CORPORATE BROCHURE – 2009
1967: opening of the ﬁrst Novotel in Lille, France
1974: creation of Ibis
1975: acquisition of Mercure
1980: takeover of Soﬁtel
1983: acquisition of Jacques Borel International,
with the Ticket Restaurant® voucher,
and founding of Accor
1984: creation of Formule 1
1990: acquisition of Motel 6
1991: creation of Etap Hotel
1999: creation of Suitehotel
2007: creation of All Seasons and Pullman,
repositioning of Soﬁtel in the luxury segment,
and acquisition of Kadéos and PrePay
Technologies Ltd for Accor Services
2008: creation of MGallery and launch of
the A|Club worldwide loyalty program
2009: an alliance between Accor Services and
MasterCard Europe to create PrePay Solutions
to making our customers smile, every day…
… that’s our mission and our passion in our Hotels
and Services businesses.”
For more than forty years, Accor has constantly reinvented
its businesses to keep pace with the world around it, with
the goal of providing innovative, high-quality products to
Hotel and Services customers. Backed by powerful, THE ACCOR SPIRIT
highly respected brands, our employees help create lasting Since the opening of the first Novotel in Lille in 1967,
interpersonal relationships and deploy their unique skills team members have been driven by a pioneering, spirit of
to develop and deliver solutions that create wellness. conquest. A key factor in Accor’s success, this mindset
Every day, Accor is pleased to: is also shaped by a constant concern for people and a
commitment to the highest performance standards. For
provide travelers with the accommodation and dining
more than forty years, across all brands and regions,
solution best suited to their needs and assure them of the
highest quality service; Accor’s five core values of innovation, a spirit of
conquest, performance, trust and respect have been
create services for our companies and public institutions
shared by all employees, who today number some
that support their development, enhance their performance
and make their daily lives. 150,000.
users of Services
Data at December 31, 2008
INNOVATION IS OUR TRADEMARK
Imagining and developing
solutions that drive progress
WHETHER IN HOTELS OR SERVICES, ACCOR CONSTANTLY INNOVATES TO ADDRESS ALL
OF ITS CUSTOMERS’ NEEDS AND EXPECTATIONS.
Accor Hospitality Accor Services
Federated under the Accor Hospitality banner, the Group’s The world leader in prepaid service media, Accor Services
hotel business extended its traditional portfolio by creating constantly creates new high value-added, increasingly per-
and repositioning brands to cover all market segments with sonalized services in such areas as gifts and rewards for
a standardized and a non-standardized offering. Among the employees, government social beneﬁt programs and prepaid
new products: services for un- and underbanked employees. From highly
secure paper vouchers, to electronic payment cards and
the creation of Pullman and the MGallery label in the
Internet and mobile phone solutions, innovation also involves
upscale market and All Seasons in the non-standardized
new technologies, as evidenced by the promising future for
prepaid electronic services.
the introduction of the A|Club loyalty program;
the launch of a new room concept for Etap Hotel and
rooms opened in 2008, with
members enrolled in the
allocated to Accor Services
the goal of 40,000 additional new A|Club loyalty program for acquisitions between
rooms a year beginning in 2010 at year-end 2008 2006 and 2010
THE SPIRIT OF CONQUEST IS OUR GROWTH ENGINE
Boldly expanding our horizons
Already present in ninety countries, Accor Hospitality With operations in forty countries, Accor
will open 200,000 rooms between 2006 and year- Services is a forefront player in Europe and
end 201 the Group’s most ambitious development Latin America. Whether deploying existing
target ever. Beginning in 2010, some 40,000 new products in new markets or deepening its
rooms will open each year. This spirit of conquest presence in traditional markets, Accor Services
involves doubling the annual pace of openings and is constantly driven by a spirit of conquest.
deploying Accor hotels more widely in international Today, in response to growing demand for
markets, especially in Asia-Pacific, Latin America prepaid electronic solutions, the business has
and Eastern Europe. crossed a new technological threshold.
PERFORMANCE IS THE KEY TO OUR CONTINUED SUCCESS
Aligning all the conditions necessary to do
our very best and achieve fulﬁllment
IN A SERVICES COMPANY LIKE ACCOR, PEOPLE ARE THE MOST IMPORTANT ASSET.
