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New frontiers in Hospitality


Over 4,400 hotels

in 92 countries


No.1 hotel
operator worldwide




working in Accor brand hotels

The worlds leading hotel school

17 Accor Academies

franchised hotel in Europe


6,000 new


130 million

Le Club Accorhotels members every day

meals served per year

conference rooms with total capacity of 1 million people

183 million visits

a year to Accor booking sites

1 booking every 3 seconds

worldwide via the Accor websites

Accors broad portfolio of hotel brands Sofitel, Pullman, MGallery, Novotel, Suite Novotel, Mercure, Adagio, ibis, all seasons/ibis Styles, Etap Hotel/Formule 1/ ibis budget, hotelF1 and Motel6 provide an extensive offer from luxury to budget. With more than 180,000employees(1) in Accor brand hotels worldwide, the Group offers its clients and partners nearly 45years of know-how and expertise.

(1) Including 145,000employees (corresponding to the scope of reporting of this document) in owned, leased and managed hotels.

Message from Denis Hennequin p. 3 / Governance structures p. 6 / Board of Directors p. 8 / Executive Committee p. 10 / 2011, a year of great intensity p. 12 / Performance indicators p. 86



MESSAGE from Denis Hennequin

Dear shareholders, partners, customers and fellow Accor team members,

After an intense first year as Chairman and Chief Executive Officer, I am proud to address you directly to present you with our results and successes and lay out for you the challenging goals we have set with the Executive Committee. In many respects, 2011 was an exceptional year for Accor. A new era of assertive expansion has begun for our Group, which is driven by a commitment to becoming the global benchmark in the hospitality industry. We met, or exceeded, our main objectives for the year in terms of development, operating performance and financial management. With the opening of nearly 39,000 rooms worldwide, of which 89% through franchise agreements and management contracts, 2011 was a year of record development for the Group. Led by faster growth in emerging markets, we surpassed our objective of 35,000rooms, thereby demonstrating the effectiveness of our asset-light development strategy. A major project was launched for our economy brands, in partnership with our franchisees. Its purpose is to modernize and clarify our offer and make ibis the uncontested world leader in the economy segment. This dynamic of change and innovation has also impacted our midscale and upscale brands, which are exploring ways of remaining or once again becoming the most attractive brands in their respective segments. We also continued to rework our distribution system, an indispensable driver of virtuous growth. The goal is to make it more digital and more powerful to ensure direct relations with our customers. We obtained these results and deployed these projects while continuing to transform our business model and implement a very active property management strategy. In 2011, we resolutely refocused on our pioneering spirit and ability to innovate. This new dynamic is expressed in our tag-

line Open New Frontiers in Hospitality which expresses our confidence, outreach, global ambitions, capacity for innovation, and above all a passion for our profession. Without this passion, nothing would be possible. Every day I measure its power in my meetings with team members around the world. This passion is also reflected in our new PLANET21 sustainable development program, which expresses our commitment to reinventing the hotel business sustainably by promoting growth that is more respectful of people and ecosystems. A solid financial performance In 2011, we reaffirmed the clear rebound in our business despite a difficult economic environment, especially in Europe. Our revenue increased by 5.2% to 6,100million, led by sustained growth in all market segments and the combined impact of higher prices and increased demand. This improvement was also apparent in our EBIT, which rose by 32.6% to 530million. The increase reflects our momentum, especially in the economy segment, and the transformation of our business model, which favors asset-light hotel operating structures, mainly franchise agreements and management contracts. Lastly, our EBITDAR margin, a key profitability indicator, rose by 1.2points to 31.5% of revenue. This clear improvement in particular reflects the efficiency of our shift to asset-light operations, our ability to control costs and the growing effectiveness of our central booking system. The sharp rise in online sales shows that the Group and its brands have turned a corner and are responding to emerging habits among customers, who are more connected and constantly interacting. We need to pursue these efforts because the digital revolution is well underway.


MESSAGE from Denis Hennequin

Development: an all-time record

A strategic focus on our brands

Strong, powerful brands at the heart of our strategy With the support of the entire Executive Committee, I wanted to refocus our strategy on the brands. I firmly believe that in todays highly competitive, global environment, our leadership is underpinned by powerful, attractive brands that create preference among our customers and partners. To provide them with an outstanding hotel experience, we need to develop even more innovative concepts that make our hotels alluring. This is true for all segments, from luxury to economy. In 2011, we focused mainly on the economy segment, which contributes the most to our bottom line, by creating the ibis megabrand. This new brand architecture brings together in one family the ibis, ibis Styles (formerly all seasons) and ibis budget (formerly Etap Hotel) banners. The project involves not only positioning each of the three brands but also reworking the offering including public areas and bedding to provide superior customer comfort and make the brands more modern. This is a project of unprecedented scope that is being assertively deployed by our teams around the world. Between May and September2012 scarcely a year after the projects launch the new ibis family identity will be deployed in 70% of the network,with up to 50hotels making the changeover every week. This need to reinvent ourselves in order to maintain our leadership extends across all the brands. One success story in this area is Sofitel, which is now fully repositioned in the luxury segment and has enhanced its network with such prestigious hotels as the Sofitel So Bangkok and the Sofitel Legend Old Cataract in Aswan. In the upscale segment, Accor now has a multi-brand offering with Pullman and MGallery. Pullman, our brand for cosmopolitan travelers, will spearhead

our development in the Asia-Pacific region, while MGallery no longer a label but a true collection of boutique hotels offers an attractive alternative for hotels with a very strong personality like St.Ermins in London, which joined the Collection in 2011. In the midscale segment, Mercure derives its strength from its diversity and strong local presence. As for Novotel, the brand is changing rapidly. In 2011, Novotel made a clean break with traditional hotel offerings by unveiling 3120, the room of the future, in partnership with Microsoft. Our focus on each brands essentials should enable them to become more flexible and adapt to each of our local markets. That is because while Accor was born in France, it is made and re-made in Europe, Asia-Pacific and Latin America. In this respect, the creation of the Mei Jue brand a variant of Grand Mercure for the upscale segment in China reflects our ability to rethink the offering to meet the specific expectations of local customers. A year shaped by our operating performance With more powerful brands and the expertise acquired through more than 40years of experience as a hotel operator, we will be a key player in all our market segments worldwide. In 2011, we strengthened our performance in terms of operating excellence and hotel distribution. Our loyalty program, renamed Le Club Accorhotels, now has 8.3million members around the world, including more than 2million in Asia. We understand our members expectations and reward them every time they stay in one of our hotels. Moreover, our central booking systems account for 60% of our sales, a figure that is constantly on the rise. I think this is a critical development as it enables us to maintain a direct relationship with our customers. In this way, we can more effectively target our offers and create differentiation and preference for our brands. Our ability to grow and develop is closely linked to our ability to guarantee occupancy rates and generate income for our franchised and managed partners.


An ambitious goal: become the global benchmark in the hospitality industry

Development: a record year With the opening of 38,700rooms, we not only rose to the challenge, but surpassed our objectives and set an all-time record. This achievement illustrates the appeal of our brands and our outstanding expertise in every phase of hotel operations. These advantages are vitally important since they enable us to build long-term partnerships that are crucial if we are to meet our development target of 40,000new rooms a year between now and 2015. These operations will be carried out mainly in emerging countries, especially in the Asia-Pacific region, which accounted for 33% of our room openings in 2011. During the year, Accor also renewed its targeted acquisition strategy. This was the case in the United Kingdom, with the franchising-in of 24hotels that have been converted to the Mercure brand, and in the Pacific with the acquisition of Mirvacs hotel operations, which in 2012 will provide us with an additional 48hotels totaling 6,100rooms in Australia and New Zealand. At the same time, we pursued our asset-disposal strategy, in particular with the sale of the Sofitel Arc de Triomphe and the Pullman Paris Bercy. In all, 129hotels were sold, impacting our adjusted net debt by 533million. Representing half of our hotel divestment program for the 2010-2012 period, the transactions have enhanced the Groups sound financial position and heightened investor interest in our hotel assets. Commitments to employees and to the world around us As the worlds leading hotel operator, Accor has acquired unique experience in human resources management. Thanks to our network of 17Academies around the world and a training portfolio with 150modules, we are today the worlds leading hotel school.This standing provides us with a key advantage for attracting and retaining talented people to support our international development. Today, I would like to go even further in that direction. One of our top priorities is to increase the number of job tracks within the organization in order to further enhance our employees capabilities. The main focus of our human resource policy is to develop their skills for life so that they can continue to grow and develop within their brand and within the Group. Respecting the diversity of each person is another long-term commitment that is inherent in Accors genetic code. Our corporate foundation, which I have the honor of chairing, is also committed to pursuing this path by targeting people who are outside mainstream society. Since its creation three years ago, 5,000employees have initiated and supported 100projects through the Accor Foundation in 33countries. In this way, they are enabling us to deploy a policy of caring hospitality that extends across national borders. Reinventing hotels sustainably Accor has always been a pioneer in integrating social and environmental issues into day-to-day operations, and I want to further extend our advantage in this area. We are doing so not just for ethical reasons but also because we firmly believe that sustainable development represents an economic imperative for the future. At a time when customers are increasingly sensitive and committed to these issues, our brands can and must stand apart. With its 21tangible commitments and quantifiable objectives for 2015, our new PLANET21 program positions us to become the benchmark and the industry leader in this allimportant area. Sustainable hospitality is the focus of our strategic vision, our development and our innovation processes. As you can see, 2011 was a record-breaking year. It was also a watershed year shaped by the launch of major projects, in particular the revitalization of our economy segment with the ibis mega-brand. Thanks to our financial position and new growth dynamic, I can look to the future with enthusiasm and ambition. Despite an uncertain macroeconomic environment, I continue to be confident for 2012. We can count on a stable hotel offering as well as demand-boosting events in Europe, such as the Olympic Games in London and trade shows in Germany. Business remains very buoyant in Asia and Latin America, where we are pursuing our development at a faster pace. In all respects, 2012 is a year that will be shaped by the opening of new frontiers in hospitality. Thank you for your ongoing confidence.

Open New Frontiers in Hospitality


The Company is governed by a Board of Directors, which determines the Companys 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 Companys Bylaws, the Chairman and Chief Executive Officer chairs Board meetings, organizes and leads the work of the Board and its meetings, ensures that the Companys 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 powers of the Chairman and Chief Executive Officer and President and Chief Operating Officer is subject to the prior approval of the Board of Directors are detailed in the report of the Chairman of the Board of Directors prepared pursuant to articleL. 225-37 of the French Commercial Code.

The Bylaws stipulate that each Board member is required to hold at least 500Accor 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 AFEP/MEDEF Corporate Governance Code for listed companies except with regard to the matters described on page76 of the 2011 Registration Document. The Board of Directors assesses the independence of its members. For the purpose of this assessment, the Board applies 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 five years an employee or an executive


director of the corporation, or an employee or director of its parent or a company that it consolidates; is an executive director in a company in which the corporation directly or indirectly holds a directorship, or in which an employee appointed as such or an executive director of the corporation (current or in the past five years) holds a directorship; is a customer, supplier, investment banker or commercial banker: that is material for the corporation or its group or, for which the corporation or its group represents a material proportion of the entitys activity; has close family ties to a corporate officer; has been an auditor of the corporation in the last five years; has been a director of the corporation for more than twelve years. 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 take part in the control of the corporation. If the shareholder owns 10% or more of the Companys capital or voting rights, the Board of Directors should systematically review whether that shareholders representative may be qualified as independent, based on a report issued by the Compensation, Appointments and Corporate Governance Committee and taking into account the Companys capital structure and any potential conflicts of interest.

Based on the above criteria, the Board of Directors deems the following directors to be independent: Mercedes Erra, Sophie Gasperment, Jean-Paul Bailly, Philippe Citerne, Bertrand Meheut and Franck Riboud. In accordance with the Company and Directors Bylaws, Paul Dubrule and Grard Plisson, Founding Co-Chairmen, attend Board Meetings in a consultative capacity, and may be invited to attend meetings of the Board Committees. Since February2009, the Board of Directors has been assisted in preparing its decisions by the following three Board Committees: the Audit and Risks Committee, comprising three members, including two independent members: Philippe Citerne (Committee Chairman), Virginie Morgon and Jean-Paul Bailly; the Commitments Committee, comprising five members, including three independent members: Sbastien Bazin (Committee Chairman), Sophie Gasperment, Mercedes Erra, Philippe Citerne and Patrick Sayer; the Compensation, Appointments and Corporate Governance Committee, comprising five members, including three independent members: Bertrand Meheut (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 Companys Bylaws and in the Directors Bylaws(1). In addition, members of the Board adhere to the Directors Code of Conduct(1), which
(1) See 2011 Registration Document.

defines the scope of the directors duty of diligence, discretion and confidentiality, and sets out the rules applicable to trading in the Companys 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 2011 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. In April and May2011, the Board of Directors formally assessed its own performance. The results of this process, which involved one-on-one meetings with each director, were presented to the Board of Directors, which discussed the matter at one of its meetings.


Under the Bylaws, as Founding Co-Chairmen of Accor, Paul Dubrule and Grard Plisson attend Board meetings in an advisory capacity.

Denis Hennequin
Chairman and Chief Executive Officer
Denis Hennequin joined Accor as a director on May13, 2009. He became Chief Executive Officer on December1, 2010 and was appointed Chairman and Chief Executive Officer on January 15, 2011. His term of office expires at the close of the Annual Meeting to be called to approve the accounts for the year ending December31, 2013.

Philippe Citerne(1)
Director and Vice-Chairman
Philippe Citerne has been a director of Accor since January9, 2006 and a director and Vice-Chairman of the Board since May13, 2009. His term of office expires at the close of the Annual Meeting to be called to approve the accounts for the year ending December31, 2011. He was previously permanent representative of Socit Gnrale on the Supervisory Board, as from December22, 2003. Mr. Citerne was Chief Operating Officer of Socit Gnrale from 1997 until April2009 and is now non-executive Chairman of Telecom & Management SudParis. He is also a director of Sopra Group, Edenred and Rexecode, a private economic research center.


Jean-Paul Bailly(1)
Jean-Paul Bailly has been a director of Accor since May13, 2009. His term of office expires at the close of the Annual Meeting to be called to approve the accounts for the year ending December31, 2011. Chairman and Chief Executive Officer of the French Post Office (La Poste Group) since 2002, Mr. Bailly has also been Chairman of the Supervisory Board of La Banque Postale since 2006. Mr. Bailly also represents the French State on the Board of GDF Suez, and is a director of CNP Assurances and Sopassure.

Mercedes Erra(1)
Mercedes Erra has been a director of Accor since February22, 2011. Her term of office expires at the close of the Annual Meeting to be called to approve the accounts for the year ending December31, 2011. Ms. Erra is Executive Co-Chairman of Euro RSCG Worldwide and Chief Executive Officer of Havas.

Sophie Gasperment(1)
Sophie Gasperment has been a director of Accor since June29, 2010 and her term of office expires at the close of the Annual Meeting to be called to approve the accounts for the year ending December31, 2012 Ms. Gasperment is Chief Executive Officer of The Body Shop International and was appointed as French Foreign Trade Advisor in 2005.

Franck Riboud(1)
Franck Riboud has been a director of Accor since January9, 2006 and his term of office expires at the close of the Annual Meeting to be called to approve the accounts for the year ending December31, 2013. He was previously a member of the Supervisory Board, as from July3, 2001. Mr. Riboud is Chairman and Chief Executive Officer of Danone. He is also Chairman of the Board of Trustees of Danone Communities and director of Lacoste.

Thomas J. Barrack
Thomas J. Barrack has been a director of Accor since January9, 2006 and his term of office expires at the close of the Annual Meeting to be called to approve the accounts for the year ending December31, 2012. He was previously a member of Accors Supervisory Board, from May3, 2005. Mr. Barrack is Founder, Chairman and Chief Executive Officer of Colony Capital, LLC.

Bertrand Meheut(1)
Bertrand Meheut has been a director of Accor since May13, 2009. His term of office expires at the close of the Annual Meeting to be called to approve the accounts for the year ending December31, 2011. Mr. Meheut is Chairman of the Groupe Canal+ Management Board. He is also a member of Vivendi Management Board and a director of Aquarelle.

Sbastien Bazin
Sbastien Bazin has been a director of Accor since January9, 2006 and his term of office expires at the close of the Annual Meeting to be called to approve the accounts for the year ending December31, 2013. He was previously a member of Accors Supervisory Board, from May3, 2005. Mr. Bazin is Principal, Managing Director Europe and Chief Executive Officer of Colony Capital SAS. He is also Chairman and Chief Executive Officer of Socit dExploitation Sports & vnements and Holding Sports & vnements.

Patrick Sayer
Patrick Sayer has been a director of Accor since August27 2008. His term of office , expires at the close of the Annual Meeting to be called to approve the accounts for the year ending December31, 2012. Mr. Sayer is Chairman of the Executive Board of Eurazeo. He is also Chairman of the Board of Directors of Europcar Group and a director of Holdelis, Gruppo Banca Leonardo and Colyzeo Investment Advisors.

Virginie Morgon
Virginie Morgon has been a director of Accor since May13, 2009. Her term of office expires at the close of the Annual Meeting to be called to approve the accounts for the year ending December31, 2013. Ms. Morgon is a member of the Executive Board of Eurazeo.

(1) Independent directors.


EXECUTIVE COMMITTEE at December31, 2011

Pascal Quint
Corporate Secretary
Legal affairs, Insurance, Risk management, Audit department, Secretary of the Board of Directors

Antoine Recher
Global Chief Human Resources Officer
Group organization, Transformation, Sustainable development

Dominique Esnault
Global Chief Operations Support
Development, Franchising, Procurement, Technical services and Design management

Marc Vieilledent
Global Executive Vice-President Asset management
Asset management and strategy, Mergers and acquisitions


Grgoire Champetier
Global Chief Marketing Officer
Brand strategy, Design strategy, Marketing, Distribution

Sophie Stabile
Global Chief Financial Officer
Finances, Group information systems

Yann Caillre
President and Chief Operating Officer

Denis Hennequin
Chairman and CEO



A road map with five components


Powerful brands that are reinventing themselves/ p. 14

In response to rapidly changing consumer habits, the brands are also evolving at a faster pace to create emotional ties with customers and to provide them with stylish, contemporary interiors. The most telling demonstration of this change is the major project to revitalize the Groups economy hotels.

Hotel distribution and engineering: Accor makes all the difference/ p. 42

Every day, Accor must meet the challenges of strengthening special relationships with customers, guaranteeing occupancy rates, and effectively managing hotels to increase market share and revenue.

Development: a record year/ p. 52

This dynamic expansion confirms the Groups commitment to consolidating its leadership in Europe, currently its largest market, and to holding forefront positions in Asia-Pacific and Latin America.

PLANET 21: reinvent hotels sustainably/ p. 62

With PLANET21, Accor has made21 commitments in favor of sustainable development. Health, nature, carbon, innovation, local development, employment and dialogue: 21commitments for the well-being of our world.

Our employees make us excellent/ p. 74

Because the hotel industry is a service business, employees are the leading drivers of our success. In 92countries, they display the same enthusiasm, a real sense of hospitality and a high degree of professionalism.


Sofitel Marseille Vieux Port France


Powerful brands that are reinventing themselves

With a brand portfolio covering all segments from economy to luxury, Accor can provide hotel offerings that meet all budgets, all desires and the needs of everyone around the world. In response to rapidly changing consumer habits, the brands are also evolving at a faster pace to create emotional ties with customers and to provide them with stylish, contemporary interiors. The most telling demonstration of this change is the major project to revitalize the Groups economy hotels. Every day, each brand is innovating to forge a special relationship with its customers and integrate their new habits.


What are todays guests looking for?

They want responsive brands that listen to their needs and are open to interaction. They are looking for brands capable of understanding the diversity and complexity of their identities. They want an experience: something beautiful, sensual and emotional. They are increasingly concerned with their health and well-being. They are more experienced, highly sophisticated and better informed in their consumer choices. Always connected, they use the Internet and social media to compare, buy, exchange opinions and share their experiences. They are also more committed and sensitive to environmental and social issues.



The faster pace and greater scope of change in guests consumer habits and communication patterns are reshaping the environment in which large services companies operate. Thats why Accor and its brands have stepped up their own transformation process.

When customers set the tempo

The digital revolution has transformed guests habits and behavior. Above all, it has changed their relations with the brands. Always connected, customers today are better informed of hotel offerings and want more interaction with the brands. On the lookout for responsive brands that understand them, they want much more than just satisfaction of their functional needs. Sensitive to aesthetic questions and in search of an emotional experience, they are also concerned with their health and well-being and attentive to the social and environmental commitments of the brands they use. From luxury to economy, guests always want the best. Todays customers, whether well-off or not, may stay in any category of hotel, from economy to upscale. As a result,

economy brands must find increasingly imaginative ways to satisfy them. That is the key to creating differentiation and customer preference. Being the leader is no longer enough. Today, a company must also be perceived as having the best, most innovative products and services.

