventing corrupt practices fi nalized and sent to all managers.

33 projects fi nanced in 19 countries through the Accor Corporate Foundation, with the support

of more than 2,000 employees. Annual budget of €1 million. In 2009, Accor Services teams

in 17 countries and Accor Hospitality teams in 21 countries took part in Caring Collection Day

initiatives to support local non-profi t organizations.

Formalize our commitment in all host countries in Africa.

Extend the process in Europe. Strengthen in-house training through

Accor Academy’s “Accor Manager” program.

Deploy the guide for combating corruption to raise awareness and train

employees in business ethics within each skills cluster, business or region.

Increase the number of projects in Accor’s host countries.

109


110 ACCOR

GROUP ENVIRONMENTAL

INDICATORS

WATER

AND ENERGY

Indicators corresponding to Hotel Environment Charter action

points are marked with a and unless otherwise specifi ed concern

all Group hotels worldwide. In 2009, data on Hotel

Environment Charter actions were reported by 3,519 hotels. The

percentage of Group hotels applying the Charter increased closer

to the goal of 100% in 2010. Thalassa sea & spa facilities apply

the same Charter as the hotels to which they are attached.

Indicators do not include Adagio City Aparthotels, CWL sites and

Lenôtre facilities. Results are expressed as a percentage comparing

the number of hotels implementing a given action to the total

number of hotels applying the Charter. Some action points apply

only to hotels equipped with special facilities. In this case, the

percentage of hotels having implemented these actions is calculated

solely on the total number of hotels concerned.

France Rest of Europe North America

Latin America

and Caribbean

Indicators for water, energy and greenhouse gas emissions are

marked with a and, unless otherwise specifi ed, concern:

• Hotels in France, the rest of Europe, North America, Latin

America and the Caribbean, and the rest of the world (51 countries

in Africa and the Middle East, in Asia and in the Pacifi c).

• Operations of 23 Compagnie des Wagons-Lits sites in Austria,

France, Italy, Portugal and Spain.

• Operations of Lenôtre’s Plaisir production facility, the Pré

Catelan restaurant and Lenôtre boutiques in France.

Adagio City Aparthotels, Thalassa sea & spa facilities and franchised

establishments are not included in the scope of reporting.

A total of 2,845 hotels reported water, energy and greenhouse

gas data.

Asia Pacifi c

Africa

Middle East

owned managed owned managed owned managed owned managed owned managed owned managed owned managed

Number of establishments 684 36 725 83 684 12 67 94 44 167 53 71 35 96 2,845 2,839 2,163

Water used (thousands of cu. m) 4,477 292 6,330 1,399 10,903 681 1,086 1,906 662 12,780 965 1,640 669 3,798 47,035 50,731 37,334

Energy used (MWh) 625,882 49,797 1,181,357 235,509 604,282 112,134 119,433 158,915 47,188 1,048,383 99,577 231,688 62,754 425,612 4,943,820 4,758,732 3,394,528

Solar power generated (MWh) 1,575 15 162 7 9 0 88 401 57 192 635 38 0 163 3,342 2,375 1,796

GREENHOUSE

GAS EMISSIONS

France Rest of Europe North America

Latin America

and Caribbean

Asia Pacifi c

Africa

Middle East

owned managed owned managed owned managed owned managed owned managed owned managed owned managed

Number of establishments 684 36 725 78 684 12 67 94 44 167 53 71 35 96 2,845 2,839 2,163

Direct emissions

(metric tons CO2 equiv.) 28,978 2,368 76,794 16,038 49,245 8,787 9,399 14,954 4,027 80,792 5,575 5,317 2,839 19,197 324,313 304,497 (*)

Indirect emissions

(metric tons CO2 equiv.) 39,607 3,178 345,829 47,236 188,670 31,716 13,801 19,172 17,156 435,334 55,138 171,572 28,608 211,672 1,608,689 1,497,432 997,865

(*) In 2007, direct greenhouse gas emissions were calculated using different coeffi cients than in 2008 and 2009, which is why they are not included in this table.