(New Frontiers) and pursuing its business with passion by reinventing its relations with customers and employees alike (Hospitality). Since the Accor brand addresses a wide range of people and involves many stakeholders, it now plays a larger role as: a corporate brand that expresses the companys message in such areas as human resources, sustainable development and financial performance; a sales and marketing brand for the Groups cross-cutting offers that denotes a shared identity for the Accorhotels.com booking portal and A|Club loyalty program, renamed Le Club Accorhotels; an endorsement brand for the individual hotel brands that strengthens their credibility, the trust they inspire and the ties that link them with Accor.

The Accor solution

To respond to these deep-seated changes in consumer habits and patterns, the Accor brand increased its visibility in 2011, with the goal of making Accor the benchmark hotel group worldwide. This objective is expressed in the Groups new corporate tagline Open New Frontiers in Hospitality which embodies Accors ambition of developing through outreach and cultural diversity (Open), committing to continuous innovation, accelerating its expansion



In 2011, Accor launched a major project to revitalize the economy hotel segment with the creation of the ibis mega-brand, an event that represents a turning point for the Group.

of scale in, for example, room renovation projects. In this respect, franchisee partners have been involved in creating the ibis mega-brand since the start and have regularly been consulted in every phase of the project.

which is synonymous with comfort and well-being while each brand conserves its traditional color: red for ibis, green for ibis Styles and blue for ibis budget. This new identity will be deployed in 70% of the 1,600hotels in autumn 2012, just one year after the launch of the ibis mega-brand project.

A new brand architecture

Widely recognized with an extensive network and a powerful image, ibis is the cornerstone of this new brand architecture, which is based on three complementary products whose At Accor, 2011 will be remembered as the launch year of the ibis mega-brand, which in addition to ibis now includes ibis Styles (formerly all seasons) and ibis budget (formerly Etap Hotel). All three share the same values of simplicity, modernity and well-being. With this far-reaching project, the Group is looking to attain three objectives: capitalize on the market segment that makes the greatest contribution to the Groups results by leveraging ibis, an international brand that is the leader in 12 countries; revitalize the economy brands in terms of comfort and contemporary styling, as with the brands ambitious project to install new bedding; conform more closely to customer expectations. This represents a major challenge in that it involves increasing occupancy rates and revenue per room, accelerating the brands development by addressing local specificities and the needs of investor partners, and generating economies very explicit names make them easy to understand: ibis, which remains the economy brand and offers the most highly developed service spirit and level of comfort in the segment. It has a friendly, attentive, resourceful personality that will continue to be enhanced; ibis Styles, (formerly all seasons), a fun, energetic brand. Upbeat and stylish, its non-standardized hotels put the emphasis on enjoyment, modernity and design yet remain affordable; ibis budget, (formerly Etap Hotel). Convenient and casual, the brand offers basic comfort at the right price and simplicity for customers looking for independence and an easily accessible hotel experience.

A reworked product offering

The creation of the ibis family has led to considerable discussions about the economy hotel experience. Thats because even though customers move from one segment to another from luxury to economy they expect the best service everywhere. To guarantee superior comfort for all its guests, Accor will: provide guests with a bed that gives them the most outstanding sleep experience to be found in the economy segment. The Group has launched a major program to improve the beds in the three ibis brands, beginning in 2012; renovate common areas in most ibis budget and ibis hotels, making them more spacious, lively and contemporary. The renovation will lead to in-depth discussions about how guests will be welcomed in the hotel of the future, with a shift from reception areas to social areas. The ibis mega-brand project is also accelerating its renovation project. The goal is to deploy the Coquelicot room in 78% of owned and leased ibis hotels and the Cocoon concept in 95% of owned and leased ibis budget hotels by year-end 2012.

A new visual identity

To support the name change and the new segmentation, the three brands are introducing new logos. Their visual identity is based on a powerful, common symbol to express this family spirit a pillow,



All the brands are reaffirming their personalities in order to stand apart from the competition and create guest affinity and preference based on more than price alone.

Brands on the move

Guests constantly changing behavior has a direct impact on hotel offering, requiring the brands to question their assumptions and reinvent themselves. This flexibility is crucial for their development and ability to take into account specific guest expectations depending on hotel location. Although customers travel from one continent to another, domestic markets have their own particular features. The brands need to integrate local cultural differences with regard to styles, dining and the use of space. To address this issue, Accor has made a number of adjustments with: Mei Jue, a version of Grand Mercure purpose-designed to meet the expectations of Chinese customers in the upscale segment. Guests are greeted by staff wearing traditional attire, family events are organized, and special dishes are offered in the brands restaurants; Novotel, whose standard 24.5-sq.m. room can now be made smaller in downtown locations where space is scarce or larger in Asia to satisfy local demand.

Three examples are Novotel with Next Up, Motel6 with Phoenix and Sofitel with Be Magnifique. These projects create a framework that aligns all a brands actions and relations with employees and job applicants, with customers in terms of services, distribution, communication and design, and with all stakeholders in the area of environmental commitments. In this way, each brand expresses its own image universe intended to create desire and affinity. This is the case, for example, at: Mercure, with its deep local roots and hotels that are all different yet comply with the same quality standards; Novotel, with its high-tech DNA for families and business travelers; MGallery, with its boutique hotel positioning and Collection of hotels that invite guests to experience memorable moments; Pullman, which is expanding in the leisure segment, as evidenced by the March2012 opening of the Pullman Marrakech Palmeraie in Morocco, the brands ninth resort hotel; Sofitel, which symbolizes French-style elegance while maintaining a link with and a respect for local culture.
Mei Jue Jinan Sunshine China

Mercure Danang Vietnam

ibis Styles Fontenay France

Brands with powerful identities

While the brands are becoming more flexible and responsive, they are also asserting their differentiating characteristics through projects that reaffirm their identities and create preference in their respective markets.
Novotel vry Courcouronnes France



Combining ingenuity and expertise to provide their guests with unique, widely recognized offers that extend the hotel experience to include more than just lodging.
Novotel Thalassa Dinard France

Restaurants that enhance the hotel experience

With 130million meals served in its hotels every year, Accor is a key player in the restaurant industry. The Accor brands have developed varied, balanced food service offerings that are adapted to market segments and specific local features. Examples include: Sofitel, which organizes Gastronomic Weeks, offering guests a true experience that enables them to discover and enjoy traditional French cuisines. In early 2012, head chef Sbastien Crison at Htel Scribe in Paris was awarded his first star by the world-famous Michelin guide;

The Scribe is the second Sofitel restaurant to receive a star, after Les Trois Dmes at the Sofitel Lyon Bellecour, also in France; ibis which has created around 20hotelrestaurant concepts. With L Estaminet, Wok and Co, and Oopen Pasta & Grill, for example, guests can choose between innovative or traditional cuisine in either a calm or lively atmosphere.

An outstanding seawater therapy offering

Today, more and more customers are concerned about their well-being and willing to pay more to satisfy their needs. With Thalassa sea & spa, Accor has an extensive offering of hotels in 16seaside destinations in France, Italy, Morocco and Bahrain. A leader in seawater therapy and spa services, Accor has wellness solutions for every budget in exceptionally beautiful locations in its Sofitel, MGallery, Pullman, Novotel, Mercure, and ibis hotels. Leveraging its expert skills, the brand offers short-stay to one-week packages that combine spa services, sports and balanced meals. For corporate customers, Thalassa sea & spa has innovative with lasting benefit seminars featuring work and relaxation sessions, fun-filled activities and personalized seawater treatment programs. In 2011, Thalassa sea & spa reopened its flagship establishment: the Sofitel Quiberon in Brittany (France). More than ever a benchmark in the segment, the hotel offers outstanding hospitality services with the best in seawater therapy and spa treatment for an incomparable experience and long-lasting benefits. In March2012, Thalassa sea & spa pursued its international development with the opening of a new wellness center at the Sofitel Agadir Thalassa sea & spa.

Meetings that mix business and pleasure

A total of 1,900Group hotels can host up to one million people a day in 11,600conference rooms. In 2011, Accor introduced its first Meetings & Events e-brochure with an interactive conference room search engine. The brands guarantee excellent working conditions combined with dedicated lodging and food service offerings, depending on their market segment, such as: Pullman whose Co-Meeting offering includes upscale services, innovative technologies and customized conferences for companies and event organizers. The service also includes a dedicated Event Manager, supported by an IT Solutions Manager to handle technical aspects. In 2011, Pullman introduced Meeting Matrix, an online tool for setting up business meetings; Novotel, with its original Small Meeting concept in France, which offers fully modular, flexible spaces for all meeting configurations, ergonomic installations to ensure comfort and a full-range of easily accessible technological solutions.


The Brand Portfolio

Covering every segment from luxury to economy around the world, Accors hotel brands meet the needs of business and leisure travelers looking for comfortable accommodations, attentive staff and a full range of services.






At December31, 2011
(* based on number of rooms)

FRANCE 26% of the hotel portfolio* 136,387 rooms 1,489 hotels REST OF EUROPE 25% of the hotel portfolio* 135,414 rooms 1,001 hotels

NORTH AMERICA 21% of the hotel portfolio* 111,718 rooms 1,111 hotels LATIN AMERICA AND CARIBBEAN 6% of the hotel portfolio* 30,182 rooms 194 hotels

AFRICA AND MIDDLE EAST 5% of the hotel portfolio* 25,992 rooms 154 hotels ASIA-PACIFIC 17% of the hotel portfolio* 92,021 rooms 477 hotels



Sofitel Paris Le Faubourg France

Sofitel So Mauritius Bel Ombre Mauritius Mumbai, Inde

2011 EVENTS Sofitel opened 9hotels including two flagship establishments: the Sofitel So Mauritius, in cooperation with Kenzo Takada, and the Sofitel Vienna Stephansdom, in Austria, with leading French architect Jean Nouvel. In addition, the outstanding Sofitel Legend Old Cataract in Egypt reopened following a thorough overhaul by interior decorator Sybille de Margerie, a specialist in luxury hotel renovation. In early 2012, Sofitel inaugurated its first hotel in India, in Mumbai, an opening that symbolizes the start of a promising adventure for the brand in that country. By 2015, Sofitel will have a network of 150 hotels. Repositioned in the luxury segment after several years and 400million invested in renovating the network, Sofitel is now unanimously acclaimed by other market players and guests. In 2011 alone, the brand received 190international awards. In addition, 90% of guests said they were satisfied with their stay, with 66% expressing total satisfaction.

Sofitel Mumbai BKC India

Sofitel Legend Old Cataract Aswan Egypt


Sotel, French elegance adapted around the world

The Sotel and its Ambassadors link the world with French elegance across a collection of unique addresses offering their guests and partners a cousu main service enriched with emotion, performance and a passion for excellence. The brands three values: Spirit of openness, passion for excellence and essence of pleasure.


37 countries 120 hotels 30,837 rooms 59% business customers 41% leisure customers
Sofitel Essaouira Mogador Golf and Spa Morocco

CLOSE-UP ON Sofitel Legend and So Sofitel l

Sofitel Legend is a collection of timeless hotels, often historic landmarks over one hundred years old. Legendary establishments marked by history, they are themselves full-fledged destinations in their city or country. The first hotel to join the collection was the Sofitel Legend Metropole Hanoi in July2009, followed by the Grand Hotel in Amsterdam. In 2011, the Old Cataract in Aswan, Egypt reopened its doors after a gigantic two-year renovation project. A preferred destination of Agatha Christie and Winston Churchill, this legendary hotel enjoys a superb view of the Nile. Sofitel So is a collection of stylish boutique hotels, each with its own unique personality. They offer urban, chic dcor that is naturally different from the style found in Sofitel Luxury Hotels. Designed by a renowned architect, each Sofitel So has its own personality. For the first two hotels in the collection, the distinctive French touch was provided by designers Kenzo Takada for the Sofitel So Mauritius and Monsieur Christian Lacroix for the Sofitel So Bangkok. Two more openings are scheduled between now and 2015, in Singapore and Mumbai.



Pullman So Paulo Ibirapuera Brazil

In 2011, Pullman introduced its innovative Vinoteca service, which offers wine by the glass from a broad, international selection of vintages. Vinoteca features new wines alongside traditional classics so that guests can discover the worlds new wine-producing regions. In France, the wine list was created by Olivier Poussier, who was designated the worlds best sommelier in 2000. In 2011, Pullman hotels also received a number of prestigious awards around the world. In Italy, the Pullman Timi Ama was named the Worlds Leading Island Resort for the second year in a row. In China, the Pullman Sanya Yalong Bay Resort & Spa was not only on the list of the Top 10 Best Vacation Hotels but was also chosen as the countrys best resort hotel by National Geographic Traveler magazine. The Pullman Dubai Mall of the Emirates was named the Middle East hotel of the year.

Pullman Barcelona Skipper Spain

Pullman, New attitude hotels by Accor

Pullman provides cosmopolitan travelers with upscale hotels and resorts that are designed for work and relaxation and located in leading regional and international urban destinations. Pullman hotels deliver a wide range of exclusive services, innovative technologies and a new customized approach to organizing meetings and seminars with the Co-Meeting offer.
Pullman Dubai Mall of Emirates United Arab Emirates



The brand has ambitious development objectives. It is the French leader in its market segment, following the takeover of the Pullman Montparnasse (formerly Mridien), one of the largest hotels in Europe with nearly 1,000rooms. The brand is pursuing its expansion with the opening of more than 15new hotels worldwide in 2012. Pullman has embarked on an era of assertive growth in 2011 and 2012, with hotel openings in such new countries as India, Brazil, the Netherlands, New Zealand and Indonesia. The objective for 2015 is to have a network of 150hotels and resorts worldwide.
Pullman Jakarta Central Park Indonesia

Pullman at Sydney Olympic Park Australia

20 countries 50 hotels and 10 resorts 17,685 rooms 70% business customers 30% leisure customers 30,000 events a year 60% international guests


2011 EVENTS The year was intense for MGallery, shaped by memorable development of the network, which expanded by 45% with the opening of 15hotels. The brand opened the Collections first hotel in the United Kingdom the St.Ermins in London as well as the Opra in Hanoi, Vietnam. These two high-profile inaugurations were attended by Kristin Scott Thomas, MGallerys ambassador. Also in Vietnam in Hue the Rsidence Htel and Spa was designated as one of Asias 20best resorts in the Cond Nast Traveler Readers Choice awards. To more fully express the Collections upscale positioning, MGallery embraced a new visual identity and reworked its website in 2011.

MGallery, a Collection of unique hotels where every stay is filled with emotion and discovery.

Le Grand Htel Cabourg France

MGallery, Memorable hotels by Accor

MGallery is a Collection of high-end hotels all around the world. Each hotel of the Collection stages with talent a unique personality and story, experienced by guests through its architecture, interior design and services. Each hotel is inspired by one of the three typical atmospheres of the Collection. Some hotels present Heritage origins, places lled with history; others reect an aesthetic universe, a style, the Signature of a personality that contributed to their creation or decoration; still others promise a relaxing time, Serenity, in a natural or urban retreat. All hotels of the Collection invite guests to experience memorable moments.
Kristin Scott Thomas


20 countries 48 hotels 5,553 rooms 15 openings 50% business customers 50% leisure customers

Mei Jue
An upscale hotel brand created specially for Chinese travelers
Accor has adapted its Grand Mercure brand to the special needs of Chinese customers. The new brand features the Discover a New Authentic concept that aligns each hotel with its setting and is reected in reception services, relations with local art and walkways that enable guests to discover the hotels environment. The Grand Mercure Shanghai Zhongya the rst Mei Jue hotel was inaugurated in late February2012. Customers are greeted by employees wearing a qipao, a traditional elegant dress, and can relax mind and body in daily tai-chi classes. They can also enjoy a bowl of congee a rice-based porridge anytime around the clock. Accor plans to open 65Mei Jue hotels by 2015.

The 2012 Guide to the Collection. Featuring a new design and available in French, English and Italian, the 2012 Guide includes all the hotels in the MGallery Collection. Offered to all customers, it reflects the personality and reveals the secret history behind each hotel. The guide is designed like a jewel box and serves as an invitation to discovery and a change of scene. Embellished with Kristin Scott Thomass travel diary, it takes readers to the land of the unexpected, where each venue and each stay offers an incomparable travel experience.

Hostal Nicolas de Ovando Santo Domingo Dominican Republic

China 9 hotels 2,903 rooms

Figures included in Mercure at December 31, 2011


58 countries 394 hotels 74,117 rooms 61% business customers

2011 EVENTS It was a year of innovation for Novotel, as evidenced by the brands room of the future (see page29). During the year, public areas in more than 50hotels were fitted with Novotel Kinect Exprience terminals, a YouTube Novotel channel was created, and a Shopping Cart was added to the novotel.com website to enable customers to book more services online. An expert in services for families with its Family&Novotel offering, the brand launched the Kids Square Menu in Belgium and Luxembourg. The items on the menu were selected by a sample group of around 40children age 6 to 12 and approved by nutritionists. During the summer, Novotel also signed a major partnership agreement with Disney timed to coincide with the release of the movie Cars 2. The agreement included special activities in the hotels for young guests.

39% leisure customers

Novotel Bucharest City Centre Romania

midscale hotels are located in the worlds major city centers, business districts and tourist destinations. Novotels consistently high standard of service contributes to the wellbeing of both business and leisure travelers.


Novotel Marseille Vieux Port France

Novotel London Tower Bridge United Kingdom


3120: the room of the future. For four months 120 nights a unique room that represented a complete break with traditional hotel offerings was available to guests at the Novotel Paris Vaugirard. Designed in partnership with Microsoft, the room combined contemporary design and digital technologies to create a totally new guest experience with a decompression chamber leading into two separate areas one for grown-ups and the other for children featuring giant screens equipped with the Xbox 360 Kinect game console. Guests were also able to test two interactive mirrors, a touchscreencontrolled surface multimedia table and many other surprises. With this hyper-connected room and reworked space, Novotel has demonstrated its ability to innovate, with the goal of offering guests a unique hotel experience.
The new Gen 2 suite concept

Suite Novotel,
offers a range of midscale hotels located principally in city centers. It is an off-beat, avant-garde approach that invites medium-stay guests to enjoy a different way of experiencing hotel living. The 30sq.m. suites are exible spaces with innovative services to meet guests needs around the clock. Special offers include free massages on Thursday evenings, the free use of a Smart car, the Boutique Gourmande snack offering and the Suite Box package of online services.

Suite Novotel Paris Issy-les-Moulineaux France


2011 EVENTS The Suite Novotel network welcomed two new addresses: the Paris-Issy-les-Moulineaux and the Malaga in Spain both of which feature the brands new Gen2 suite concept. The year also saw a reworking of the price policy with the introduction of new medium-stay rates more in line with customer practices. Suite Novotel also continued to integrate Novotel features, such as the Webcorner on a Mac and the In Balance by Novotel fitness offering, as well as the City Breaks and Early Breaks special deals to strengthen the brands visibility and international recognition.

29 hotels 3,620 suites 8 countries 63% business customers 37% leisure customers



Mercure Paris Ivry Quai de Seine France

The Mercure brand was developed extensively in 2011, with 77hotels opened during the year. In the United Kingdom, the brand made enormous strides, doubling the size of its network with 39openings. In addition, Mercure launched operations in two new countries: Chile and the Czech Republic. The year was also shaped by the brands new international advertising campaign Let Good Things Happen that was deployed in 20countries in Europe as well as in Australia, Brazil, Asia and Africa. The campaign was intended to strengthen awareness of Mercure worldwide while asserting its global leadership in the midscale hotel segment and showcasing the diversity of the network. As part of the upgrade program, Mercure tested Ddicaces, its new customizable, innovative and efficient room renovation concept, in Paris, Lyon and Marseille. To support the broad deployment of the concept in 2012, hotels will be provided with a unique application. Called the e-design configurator, it allows them to create their own combination of equipment and decorative features in 3D so that rooms can be differentiated and aligned with the hotels style.
Mercure Danang Vietnam Mercure Paris Centre Tour Eiffel France Mercure Stuttgart Sindelfingen An der Messe Germany

Mercure, a genuine experience guaranteed by a strong brand Mercure is the only midscale hotel brand that combines the strength of an international network with guaranteed quality standards, and the genuine experience of hotels, all different, rooted in their local community and managed by enthusiastic hoteliers. Located in city centers, by the sea or in the mountains, the Mercure network welcomes business and leisure travelers across the world.



49 countries 725 hotels 89,260 rooms 77 openings 66% business customers 34% leisure customers

The Mercure.com website Now offered in nine languages, with the addition of Spanish, Portuguese/Brazilian and Polish, the Mercure.com website is available in 27geolocated versions. In this way, messages can be adapted depending on visitors login address so that they provide the most appropriate solution to the users needs. Content has been enhanced with new hotel fact sheets that function as mini-sites. Visitors also have access to pages organized by theme, such as business trips, meetings and seminars, weekends and vacation stay. Another new feature is a travel idea engine to refine hotel searches with 12families of offers, including seaside locations and wellness offerings. In 2011, Mercure. com received 15.5million visits and sales volumes rose by 14%.
Mercure Marine Hotel Cherbourg Plaisance France


Adagio Access Nantes Viarme France

The city at your own pace

Adagio City Aparthotel, the European leader in urban tourism residences, offers an innovative accommodation concept with two product ranges: Adagio, the mid to upscale range of apartments located in the center of Europes major cities and Adagio Access, the economy range of apartments located in town centers throughout France and close to Europes main cities. Targeting both business and leisure customers, Adagio City Aparthotel offers studio to three-room apartments for stays ranging from a few days to several weeks, with optional services that enable guests to live at their own pace.