Total

2009

Total

2009

Total

2008

Total

2008

Total

2007

Total

2007


2009

ANNUAL REPORT

MANAGING ENERGY USE France

Rest

of Europe

North

America

Latin America

and

Caribbean

Asia Pacifi c

Africa

Middle East

Number of establishments 1,233 866 815 163 160 153 129 3,519 3,486 3,292

Set objectives for reducing use 74% 78% 95% 90% 89% 63% 87% 81% 74% 74%

Monitor and analyze monthly use 85 % 97% 93% 97% 96% 86% 99% 91% 86% 90%

List potential technical improvements 40% 64% 98% 65% 81% 52% 74% 64% 57% 59%

Organize preventive maintenance 82% 90% 94% 96% 96% 90% 95% 89% 86% 84%

Use low-energy lamps for permanent lighting 64% 82% 99% 90% 74% 82% 58% 79% 76% 72%

Use low-energy lamps in rooms 58% 65% 96% 76% 64% 84% 64% 71% 67% 61%

Insulate pipes carrying hot/cold fl uids 75% 88% 77% 93% 84% 76% 88% 80% 77% 56%

Use energy-effi cient boilers 38% 58% 58% 58% 55% 29% 49% 49% 31% 33%

Use energy-effi cient air-conditioning systems 29% 40% 68% 45% 49% 20% 49% 45% 46% 50%

MANAGING WATER USE France

Rest

of Europe

North

America

Latin America

and

Caribbean

Asia Pacifi c

Africa

Middle East

Number of establishments 1,233 866 815 163 160 153 129 3,519 3,486 3,292

Set objectives for reducing use 67% 69% 98% 87% 83% 55% 88% 77% 68% 68%

Monitor and analyze monthly use 85% 96% 93% 97% 96% 83% 98% 91% 85% 88%

Use fl ow regulators on faucets 71% 82% 96% 72% 56% 69% 76% 79% 76% 72%

Use fl ow regulators on showers 66% 82% 98% 71% 56% 86% 72% 78% 74% 71%

Use water-effi cient toilets 62% 71% 69% 65% 78% 66% 71% 67% 65% 44%

Suggest to customers that they reuse towels 75% 92% 97% 90% 91% 86% 91% 87% 82% 75%

Suggest to customers that they reuse sheets 63% 72% 98% 66% 85% 73% 83% 76% 72% 65%

PROTECTING

THE OZONE LAYER

France

Rest

of Europe

North

America

Latin America

and

Caribbean

Asia Pacifi c

Africa

Middle East

Number of establishments 1,233 866 815 163 160 153 129 3,519 3,486 3,292

Eliminate installations containing CFCs 42% 62% 94% 58% 46% 49% 71% 61% 61% 56%

Verify that equipment containing CFCs, HCFCs

and HFCs is leak-proof

WASTEWATER France

Total

2009

Total

2009

Total

2009

54% 83% 95% 76% 79% 78% 89% 75% 73% 70%

Rest

of Europe

North

America

Latin America

and

Caribbean

Asia Pacifi c

Africa

Middle East

Number of establishments 1,233 866 815 163 160 153 129 3,519 3,486 3,292

Collect cooking oil 95% 96% 94% 88% 75% 93% 81% 92% 92% 88%

Collect fats 94% 91% 100% 87% 87% 93% 93% 92% 91% 86%

REDUCING WASTE

UPSTREAM

France

Rest

of Europe

North

America

Latin America

and

Caribbean

Asia Pacifi c

Africa

Middle East

Number of establishments 1,233 866 815 163 160 153 129 3,519 3,486 3,292

Limit the use of disposable packaging for hotel supplies 37% 54% 13% 51% 58% 36% 41% 37% 30% 30%

Limit individual packaging for hygiene products 35% 42% 98% 32% 46% 11% 21% 50% 46% 41%

Total

2009

Total

2009

Total

2008

Total

2008

Total

2008

Total

2008

Total

2008

Total

2007

Total

2007

Total

2007

Total

2007

Total

2007

111


112 ACCOR

GROUP ENVIRONMENTAL INDICATORS

WASTE RESOURCE RECOVERY France

ELIMINATING HAZARDOUS

WASTE

ENVIRONMENTAL

MANAGEMENT

France

BIODIVERSITY France

France

Rest

of Europe

North

America

Latin America

and

Caribbean

Asia Pacifi c

Africa

Middle East

Number of establishments 1,233 866 815 163 160 153 129 3,519 3,486 3,292

The Environment Charter number of initiatives underway 34,3 41,8 43,3 41,2 42,6 36,5 34,2 39,1 36,8 33,0