Adagio City Aparthotel

Adagio Access Caen Centre France

adagio-city.com 7 countries 88 aparthotels 9,710 apartments 7 openings 60% business customers 40% leisure customers 80% of stays are for more than four nights
Adagio is a joint venture between Accor and the Pierre & Vacances-Center Parcs Group.

2011 EVENTS For Adagio, 2011 will be remembered as a watershed year. With the acquisition of Cita and its network of 49aparthotels, Adagio City Aparthotel became the European leader in the very fast-growing short-term urban rental segment. The transaction has enabled the creation of Adagio Access, a new network that deepens the offering while expanding it geographically. By 2016, the brand aims to operate a network of 150aparthotels in 13countries. A franchise contract was recently signed to set up 40establishments in Brazil by 2015.

Adagio Access Paris Asnires France

Adagio Brussels Centre Monnaie Belgium


The ibis family

To respond more effectively to changing lifestyles and consumer patterns, Accor has radically reorganized its economy brand portfolio around the ibis brand, which is known and recognized worldwide. In 2011, ibis, all seasons and Etap Hotel evolved into a family of three powerful, innovative, rejuvenated brands: ibis has reinvented itself all seasons has become ibis Styles Etap Hotel has become ibis budget The creation of this family will increase the clarity, consistency and strength of the three brands, with the goal of bringing a new level of comfort and a new sense of wellness to the economy segment. ibis, ibis Styles and ibis budget share the same genetic code based on three key notions simplicity, modernity and well-being while each maintains its own distinctive personality.




ibis Paris Berthier Porte de Clichy France

ibis Delmont Switzerland

2011 EVENTS The past year will be remembered as a turning point in the history of ibis, with the creation of the ibis family and its three brands. The year was also shaped by innovation. At December31, the Coquelicot room had been deployed in 60% of the network and ibis Web Corners in 75%. The Web Corners provide free and easy access to the Internet in common areas. The brand is also updating its En-cas 24/24 offering, the only snack service available in all hotels. With its focus on convenience, health and taste, this informal service provides customers with delicious treats whenever they like, at the bar or in their rooms. In 2011, 24% of hotel nights were booked via the ibishotels. com and accorhotels.com websites. This represents a major breakthrough for the brand, which also has its own Facebook page that after four months already has nearly 23,000friends.


ibis Kayseri Turkey

53 countries 933 hotels 113,077 rooms 37 openings 58% business customers 42% leisure customers 26million hotel nights sold worldwide in 2011

ibis Tangiers City Center Morocco

Opening of the 900thibis, in Tangiers. The opening of the ibis Tangiers City Center reflects the speed and scope of the brands development, as 37hotels opened in 2011 alone. For the occasion, a major communication campaign was organized and a memorable event was held, with 70journalists from around the world invited to Tangiers on January31, 2011. Whats more, ibis has no intention of stopping there, as the brand expects to open more than 300hotels by 2015 and launch operations in around 15new countries.

ibis, well-being at the best price

ibis, the global benchmark in economy lodging, with a warm, caring and efficient personality is offering 24/7 availability service and the most advanced level of comfort in its segment. The brand is reinventing itself and offers its clients a modern, linked-up and quiet room with completely redesigned bedding. ibis also offers the assurance of the highest level of service: a generous breakfast from 4a.m. to noon, light meals served round the clock, a variety of dining options, free Web Corner stations ibis is the rst hotel chain to obtain the ISO9001 certication for its professionalism and reliability since 1997. The commitment of the brand in sustainable development is awarded by the certication ISO14001 since 2004.

ibis Leiden Netherlands



ibis Styles Linz Austria

ibis Styles

ibis Styles Leipzig Germany

ibis Styles, comfort, unique designs, all-inclusive

A non-standardized economy brand that is focused on design and developed mainly through franchising, ibis Styles (formerly all seasons) targets business and leisure customers traveling alone or with the family. The brand features a customer-friendly offering with an all-inclusive price covering the room, breakfast, Internet access and a host of extra amenities. Located in downtown areas and business centers, each hotel has its own distinctive personality and style while all share the same taste for color, light and vitality, always with a touch of humor.



ibis Styles Peronne Assevillers France

14countries 149hotels 13,110rooms 33openings 58%business customers 42%leisure customers

2011 EVENTS ibis Styles is the new name given to the all seasons network in 2011, one of three brands in the ibis family. To make the changeover real, a number of units very quickly deployed the brands new visual identity, including hotels in Paris-Montmartre, Ba l i Be n o a a n d Le i p z i g . W i t h 33hotels representing more than 2,800rooms opened during the year, ibis Styles has made a significant impact for a young brand with a network that already comprises 149units. The brand also opened new frontiers with its first hotels in Austria, the Netherlands, Sweden and Switzerland, while deepening the network in countries in which it already operates.

ibis Styles Toulon Cit de lEspace France

The new Meeting offer. Well established with leisure customers thanks to its all-inclusive and family offers, ibis Styles is also targeting business customers. To make event organization easier, the brand has designed and introduced two all-inclusive meeting packages that provide simple solutions at the right price. With 87hotels equipped with at least a conference room and located in a city center, ibis Styles can deliver the benefits that customers in this market segment need.

ibis Styles Yogyakarta Indonesia

ibis Styles vry Cathdrale France


ibis budget Tangiers Morocco

ibis budget
ibis Aalst Centrum - Belgique

ibis budget Paris Porte de Vincennes France

2011 EVENTS 2011 saw the transformation of Etap Hotel into ibisbudget and the start-up of the ambitious rebranding project with a new visual identity and a reworked communication kit to prepare the first ibis budget openings in 2011 and the deployment of the new banner beginning in April2012. The brands business model is being rethought with the goal of driving market share gains and further improving margins. ibis budget also crossed the threshold of 300hotels in France and 70 in Germany, while launching operations in two new countries: New Zealand and Morocco. The objective is to have a network of 600hotels by 2015.

ibis budget Tangiers Morocco

The first hotel under the ibis budget banner. In November2011, Accor opened the first ibis budget in Tangiers, Morocco. The opening marked the initial deployment of new banners in the ibis family of hotels. Located in the Tangiers Free Zone near the international airport, the hotel has 121rooms that can accommodate one to three people. All rooms feature the cocoon and design concept that provides flexibility, flow and well-being. The atmosphere is cozy with soft colors and varied light sources that create a warm, restful environment.


ibis budget, essential comfort at a budget price

ibis budget is the Accor Groups sassy, no-fuss brand. ibis budget offers a smart, modern and very economical solution. The hotels are being renovated with several types of cocoon and design rooms offering a plump duvet, an XL shower, a at-screen TV, Wi-Fi and a media hub. Snacks available at any time and a generous buffet breakfast! Located near major roads and airports and increasingly in cities the ibis budget hotels deliver highly competitive value for money. With 450hotels in ten European countries, ibis budget is pursuing an international expansion strategy. Outside Europe, Formule1 is branded ibis budget.


ibis budget Tangiers Morocco

ibis budget Tangiers Morocco

18countries 522hotels 46,464rooms Formule1 (outside Europe) 20openings 60% business customers 40% leisure customers
ibis budget Paris Porte de Vincennes France


is the leading low cost hotel chain in France. It offers fully renovated, contemporary double and triple rooms and new reception and breakfast areas. hotelF1 is now more dynamic than ever and is asserting itself as a straight forward brand that meets the needs of smart consumers.

hotelF1 Poitiers Sud France

2011 EVENTS With all rooms totally renovated in 2011 and more and more hotels earning their first star, hotelF1 was very active on the marketing front. To win over its target of young people and workers, the brand launched a large number of offbeat campaigns featuring amusing posters and viral videos as well as an especially sassy Make Noise application. Overall, 2011 was a good year, shaped by a more than 20% increase in online sales and higher occupancy rates.

hotelF1 vry A6 France

1 country hotelF1.com 243 hotels in France 18,213 rooms 60% business customers 40% leisure customers

9,999rooms at 9.99 From December15, 2011 to January15, 2012, hotelF1 launched a hard-hitting promotional campaign offering 9,999 rooms for 9.99 each. Offered first to friends on its Facebook page then relayed by a Web campaign that featured catchy slogans, the operation was a big success with 6,800rooms sold in just two weeks.

hotelF1 vry A6 France


2011 EVENTS In 2011, Motel6 stepped up the transformation of its network by aggressively growing its franchise operations and divesting a number of hotels. The brand received further recognition for its environmental commitment as all hotels have been certified according to the Green Key Eco-Rating program. The Motel6 distribution system has also been enhanced with the launch of applications for iPhone , iTouch and Android.

2countries 1,028hotels 99,438rooms 30% business customers 70% leisure customers


Well leave the light on for you

The leading chain of economy motels in North America (United States and Canada), Motel 6, is known for its comfortable, hospitable rooms at the lowest price in the market. With a new room and building design, Motel 6 is revolutionizing the standard of economy lodging in North America. Rooms are equipped with an 80-cm at-screen TV, a media panel where guests can plug in DVD players, MP3 players and video games, and a space for eating and/or working with full TV visibility.
Motel 6 East Brunswick New Jersey United States


Motel 6 Galveston, Texas United States

2countries 66 hotels 7,282 rooms 65% business customers 25% leisure customers 10% residents
Studio 6 Seattle, Mountlake Terrace United States

Studio 6
Extend your stay not your budget
Studio6 is positioned as the right choice in the extended-stay budget segment in North America (United States and Canada). Studio6 combines the comfort of a furnished studio with all the advantages of hotel services at preferential weekly rates. In the United States and Canada, Studio6 hotels are ideally located in commercial and business areas, with easy access to shopping malls, entertainment and leisure facilities, and restaurants.



Sofitel Guangzhou Sunrich China


Hotel distribution and engineering: Accor makes all the difference

Every day, Accor must meet the challenges of strengthening special relationships with customers, guaranteeing occupancy rates, and effectively managing hotels to increase market share and revenue.


Adapting to new consumer habits and user needs

26% of sales
generated online, representing 2billion in revenue
Todays customers are increasingly connected. Online, they can compare hotels, book a room from a smartphone (which in the future could also be used to open the hotel room door) and give their opinion on TripAdvisor. With the increase in online sales, hotel distribution is being completely transformed. The sector is being impacted by the growing number and influence of regional and international online agencies, search engines, comparison shopping sites, social networks and other intermediaries. The digital revolution is reshaping relationships between industry players as well consumer patterns by enabling the creation of direct, lasting ties with each customer. In response, Accor is investing heavily in information systems and technologies to become a major player in the digital hotel industry and establish regular, more meaningful interaction with customers through its websites and mobile phone platform.

1 booking every
3seconds via the Accor websites

8 million visits
a month to Accorhotels.com

8.3 million

downloads of the Accorhotels.com iPhone application


Digital hospitality is Accors strategic response to the explosion in new technologies and the resulting changes in customer lifestyles.

200 million
unique visitors to the 13 Accor brand sites in 2011.

A continuous increase in online sales

In 2011, online sales rose to 26% of the total. The increase reflects the profound changes in e-commerce, and more specifically in the travel market, brought about by the rapid development of cellphones including smartphones and social networks. These developments have totally transformed the relationships between customers and the hotel industry, from initial booking to post-stay follow-up. As a result, Accor has decided to focus its distribution strategy on the Web, mobile applications and social networks. The goal is to be able to offer guests greater simplicity, fluidity and recognition at every stage of the customer experience: when they reserve a room, by providing them with one-click booking in their customary destinations as well as targeted offers aligned with their preferences; when they arrive at the hotel, by having their details on hand and speeding the check-in process; during their stay, by offering them solutions that make life easier and save time, such as the eCheck-out service; after their stay, by maintaining contact with them so that they share their experience with friends and take advantage of advice from the Groups

network of professionals. Another goal is to encourage them to come back by targeting them with offers that anticipate their needs. From opening a customer account to paying the bill, it will be possible to manage every step of the hotel customer process from a laptop computer or smartphone. Thats what Accor means by Digital Hospitality.

loyalty card. eCheck-in and eCheck-out are just the first in a series of dedicated electronic services for customers who book their rooms via Accor websites.

An effective, efficient online presence

The Accor websites offer an increasingly wide range of functions. With more than 200million unique visitors to the 13brand sites and the Accorhotel.com portal in 2011, Accor ranks among the hotel industrys online leaders. The past year also saw the launch of the new Mercure website and a revamped ibis budget site. In addition, Accor enhanced its websites for travel specialists with the Accorhotels.com Professional solutions offering for travel agents, small and mid-size businesses and corporate event and meeting organizers.

Revolutionary change in hotel check-in(1) and check-out(2) procedures

In 2011, Accor conducted innovative tests of a system that enables customer to book online and check in via their computer or cellphone. Guests who opt for this method receive a welcome e-mail the day of their arrival indicating their room number and a code for obtaining their key from a self-service check-in terminal in the hotel. With the service, guests can choose certain room options (near or far from the elevator, smoking or non-smoking, upper or lower floor, etc.) and guarantee their reservation regardless of their arrival time. On their last day, they check-out from their cell phone by validating the bill sent by the hotel, thereby saving a considerable amount of time. In the long run, the service will enable guests to access their rooms directly using their smartphone or LeClub Accorhotels

Rapid growth in mobile phone applications

Today, no one doubts the importance either now or in the future of sales made via mobile phones. With 700,000monthly visitors, mobile solutions already account for more than 1% direct online sales. The iPhone application was downloaded 845,000times in 2011 and Accors offer now includes a Blackberry solution allowing Web users to book at their professional rates. In the years ahead, Accor plans to invest heavily to make this solution the main hotel booking channel and the preferred way for customers to interact with the Group.

(1) Check-in: upon arrival, guests are given a room and an account is opened enabling them to use the hotels pay services. (2) Check-out: when leaving the hotel, guests pay for their stay in full.


new members every day for LeClub Accorhotels

Accor has introduced Meetings & Events, its first e-brochure that enables business customers to organize corporate events and book the most appropriate offer in terms of geographic location, number of participants and rooms, and the total area of conference rooms. The brochure lists some 1,700hotels in more than 80countries.

In 2011, a number of brand launched their Facebook page, including: ibis, with 22,500fans and more than 4,600visitors a week. The page is available in four languages; ibis budget which already has 24,000fans; Sofitel with more than 42,000fans on its Facebook page at year-end 2011, after the launch of its online contest Around the World with Sofitel: 80Magnifique Nights that was inspired by the famous novel by Jules Verne and spotlights the networks 120hotels.

Spearheading Accors online strategy

Offered in 12languages and 28versions tailored to specific local needs, Accorhotels.com is the leading hotel booking site in France and a forefront player in Europe. With 8million visits a month worldwide, the portal accounts for 35% of the Groups online sales. Featuring a wealth of content and services, including an interactive map, hundreds of hotel videos and tourist information, the site was reworked in 2011 with a new graphic interface and additional functions. The customer space now called My Accorhotels.com has been revamped to make online booking easier and enable users to access information about the Le Club Accorhotels loyalty card. During the year, the portal was awarded 1st prize in customer relationship management from BearingPoint and TNS Sofres following a survey of some 4,000customers in France.

Social media: a powerful tool for increasing brand affinity and diffusing Accors offerings
Highly responsive, social networks like Facebook, Twitter, TripAdvisor and YouTube can be used to showcase offers, generate buzz and create preference for the Accor brands. Serving as invaluable communication vectors, these networks enable the Group to forge special relations with customerfans who become specifiers for others in their circle of friends. In this area, Accor has made major breakthroughs, establishing its brands and the Accorhotels.com site on Facebook and Twitter and creating an innovative partnership with TripAdvisor. Some 2,500Accor hotels are now rated with customer opinions posted freely and transparently at Accorhotels.com. In early 2012, Accor introduced Le Club Places, a Facebook application that enables Le Club Accorhotels members to earn additional points when they use global positioning services during their stay.

Ramping up the LeClubAccorhotels loyalty program

The Accor loyalty program is developing at a sustained pace. Renamed Le Club Accorhotels in March2012, it benefits from high public awareness of the Accor brand and welcomes 6,000new members every day. First launched in September2008, the program has easily exceeded its targets with 8.3million members at year-end 2011, including 2million in Asia. Free of charge and entirely online, this worldwide program is deployed in 2,300 hotels operating under nine different brands (Sofitel, Pullman, MGallery, Novotel, Suite Novotel, Mercure, Adagio, ibis and ibis Styles). For each euro spent in an Accor hotel, LeClub Accorhotels members earn points that can be used in the network or converted into miles with airline partners like SkyTeam and Star Alliance.

Le Club Accorhotels also ensures customers of a personalized welcome, targeted offers and dedicated promotions. For Accor, the program serves as an important lever for retaining and communicating directly with guests or for holding online contests like Jackpot Days, with thousands of points to be won. Above all, it provides a way for better understanding guests needs and providing them with customized offers.


Novotel Paris Gare Montparnasse France


Sales are all important. To meet this day-to-day challenge, Accor has fully engaged professional teams around the world and an array of multichannel tools that they provide to hotel operators. The brands are also especially active via extensive promotional campaigns that they conduct throughout the year.

A new record for TARS

TARS(1), the Accor central booking system, had a record year in 2011, when it accounted for nearly 46% of total sales, compared with 43% in the previous year. Within the Group, the system is connected to all distribution channels: direct sales, which involve: its websites and traditional distribution channels (Accorhotels.com and the brand sites); its nine call centers, which generate substantial revenue and handle 3.3million calls a year in 14languages. In 2011, they processed more than 300,000e-mail messages and faxes. indirect sales, which concern: 21,000traditional or online travel agencies; wholesalers and tour operators; time-honored distributor partners like American Express and Carlson Wagonlit Voyages. TARS is a powerful driver of bookings and performance for the hotels. As Accor steps up its transformation, with a hotel base that is 50% operated under franchise or management contracts, TARSs power is demonstrating the Groups ability to deliver revenue growth for franchisees and investors.

A constant commitment from global sales teams

A total of 34 sales offices are in operation around the world, with 700sales professionals managing 65,000large accounts and 600strategic accounts, which include leading airlines, major companies and wholesalers. Global sales teams generate annual revenue of over 3billion. Accor has also deployed a dynamic partnership strategy with major players in online bookings, both international, such as Expedia, Travelocity and Orbitz, and regional like Wotif in the Pacific. The Group has reinforced its presence and commercial ties in all major emerging markets, which are increasingly important generators of hotel nights. In 2011, a contract was signed with Connect Worldwide to support and strengthen Accor sales teams in India and South Korea. Building connections between the Groups booking system and those of leading distributors, like Hanatour in South Korea, Ctrip in China and Saltours in India, will enable Accor to mine these fast-growing markets for customers to fill its Asian, European and South American networks.

2011 revenue by distribution channel

Distributor partners and travel agencies Indirect Web Call centers and e-mail/fax bookings Direct web AlClub loyalty program without TARS Hotel PMS(1) (direct booking)
(1) Property Management System.

Central distribution

16% 14% 14%



(1) Travel Accor Reservation System.


Especially active brands

Around the world, the hotel brands rolled out a large number of programs and campaigns on their website or Facebook page to address the needs of different business and leisure traveler segments and appeal to consumers looking for value added and good deals, especially during seasonal promotions. Examples include: Mercures Key Moments offer; the ibis campaign proclaiming that This summer at ibis hotels, weve cut the price, not the service, which was deployed by 600hotels in 27European countries; ibis budgets Frozen Prices promotion; the ibis Styles summer campaign that tripled the number of hotel nights booked compared with the previous-year period.

easy to use (managing multi-rate systems and travel agency commissions) and reliable (securing data, providing comprehensive reporting, and constantly updated by the TARS database). With the same focus on streamlined processes, Data Web enables real-time online postings of all hotel information, including photographs, descriptions, rates, room availability and revenue management recommendations. With this application, hotel data can be updated in just a few clicks.

Tools to boost our partners performance

To maximize hotel occupancy and manage its business more closely, Accor designs and develops practical tools for use by frontline staff to manage hotels on a day-to-day basis. One example is Resa Web, an easy-to-use booking management system. This highly intuitive Web portal was developed to make life less complicated for hotel managers and provide them with access to the full range of Accor distribution tools. Used by call centers and hotels, Resa Web is a hotel performance booster (handling inter-hotel bookings, optimizing rates, providing additional customer services),



Accor provides its franchised and managed partners with its hotel engineering expertise to help them improve their hotels performance and create differentiation.

A Mercure Ddicaces room

Helping hotel operators and partners in their day-to-day management

Because of its history and experience as the worlds leading hotel operator, Accor has developed a wide range of skills and solutions that have earned it a name in the hotel industry. These high valueadded capabilities cover all aspects of hotel management and development, including construction, design, renovation, purchasing, finance, management, new technologies, marketing, sustainable development and, as demonstrated by the Academies, human resources. Accors operating excellence is also reflected in its ability to manage day-today hotel operations, at every moment and all levels. This involves managing

accommodations, restaurants, conference facilities, relaxation and fitness areas as well as relations with customers and human resources. To be the best in all these areas, Accor designs and develops easy-to-use tools for frontline staff that manage hotels on a day-to-day basis and provides training to enhance their skills and enable marketing, purchasing, technical, design and distribution teams to better serve hotel operators. At a time when the Group is transforming, with 50% of the portfolio now operated through franchise agreements or management contracts, this expertise in hotel engineering represents a considerable advantage for persuading and supporting partners.

Expertise for successfully building, renovating and outfitting hotels

Since the beginning, Accor has always designed, built, outfitted and renovated its hotels, thereby developing unique skills that are an invaluable asset for its partners. Some 300employees in over 22countries support the brands with specialized skills in designing highperformance, innovative, sustainable hotels. Depending on their needs, partners can take advantage of a full array of solutions that enable them to optimize hotel design and renovation projects, as well as investment costs, and to reduce water and energy use. They also receive support in ensuring that their hotel delivers the brands product promise, is innovative in terms of design and technology, and provides guests with a safe, comfortable stay. One original example is the Mercure brands Ddicaces program in France, which offers a unique approach to large-scale room renovation projects in non-standardized hotels. Hotel equipment. Working with Purchasing experts, the Hotel Equipment Services (HES) teams are in charge of supplying hotels that are being built or renovated with decorative features, bedding, lighting and kitchen equipment. Their area of intervention extends from preliminary studies and needs identification to hotel operations and equipment installation. These experts also offer consulting and assistance services to provide franchised and managed partners with the solution best adapted to their needs.


600 revenue
management experts

200 buyers
Skills to maximize revenue and improve profitability
To win the battle for revenue, Accor provides its partners with powerful distribution and management tools (see page47) and develops new job tracks and highly advanced techniques. Revenue management to improve the top line and optimize revenue per room depending on the hotels location, market segment and current situation. Accor has 600revenue management experts specialized in pricing and in analyzing reservation data used to produce forecasts. The Group also trains a large number of team members in these techniques (see page79). Another example of this approach is the marketplace strategy, which is deployed in regions where Accor has a large number of different brand hotels that are impacted by the same flows, events and economic environment. The goal is to optimize revenue per hotel. Purchasing the right product and service at the right price. A strategic business for Accor, the Purchasing function is comprised of 200expert buyers in more than 20countries. Their mission is to identify, evaluate and select innovative, competitively priced products and services that comply with each brands standards, as well as with regulatory requirements and sustainable development criteria, and negotiate their purchase with suppliers. Working in project teams comprised of frontline, technical, marketing, IT and finance teams, they buy products at the lowest total cost, meaning not just the purchase price but also integrating installation, maintenance and recycling costs. Around the world, they certify thousands of products and services, which are divided into 100families in a database that is shared with partners.

in more than 20 countries

Expertise to make Accor more attractive

The Group deploys its skills and capabilities in marketing, human resources and sustainable development to create preference among customers, employees and other stakeholders.

Winning over customers

In the area of design and fixtures, Accor can rely on in-house teams capable of cost-effectively outfitting public and private areas in hotels to make operations more efficient and economical while enhancing guest comfort and well-being. Working closely with architectural firms, these teams integrate the latest trends in materials, space installation and modularity, comfort and technologies. They help to reinvent the customers experience of the hotel room by breaking with traditional hospitality industry practices and combining the worlds of design and digital technologies.


Design teams are supported by the Market Research Consumer Intelligence Department, which identifies and analyzes consumer trends so that new customer patterns and expectations can be taken into account. Powerful innovation and marketing resources. The brands also have an important role to play in attracting and reassuring customers and enabling them to fulfill their dreams. Accor is investing to strengthen awareness of its brands among consumers and specifiers through broad-based multi-brand, multiregional campaigns like Crazy Sales and Super Sales. Each brand also communicates individually via powerful, innovative mass media and below-the-line campaigns. In addition, they are active in sponsorship initiatives and high valueadded partnerships with other leading companies or banners.

Attracting talented people and enhancing their skills

As the worlds number one hotel operator, Accor has developed expert skills in managing people and training them in hotel industry professions. With its network of 17Academies, the Group is also the worlds leading hotel school. To support its development and the transformation of its business model, Accor is pursuing a job track strategy by developing talent pools of revenue managers, sales managers and other process experts. As for the brands, they deploy special human resources policies adapted to their positioning and development needs. Examples include ibiss program that enables employees to certify acquired experience and Novotels mobility opportunities. For the external public, Accor has an extensive program to present the Group and hotel industry professions to young people. These include partnerships forged with a large number of schools and high-performance online tools deployed on social networks and the AccorJobs.com website.

Identifying and reducing the environment impact of operations

Accor has made sustainable development a cornerstone of its strategy with the goal of developing it into a competitive advantage. The Group designs and develops innovative solutions that support the development of local communities, reduce water and energy consumption and lessen the environmental impact of its hotels. One example is the Plant for the Planet program, which invites customers to reuse bath towels. A portion of the savings on laundry bills is then donated to reforestation programs. In 2011, Accor announced the launch of a platform for sharing knowledge on social and environmental issues relating to the hospitality industry. To support its development ambitions, Accor introduced the PLANET21 program, based on 21commitments and quantifiable objectives for 2015, which is intended to help the Group meet its goal of reinventing hotels sustainably.


Sofitel Guangzhou Sunrich China


Development: a record year

With 38,700 rooms opened in 2011, Accor surpassed its ambitious objectives and broke a ten-year-old record. This dynamic expansion confirms the Groups commitment to consolidating its leadership in Europe, currently its largest market, and to holding forefront positions in Asia-Pacific and Latin America. Above all, it rewards the Groups outstanding skills and attractive brands. With franchise agreements and management contracts accounting for nearly 90% of development, Accor continued to divest its non-strategic property assets at a sustained pace.




1. Sofitel Mumbai BKC (India) With 302rooms and suites, 5restaurants, 9conference and event rooms and a So Spa, the hotel symbolizes the brands entry into the Indian market. 2. Mercure Sydney Potts Point (Australia) 227 rooms in the heart of the Potts Point entertainment district. 3. Mei Jue Jinan Sunshine (China) With 333rooms blending elements of French and Chinese culture and design, this upscale hotel represents the successful deployment of a brand created for Chinese customers. 4. St. Ermins Hotel in London (United Kingdom), MGallery Collection With 331rooms and the innovative styling of architect Dayna Lee, the hotel is the United Kingdoms first addition to the MGallery Collection. 5. Suite Novotel in Issy-les-Moulineaux (France) The hotel is the Groups most advanced in terms of environmental building standards. 6. ibis Kiev (Ukraine) With 212rooms, the hotel is the brands first in Ukraine. 7. ibis budget in Tangiers (Morocco) With 121cocoon and design rooms, this is the worlds first ibis budget hotel and the first in the vast project, launched in September2011, to revitalize the economy segment with the ibis mega-brand.


Pullman Paris Montparnasse (France) The hotel is one of the largest in Europe, with nearly 1,000rooms.



The Groups development strategy is organized around two key priorities: strengthening its leadership in Europe and ramping up its operations in emerging markets, especially in Brazil, India and China where Accor has already established solid positions.

Adapting to local markets and carrying out acquisitions

To maintain this pace of openings, the Group can rely on two advantages that make all the difference: its flexibility and its responsiveness. In 2011, Accor demonstrated its ability to: adapt its brands to local markets or make them more flexible. One example was the creation of Mei Jue, an upscale

local brand for the Chinese domestic market. Adjusting standards, as was done with Novotel, will also broaden the range of opportunities that can be pursued; join forces with major real estate players to carry our strategic transactions. In 2011, Accor, with its partner Unibail Rodamco, acquired the Pullman Montparnasse (formerly the Mridien Montparnasse) in Paris, one of Europes largest hotels with nearly 1,000rooms; step up its development through franchising. Accor successfully pursued this strategy in the Midscale and Economy segments for its Mercure brand in the United Kingdom; make key acquisitions. One example was Mirvac in Australia and New Zealand, where Accor strengthened its leadership in the region through a transaction that will become a reality in 2012 (see opposite).

By choosing Accor, investors and franchisees know they can count on the Group, which is backed by: the strength of its brands and their international networks, and the power and quality of its distribution and purchasing systems; its operational excellence in providing lodging and restaurant services, managing hotels on a day-to-day base, and tracking and satisfying customers; its capacity for innovation in marketing, restaurant and service offerings, distribution, design and sustainable development.

Forging lasting partnerships

Thanks to its frontline teams and their intimate understanding of each markets, Accor has the assets needed to develop solid, long-term partnerships. As the
Mercure London Kensington United Kingdom Novotel Auckland Airport New Zealand

Mirvac, a key acquisition

In late 2011, Accor signed an agreement to acquire Mirvac groups hotel management operations for 195million. As a result, 48hotels will join Accors Australian and New Zealand network in 2012, mainly in the midscale, upscale and luxury segments. In all, 65% of the properties are located in Australias four largest cities. The acquisition represents a major step Accor in the two countries where it is the market leader and has had operations for twentyyears.

worlds number one hotel operator, the Group has been creating and developing high value-added hotel solutions and expertise for nearly forty-fiveyears. The goal is to make life easier for its partners, guarantee the success of their projects and ensure them a return on investment. This expertise plays a determining role in winning the battle for revenue, improving margins and satisfying customers.



With the opening of nearly 39,000rooms in 2011 (compared with 25,000 in 2010), Accor has responded to a significant challenge, surpassing its ambitious development objective and setting an all-time record. Worldwide, 318new hotels (versus 214 in 2010) were opened during the year.

In 2011


new hotels

rooms opened

Outstanding results for the brands

Mercure, with 77openings and more than 9,000new rooms that accounted for over 25% of new hotels; Adagio, with 56openings, of which 49through the acquisition of Cita; Motel 6 and Studio 6, with 55new hotels representing more than 4,100rooms; ibis Styles (formerly all seasons), with the inauguration of 33hotels representing over 2.800 rooms, an impressive breakthrough for a young brand whose network already comprises 149hotels. This excellent year in 2011 bodes well for the future as Accors goal is to open 40,000rooms a year over the next three

years. The Group has a backlog of 500hotels representing 80,000rooms already committed and more than 200hotels with 30,000rooms in an advanced state of negotiations. However, the pipeline is certainly larger than that since franchised hotels, which are increasingly numerous, can be brought to market very quickly and so are not all included in those figures. In 2011, development(1) projects were as follows: 47% in Europe; 33% in Asia-Pacific; 50% in the economy and budget segments; 89% under asset-light structures (management and franchise contracts).
(1) Based on number of rooms.

Mercure Arbat Moscow Russia

2011 Openings
Africa and Middle East Latin America North America France Rest of Europe Asia-Pacific rooms 67 hotels

rooms 10 hotels

rooms 13 hotels

rooms 55 hotels




89 hotels

84 hotels


The Asia-Pacific reaffirmed its powerful momentum and potential in 2011. Clearly, its a market in which companies must invest today if they want to reap the benefits tomorrow. As for Europe, the Groups historic market and the cornerstone of its operations, it remains the worlds largest hotel market.

Mei Jue: creating a local brand

In response to strong demand from Chinese customers, Accor has launched the Mei Jue brand. The goal is to meet the needs of Chinese people traveling in their own country with an offering of upscale leisure hotels that satisfy customer expectations.

In this highly competitive market, the Group enjoyed the strongest growth in its history in 2011, inaugurating 67hotels representing 12,772rooms in 11 countries. The region accounted for 33% of Accors development, even excluding the acquisition of the Mirvac network (see page56). Among its 2011 achievements, Accor: turned in a fine performance in China, where over 4,000rooms opened; got its operations off the ground in India with the opening of more than

1,000rooms, reflecting the efforts undertaken in recent years. Accor also has over 40hotels in construction in the country, covering all market segments; opened new hotels in several other countries in the region, in particular South Korea, Indonesia, Thailand and Vietnam.

In 2011, Accor strengthened its leadership by deploying a dynamic growth strategy, especially in the economy segment where the hotel chain penetration rate remains low in many countries. In all, 173hotels were opened, representing more than 18,000new rooms. Europe alone accounted for nearly 50% of the Groups development during the year. In terms of volume, it doubled its 2010 development performance. This excellent result, achieved mainly through franchise agreements, was partially due to the acquisition of Cita, a network of 49short-term urban rental apartments with 4,700rooms. Two countries posted especially impressive results: The United Kingdom, with the signing of two franchise contracts: one early in the year with Focus Hotels concerning ten hotels and the other in late September with Jupiter Hotels Ltd for 24units

by 2015. Moreover, they demonstrated the responsiveness and creativity of the Groups franchising teams. Overall, Accor opened 41hotels, representing more than 4,200rooms, in the country during the year; France, with 89 new hotels and 8,938rooms opened in 2011, continued to underpin the Groups development in Europe. This represented more than half of Accors development in Europe and 23% of total room openings worldwide.

ibis Larco Miraflores, Lima Peru

Latin America
Latin America is the Groups third largest market, where expansion is being driven by Brazil. Overall, 13hotels were opened during the year, of which nine in Brazil which is preparing to host the FIFA World Cup in 2014 in 12cities, as well as the Summer Olympic Games in 2016. Accor is gearing up with 80hotels and 11,000rooms in the pipeline, mainly in the Economy segment and to be managed through franchise agreements. In November2011, Accor signed three major contracts with several partners to build 25hotels to be operated via franchise agreements under the ibis budget brand.

Mei Jue Shanghai Zhongya China

formerly operated under the Ramada banner. These two outstanding transactions are in line with the strategy pursued by Mercure, which is aiming for a network of 150hotels in the country


open R ed in ooms 201 1

Chin a India Indo n Thai esia la Aus nd tr New alia and Z Othe ealand r cou ntrie s

3,98 0 1 , 00 7 1 , 20 2 1,61 1 3,67 2 1,30 0

Accor in Asia-Pacific:
A portfolio of 477 hotels and more than 92,000 rooms. Operations in 20 countries. 67 hotel openings representing 12,772 rooms in 2011. 200 hotels and 45,000 rooms in the pipeline. 30 developers based in Sydney, Shanghai, Seoul, Tokyo, Singapore, Jakarta, Bangkok, Ho Chi Minh City and New Delhi. No.1 in Australia and New Zealand.


A booming market
A highly competitive market, the Asia-Pacific region is also very diverse, with mature hotel markets in Australia, New Zealand and Japan as well as up-and-coming markets like India and China. Accor already has 477hotels and over 92,000 rooms in the region, which is home to a rapidly expanding regional market whose growth is being driven by the emergence of an enormous middle class that every year adds tens of millions of new households to its ranks. This middle class today has both the desire and the financial means to pursue leisure activities. In particular, more and more Chinese and Indians are traveling both inside and outside their home countries.


Pullman Paris Bercy France


In 2011, the combined success of the asset-light strategy (accounting for nearly 90% of hotel openings during the year) and the asset management program (with 129hotels sold) speeded Accors transformation.

Pursuing the asset management strategy

In 2005, the Group embarked on an extensive asset management program designed to: optimize the property portfolio and structurally improve its profitability by adapting hotel operating structures (owned, leased under variable rent contracts, franchised or managed) depending on their location and market segment; focusing on its hotel business to develop the brands and its operational excellence for the benefit of partners; paying down debt to finance development and possible acquisitions. At year-end 2011, more than half of the program to dispose of 450hotels in the 2010-2013 period had already been completed. In early 2011, the Group announced it was stepping up the program with a new plan until 2015 that is intended to have a 2.2billion impact on adjusted net debt for the 2011-2015 period. Unlike its American and British competitors, Accor does not intend to become exclusively a franchiser. The Group is leveraging its operational excellence to remain a hotel operator, including in the Upscale and Midscale segments, which are especially concerned by property asset disposals.

Property asset management: a dynamic year in 2011

In 2011, Accor successfully completed several major property asset disposals involving: Sale & Management-Back contracts, under which Accor sells hotels but continues to operate them under long-term management contracts. Examples during the year included the Sofitel Arc de Triomphe for 69million and the Pullman Paris Bercy for 195million; Sale & Franchise-Back contracts, whereby Accor sells hotels that are then operated through franchise agreements. This was the case in 2011 for 24Motel6 hotels in North America; Sale & Variable Leaseback contracts, under which Accor sells hotels that are then operated through variable-rent leases(1). This arrangement was used to divest seven Suite Novotel properties in France, for a total of 77million. The Outright Sale of the Mercure Chopin in Warsaw (Poland) (250rooms) in 2011 for 31million.

in France, Cita (49hotels representing 4,700rooms) was acquired by Adagio, which is now the European leader in the short-term urban rental segment with 10,000apartments; in Australia and New Zealand, Mirvacs hotel operations (48units) were acquired in a transaction that will be completed in 2012.

A less capital-intensive approach to development

Network development is directly concerned by the program asset management strategy, which acts as a lever in two ways: the sale of hotels in the upscale and luxury segments helps to finance the development of the economy and midscale segments while strengthening brand awareness and the Groups distribution systems; more powerful brands and distribution channels support the development of the network through franchising agreements, especially in Europe, and through management contracts, particularly in the Asia-Pacific region. In 2011, Accor opened 50% of its new hotels under management contracts, notably in Europe and Asia-Pacific, and 39% through franchise agreement, mainly in Europe, North America and Australia.

New acquisitions
Hotel disposals reduce debt and thus provide the Group with the financial flexibility needed to take advantage of possible external growth opportunities. This strategy was pursued in 2011 with the successful acquisition of integrated hotel networks:

(1) Accor leases the building from a investor, paying rent that varies according to the amount of revenue generated.


In 2011


More than 1,000 Accor hotels are managed under franchise agreements in Europe. In 2011, this operating structure accounted for two-thirds of the Groups development in this region.


hotels out of


in France were managed through franchise agreements

Substantial development potential

Accor surpassed its franchising development objectives for Europe with the opening of 94hotels overall, of which 40 in the United Kingdom and 29 in France. However, franchising still has considerable potential given that chains account for only 25% of hotels in Europe, compared with 70% in the United States. The Italian market, for example, is still largely dominated by independent hotel operators. That is why brands like Mercure, ibis, ibis budget and ibis Styles can look forward to a bright future. In 2011, Accor completed two important transactions in the United Kingdom, signing two major franchise agreements covering a total of 34hotels. While the penetration rate for hotel chains remains low, the trend is gaining momentum. Today, independent hotel operators are faced with both the recession and a distribution system that is becoming more industrialized

due to major technological developments. The complexity and rising costs of distribution are inciting independent hotel operators to join structured networks. With Accor, they can take advantage of TARS, the Groups powerful central booking system that generates nearly 50% of hotel revenue. They also benefit directly from Accors innovative products, marketing campaigns and expert skills as the worlds number one hotel operator.

who are regularly consulted and included in the Groups projects. This was the case in 2011 with the new IPMS integrated management and booking system integrated into hotels and with the launch of the ibis mega-brand project.

Supporting the Groups partners

Because of the commitment and strong fit between development, operational and support function teams, Accor can rapidly and successfully transform development projects into hotel openings. The franchise director plays a key role in this process, organizing the initial contact between franchises and Accor specialists. Everyone is involved in ensuring that the hotel and its teams are perfectly operational for opening day and that the brand promise is kept. This support for franchisees includes: welcoming them into the Accor family with, for example, the Welcome to ibis Styles module in France; involving the Program Committee in introducing and monitoring the brands standards; training the partners employees and providing them with skills in hotel excellence (quality, purchasing, sustainable development, etc.) through the Accor Academy network; implementing management and distribution tools to optimize revenue.

Customized solutions and reinforced teams

To support this deep-seated trend, Accor has reworked its organization and developed a toolbox designed to lead the network of franchisees and help them optimize their performance. This is the case in France, Accors leading franchise market with 806 out of 1,489hotels managed through franchise agreements. Resources include: dedicated franchising units integrated into both brand operational management and development teams; regular hotel inspections carried out by 16franchise directors; a partnership charter that presents the keys to a win-win relationship; meetings between the Group and franchisee associations as well as major events organized with and for franchisees. In November2011, the Franchising France Convention held in Rabat, Morocco was attended by 250franchisee partners,

ibis Styles Nantes Sud Rez France


Sofitel Essaouira Mogador Golf and Spa Morroco


PLANET 21 reinvent hotels sustainably

With PLANET21, Accor has made 21commitments in favor of sustainable development. Health, nature, carbon, innovation, local development, employment and dialogue: 21 commitments for the well-being of our world. In all our hotels, we work with employees, guests and partners to reinvent hotels sustainably. Care for the planet? Please, step in.



Accors new sustainable development strategy is called PLANET21. The program launches a new era in a commitment that dates back to 1994.