Environmental certifi cation (ISO 14001, Green Globe, HAC) 176 109 13 53 17 21 10 399 296 267

RAISING EMPLOYEE AWARENESS France

Rest

of Europe

North

America

Latin America

and

Caribbean

Asia Pacifi c

Africa

Middle East

Number of establishments 1,233 866 815 163 160 153 129 3,519 3,486 3,292

Raise environmental awareness among employees 87% 93% 87% 91% 90% 88% 87% 89% 88% 86%

Integrate environmental protection into all job categories 79% 89% 93% 88% 86% 88% 84% 86% 82% 79%

EDUCATING CUSTOMERS France

Rest

of Europe

Rest

of Europe

Rest

of Europe

Rest

of Europe

North

America

North

America

North

America

North

America

Latin America

and

Caribbean

Latin America

and

Caribbean

Latin America

and

Caribbean

Latin America

and

Caribbean

Asia Pacifi c

Asia Pacifi c

Asia Pacifi c

Asia Pacifi c

Africa

Middle East

Number of establishments 1,233 866 815 163 160 153 129 3,519 3,486 3,292

Recycle paper/cardboard packaging 68% 93% 40% 93% 92% 78% 49% 69% 73% 62%

Recycle paper, newspapers and magazines 56% 92% 33% 92% 87% 76% 49% 63% 67% 57%

Recycle glass packaging 64% 92% 30% 83% 88% 71% 50% 65% 72% 59%

Recycle plastic packaging 36% 71% 32% 88% 81% 59% 49% 49% 51% 40%

Recycle metal packaging 32% 68% 42% 87% 79% 52% 37% 49% 48% 36%

Recycle organic waste from restaurants 9% 54% 31% 28% 63% 26% 26% 34% 32% 31%

Recycle green waste from lawns and gardens 63% 66% 24% 32% 46% 52% 34% 48% 45% 36%

Organize waste sorting in hotel rooms 14% 18% 21% 64% 48% 35% 30% 22% 19% 15%

Africa

Middle East

Number of establishments 1,233 866 815 163 160 153 129 3,519 3,486 3,292

Dispose of hotel batteries safely 86% 95% 95% 88% 73% 51% 58% 87% 88% 85%

Dispose of customer batteries safely 67% 54% 75% 65% 33% 18% 15% 60% 56% 35%

Recycle electrical and electronic appliances 58% 84% 10% 53% 55% 37% 29% 51% 43% 41%

Recycle toner cartridges 95% 98% 86% 88% 82% 85% 67% 92% 90% 71%

Dispose of compact fl uorescent tubes and light bulbs safely 73% 91% 95% 67% 71% 51% 30% 80% 79% 75%

Africa

Middle East

Number of establishments 1,233 866 815 163 160 153 129 3,519 3,486 3,292

Reduce the use of insecticides 42% 64% 71% 74% 66% 53% 66% 59% 36% 33%

Reduce the use of herbicides 33% 59% 70% 69% 63% 48% 61% 54% 32% 29%

Reduce the use of fungicides 25% 55% 65% 65% 64% 43% 51% 49% 28% 26%

Use organic fertilizers 52% 64% 45% 79% 56% 57% 75% 55% 41% 37%

Choose plants suitable to the local environment 47% 64% 81% 85% 73% 79% 83% 67% 52% 40%

Plant at least one tree a year 56% 56% 93% 76% 78% 73% 87% 68% 67% 68%

Support a local environmental initiative 31% 49% 47% 71% 75% 56% 77% 46% 44% 31%

Africa

Middle East

Number of establishments 1,233 866 815 163 160 153 129 3,519 3,486 3,292

Raise environmental awareness among customers 69% 70% 98% 89% 88% 86% 82% 79% 76% 70%