Reconciling hospitality and sustainable development

For Accor, sustainable development is both a way of doing business and a practical approach that relies heavily on innovative solutions. Reconciling hospitality with social and environmental responsibility requires the active involvement of employees and customers alike. Nearly 20 years ago, Accor hotels began to introduce more responsible practices that have since become standards for the Group and examples for the industry as a whole. Between 1994 and 2006 from the creation of the Environment department to the founding of the Earth Guest program with its focus on people and the environment Accor made considerable headway in integrating

sustainable development practices into its hotel operations. The period was shaped by a number of significant events: created in 1998, the Hotel Environment Charter has enabled hotels to continuously improve their performance as measured against a 65-point checklist; the OPEN application was launched in 2005. A unique, upgradable tool, it helps to measure, manage and report the Groups sustainable development performance. To include a carbon module beginning in 2012, OPEN is used in all hotels and improves the monitoring of water and energy use and waste management.

The program is structured around 21commitments backed by quantifiable objectives that all hotels are expected to meet by 2015. With PLANET21, Accor is making sustainable hospitality the focus of its strategic vision, as well as its development and innovation processes.

Innovating with PLANET 21 Research

In 2011, Accor launched a shared knowledge platform that is both free and open to all to promote the emergence of more sustainable hotel industry practices. This information has already been broadly disseminated in Accors two initial studies: 1. The first international tracking study on hotel guest expectations regarding sustainable development, conducted with IFOP surveying a representative sample of 7 ,000 hotel customers in six countries. 2. A comprehensive study of the Groups environmental footprint carried out with PriceWaterhouseCoopers Advisory. This is the first worldwide study of an international hotel groups environmental impact based on a life cycle analysis of its operations. 11 areas of operations were assessed according to five criteria: energy and water use, waste production, carbon emissions and water pollution. The two studies were used when developing the PLANET21 strategy so that commitments could be based on factual, solid, scientific data.

Launching a new strategy

Reinventing hotels sustainably is Accors stated goal with its new PLANET21 program. As the Group enters a new phase of sustained expansion, it is reaffirming its approach to responsible development, which generates value shared by everyone. PLANET21 accelerates and intensifies Accors sustainable development commitment, transforming it into a decisive competitive advantage for the Group, its brands and its partners, in the eyes of customers

PLANET 21, Intrinsically linked to sustainable development, the name PLANET21 refers to Agenda21, the action plan adopted by 173Heads of State at the 1992 Earth Summit in Rio de Janeiro. It also echoes the urgent need to focus efforts in the 21stcentury to change our production and consumption patterns with the goal of protecting our planet, its people and their environment.

who are increasingly sensitive to social and environmental issues.


7 pillars, 21commitments and quantifiable objectives for 2015


1. Ensure healthy interiors. 2. Promote responsible eating. page 66 3. Prevent diseases. 4. Reduce our water use. 5. Expand waste recycling. page 67 6. Protect biodiversity. 7. Reduce our energy use. 8. Reduce our CO2 emissions. page 69 9. Increase the use of renewable energy. 10. Encourage eco-design. 11. Promote sustainable building. page 70 12. Introduce sustainable offers and technologies. 13. Protect children from abuse. 14. Support responsible purchasing practices. page 71 15. Protect ecosystems. 16. Support employee growth and skills. 17. Make diversity an asset. page 72 18. Improve quality of worklife. 19. Conduct our business openly and transparently. 20. Engage our franchised and managed hotels. 21. Share our commitment with suppliers.

85% of hotels use eco-labeled products. 80% of hotels promote balanced dishes. 95% of hotels organize disease prevention training for employees. 15% reduction in water use between 2011 and 2015 (owned/leased hotels). 85% of hotels recycle their waste. 60% of hotels participate in the Plant for the Planet reforestation project. 10% reduction in energy use between 2011 and 2015 (owned/leased hotels). 10% reduction in CO2 emissions between 2011 and 2015 (owned/leased hotels). 10% of hotels use renewable energy. 40% of hotels have at least three eco-designed room components. 21 new or renovated hotels are certified as sustainable buildings. 20% of owned and leased hotels offer green meeting solutions. 70% of hotels have committed to protecting children. 70% of hotels purchase and promote products originating in their host country. 100% of hotels ban endangered seafood species from restaurant menus. 75% of hotel managers are promoted from internal mobility. Women account for 35% of hotel managers(1). 100% of host countries organize an employee opinion survey every two years. Accor is included in 6internationally-recognized socially responsible investment indices or standards. 40% of all hotels are ISO 14001 or EarthCheck-certified(2). 100% of purchasing contracts are in compliance with our Procurement Charter21. 2011 ACCOR ANNUAL REPORT/65

page 73
(1) Outside Motel 6/Studio 6. (2) Excl. economy segment.


In todays uncertain world, we provide guests and employees with a healthy environment that reassures them with regard to food-related, hygiene and environmental risks.


Accor seeks to make its hotels more comfortable and attractive as well as more environmentally friendly, for the benefit of customers and employees. At year-end 2011: 68% of Accor hotels used eco-labeled products, including cleaning products (51% of hotels), wall paint (23%) and floor coverings (10%). By 2015 85% of hotels will use eco-labeled products.

Obesity and poor eating habits are afflictions that affect an ever-greater number of people. They are responsible for such health problems as hypertension, cardiovascular disease and diabetes. With more than 130million meals a year served in its hotels, the Group clearly has a responsibility with regard to nutritional issues. At year-end 2011: 62% of hotels offered balanced dishes to their customers: in Portugal, several Novotel units provide customers with information about allergenic items on menus; in France, Accor Academy has developed a well-being and vitality offering in cooperation with a nutritionist. By 2015 80% of hotels will promote balanced dishes.


At year-end 2011: 77% of hotels had organized prevention training sessions for the health and well-being of employees. These mainly involved first aid, workplace ergonomics, prevention of HIV/AIDS and chronic diseases, and psychosocial risks; 1,768hotels were equipped with condom vending machines; in France, 8,629ergonomic beds were installed in 168hotels to reduce risks due to repeated movements by housekeepers; 1,238hotels of which more than 1,000 in France were equipped with defibrillators. By 2015 95% of hotels will organize disease prevention training for employees(1).
(1) See page 76 in the Human Resources section.

Epidemics are not a thing of the past. Globalization is spreading them at a faster rate, and at the same time diabetes, cancer, cardiovascular illness and other chronic diseases are also developing rapidly. These diseases are leading causes of mortality, accounting for 60% of all deaths worldwide. Since 2002, Accor has been engaged in combating HIV/AIDS through programs to train employees, raise awareness among guests and actively involve the tourist industry. With PLANET 21, the Group has expanded its approach for combatting chronic diseases and epidemics by adjusting to local health care needs.



To protect our environment, we are reducing our water consumption and recycling our waste. Accor has already planted two million trees as part of a global reforestation project supported by the United Nations.



Access to water an essential resource varies widely from one region of the world to another. A source of political and social tension, access to water represents a major challenge. An Accor hotel consumes approximately 15,000cu.m of water per year. The Groups environmental footprint showed that 86% of water consumed came from the food served in its hotels. Accor is currently defining a work plan to find innovative restaurant solutions that reduce the impact of upstream farming on its water consumption. At year-end 2011: 93% of hotels monitored and analyzed their water consumption on a monthly basis; 88% of hotels had installed flow regulators on showers and faucets; 161 hotels were equipped with rainwater recovery systems. By 2015 Accor will reduce water consumption in owned and leased hotels by 15%.

In the past 20 years, total waste production has increased by 50% worldwide while only 10% of that waste is recycled. Every year, Accor generates 2.3million tonnes of waste of which 70% from construction and renovation work. In 2011, the Group strengthened and further extended the waste module in its sustainable development management application. The goal is to win the support of all hotels and provide them with the means to measure their waste volumes as well as their collection and sorting costs. At year-end 2011: 64% of hotels recycled their waste and in particular: 91% of hotels sorted and recycled batteries; 91% of hotels sorted and recycled fluorescent lamps and tubes; 73% of hotels sorted and recycled paper and cardboard. By 2015 85% of hotels will recycle their waste.


Accors environmental footprint

Water consumption impact
Contribution from different activities: Food & Beverage On-site water On-site energy Other
Source: PLANET 21 research study 2011.

2% 1% 11%

Waste impact
Contribution from different activities: Construction and renovation On-site energy Operating waste Other 86% 26%






At year-end 2011: More than 2million trees had been funded and nearly 1,400hotels were taking part in Plant for the Planet; 82% of hotels used locally adapted plants; 77% of hotels used certified paper for printing; 53% used eco-friendly gardening products. By 2015 60% of hotels will participate in the Plant for the Planet reforestation project.

Biodiversity is essential to our planets equilibrium. Nonetheless, plant and animals species disappear every year. With Plant for the Planet, Accor is engaged in a unique reforestation project. The basic principle is to offer guests the option of reusing their towels, with half of the savings on laundry bills then allocated for tree planting projects. The formula is 5 towels reused =1 tree planted.

Plant for the Planet: Accor goes even further

Accor has forged a partnership with Pur Projet, an organization created by Tristan Lecomte dedicated to combatting climate change through reforestation and forest conservation projects carried out by local communities. Tristan Lecomte is also the founder of Alter Eco, an organization that has helped to extend the use of fair trade products. Interview.

What approach does Pur Projet take?

Tristan Lecomte: Our approach is unique in that it integrates mechanisms for reducing CO2 emissions into our partners operations. The result is tangible reforestation initiatives that create a direct link between the companys operations and its natural environment. Our approach also enhances the perception of employees and consumers. In Thailand, for example, we focus on persuading producers to plants trees in order to fertilize their land, protect biodiversity, retain water and

help combat climate change. Its an open, collaborative, positive approach that helps to restore ecosystems while providing additional revenue for farming cooperatives and small producers who often live in precarious conditions.

Why work with Accor?

Tristan Lecomte : With Plant for the Planet, Accor has emerged as a pioneering company involved in reforestation projects at the global level. In addition to its very significant results, Plant for the Planet corresponds perfectly to the Pur Projet approach because the hotels contribute

directly and locally to protecting their environment. In this way, Accor is inventing the hotels of the future a hotel industry that is open to the world, caring and involved in tangible projects on the frontline. My goal is to support the development of Plant for the Planet by integrating it more fully into the Groups mission and businesses and enabling it to play an even more active local role. The objective is to increase the number of reforestation projects from 7 to 21 in 2013 and to have a project in each of Accors host countries by 2015.



Hotel energy consumption is the area of operations that has the greatest environmental impact and also our most important way of taking action. We are committed to broadly and systematically deploying energy savings measures and to using renewable energies.



Ever more scarce and costly, fossil energies are a major challenge for our increasingly energy-intensive society. Along with technological innovations, energy savings represent a solution to this problem. Overall, 75% of the energy consumed by Accor is in its hotels, the vast majority of which have been equipped with energy-efficient light bulbs. Maintenance programs to optimize its facilities operations have also been strengthened. Accor has developed a methodology called BOOST, which is based on an analysis of technical installations in its hotels. It has helped to significantly reduce water and energy consumption up to 25% for some hotels solely through employee training programs and action plans, without any additional investment in hotel installations. At year-end 2011: 94% of hotels monitored and analyzed their energy consumption on a monthly basis; 92% of hotels ensured optimal equipment settings; 90% of hotels used lowconsumption bulbs for 24/7 lighting. By 2015 Accor will reduce energy consumption in owned and leased hotels by 10%.

Despite the large number of climate summit conferences and strict regulations, CO2 emissions continue to rise. The Groups environmental impact study showed that 66% of its greenhouse gas emissions come from fuel burned in the hotels, while 15% was agriculture-related, mainly for livestock feed and food transport. It addition to its efforts to reduce energy use, Accor has launched a project to reduce the carbon impact of its food services offering. Beginning in 2012, each hotel can also determine its own carbon footprint either overall, for a seminar, or for a single hotel night. At year-end 2011: 76% of hotels had ensured that installations containing cooling liquids were leak-proof; 62% of hotels used energy-efficient boilers; 50% of hotel used energy-efficient air conditioning equipment. By 2015 Accor will reduce CO2 emissions in owned and leased hotels by 10%.


Energy solutions abound, ranging from thermal and photovoltaic solar panels to geothermal and biomass energy. However, before these solutions can be broadly deployed, they must be tested and adapted to specific hotel features. Accor has already equipped a large number of hotels with solar panels to produce domestic hot water and is carrying out a range of experiments involving new technologies. In Cambodia, for example, the Sofitel Angkor Phokeethra is pursuing an original initiative. Organic waste is methanized to produce gas used for cooking. The solution uses bacteria to decompose organic waste anaerobically (i.e. in an air-tight container), thereby producing methane, a biogas that is then used to prepare 700meals a day for employees. At year-end 2011: 135 hotels around the world were equipped with solar panels to produce domestic hot water; 172 hotels used biomass, geothermal and other renewable energies. By 2015 10% of hotels will use renewable energy.

Accors environmental footprint

Energy impact
7% Contribution from different activities: On-site energy Other Laundry Food & Beverage
Source: PLANET 21 research study 2011.


Carbon impact
Contribution from different activities: 12%




On-site energy Food & Beverage Other Employee travel




By fully integrating sustainable development into our operating procedures and offers, we are responding proactively to emerging customer expectations and supporting the development of new business models. The goal is to make PLANET21 a laboratory for the hotel industry of tomorrow.


Eco-design is a continuous improvement process whose purpose is to respect the environment at each step of a products life cycle. More and more hotels are using and offering responsible products, including ibis, Suite Novotel and Novotel, with their EU Eco-label certified guest amenities. At year-end 2011: 39% of hotels used dispensers or eco-friendly packaging for bathroom products; 13% of hotels had at least three eco-designed room features (e.g. bedding, bath linen or paper); 10% of hotels had eco-labeled bathroom products. By 2015 40% of hotels will have at least three eco-designed room components.


The design phase of construction has a crucial impact on a buildings environmental performance. That is why certain countries have introduced regulations that require low energy buildings and minimal impact on ecosystems. As an expert in hotel development, Accor has acquired real environmental expertise. The Group regularly tightens its standards and conducts pilot projects to support the development of hotels that are more efficient in terms of energy and water consumption and use fewer environmentally harmful chemical substances. At year-end 2011: 65% of hotels used energy-efficient lamps for frontage lighting; 25% of hotels recovered energy from the ventilation system; 18% of hotels used building management system to steer their energy consumptions; The Suite Novotel Issy-les-Moulineaux had received Frances HQE environmental certification. By 2015 21 hotels will have obtained sustainable building certification.

Through reBorn, Accor gives its second-hand furniture a new lease of life!
ReBorn grew out of Accors commitment to providing hotels with a unique, highly efficient solution for managing furniture to be replaced following renovation work. Since early 2012, the Groups hotels have been able to sell furniture and decorative items in good condition on reBorn, Accors secondhand furniture shop, which is hosted on the French version of eBay, the world leader in online sales. A total of 2,500items have been put up for sale in the services first few months.

In 2008, Accor pioneered with the launch of a responsible travel offering, today renamed Discovery.With PLANET21, the Group has created a special tracking unit that is constantly on the lookout for new environmentally friendly offers and technologies. At year-end 2011: steam cleaning solutions were tested in 15Sofitel hotels in eight countries; electric vehicle charging stations were tested in sixNovotel hotels in the Greater Paris area; automated sub-metering systems for electricity, gas and heating installations were tested in two ibis hotels in France. By 2015 20% of owned and leased hotels will offer green meeting solutions.



The integration of clean, eco-friendly technologies is a powerful lever for introducing increasingly sustainable hotels offers and practices.


Firmly rooted in our host communities, we directly support the principle of shared economic development and protect their most precious, most vulnerable assets: their children and the natural ecosystems in which we operate.


36 countries had signed the Code of Conduct for the Protection of Children issued by ECPAT and the World Tourism Organization; Accor was continuing to share its experience and training tools to combat sexual tourism involving children with the hotel industry, in particular at international sporting events, as it did during the FIFA 2010 World Cup. By 2015 70% of hotels will be committed to protecting children.
(1) End Child Prostitution, Child Pornography & Trafficking of Children for Sexual Purposes.

Especially vulnerable, children are still too often the victims of sexual exploitation. Protecting them is a responsibility shared by everyone. As a global player in the tourist industry, Accor is especially concerned. In 2012, Accor wants to expand its program to protect children to include kidnapping, a problem that is on the rise. Hotels can play a determining role in combatting this affliction. Since 2001, Accor has led the fight against sexual exploitation of children alongside ECPAT International(1), a non-governmental organization. Its action is based on informing and training employees, raising awareness among customers and suppliers, developing relations with public authorities, and facilitating the integration of minors. At year-end 2011: 49% of hotels had committed to protecting children and during the year nearly 23,500employees received training in identifying and responding to situations in which a child was at serious risk;

9% of hotels served sustainable products certified by other recognized labels, such as the Rainforest Alliance. By 2015 70% of hotels will purchase and promote products originating in their host country.


Major companies generate enormous flows of merchandise around the world. By opting for intensive, rational, organic, fair trade or other responsible production methods, they can make an important impact on people and the environment. The Procurement department integrates sustainable development criteria into its practices, such as the Sustainable Procurement Charter introduced in 2003 and since renamed the Procurement Charter21. At year-end 2011: 51% of hotels purchased and promoted locally produced food products; 34% of hotels served fair trade products carrying the Fairtrade-Max Havelaar label. In France, Accor hotels had purchased 350tonnes of fair trade tea, coffee and cocoa, an increase of 4.5% over 2010. Fair trade products account for nearly 44% of all hot beverages served at Accor hotels;

While ecosystems sustain the life and diversity of plant and animal species, they are too often threatened by human activities. The hotel industry is concerned and can take action by managing the origin and nature of the biological resources they use as well as this discharges they release into the ecosystems. At year-end 2011: 82% of hotels ensured proper sanitation of wastewater ; 68% of hotels had banned endangered seafood from restaurant menus. By 2015 100% of hotels will have banned endangered seafood species from restaurant menus.



Our dynamic development is underpinned by the extraordinary social, cultural and professional diversity of our more than 180,000* employees in Accor brand hotels. We continuously help them to develop their skills and responsibilities with the goal of offering them motivating, rewarding careers and increasing their employability (see page 76).
* Including 145,000employees in owned, leased and managed hotels (corresponding to the scope of reporting of this document).



As the worlds leading hotel operator, Accor has acquired extensive experience in human resources management. With its 17 Academies, the Group is also the worlds leading hotel school, helping every day to develop the skills and increase the employability of its staff. At year-end 2011: 435,092days of training had been provided during the year, an average of three days per employee; 477hotels had held training sessions to teach employees the host countrys language. By 2015 Accor will maintain its rate of 75% of hotel managers promoted through internal mobility.

Work-related stress has become a public health issue that plays a role in determining a companys attractiveness. The Group has always focused on providing employees with the best possible working conditions and Accor is regularly included in Brazil for example in the list of Best Places to Work prepared by the Great Place to Work Institute. At year-end 2011: 71countries had carried out employee opinion surveys, in 2010 and/or 2011; 531hotels had organized training to prevent psychosocial risks. By 2015 All countries will conduct internal opinion surveys every two years.

Because of its hotels locations, Accor enjoys a naturally diverse workforce. A source of enrichment and performance, diversity must be present at all levels of the organization. Thats why Accor actively promotes diversity in all aspects of its business, from hiring and career development to training and compensation. At year-end 2011: 27% of hotel managers were women (excluding Motel 6/Studio 6). By 2015 Women will account for 35% of hotel managers (excluding Motel6/Studio6).

PLANET 21 e-learning module

Training is a key lever for integrating sustainable development practices into the Groups businesses. In April2012, Accor introduced a unique online training tool for employees of all hotel brands. It enables participants to embrace sustainable development issues and the PLANET21 programs ambitious objectives, while raising their awareness of the daily actions that can be applied in different parts of the hotel, including guest rooms, restaurants and kitchens.



Through our commitments with regard to franchisees and suppliers, we involve our partners in our sustainable development strategy and integrate them into a responsibility process.


25% of Group hotels across all operating structures were either ISO14001 or EarthCheck-certified; 25% of franchised hotels complied with the standard level defined in the Accor Charter21. By 2015 40% of hotels will be ISO14001 or EarthCheck-certified regardless of whether they are owned, leased, managed or franchised (1).
FTSE4Good Index Series

Accor is the only hotel group included in the four benchmark international socially responsible investing indexes: the Dow Jones Sustainability Indexes, FTSE4Good, ASPI Eurozone and the Ethibel Sustainability Index. To make its commitment even more transparent, Accor wants to introduce a more comprehensive, accurate reporting system by 2015 with the goal of joining the two worldwide sustainable development communication standards: the United Nations Global Compact Differentiation Framework and the Global Reporting Initiative. By 2015 Accor is committed to being included in six recognized global indices or standards.

Accor integrates sustainable development criteria into all phases of its supplier relations, from specifications in its calls for bids to specific clauses integrated into supplier certification contracts. Today, major countries that have their own procurement departments have introduced action plans adapted to local issues. At year-end 2011: more than 1,200certified suppliers 45% of the total had signed the Accor Procurement Charter21; 150 priority suppliers had been evaluated, following an analysis of sustainable; development risks carried out in 2010 that covered 98product/service categories; 39 categories out of the 98included sustainable development criteria; 64% of European contracts signed by Accor already include a certification of compliance, required by Accor, to ensure that suppliers meet the requirements of the EU REACH regulation. By 2015 100% of purchase contracts will comply with the Procurement Charter21.
(1) Excl. economy segment.


Accors business model has shifted its focus to managed and franchised hotels, which accounted for 50% of the portfolio in 2011. Accor advises and supports its partners in integrating sustainable development criteria into their day-to-day hotel management practices. To facilitate their commitment, Accor provides them with OPEN, its sustainable development management tool. At year-end 2011: 100% of managed hotels and 82% of franchised hotels had deployed Accor Charter21, which is available in the OPEN application; 28% of franchised ibis hotels were ISO14001-certified;



Sofitel Essaouira Mogador Golf and Spa Morocco


Our employees make us excellent

Every day, more than 180,000employees(1) welcome tens of thousands of guests in 4,400Accor brand hotels. Because the hotel industry is a service business, employees are the leading drivers of our success. In 92countries, they display the same enthusiasm, a real sense of hospitality and a high degree of professionalism. Accors human resources teams are fully focused on attracting talented individuals and helping them to evolve, as we develop our operations worldwide and deploy the latest technological advances.
(1)Including 145,000employees in owned, leased and managed hotels (corresponding to the scope of reporting of this document).



A profession rooted in human contact, the hotel business is also a passion. Accors human resources policies are based on values inherited from its past and commitments that federate employees, such as professionalism, recognition, diversity and social dialogue.

A responsible employer for committed employees

Backed by a powerful culture, Accor transmits to its employees the values of conquest, innovation, performance, respect and trust that have underpinned its development for 45years. Spreading, embracing and embodying these values require the commitment of each and every manager. Accors cohesion depends on their whole-hearted involvement, at a time when the Group is growing, reinventing itself and taking on talented new people. Commitments that are part of the Groups responsibility to individuals and society as a whole. Accor actively supports health and employment, two pillars that help to promote fulfillment in the workplace. These pillars are an

integral part of PLANET21, the Groups new sustainable development program launched in April2012 (see page63). Regular opinion surveys. Accor regulars polls employees to gather their views, which are then used to prepare and deploy action plans. Each survey includes both core questions for all employees as well as more specific questions pertaining to the local situation. In November2011, Sofitel carried out the second worldwide opinion survey conducted in 16languages of its 25,300employees. The overall response rate was 94% and 84% of employees said they were satisfied with their jobs. The objective for 2015, which is part of the Employment pillar of the PLANET21 program (see page72), is for all countries to conduct internal opinion surveys every two years. Monitor employee health and prevent disease. The goal (see page66) is for 95% of hotels worldwide to

Original ways of rewarding talent

Because employees are the key drivers of satisfaction and customer relations, Accor is always attentive to ways of acknowledging their commitment and talent. Employee recognition programs include: the Accor Bernaches Awards, created in 1990. Every year, Gold, Silver, Honor and Team awards are presented to employees whose exemplary actions and behavior embody the Groups values. This symbol of recognition is widely respected not just within the Group, but also across the hospitality industry; the Professions Challenge, intended for hotel industry beginners, the competition focuses on reception, kitchen, dining room and bar professions. For the 9th year, 65 talented young people, selected from over 1,000applicants from 21countries, took part. Awards were presented to eight winners, all of them either apprentices or employees who had been on the job for less than two years.

100 job

organize employee training courses on the prevention of chronic and epidemic diseases, as well as psychosocial risks, while taking into account local health issues. In 2011, 77% of hotels organized prevention training sessions for the health and well-being of employees, while in France, 8,629ergonomic beds were installed in 168hotels to make changing bed linen easier for housekeepers.

Well-being in the workplace: Accor hailed as an employer

Every year, the Great Place to Work Institute organizes the Best Places to Work awards in 40countries. The ranking is based on employee surveys.

of employees are under 35

of supervisors are under 35


Accor awarded the 2011 Human Capital Trophy

Launched by French daily Le Monde and the Michel Page international recruitment firm, the award recognizes outstanding human resources management initiatives from companies included in Frances CAC40 index. In June2011, Accor was cited for its actions that recognize employee commitment and in particular for such commendable, high-profile human resources programs as the Accor Bernaches awards and the Professions Challenge.

compensation and other day-to-day responsibilities of the human resources function, as well as in individual relations within the organization. The Groups responsibility, performance and attractiveness as an employer all depend on effectively promoting diversity. The backbone of this policy is the Groups International Diversity Charter, which was prepared in 2010 and has been broadly distributed since then. Four priorities have been defined for the period leading up to 2015: diversity of origins; gender equality in the workplace; integration of people with disabilities; age diversity. Since June2011, all Group units have reported data twice a year for diversity indicators based on these four priorities and focusing on each hotel job track, from general manager to country Executive Committee member.

worklife: hiring, assessment, career development, training and conflict management. The goal is to eliminate discrimination and celebrate diversity.

In 2011, Accor was once again among the countries cited: in Latin America, where it received a Best Places to Work award in five countries Argentina, Brazil (for the 14thyear in a row), Chile, Mexico and Peru; in the Netherlands, where 83% of team members surveyed expressed satisfaction with their employer, a 9% increase over 2008. While the work atmosphere and professionalism are widely acknowledged, opportunities for development especially in the international marketplace have also helped to make Accor an especially attractive employer in the Netherlands.

High-quality social dialogue

Backed by a network of human resources managers that extends around the world, Accor forges and maintains constructive, long-term relations with employee representatives. This dialogue is carried out mainly through the Group Works Council, the Social Council and the European Work Council. The Group has signed a large number of collective agreements with these bodies. Social dialogue is also pursued at the country level, as was the case in Poland in 2011, where Accor signed a new collective agreement (modifying and updating the 1997 agreement) with local employee representatives. Concerning the Orbis hotels, the agreement in particular covered compensation, bonuses and benefits and harmonized job titles at the Groups hotels in Poland.

Diversity as a performance driver

Diversity is a key component of Accors human resources policy. The goal is to make team members skills and recognition the focus of the entire process, and in particular to showcase employees differences. Diversity is also one of the objectives of the Employment pillar in the PLANET21 program (see page72). The Groups target is for women to hold 35% of hotel general manager positions in 2015, compared with 27% in 2011. Accor has designed and deployed core programs to make diversity a reality in hiring, career management, training,

Diversity training recognized by two awards

Accor received the 2011 Diversity Trophy in the Training category at the 7th International Diversity Symposium and the Grand Prix AFPA from Frances national adult vocational training association. The two awards were presented in recognition of the e-learning module on diversity designed and deployed for the Groups 2,500hotel general managers and department heads in France. The module provides virtual training on five key phases in a managers



Opening new frontiers in human resources represents a major challenge for hiring and retaining employees. Accors solutions involve innovation, the creation of new job tracks and an active internal mobility program.

4.3 million
visits to the website

Supporting the Groups development

The human resources function supports Accors rapid development in both mature and emerging markets. The Group has set the ambitious goal of opening 40,000new rooms a year between now and 2015. To drive that growth, employees need to be hired and retained. As part of its active career management policy, Accor is committed to bolstering its teams with local talent and sharing its skills and capabilities around the world. This requires designing career paths that will help to attract, develop and retain the best people. In mature markets, the Group needs to make itself more attractive and deploy an array of innovative hiring methods. To promote its jobs and image among candidates as a good place to work, a wide range of mainly digital tools have been developed for the country organizations: Accor.com has added an especially rich Recruitment & careers section. With 755,000visits in 2011, it is the sites most often visited section, accounting for one-quarter of the total. It features 43job fact sheets, as well as employee testimonials, videos, podcasts and job quizzes; AccorJobs, the hiring site, has celebrated its 10th anniversary. With 18country sites each with its own content, AccorJobs has been translated

in 12languages and is managed by 4,500recruiters. The site had a busy year in 2011 with 4.3million visits (up 21% over 2010), 20,000job and internship offers (up 19%) and 530,000applications received (up 61%). Other events during the year included: a reworking of the site with a new logo, a new section featuring application advice and more functionalities, such as a job offer basket and the possibility of forwarding information to a friend, an Accor page on LinkedIn, the biggest business-related social networking site with 100million members. The page already had more than 15,000friends at year-end 2011, a blog entitled working@accor dedicated to specialized job categories, which includes testimonials and articles. The blog became an AccorJobs Facebook page in 2012, the posting of AccorJobs offers on the Jobaroundme iPhone application. It enables iPhone users to consult job vacancies listed on the AccorJobs website in real time. The application also features an augmented reality system for visualizing offers in nearby Accor hotels.


Developing new job categories to ensure our expertise

In response to the growing professionalism of the hotel business, Accor is pursuing a job track policy. Recognized for its operational excellence, the Group has stepped up its initiatives to train in-house experts, especially in cutting-edge fields such as: revenue management, in order to optimize hotel revenue by selling each available room at the right price. This complex technique is vitally important as it enables room and occupancy rates to be

very closely managed. Accor is constantly developing revenue management experts through two training programs: RM Dimension, which is dedicated to revenue management professionals, hotel general managers and accommodation and booking managers. More than 1,500employees took part in these certification-backed training sessions in 2011, RM Pro, which is reserved for 600professional revenue management specialists. The module, which enables program participants to improve their understanding of room rate policies and reservation forecasting, was offered to 131revenue managers in 2011, the sales function is evolving and becoming more complex especially because of the ever-expanding role of new technologies. The Sales & Distribution Pass training module is designed to provide the Group with a pool of sales professionals and maintain its standing as a market leader. In 2011, some 230distribution specialists took part in these courses, which will play an even greater role in the years ahead.

Accor is expanding its revenue management training

In France, Accor signed a partnership agreement with Institut Paul Bocuse and the Savoy-Mont-Blanc Business Administration Institute. The partnership sets up a Masters program that will help the Group to identify and hire future revenue management experts.


days of training provided during the year, an average of 3 days per employee

Promoting mobility: the key to retaining employees

Because it supports employee skills enhancement, motivation and loyalty, mobility is a foundation of Accors human resources policy. The Group has set a target of 75% of hotel general managers developed through internal promotion by 2015. Mobility is also one of the social commitments of the PLANET21 program (see page72).

A driver of business and managerial performance and a source of innovation, mobility can be: functional, as evidenced by such programs as Move Up at Novotel and career advancement initiatives at ibis that are designed to validate employees acquired experience; geographic. Accor has designed an international mobility strategy that includes intercultural awareness training for employees being transferred to countries with a highly specific cultural environment. An international mobility intranet has also been set up that enables people to stay attuned to the Groups needs and learn about possible transfers and how to apply for them. Accor also has a dedicated in-house career and mobility management site for Group executives and managers called Success. It provides them with visibility on all vacancies that need to be filled and enables them to manage their profile by submitting their resume and career goals.

Accor, the worlds leading hotel school

Accors reputation as a hotel school is underpinned by its portfolio of more than 150training programs, a network of 17Academies around the world and innovative learning methods. The Academies mission is to support employees professional growth and development through skills enhancement. Its three fundamental pedagogical goals are to: ensure that all programs, regardless of subject, are consistent with Accors culture, operating methods and management principles; continuously support the brands by designing, producing and leading all of their dedicated training programs; stay attuned to social trends, by offering innovative teaching resources such as e-learning that reflect changes in the marketplace. One example is the Accor Academy in Australia and New Zealand, which has developed a cutting-edge online training program. It comprises an interactive situational simulation component, an electronic evaluation tool to measure skills acquired and blogs for business community members that enable experts to share their ideas and views. There is also a virtual training module that allows participants throughout the Asia-Pacific region to take part in classes in real time led by a real-life instructor.

The 2011 IHMP graduating class

Creating a pool of international managers

The International Hospitality Management Program (IHMP) was introduced in 1997. The 30employees who graduated from the program in 2011 ranged in age from 28 to 49, represented 16different nationalities and one third of them were women. Of all the employees who have participated in the program since its creation, 50% are now hotel general managers and another 5% have become either Director of Operations, Sales Director or the head of an Accor Academy.



Employees are on the frontline as the Group deploys its strategy, which involves modernizing the brand portfolio, expanding the network at a record pace and adapting hotel operating structures. To successfully deploy the strategy, its our responsibility and in our interest to train employees and instill in them a sense of belonging.

Career paths for each brand

Expressing its own special world and lifestyle, each of our brands integrates new consumer patterns and is modernizing to provide customers with a constantly renewed experience. To achieve that, each brand has adapted its human resources policies depending on its positioning and service offering. The goal is to enable employees to support the brands growth and enhance its value even as they grow and find fulfillment.

In 2011, for example: Novotel continue to broadly deploy its Move Up program, launched in 2010. Its purpose is to enhance team members employability(1) and earn their loyalty through an original approach built around six modules: 1. Welcome, a six-month integration process; 2. Itineraries, a three-stage, certification-backed program; 3. Globe-Trotter, an intensive two-year module for becoming a department head; 4. GM Pass, a one-year personalized development program to learn the hotel general manager profession; 5. Visa Novotel, which provides high-performance employees with the opportunity gain international work experience; 6. Novotel Services Attitudes, to transmit the brands commitment to service. At end-2011, the Move Up program had been deployed in 165hotels. Moreover, two GM Pass graduates in France were promoted to hotel general manager positions in 2011 and around ten employees from Australia, France and South America are now enrolled in the program.

of employees are women

With the Ambassadors initiative launched in June2011, Sofitel now has a program that develops and showcases the skills of its 25,300employees. The goal is to promote professional excellence and career development while providing the brand with value added. The program is based on three modules: Be Yourself, which integrates a skills and attitude grid and leverages a partnership with 15leading hotel schools around the world to select talented young people; Be Ready, so that each employee can represent the brand by expressing its spirit (the Sofitel appearance and attitude) and embracing the high standards of the luxury segment; Be Magnifique, to allow ambassadors to trace their career path by providing them with professional expertise, mentoring, training and management skills.

(1) Developing employees capabilities to make them more attractive on the job market.


More than

employees have taken part in the Naturally Different program in Latin America

For the launch of the ibis mega-brand, Accor designed a special training program to support the new dynamic instilled by its economy segment offering. Called the ibis Family kit, the program is intended for all hotel general managers and operations directors of ibis, ibis Styles and ibis budget brands who train their own team members. Its purpose is to:

enable hotels employees to buy into the Groups new economy segment strategy; help them to discover the positioning of their brand (one of three in the ibis Family), as well as the product, offers, new visual identity and communication strategy; create support for the new project.

diploma that validates their professional experience. In 2011, nine managers took advantage of this opportunity. In emerging markets, where hotel networks are expanding at a rapid pace, the challenge is to hire and retain talented locals to support this growth and ensure impeccable service quality for guests. In India, for example, where the Group plans to open 100hotels by 2015, the Pullman Gurgaon Central set up an exemplary hiring campaign during the year that was cited by the Indian Institute of Planning and Management, one of the countrys leading business schools. Applicants, who were asked to reply to the question Im a Pullman person. Are you? were hired on the basis of their attitude and their alignment with the brands values.

Hiring to support the Groups development

In line with its room opening objectives, Accor has adapted its human resources policy to the local situation in its host countries. In Europe and mature countries, Accor needs to enhance its appeal as an employer, by using a wide variety of innovative recruitment methods and offering motivating career opportunities to attract and retain the best talent. The brands are developing and deploying programs to build up talents pools through internal promotion. One example is the program created by ibis budget and hotelF1 in France with the Versailles Chamber of Commerce and Industry that allows hotel managers to earn a special


The Accor Academy in Asia also developed a solution to boost training resources in this region where things are moving at an ever-faster pace. The idea is to train and certify employees to provide skills enhancement sessions on the frontline, which is not part of their normal professional responsibilities. In Asia (excluding China), some 80employees were certified as trainers in 2011.

welcome all types of guests by providing them with appropriate service and solutions. In Latin America, for example, more than 10,000employees have taken part in the Naturally Different program whose purpose is to teach the right attitudes and the best response to the special needs of the handicapped and the elderly, as well as children, foreigners and homosexuals; Another example is Australia, where teams have been trained at Sofitel and Pullman to welcome Chinese and Indian customers and address their special needs. personalize customer welcome and services upon their arrival at the hotel. This personalized service must take into account the benefits of the Le Club Accorhotels loyalty program and an understanding of customer preferences. This changes the way of working for employees who have an important role to play in effectively using, updating and enhancing customer knowledge. As this has a direct impact on reception services, a special training module is being designed with and by front office managers, who ensure the deployment of tools and procedures at operations level.

Provide service in line with new customer expectations

To satisfy increasingly demanding customers, Accor constantly anticipates and adapts to their emerging needs. In particular, the Group focuses on the professionalism of its employees and invests in their training so that they can:



The Accor Foundation is dedicated to supporting and developing socially responsible actions initiated by employees, with the goal of linking cultures by supporting the development of individuals and their integration into their environment.

15 projects Americas

13 projects Rest of Europe

Employee-supported initiatives
Since its creation on August31, 2008, the Foundation has supported more than 100projects with the help of nearly 5,000employees in 33countries. It wants to continue expanding its frontline initiatives in the Groups 92 host countries. The goal for 2012 is to increase the number of projects supported by 30%. The Accor Foundation provides the Group with an added human touch that is aligned with our new objective, which is to Open New Frontiers in Hospitality. Extending across borders, the Foundation transforms hospitality into outreach. With the invaluable support of our team members, it ensures that assistance programs are adapted to local needs and monitored regularly. This approach resonates with our role as a service provider, which is based on the values of welcome, dedication and generosity that define the hotel industry. Leveraging a unique model, the Foundation provides support exclusively for projects suggested by company employees or franchisee partners a good way to get all stakeholders on board. The Foundation only supports projects in which team members are personally and locally involved. In addition, employees can get information and advice from regional experts who come from the area covered by their project. To learn more: www.fondation-accor.com

45 projects France 19 projects Asia

3 projects Pacific

11 projects Africa

A unique model
In each case, the projects grow out of meaningful, in-depth discussions between employees and the Foundation team, which makes every effort to offer guidance and advice to all individuals who submit an idea.

Everyone involved in celebrating the Foundations 3rd anniversary

For its 3 rd anniversary, the Accor Foundation brought together Group employees and partner associations for events organized in its international head offices and a number of hotels. Photo exhibitions and local markets were set up to showcase the involvement of team members and the products created by the beneficiaries of associations that receive the Foundations support. At a press conference held at the Foundations headquarters in Paris, Denis Hennequin, Chairman of the Accor Foundation, and Marie-Caroline Bizet, Foundation Manager, spoke not only about the associations that receive support, but also about the employees who work alongside them.


3 fields of intervention
Encouraging integration and insertion of young people in difficulty aged 15-30. France: The VoilAvenir project
Purpose: Integrate young people into the job market through certification-backed training programs. Association supported: Multi Services Dveloppement. Since November2011, 16disadvantaged young people from the Lyon suburbs have been helping to build boats that will make navigating easier for quadriplegics and paraplegics. Participants are trained in boat-building techniques, thereby gaining important skills that facilitate their entry into the working world.

Dominique Grandjonc, General manager of the Novotel Lyon-La Part-Dieu

Why are you involved in this project? I need to give meaning to my position as a company manager. For me, that meaning comes from fulfilling a social function that benefits society as a whole. As General manager of a Novotel hotel, I feel that I serve as an ambassador for Accor.

Supporting socio-economic initiatives that highlight traditional crafts and techniques.
meline Ori, Manager, Quality Control and Sustainable Development, Accor Dominican Republic

Dominican Republic: Creation of a handcrafted jewelry workshop

Purpose: Enable disadvantaged women to find work and re-enter mainstream society. Association supported: Fundacin Sol Naciente In the Dominican Republic, the situation of very young single mothers is a major problem that affects 35% of women under the age of 18, who have a very hard time finding work. To address this problem, the Accor Foundation supports Fundacin Sol Naciente, which in 2012 developed a pilot training program for 16 unwed young mothers who were already monitored by the association. The goal is to teach them to work with silver and local stones, such as amber and larimar, so that they can set up their own jewelry workshop and achieve financial independence.
Pieter de Weerd, General manager of Mercure Tokyo Ginza and Operations Director for Japan

Why are you involved in this project? I think its just because I have never lacked for anything in my life and I wanted to extend that opportunity to as many people as possible. Helping others and treating them as equals has always been important for me, so I try to apply those principles whenever I can.


Helping populations in great difficulty and responding to humanitarian disasters.

Why are you involved in this project? Given the scope of the disaster, we very quickly realized that everyone would have to get involved. The active support and donations from the Foundation, regional head offices and hotels and especially the contributions from a large number of customers and A|Club members provided relief for hundreds of families and children in one of the most heavily damaged regions. So all the Accor Japan teams would like to say: Arigato. Thank you everyone.

Japan: Support for victims of the March2011 earthquake and tsunami

Association supported: KnK Japan (Children without borders) The Accor Foundation allocated 20,000 in emergency funds to KnK Japan, which used the money to purchase and distribute blankets, diapers, food, powdered milk and other necessities in Iwate Prefecture, the region of Japan that was hardest hit by the earthquake and tsunami. The Foundation also enabled Accor employees and A|Club members who so desired to donate funds via an online service set up by KnK Japan. In all, more than 40,000 was donated through this collective outpouring of generosity.