Provide customers with environmentally friendly

transportation alternatives

61% 78% 67% 25% 61% 78% 33% 64% 47% 44%

Total

2009

Total

2009

Total

2009

Total

2009

Total

2009

Total

2009

Total

2008

Total

2008

Total

2008

Total

2008

Total

2008

Total

2008

Total

2007

Total

2007

Total

2007

Total

2007

Total

2007

Total

2007


2009

ANNUAL REPORT

HUMAN RESOURCES INDICATORS

THE WOMEN AND THE MEN

OF ACCOR, IN FRANCE

CONSOLIDATED CORPORATE REPORT – FRANCE

In compliance with French legislation, this Report consolidates data from the 2009 corporate reports prepared by French subsidiaries

that are at least 50%-owned and that have at least 300 employees. In all, the Consolidated Corporate Report now covers 78% of

Accor employees in France. This same scope has been used for most of the indicators shown in the fi rst table. The Report concerns

17,197 employees in service at December 31, 2009, irrespective of the type of employment contract.

NUMBER OF EMPLOYEES December 31, 2008 December 31, 2009

Total number of employees (1) 19,948 17,197

Percentage of women 54.0% 54.7%

Percentage of men 46.0% 45.3%

Average monthly number of employees 20,442 18,300

Employees by age

Under 25 year old

25 to 34 years old

35 to 44 years old

45 to 54 years old

Over 55 years old

Employees by seniority

Under 6 months

6 months to 2 years

2 to 5 years

5 to 10 years

More than 10 years

Number of full-time employees under permanent contracts 14,116 13,560

Number of part-time employees under permanent contracts 4,005 3,637

Number of employees under fi xed-term contracts 1,827 1 ,590

Number of non-French employees (2)

as a % of total employees

(1) All employees on the payroll at December 31, regardless of the type of employment contract.

(2) Number of foreign employees working in France.

HIRING December 31, 2008 December 31, 2009

Number of persons hired under permanent contracts 4,391 2,056

Percentage of women 51% 46.7%

Percentage of men 49% 53.3%

Number of persons hired under fi xed-term contracts 5,724 7,393

Number of people under 25 years old hired 4,943 4,946

16.4%

31.7%

27.5%

18.1%

6.3%

11.6%

18.6%

18.0%

23.8%

28.0%

2 526

12.7%

15.5%

31.7%

26.6%

19.4%

6.8%

10.9%

14.0%

21.4%

24.1%

29.6%

2,373

13.8%

113


114 ACCOR

HUMAN RESOURCES INDICATORS

REDUNDANCY PLANS

Reorganization of the hotel network

ABSENTEEISM RATE (1) – BY CAUSE December 31, 2008 December 31, 2009

Sick leave 6.2% 6.5%

Workplace accidents and accidents commuting to/from work 1.5% 1.5%

Maternity, paternity or adoption leave 1.7% 0.3%

Compensated absences (family events) 0.4% 0.4%

Non-compensated absences (unpaid leave, parental leave) 3.3% 3.6%

Total 13.1% 12.2%

(1) Number of days of employee absences divided by the theoretical number of days worked.

WORKING HOURS (terms negotiated with union organizations)

Hotels

Since April 1, 2007, working time in the French Hotels business has been governed by amendment 2 to the Hotel, Café and Restaurant

industry agreement, which has set the workweek at 39 hours, with time worked from the 36th to the 39th hour paid 10% overtime.

Services, Compagnie des Wagons-Lits, headquarters Workweek: 35 hours for non-managerial employees – 218 days a year for managers.

Overtime

For non-managerial employees: compensation in the form of additional time off, equivalent to 110% of the overtime hours worked

(or at a higher rate if the employee works more than 39 hours a week). For managers: contractual salary.

COMPENSATION December 31, 2008 December 31, 2009

2008 discretionary profi t-shares paid in 2009

Number of benefi ciaries (1)

Average gross amount per benefi ciary (in €)

2008 non-discretionary profi t-shares paid in 2009

Special employee profi t sharing reserve, net (in € millions)

Number of benefi ciaries (1)

Average net amount per benefi ciary (in €)

(1) Among employees who worked at least three months in the year.

Head offi ces: Given the decline in sales and earnings in the Group’s hotel businesses, SMI and Accor SA responded quickly, adjusting their organizations

to the new challenges. An information/consultation procedure was launched with employee representatives and a voluntary separation plan was

negotiated and signed with trade unions.

Involving only employees who freely consent to take part, these plans defi ne a range of support measures.

– SMI: The plan involved 100 employees and did not result in any dismissals.