Sige social Accor Odyssey Paris France


Performance indicators
In 2011, Accor confirmed the clear recovery in its business with results that were sharply higher. Fully focused on hotel operations and backed by a very healthy financial position, the Group has the assets needed to step up its pace of development and become the industry leader in all areas of operation. It will attain this goal while respecting its commitments to shareholders, maintaining close relations with them and providing them with extensive, transparent information.


Accor Investor relations

Accor Immeuble Odyssey 110, avenue de France 75210 Paris Cedex 13


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.

Shareholder hotline Toll-free number (France only)

(local rate) Operators are available to answer questions from 9:00am to 6:00 pm from Monday to Friday e-mail: comfi@accor.com

Meetings with investors

In 2011, meetings were held with some 470representatives of more than 400financial institutions and 21roadshows 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. Held on May30, 2011 at the Novotel Paris Est, the Annual Shareholders Meeting was attended by 350people and provided many opportunities for exchanging views and opinions.

Working group on the private shareholder relations process

Created in 2007 a working group , comprising 15members of the Shareholders Club is exploring ways to encourage exchanges of views and opinions with our private shareholders and to improve the private shareholder relations process. At its two meetings in 2011, the group reviewed the various resources used to keep shareholders informed, the preparations for the Annual Shareholders Meeting, a briefing on hotel visits organized for Shareholders Club members and an update on Accors sustainable development process. Working group members also had the opportunity to meet and exchange ideas with Chairman and Chief Executive Officer Denis Hennequin. Members were also given details about the ibis megabrand project to revitalize the economy hotel segment.

Registered shares managed by Socit Gnrale

32, rue du Champ-de-Tir BP 81 236 44312 Nantes cedex 03, France Tel.: 02 51 85 67 89 Nominet.socgen.com

A wide array of documents far exceeding regulatory requirements may be viewed in the Finance section of the website. These documents, which cover both current and previous years, include: the Registration Document filed with the Autorit des Marchs Financiers (available in electronic form since 1997); the Annual Report; information memoranda filed with the Autorit des Marchs Financiers concerning corporate actions; notices of Shareholders Meetings, sent systematically to registered shareholders and on request to members of the Shareholders Club; the Letter to Shareholders, available on request in electronic form and accessible via the corporate website. Legal documents are on display at the Companys primary business office, Immeuble Odyssey, 110, avenue de France, 75210Paris Cedex 13, France. Since January20, 2007 when the , European Transparency Directive was transposed into French law, Accor has issued its regulatory filings through a professional disclosure service that complies with the criteria set out in the Autorit des Marchs Financiers general regulations. The filings are also available on the corporate website.

The Accor Shareholders Club

Created in May 2000, the Accor Shareholders Club had more than 8,000members at year-end 2011, with each one owning at least 50bearer shares or one registered share. Among the many advantages members enjoy are regular e-mail updates throughout the year with press releases, the Letter to Shareholders and other news, the possibility of subscribing to all of our other corporate publications, the opportunity to discover our businesses in a more personal way through site visits, and VIP invitations to investor events in which Accor participates. Members of the Shareholders Club are entitled to the LeClubAccorhotels Platinum loyalty card, enabling them to earn twice as many points in participating hotels and to take advantage of exclusive benefits.

Easily accessible information tailored to shareholder profiles

All of the Groups financial news and publications can be accessed 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, Investor Daysand Annual Shareholders Meetings. It also tracks the Accor share price in real time and features a dedicated section for private shareholders and members of the Shareholders Club.



In euros

2007* Year-end closing High for the year Low for the year % change for the year Market value ( billions) Net yield(2) 54.70 75.32 52.21 6.8% 12.6 5.8%(3) +1.3%

2008* 35.11 56.30 24.23 43.1% 7.7 4.7%(4) 42.6%

2009* 38.25 39.95 25.20 +8.9% 8.6 2.7%(5) +22.3%

2010 33.30 34.03 22.26 +25.2% 7.6 1.9%(6) 5.2%

2011 19.59 36.20 17 .03 41.2% 4.5 5.9%(7) 19.0%

2012 (1) 26.40 27.74 18.70 +34.8% 6.0 4.35%(7) +7 .1%


CAC 40 Change for the year

* Share performance before 2010 have not been adjusted from Edenred share. (1) At February 29, 2012. (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 per share. (4) Based on the ordinary dividend of 1.65 per share. (5) Based on the ordinary dividend of 1.05 per share. (6) Based on the ordinary dividend of 0.62 per share. (7) 3.3% on the ordinary dividend of 0.65 presented for approval at the Shareholders Meeting on May 10, 2012; 5.9% including the special dividend of 0.50 per share.

Long-term share performance

80 70 60 50 40 30 20 10 0 January 1983 4.80 Paris Index 51.40 (at April 20, 2007)

Listed on Accor
Euronext Paris Compartiment A

ISIN code

Included in the following indexes

Demerger: Edenred initial public offering (July 2, 2010)

83 84 85 86 87 88 89 90 91 92 93 94 95 96 97 98 99 00 01 02 03 04 05 06 07 08 09 10 11

CAC 40 EURONEXT 100 FTSEurofirst 80 DJ Stoxx 600 DJ EuroStoxx MSCI Europe

Accor share performance (Base 100 at January 3, 2011)

110 100 90 80 70 60 50

Included in the following sustainability indexes

Dow Jones Sustainability Indexes FTSE4Good ASPI Eurozone Ethibel Sustainability Indexes

Accor: 20.80% CAC 40: 12.23%














12 3/ /0 03













































Performance in 2011 was driven by favorable hotel cycle dynamics, with increases in both occupancy rates and average room rates. Sustained demand throughout the year enabled Accor to meet the objectives announced to the market. Consolidated EBIT amounted to 530million. Fully focused on the hotels business, the Group is ready to pursue its expansion at a sustained pace, primarily through management contracts and franchise agreements. In 2011, it also stepped up implementation of its 2011-2015 asset management program, which is designed to refinance assets with a 2.2billion impact on adjusted net debt over the period.

Consolidated revenue totaled 6,100million in 2011, up 5.2% likefor-like and 2.5% on a reported basis. The expansion strategy increased revenue by 1.8%. A total of 38,700 new rooms representing 318 hotels were opened during the year, mainly under management contracts and franchise agreements. Divesting nonstrategic assets and applying the asset right strategy reduced revenue by 4.3%. Lastly, the currency effect reduced reported growth by 0.2%,

with the appreciation of the Australian dollar offsetting the downturn in the US dollar against the euro. Revenue increased, led by sustained demand all year long. Growth was robust in the main country markets in Europe (France, Germany and the United Kingdom), reflecting rises in both occupancy rates and average room rates across every segment. Revenue was also lifted by the very strong growth in business throughout the year in emerging markets, especially in Asia and Latin America.

A key financial performance indicator, earnings before interest, taxes, depreciation, amortization, provisions and rental expense (EBITDAR) totaled 1,923million. EBITDAR margin stood at 31.5%, up 1.0 point as reported and 1.2 points like-for-like compared with 2010. The flow-through ratio(1) was a high 56%(2). In the upscale and midscale segment, EBITDAR margin widened by 1.1 points like-for-like to 28.9%, while the flowthrough ratio stood at 51.8%. For economy hotels outside the United States, EBITDAR margin rose by 0.8 points like-for-like to 38.1% and the flow-through ratio was 50.5%. EBITDAR margin for the Economy Hotels business in the United States improved by 0.5 points like-for-like to 30.8%.

Quarterly like-for-like change in 2011 revenue, for year-on-year growth of 5.4%



+6.0% +3.7%






6,100 million
EBIT, corresponding to EBITDAR after depreciation, amortization, provisions and rental expense, rose 18.8% as reported to 530million from 466million in 2010, in line with the ongoing solid performance of the business. during the year. Before taking into account the above-mentioned non-recurring items, operating profit before non-recurring items, net of tax amounted to 296million. Operating profit before nonrecurring items, net of tax, came to 1.30 per share in 2011. As a result, the Board of Directors is recommending the payment of an ordinary dividend(3) of 0.65 per share, for a payout rate of 50%, and a special dividend of 0.50 euro per share.

1,923 million

EBITDAR margin

Net profit, Group share

Net profit, Group share amounted to 27million, versus 3,600million in 2010. The 2010 figure included the 4,044million non-cash capital gain (net of costs) arising on the demerger of the services business. Earnings per share came to 0.12, versus 15.94 in 2010, based on the weighted average 227million shares outstanding

530 million

(1) The flow-through ratio is the ratio between the change in like-for-like EBITDAR and the change in like-for-like revenue. (2) The flow-through ratio including the impact of operations in Egypt and Ivory Coast was 54%. (3) Submitted for approval at the Combined Ordinary and Extraordinary Shareholders Meeting on May10, 2012.

296 million
operating profit before non-recurring items, net of tax

39% 10%
North America


Rest of Europe


2% 6%

2011 Revenue by region

Latin America and the Caribbean

Africa Middle-East



54 million 96 million
North America

Rest of Europe

54 million

68 million

2 million

Hotel expenditure by region(1) (371 million)

97 million(3)
Latin America and the Caribbean

Africa Middle-East

(1) Hotel expenditure includes openings and renovation work. (2) Including 95million in costs related to the exercise of call options on 56hotels in the United States. (3) Including a 79million down payment for the acquisition of the Sofitel Rio de Janeiro.

737 million
in funds from ordinary activities
(cash available to finance investments and dividend payments), up from 695million in 2010.

303 million

in renovation and maintenance expenditure

After renovation and maintenance expenditure, which represented 5% of revenue, free cash flow stood at 434million.

1.15 dividend(1) per share

of which an ordinary dividend of 0.65 and a special dividend of 0.50. The payout rate is 50%. It is calculated on operating profit before non-recurring items, net of tax(2).
(1) Submitted to shareholders for approval at the Annual Meeting on May10, 2012. (2) Operating profit before non-recurring items, net of tax:operating profit before tax and non-recurring items less tax on operating profit, less minority interests.

Net debt at December31, 2011

in proceeds from asset sales
Impact of the asset management program on adjusted net debt in 2011.

An indicator of the profitability of investments, return on capital employed stood at 12.3%, compared with 11.3% in 2010. ROCE (Return on Capital Employed) is the ratio of: EBITDAR for each business plus investment income (dividends and interest from associates and non-consolidated companies); to average non-current assets, before depreciation, amortization and provisions, plus working capital.

compared with 730million at year-end 2010.

Average cost of gross debt: 6.51%

Gross debt by maturity
44% 43%



versus 20.1% in 2010 funds from operations excluding non-recurring transactions/ adjusted net debt
An indicator of the Groups solvency, this ratio is calculated with net debt adjusted for the 8% discounting of future minimum lease payments.

<1 year

1 to 2 years

3 to 6 years

>6 years

Gross debt by type of rate



Fixed rate

Variable rate



In millions

5,490 (3,972) 1,518 (854) 664 (429) 235 (124) (3) 108 (110) (241) 7 (27) (263) (32) 30 (265) (282) 17 222,890 (1.36) 1.05

5,948 (4,134) 1,814 (934) 880 (434) 446 (134) 22 334 (31) (284) 4 (35) (12) (392) 4,014 3,610 3,600 10 225,838 (1.82) 0.62

6,100 (4,177) 1,923 (995) 928 (398) 530 (97) 5 438 (40) (113) 60 (19) (326) (274) (2) 50 27 23 227 ,107 0.13 1.15(3)

Consolidated revenue Operating expense EBITDAR Rental expense EBITDA Depreciation, amortization and provisions EBIT Net financial expense Share of profit of associates Operating profit before tax and non-recurring items Restructuring costs Impairment losses Gains and losses on management of hotel properties Gains and losses on management of other assets Operating profit before tax Income tax expense Profit or loss from discontinued operations Net profit/(loss) Net profit/(loss), Group share Net profit attributable to minority interests Weighted average number of shares outstanding (in thousands) In Earnings per share Ordinary dividend per share

(1) In line with IFRS 5, cash flows from Edenred, Groupe Lucien Barrire and the onboard train services business have been reclassified under cash flows from discontinued operations. (2) In line with IFRS 5, 2011 results from Groupe Lucien Barrire and the onboard train services business have been reclassified under Profit from discontinued operations. (3) Submitted for approval at the Annual Meeting of Shareholders on May 10, 2011, including a special dividend of 0.50.


In millions

1,777 488 4,306 428 7 ,290 4,312 11,746 2,997 3,254 6,072 5,670 11,746

743 409 3,682 480 5,555 2,310 8,678 3,650 3,949 5,964 2,336 8,678

712 373 3,257 549 5,038 2,576 8,000 3,537 3,768 5,618 2,293 8,000

ASSETS Goodwill Intangible assets Property, plant and equipment Total non-current financial assets Total non-current assets Total current assets Total assets EQUITY AND LIABILITIES Equity attributable to shareholders Equity Total non-current liabilities Total current liabilities Total liabilities and shareholders equity


In millions

520 (288) 232 (420) 339 (396) 175 (49) (242) (78) (113) (552)

695 (281) 414 (340) 556 (249) 44 198 (170) 441 894

737 (303) 434 (387) 500 (155) 11 5 (170) 266 504

Funds from operations excluding non-recurring transactions Renovation and maintenance expenditure Free cash flow Expansion expenditure Proceeds from disposals of assets Dividends Decrease/(increase) in working capital Proceeds from issue of share capital CIWLT tax dispute Other Cash flow from discontinued operations Decrease/(increase) in net debt

(1) In line with IFRS 5, cash flows from Edenred, Groupe Lucien Barrire and the onboard train services business have been reclassified under cash flows from discontinued operations. (2) In line with IFRS 5, 2011 results from Groupe Lucien Barrire and the onboard train services business have been reclassified under Profit from discontinued operations. (3) Submitted for approval at the Annual Meeting of Shareholders on May 10, 2011, including a special dividend of 0.50.


Detailed financial data are included in the Registration Document filed with Autorit des Marchs Financiers. Its table of contents is presented below.


The Registration Document can be downloaded from our website accor.com/finance


1. Ensure healthy interiors.

85% of hotels use eco-labeled products.

2. Promote responsible eating. 3. Prevent diseases.

80% of hotels promote balanced dishes. 95% of hotels organize disease prevention training for employees. 15% reduction in water use between 2011 and 2015 (owned/leased hotels). 85% of hotels recycle their waste. 60% of hotels participate in the Plant for the Planet reforestation project. 10% reduction in energy use between 2011 and 2015 (owned/leased hotels). 10% reduction in CO2 emissions between 2011 and 2015 (owned/leased hotels). 10% of hotels use renewable energy. 40% of hotels have at least three eco-designed room components. 21 new or renovated hotels are certified as sustainable buildings. 20% of owned and leased hotels offer green meeting solutions. 70% of hotels have committed to protecting children. 70% of hotels purchase and promote products originating in their host country. 100% of hotels ban endangered seafood species from restaurant menus. 75% of hotel managers are promoted through internal mobility. Women account for 35% of hotel managers (outside Motel6/Studio6). 100% of host countries organize an employee opinion survey every two years. Accor is included in sixinternationally-recognized socially responsible investment indices or standards. 40% of all hotels are ISO 14001 or EarthCheck-certified. 100% of purchasing contracts are in compliance with our Procurement Charter21.

4. Reduce our water use.

5. Expand waste recycling.

6. Protect biodiversity.

7. Reduce our energy use.

8. Reduce our CO2 emissions. 9. Increase the use of renewable energy.

10. Encourage eco-design.

11. Promote sustainable building.

12. Introduce sustainable offers and technologies.

13. Protect children from abuse.

14. Support responsible purchasing practices.

15. Protect ecosystems.

16. Support employee growth and skills.

17. Make diversity an asset. 18. Improve quality of worklife. 19. Conduct our business openly and transparently. 20. Engage our franchised and managed hotels. 21. Share our commitment with suppliers.




51% of hotels use eco-labeled cleaning products. 23% of hotels use eco-labeled wall paint. 10% of hotels use eco-labeled floor coverings. 1balanced meal is included in the childrens menu at Novotel hotels. Number of hotels offering vegetarian dishes (indicator under construction). 1,768hotels are equipped with condom vending machines. 38countries have implemented a health program. 93% of hotels monitor and analyze water consumption monthly. 88% of hotels have flow regulators on faucets and showers. 161 hotels have rainwater recovery systems. 91% of hotels sort and recycle batteries. 91% of hotels sort and recycle fluorescent lamps and tubes. 73% of hotels sort and recycle paper and cardboard. 82% of hotels choose plants suited to the local environment. 53% use eco-friendly gardening products. 77% of hotels use certified paper for printing. 94% of hotels monitor and analyze energy consumption monthly. 90% of hotels use low-consumption lamps for 24/7lighting. 92% of hotels monitor the optimum settings of energy installations. 76% of hotels check that equipment containing HCFCs and HFCs is leak-proof. 62% of hotels use energy-efficient boilers. 50% of hotels use energy-efficient air conditioning cooling equipment. 172hotels use renewable energy. 135hotels are equipped with solar panels for domestic hot water. 39% of hotels use dispensers or eco-friendly packaging for bathroom products. 10% of hotels use eco-labeled bathroom products. 6% of hotels use sustainable bedding products. 18% of hotels use a building management system to control energy consumption. 65% of hotels use energy-efficient lamps for frontage lighting. 25% of hotels recover energy from the ventilation system. Automatic electricity/gas/heating sub-meter tested at 2hotels. Steam cleaning solutions tested at 15hotels. Electric vehicle charging station installed in 6hotels. 36country organizations have signed the Child Protection Code of Conduct. Nearly 23,500employees have been trained to fight against child sex tourism. 66hotels are involved in programs to help marginalized minors reintegrate into society. 34% of hotels serve fair trade products (with the Fairtrade-Max Havelaar label). 9% of hotels serve sustainable products (with the Rainforest Alliance or other recognized label). 350tonnes of fair trade products are served at hotels in France per year. 82% of hotels ensure proper treatment of wastewater. 95% of hotels train staff on good pratices for the environment. Number of employees who have completed diploma awarding certification courses (indicator under construction). 477hotels organize host country language classes for employees. 0.9% of Accor employees are disabled (outside the United States). 531hotels organize training to prevent psychosocial risks. Meetings were held with 470investors during the year to present our management practices. Twoof the Board of Directors annual meetings are dedicated to CSR issues. 25% of franchised hotels meet the standard level defined in the Charter21. 150 suppliers have been audited by a third party. 64% of European contracts include REACH compliance for chemical products. 2011 ACCOR ANNUAL REPORT/97

62% 77% 12% reduction between 2006 and 2010 (owned/leased hotels) 64%

34% 5,5% reduction between 2006 and 2010 (owned/leased hotels) Not previously tracked



3 hotels

New indicator





27% 71 4 25% 45%


Water and energy
To improve the management of these inputs, the reporting process was upgraded in 2011 and is now conducted exclusively via OPEN. The new system will deliver more reliable data so that progress can be measured more accurately by taking into account the impact of weather conditions and occupancy rates on changes in consumption. Unless otherwise specified, indicators for water and energy and greenhouse gas emissions, concern hotels in Europe, North America, Latin America and the Caribbean, and the rest of the world (43countries in Africa and the Middle East, and in Asia-Pacific). Franchised hotels, hotelF1 and Etap hotels under commission-based management contracts in France, Australia and South Africa, Mercure Apartments in Brazil and Adagio City Aparthotels are not included in the scope of reporting. Compliance with reporting processes for water use, energy use and greenhouse gas emissions have been reviewed by Ernst & Young since 2009. Consumption per brand is reported by available room for energy use and by room night for water. It includes all on-site consumption, room consumption and also all input use required to run a hotel, including: cleaning and maintenance of the various areas, restaurant, watering, laundry and swimming pool depending on facilities.