– Accor SA: The plan involved 130 positions and did not result in any dismissals.

Compagnie des Wagons-Lits : Following the decision by French National Railways (SNCF) to award to Crémonini the nationwide contract

for foodservices onboard its TGV high-speed trains (except the TGV Est line), Compagnie des Wagons-Lits subsidiary Rail Restauration transferred

1,300 employees to Crémonini on March 1, 2009.

HEALTH AND SAFETY CONDITIONS December 31, 2008 December 31, 2009

Number of meetings of Health, Safety and Working Conditions Committees 403 687

Number of employees receiving onsite safety training 2,617 5,714

26,885

802

12

30,477

384

23,008

685

17

30,037

572


2009

ANNUAL REPORT

EMPLOYEE RELATIONS December 31, 2008 December 31, 2009

Collective agreements signed, June 2007 to July 2008 32 30

Total hours used for employee delegate activities 79,024 91,873

Number of meetings with employee representatives 1,274 1,984

EMPLOYEE BENEFITS December 31, 2008 December 31, 2009

Solidarity fund

FULL-SCOPE DATA IN FRANCE

Full-scope data cover:

– Full and part-time employees with permanent or fi xed-term contracts exceeding three months, as well as employees hired under vocational

training programs;

– Total headcount of subsidiaries and units managed by Accor under contract. Full-scope data do not refl ect units in which Accor holds a stake but

is not responsible for managing the teams.

EMPLOYEES December 31, 2008 December 31, 2009

Total number of employees 23,909 22,173

COMPENSATION December 31, 2008 December 31, 2009

Total gross payroll (in € millions) 664 630

Employer payroll taxes (in € millions) 273 258

TRAINING December 31, 2008 December 31, 2009

Training expenditure as a percentage of total payroll (1) 1.4% 2.2%

Average training days per employee (2) 1.2 days 1.5 days

(1) Training budget as a % of total payroll. (2) Total training days divided by total number of employees.

In 1994, a solidarity fund was set up in France to provide administrative or fi nancial assistance to employees faced

with major fi nancial or family-related diffi culties that they cannot overcome alone.

Works Council benefi ts budget (in € millions) 2 2

115


116 ACCOR

HUMAN RESOURCES INDICATORS

THE WOMEN AND THE MEN

OF ACCOR, WORLDWIDE

Accor employed 150,525 people worldwide as of December 31, 2009, compared with 158,162 one year earlier and 172,695

at December 31, 2007. Workforce indicators are based on the average number of employees for the year.

Figures are based on full-scope data, which cover:

• Full and part-time employees with permanent or fi xed-term contracts exceeding three months, as well as employees hired under

vocational training programs;

• Total headcount of subsidiaries and units managed by Accor under contract. Full-scope data do not refl ect units in which Accor

holds a stake but is not responsible for managing the teams.

EMPLOYEES OF MANAGED BUSINESSES

AT DECEMBER 31, 2009

France

Rest

of Europe

North

America

Latin America

and

Caribbean

Rest

of the world

Hotels 18,032 29,635 14,626 9,640 67,784 139,717 144,679 134,852

Upscale and Midscale Hotels 12,490 23,322 3,501 7,502 61,467 108,282 112,594 105,285

Economy Hotels 5,542 6,313 – 2,138 6,317 20,310 19,951 17,002

US Economy Hotels – – 11,125 – – 11,125 12,134 12,565

Prepaid Services 1,096 1,808 44 2,286 870 6,104 5,826 5,355

Other businesses 3,045 1,372 – 287 – 4,704 7,657 32,488

Restaurants 1,208 336 – – – 1,544 1,401 27,192

Onboard train services 1,032 925 – – – 1,957 4,931 4,379

Other 805 111 – 287 – 1,203 1,325 917

TOTAL NUMBER OF EMPLOYEES 22,173 32,815 14,670 12,213 68,654 150,525 158,162 172,695

Total

2009

Total

2008

Total

2007


2009

ANNUAL REPORT

HUMAN RESOURCES INDICATORS BY REGION

AT DECEMBER 31, 2009

Employees

Management

Training

Occupational

accidents

France

Rest

of Europe

North

America

Latin America

and

Caribbean

Rest

of the world

TOTAL NUMBER OF EMPLOYEES 22,173 32,815 14,670 12,213 68,654 150,525 158,162

% of women 55% 56% 69% 50% 39% 49% 49%

% of men 45% 44% 31% 50% 61% 51% 51%

% under permanent contracts 94% 83% 100% 93% 80% 86% 85%

% women 54% 55% 69% 50% 40% 50% 49%

% men 46% 45% 31% 50% 60% 50% 51%

% of management positions (1) 26% 15% 13% 12% 14% 16% 17%

% of women in management positions 46% 47% 61% 44% 35% 43% 45%

% of men in management positions 54% 53% 39% 56% 65% 57% 55%

Training budget as a % of total payroll 2,2% 1,8% 1,3% 5,4% 3,4% 2,4% 2,0%

Number of days of training 33,268 39,358 41,780 31,467 182,101 327,974 336,382

Number of employees having attended

at least one training course

Number of managers having attended

at least one training course

Number of non-managerial employees having attended

at least one training course

Total

2009

Total

2008

11,435 14,515 18,616 10,907 79,579 135,052 160,941

4,411 3,019 2,634 1,434 12,434 23,932 25,608

7,024 11,496 15,982 9,473 67,145 111,120 135,333

Lost-time incident frequency rate (2) – – – – – 17.8 18.1

Number of fatal accidents in the work – – – – 3 3 1

Number of fatal accidents commuting – – – 1 1 2 6

(1) An employee who manages a team and/or has a high level of expertise.

(2) Number of lost-time incidents (as defi ned by local legislation) per million hours worked.

117


118 ACCOR

—— CORPORATE

DIRECTORY

Head Offi ce

2, rue de la Mare-Neuve

91021 Évry Cedex

France

Tel.: + 33 (0)1 61 61 80 80

Fax: + 33 (0)1 61 61 79 00

www.accor.com

Executive Management

Immeuble Odyssey

110, avenue de France

75210 Paris Cedex 13

France

Tel.: + 33 (0)1 45 38 86 00

Fax: + 33 (0)1 45 38 71 34

www.accor.com

Accor North America

4001 International Parkway

Carrollton, Texas 75007

United States

Tel.: + 1 972 360 9000

Fax: + 1 972 360 5821

www.accor.com

www.accor-na.com

www.accorhotels.com

Accor Latin America

Avenida das Nações Unidas,

7815 – Pinheiros

05425 905 São Paulo SP

Brazil

Tel.: + 55 (0)11 3818 6200

www.accor.com

www.accorhotels.com

Accor Asia-Pacifi c

250 North Bridge Road

#31-02/03/04

Raffl es City Tower

Singapore 179101

Singapore

Tel.: + 65 (2) 6408 8888

Fax: + 65 (2) 6820 7082

www.accor.com

www.accorhotels.com

Accor Customer Contact Center

31, rue du Colonel-Pierre-Avia

75904 Paris Cedex 15

France

Tel.: + 33 (0)1 41 33 70 18

www.accorhotels.com

Lenôtre

40, rue Pierre Curie – BP 6

78375 Plaisir Cedex

France

Tel.: + 33 (0)1 30 81 46 46

Fax: + 33 (0)1 30 55 14 88

www.lenotre.fr

CWL

Head Offi ce

54, avenue Herrmann-Debroux

B 1160 Brussels

Belgium

Onboard Train Service Division

126, rue de Charenton

75012 Paris

France

Tel.: + 33 (0)1 44 67 82 89

Fax: + 33 (0)1 44 67 82 71

www.cwl-services.com


The document was written and produced by the Accor Communication and External Relations Department.

Design and layout:

Photo credits: Aubert, Bartelsman, Beaucardet, Bertrand, Biletta, Burlot, Chua Chang Hock, Chung Liu, Daburon, Denêtre, Detalle, Dhellemmes, Donnier-Valentin, Eason, Forestier, Graf,

Gucia, Hanscomb, Kiatamornvong, Kiattipong, Kraus, Lagarde, Lung, Pandey, Pastori, Peix, Pirie, Quintard, Rambert, Rastoin, Röthel, See Eng, Servais, Trindade, Veldmann, Wang, DR.

Copywriting: Antoine Blachez


www.accor.com

www.facebook.com/Accor

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