Number of hotels Number of validated hotels Energy used (MWh) Number of validated hotels Water used (thousands of cu.m)


Rest of Europe

North America

Latin America and Caribbean



Africa Middle East

Scope of reporting 2010 2,735 2,735 2011 2,483 1,940

Owned Owned Owned Owned Owned Owned Owned and Managed and Managed and Managed and Managed and Managed and Managed and Managed leased leased leased leased leased leased leased 471 358 448,848 358 3,220 31 15 32,352 15 198 677 590 84 52 610 608 12 12 114,309 10 573 75 55 74,699 31 852 37 0 / 0 / 41 18 19,556 18 228 190 127 816,715 127 10,288 51 21 42,317 21 360 85 21 58,306 21 522 20 8 29,472 8 305 99 55

881,687 145,405 550,043 590 5,154 52 722 607 8,652

208,204 5,193,218 3,421,916 55 2,165 2,735 46,868 1,913 33,239


Energy use (kWh per available room) Water use (liters per room night)





Suite Novotel 22 147



ibis Styles

ibis budget


Motel 6 / Studio 6 21 400

87 906

65 664

49 539

45 321

40 316

21 174

19 229

13 108

11 123


Number of hotels Number of validated hotels Direct emissions (tonnes of CO2 equivalent) Indirect emissions (tonnes of CO2 equivalent) Total emissions (tonnes of CO2 equivalent)


Rest of Europe

North America

Latin America and Caribbean



Africa Middle East

Scope of reporting 2010 2,735 2,735 390,960 2011 2,483 1,940 234,082

Owned Owned Owned Owned Owned Owned Owned and Managed and Managed and Managed and Managed and Managed and Managed and Managed leased leased leased leased leased leased leased 471 358 18,217 29,686 47,904 31 15 1,288 2,147 3,435 677 590 58,696 267,186 325,882 84 52 12,551 31,673 44,224 610 608 48,661 162,208 210,869 12 12 10,067 29,884 39,951 75 55 4,848 6,242 11,090 37 0 / / / 41 18 1,974 7,287 9,262 190 127 58,882 355,191 414,074 51 21 2,728 22,749 25,476 85 21 4,753 13,602 18,355 20 8 698 11,048 11,746 99 55 10,719 112,533

1,648,585 1,051,438

123,252 2,039,545 1,285,520


Charter 21
In 2011, the Charter was updated and renamed as part of the new PLANET 21 strategy. While the checklist still contains 65 items, the indicators have been updated and extended to social responsibility issues like the use of fair trade products and the organization of staff training on health and well-being. Unless otherwise specified, these results concern all Accor hotels worldwide, with the exception of Adagio City Aparthotels. Thalassa sea & spa facilities apply the same Charter actions as their host hotels and their data are consolidated along with those of the hotel. 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, such as a restaurant or laundry. In this case, the percentage of hotels having implemented these actions is calculated based solely on the total number of hotels concerned (designated applicable hotels in the tables). Some of the actions have been clarified, others have been removed and new ones have been added. New actions for which comparative data are not available are marked NEW in the tables below.

Raising employee and guest awareness
Number of covered and applicable hotels Train employees in best environmental practices Designate sustainability manager Raise guest awareness of sustainable development issues Offer guests the option of reusing their towels France Rest of Europe 916 96% 59% 92% 97% North America 852 99% 17% 94% 97% Latin America and Caribbean 186 92% 60% 94% 96% Latin America and Caribbean 186 48% 79% Latin America and Caribbean 186 67% Latin America and Caribbean 5,583 Latin America and Caribbean 56 8 Asia Pacific Africa Middle East 131 94% 49% 90% 92% Africa Middle East 131 40% 83% Scope of reporting 2010 3,705 90% NEW 86% 88% 2011 3,757 95% 42% 90% 93% Change at comparable scope of reporting 3,423 +6% N/A +6% +6% Change at comparable scope of reporting 3,423 N/A 4%

1,260 92% 38% 86% 87%

246 90% 57% 92% 95%

166 96% 51% 86% 90%

Risk prevention
Number of covered and applicable hotels Use CFC-free and PCB-free technical installations Verify that installations containing HCFCs and HFCs are leak-proof


Rest of Europe 916 59% 84%

North America 852 17% 92%



Scope of reporting 2010 3,705 NEW 73% 2011 3,757 42% 76%

1,260 42% 60%

246 44% 66%

166 57% 83%

Number of covered and applicable hotels Organize health and well-being training


Rest of Europe 916 65%

North America 852 87%



Africa Middle East 131 82%

Scope of reporting 2011 3,757 77%

1,260 80%

246 95%

166 78%

Training to fight child sex tourism

Number of employees trained


Rest of Europe 3,988

North America 307



Africa Middle East 3,193 Africa Middle East 6 11

Scope of reporting 2011 23,459 Scope of reporting 2011 442 144 707




ISO 14001 EarthCheck Green Key Eco-Rating (Motel 6 / Studio 6)


Rest of Europe 177 51

North America 0 0 707



200 27

1 30

2 17



Rest of Europe North America Latin America and Caribbean 186 186 98% 95% 94% 95% 66% 90% 54% 58% 78% 13% 78% 21% 31% Africa Middle East 131 131 95% 85% 95% 95% 81% 83% 62% 56% 60% 34% 68% 18% 22% Scope of reporting 2010 3,705 3,705 91% 82% 83% 90% NEW 76% NEW NEW 53% NEW NEW NEW NEW 2011 3,757 3,757 94% 90% 90% 92% 70% 87% 36% 56% 62% 25% 65% 18% 19% Change at comparable scope of reporting 3,423 3,423 2% 9% 8% 2% N/A 14% N/A N/A 16% N/A N/A N/A N/A

Energy efficiency




Number of hotels covered Number of applicable hotels Monitor and analyze monthly use Use energy-efficient light bulbs for 24/7 lighting Insulate pipes containing hot/cold fluids Monitor the optimum settings on equipment Use a timer for frontage lighting Use energy-efficient light bulbs in rooms Use a central light switch in guest rooms Use energy-efficient light bulbs for outdoor signage Use energy-efficient boilers Recover energy from the ventilation system Use energy-efficient light bulbs for frontage lighting Use a building management system to manage energy consumptions Use speed controllers for fan and pump motors Number of applicable hotels Use energy-efficient air conditioning cooling equipment Equipped with a timer for common area air conditioning Number of applicable hotels Use energy-efficient minibars

1,260 1,260 87% 84% 81% 87% 80% 80% 32% 35% 53% 21% 47% 10% 8%

916 916 97% 92% 95% 96% 83% 83% 36% 45% 73% 47% 62% 32% 30%

852 852 97% 98% 96% 94% 33% 99% 18% 95% 61% 6% 90% 6% 10%

246 246 98% 88% 95% 93% 86% 89% 71% 73% 62% 43% 74% 35% 55%

166 166 92% 92% 87% 80% 87% 90% 64% 60% 52% 10% 66% 37% 30%

805 54% 14%

634 58% 47%

833 28% 15%

172 67% 17%

236 69% 56%

145 52% 51%

123 73% 30%

3,048 48% NEW

2,948 50% 27%

6% N/A

300 77%

371 74%

23 74%

155 78%

175 79%

103 59%

75 81%

1,152 NEW

1,202 75%



Rest of Europe North America Latin America and Caribbean 186 186 96% 82% 90% 12% 60% 25% 31% 4% 53% 148 84% Africa Middle East 131 131 95% 85% 93% 40% 57% 11% 47% 2% 40% 108 73% Scope of reporting 2010 3,705 3,705 91% 85% NEW NEW NEW NEW NEW NEW 67% 2,818 75% 2011 3,757 3,757 93% 88% 90% 18% 46% 17% 36% 4% 34% 2,668 75% Change at comparable scope of reporting 3,423 3,423 2% 5% N/A N/A N/A N/A N/A N/A 40% 5%

Reducing water use




Number of hotels covered Number of applicable hotels Monitor and analyze monthly use Use flow regulators on faucets/shower heads Monitor the optimum settings on equipment Use sub-meters to improve monitoring Eliminate waste-water cooling systems Use motion sensors for bathroom faucets Use dual flush toilets Recover rainwater for gardens watering and toilet flushing Use a water-efficient laundry service Number of applicable hotels Use selective grounds watering methods

1,260 1,260 87% 85% 87% 14% 51% 15% 33% 2% 22% 871 60%

916 916 97% 91% 95% 21% 68% 25% 51% 3% 44% 539 72%

852 852 96% 95% 91% 6% 8% 5% 7% 2% 28% 709 97%

246 246 97% 73% 89% 55% 51% 34% 53% 19% 50% 193 64%

166 166 87% 87% 77% 33% 46% 14% 84% 17% 51% 100 82%

Water pollution


Rest of Europe

North America

Latin America and Caribbean 186 82% 13%



Africa Middle East 131 74% 13%

Scope of reporting 2010 3,705 64% 5% 2011 3,757 82% 6%

Change at comparable scope of reporting 3,423 28% 36%

Number of covered and applicable hotels Ensure proper wastewater treatment Recycle grey water

1,260 77% 3%

916 85% 5%

852 88% 2%

246 80% 31%

166 73% 9%



Rest of Europe North America Latin America and Caribbean 186 91% 88% 90% 87% 59% 168 35% Africa Middle East 131 65% 67% 67% 55% 18% 105 24% Scope of reporting 2010 3,705 72% 68% 55% 53% NEW 34% 2011 3,757 73% 73% 64% 55% 22% 1,747 44% Change at comparable scope of reporting 3,423 2% 6% 15% 4% N/A 29%

Waste resource recovery




Number of hotels covered Sort and recycle paper/cardboard Sort and recycle glass bottles and packaging Recycle plastic packaging Recycle metal packaging Offer guests waste sorting opportunities Number of applicable hotels Sort and recycle organic waste from restaurants Number of applicable hotels Sort and recycle green waste from gardens Number of applicable hotels Collect and treat cooking oil Collect and treat edible fats

1,260 66% 73% 56% 40% 14% 510 29%

916 92% 95% 84% 70% 31% 569 59%

852 51% 40% 41% 47% 7% 22 45%

246 94% 87% 85% 82% 44% 238 65%

166 86% 83% 67% 58% 34% 135 29%

871 45% 510 95% 95%

539 55% 569 96% 89%

709 24% 22 86% 82%

148 33% 168 90% 80%

193 58% 238 72% 63%

100 72% 135 95% 76%

108 40% 105 85% 78%

51% 1,703 87% 90%

2,668 42% 1,747 91% 85%

22% 4% 4%

Management of hazardous industrial waste

Number of covered & applicable hotels Sort and dispose of batteries Sort and dispose of fluorescent bulbs and tubes Recycle electric and electronic equipment Sort and recycle ink cartridges


Rest of Europe

North America

Latin America and Caribbean 186 90% 90% 75% 76%



Africa Middle East 131 48% 49% 26% 55%

Scope of reporting 2010 3,705 88% 80% 56% 92% 2011 3,757 91% 91% 64% 92%

Change at comparable scope of reporting 3,423 4% 10% 14% 0,4%

1,260 94% 95% 79% 93%

916 96% 98% 88% 98%

852 94% 91% 20% 97%

246 78% 74% 72% 85%

166 73% 70% 46% 86%


Rest of Europe North America Latin America and Caribbean 186 168 50% Africa Middle East 131 105 51% Scope of reporting 2011 3,757 1,747 62%

Nutritional balance




Number of hotels covered Number of applicable hotels Offer balanced dishes in the restaurant

1,260 510 62%

916 569 60%

852 22 95%

246 238 76%

166 135 72%

Reducing waste volumes at source

Number of covered and applicable hotels Use eco-designed dispensers or packaging for bathroom products


Rest of Europe

North America

Latin America and Caribbean 186 48%



Africa Middle East 131 45%

Scope of reporting 2010 NEW 2011 3,757 39%

Change at comparable scope of reporting 3,423 N/A

1,260 36%

916 57%

852 13%

246 65%

166 39%



Rest of Europe

North America

Latin America and Caribbean 186 168 66%



Africa Middle East 131 105 64%

Scope of reporting 2010 3,705 NEW 2011 3,757 1,747 68%

Change at comparable scope of reporting 3,423 N/A

Number of hotels covered Number of applicable hotels Ban endangered seafood species from restaurant menus Number of applicable hotels Choose plants suitable to the local environment Use eco-friendly gardening products

1,260 510 65%

916 569 69%

852 22 64%

246 238 72%

166 135 70%

871 65% 51%

539 80% 82%

709 96% 12%

148 97% 78% Latin America and Caribbean 186 168 45%

193 90% 78%

100 93% 87%

108 94% 79%

75% NEW

2,668 82% 53%

5% N/A

Local food products


Rest of Europe

North America



Africa Middle East 131 105 67%

Scope of reporting 2011 3,757 1,747 51%

Number of hotels covered Number of applicable hotels Purchase and promote local food products

1,260 510 36%

916 569 45%

852 22 77%

246 238 79%

166 135 70%

Fair trade and sustainable agriculture

Number of hotels covered Number of applicable hotels Serve fair trade products Number of applicable hotels Serve sustainable products


Rest of Europe

North America

Latin America and Caribbean 186 0 N/A 186 9%



Africa Middle East 131 27 0% 131 17%

Scope of reporting 2011 3,757 3,085 34% 3,757 9%

1,260 1,260 73% 1,260 3%

916 782 18% 916 22%

852 852 0% 852 2%

246 8 0% 246 19%

166 158 0% 166 5%



The men and women of Accor, in France

Consolidated Corporate Report France

In compliance with French legislation, this Report consolidates data from the 2011 corporate reports prepared by French subsidiaries that are at least 50%-owned and that have at least 300employees. The 2011 Report includes data for Lentre at 30September 2011, the date on which the Accor Group sold the company. In all, the Report covers 77% of Accor employees in France. This same scope has been used for most of the indicators shown below. The Report concerns 15,001employees in service at December31, 2011, irrespective of the type of employment contract.

Total number of employees(1) Percentage of women Percentage of men Average monthly number of employees Number of full-time employees under permanent contracts Number of part-time employees under permanent contracts Number of employees under fixed-term contracts Number of non-French employees working in France(2) As a % of total employees
(1) All employees in service at December 31, regardless of type of work contract. (2) Number of non-French employees working in France.

December 31, 2010 16,044 56.4% 43.6% 16,911 9,764 4,654 1,626 2,032 12.7%

December 31, 2011 15,001 56.2% 43.8% 16,154 9,277 3,165 1,406 1,829 12.2%

Number of persons hired under permanent contracts Percentage of women Percentage of men Number of persons hired under fixed-term contracts Number of people under 25 hired

December 31, 2010 3,001 49.6% 50.4% 8,936 5,974

December 31, 2011 2,520 49% 51% 8,348 5,403



Sick leave Workplace and commuting accidents Maternity, paternity and adoption leave Paid leave for family reasons Unpaid leave (unpaid vacation, parental leave) Total
(1) Number of days of absence divided by number of theoretical working days.

December 31, 2010 6.2% 1.4% 0.3% 0.4% 3.2% 11.5%

December 31, 2011 6.2% 1.3% 1.8% 0.5% 2.8% 11.0%

2010 discretionary profit-shares paid in 2011 Number of beneficiaries(1) Average gross amount per beneficiary (in ) 2010 non-discretionary profit-shares paid in 2011 Special employee profit-sharing reserve, net (in millions) Number of beneficiaries(1) Average net amount per beneficiary (in )
(1) Among employees who worked at least three months in the year.

December 31, 2010 18,804 895.78 6 27 ,862 209

December 31, 2011 22,781 928 7 24,749 278


Number of meetings of Health, Safety and Working Conditions Committees Number of employees receiving onsite safety training

December 31, 2010 567 5,179

December 31, 2011 520 4,883

Collective agreements signed in 2011 Total hours used for employee delegate activities Number of meetings with employee representatives

December 31, 2010 28 80,738 1,683

December 31, 2011 68 79,824 1,621

Solidarity Fund Works Council benefits budget (in millions of euros)

December 31, 2010

December 31, 2011

In 1994, a solidarity fund was set up in France to provide administrative or financial assistance to employees faced with major financial or family-related difficulties that they cannot overcome alone. 2 2



The men and women of Accor, worldwide

At December31, 2011, more than 180,000employees worked in Accor brand hotels. Accor has 144,893employees, according to the reported human resources data. Depending on Accors degree of responsibility in their management, these include 68,243employees in owned and leased hotels and 76,650employees in managed hotels. The total workforce of 180,000is an approximation that includes, in addition, the estimated number of employees in franchised hotels. Full-scope data take into account owned, leased and managed hotels, for which the indicators are reported below. Units in which Accor holds an interest but is not responsible for managing teams as well as hotels operated under franchise agreements are not included. The report covers all full and part-time employees, irrespective of the number of hours spent on site (excluding contingent workers, interns and temporary workers). Workforce indicators are based on the average number of employees in owned, leased and managed hotels for the year.


AT DECEMBER 31, 2010
HOTELS Upscale and Midscale Hotels Economy Hotels US Economy Hotels Other businesses Restaurants Other TOTAL


Rest of Europe 26,992 20,563 6,429 26,992

North America 17,818 3,522 14,296 17,818

Latin America and Caribbean 10,695 7 ,620 3,075 10,695

Rest of the world 69,851 62,185 7 ,666 69,851

Total 2011 143,740 106,173 23,271 14,296 1,153 1,153 144,893

Total 2010 141,604 104,363 22,390 14,851 2,335 1,200 1,135 143,939

18,384 12,283 6,101 1,153 1,153 19,537



AT DECEMBER 31, 2011 Number of employees % women % men % under permanent contract % women % men Employees by age Under 25 25 to 34 years 35 to 44 years 45 to 54 years Over 55 years Employees by seniority Under 6 months 6 months to 2 years 2 to 5 years 5 to 10 years Over 10 years % of total workforce(1) Management % women % men Managers by age Under 25 25 to 34 years 35 to 44 years 45 to 54 years Over 55 years Number of days of training Number of days of training for managers Number of days of training for non-managers Training Number of employees having attended at least one training course Number of managers having attended at least one training course Number of non-managers having attended at least one training course Average number of days of training(2) Lost-time incident frequency rate (LTIF)(3) Occupational Number of fatal accidents in the workplace accidents Number of fatal accidents commuting


Rest of Europe 26,992 56% 44% 81% 56% 44%

North America 17,818 69% 31% 100% 69% 31%

Latin America and Caribbean 10,695 51% 49% 91% 52% 48%

Rest of the world 69,851 40% 60% 65% 39% 61%

Total 2011 144,893 50% 50% 77% 51% 49%

Total 2010 143,939 50% 50% 78% 51% 49%

19,537 57% 43% 87% 56% 44%

15% 33% 26% 19% 7%

21% 36% 21% 15% 7%

18% 28% 23% 20% 11%

22% 42% 24% 10% 2%

22% 40% 24% 11% 3%

20% 37% 24% 14% 5%

20% 37% 24% 14% 5%

14% 16% 20% 21% 30% 25% 47% 53%

10% 25% 25% 18% 22% 17% 48% 52%

28% 26% 22% 13% 11% 6% 53% 47%

20% 33% 26% 14% 7% 11% 49% 51%

18% 32% 25% 11% 14% 22% 39% 61%

17% 28% 24% 14% 17% 19% 43% 57%

17% 28% 24% 14% 17% 18% 43% 57%

2% 33% 35% 23% 7% 32,246 14,365 17 ,881 10,314 3,310 7 ,004 1.7

3% 35% 34% 20% 8% 49,218 14,630 34,588 21,579 4,128 17 ,451 1.8

3% 24% 30% 29% 14% 12,747 4,596 8,151 6,130 1,539 4,591 0.7

3% 47% 32% 14% 4% 37 ,961 6,976 30,985 11,502 1,425 10,077 3.5

6% 43% 33% 14% 3% 302,920 80,096 222,824 94,412 21,164 73,248 4.3 2 7

5% 39% 33% 18% 5% 435,092 120,663 314,429 143,937 31,566 112,371 3.0 14.5 2 7

5% 38% 34% 18% 5% 341,304 97 ,111 244,193 110,183 24,603 85,580 2.4 13.6 2 7

(1) A manager is defined as an employee who manages a team and/or has a high level of expertise. (2) Total number of days of training divided by the total workforce. (3) Number of workplace accidents with lost time (as defined in accordance with local legislation) per million hours worked.


If you are a shareholder
The Accor Shareholder Relations team can be reached at: Toll-free number: E-mail: comfi@accor.com You can also consult:
The 2011 Registration Document and the Annual Financial

Report, which are available in the Finance section of accor.com.

The 2011 Annual Report available in an interactive version

in the Group section of accor.com. This year, the interactive Accor Annual Report is accessible for the sight impaired and has been awarded an e-accessibility label, created with the support of Adobe and Fondation de France.

If you are a journalist

For questions about Accor, you can contact the Group Media Relations Department. E-mail: service.presse@accor.com You can also find a list of all media contacts by brand and by region in the Press section of accor.com.

For more information about the Accor Foundation Available at foundation-accor.com

Corporate Headquarters
Immeuble Odyssey 110, avenue de France 75210 Paris Cedex 13 France Tel.: +33(0)1 45 38 86 00 accor.com facebook.com/Accor


The document was written and produced by the Accor Communication and External Relations Department. Design and layout: Photo credits: A. Bryce, A. Smart, A. Veldman, A.E. Thion, C. Piratinninga, C. Weiss, D. Joubert, D. Lefranc, E. Audras, E. Cuvillier, E. Silalahi, F. Berthet, F. Charaffi, F. J. Fortunati, F. Rambert, G. Gardette, G. Lung, G. Markata, Getty Images, J. Biletta, J. Burlot, J.Y. Gucia, M. Monsen, M. Bertrand, M. Bungardt, M. Frolow, M. Monsen, M. Pecheur, M. Spencer, M. Van Der Reijde, P. Wang, Photononstop, R. Callebaut, R. Optich, S. Achall, S. Detalle, S. Kraus, T. Antablian, W. Luif, Xu Qing, ZenShui, T. Bout, C.J. Laird, D. Ivereigh, Fotolia, Andrew Macgregor / Debut Art iStockphoto: F. Leung T. Graugaard Shutterstock: ZanyZeus D.R. Copywriting: Antoine Blachez.

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