That’s why Accor has always been on the leading edge in Employee retention and fulfillment:
terms of human resources management, with a constant – by promoting team spirit and a local management style;
focus on employee well-being. To support the faster deploy- – by living our values in the workplace while respecting cul-
ment of the strategy launched in 2006, the human resources tural and generational differences;
team is introducing new initiatives to meet the challenges of: – by enabling employees to ﬁnd the best balance between
Development: their jobs and their personal lives;
– by identifying and nurturing new talent; – by encouraging internal mobility around the world.
– by stepping up efforts to hire the most highly skilled peo- Revenue growth:
ple around the world. One such initiative is the AccorJobs – by enhancing the professional capabilities of certain
website, which can be consulted in 1 languages; job tracks, such as developers, revenue managers and
– by deploying new programs and tools to prepare for the Customer Relation Management specialists;
future. These include such schemes as the GM Pass for – by providing teams with new tools like the RM Pass and
hiring 1,000 new hotel general managers by 2010 and the offering specialized training, like the course offered for
Top Talent program to meet tomorrow’s need for new man- A|Club, Accor’s new worldwide, multibrand loyalty program;
agers; – by supporting the brands in their speciﬁc features with the
– by training employees through the Group’s global network goal of making them more attractive to customers and
of 16 academies, to meet the growing need for new job future employees.
skills within the organization.
More than More than
people took part in, at least
of all managers were
one training program in 2008 promoted internally categories
TRUST IS THE FOUNDATION OF OUR MANAGEMENT
Accor is developing and so are its employees
Every year since 1989, the Bernaches awards have been presented to employees who demonstrate exemplary behavior.
This highly coveted award epitomizes our corporate culture and commitment to recognizing and rewarding the most
deserving employees. Accor is also renowned worldwide for the quality of its training programs, which are intended to reach
as broad a public as possible. Training is provided either in one of the 16 Accor Academies, whose outstanding instructional
modules are highly respected throughout the business world, or via the Internet. In addition to training, job mobility and skills
recognition processes also ensure that the “Made in Accor” corporate ladder provides a real opportunity for all employees
and achieves benchmark status in the job market.
“As guests of the Earth, we welcome the world”
MORE THAN JUST A SLOGAN, THIS PHRASE EMBODIES ACCOR’S PHILOSOPHY. THAT’S BECAUSE GROWTH IS ONLY
MEANINGFUL IF IT’S SUSTAINABLE OVER THE LONG TERM AND ITS BENEFITS ARE SHARED AS WIDELY AS POSSIBLE.
Accor’s Earth Guest program, which is the To promote these eight priority areas, Accor has set a
cornerstone of our commitment, focuses on number of objectives for 2010, including:
eight priority areas – deploying AIDS and malaria prevention programs around
local development; the world;
– extending throughout Europe our programs to eliminate
the fight against epidemics; sexual tourism involving children, a process that is already
protection for children; well underway in Asia and Africa;
– reducing hotel water and energy consumption by 10% in
owned and hotels, compared with 2006;
reducing energy use to help combat global warming; – outﬁtting 200 hotels with solar panels;
conservation of water resources; – recycling 60% of paper, carton and glass and 95% of
batteries and compact ﬂuorescent light bulbs in all owned
effective waste management;
and leased hotels;
preservation of biodiversity. – ﬁnancing the planting of 3 million trees by 2012.
Plant for the Planet
Tested in 2008, the Plant for the Planet project, conducted in partnership with the United Nations
Environment Programme, is being deployed throughout the Group. The goal is to take drastic
action to stop the destruction of seven of the world’s forests by implementing responsible
practices. An innovative approach is being taken in Accor hotels. Customers are asked not to
systematically change their towels, with 50% of the savings on laundry costs donated to
reforestation programs. Accor’s goal is to ﬁnance the planting of 3 million trees by 2012.
RESPECT IS THE FOUNDATION OF ALL OUR RELATIONSHIPS
Accor promotes environmental stewardship
At Accor the philosophy is that growth and development should always represent an opportunity and never a danger for our
employees, customers, host communities and the environment. To meet the urgent challenge of sustainable development and
to protect the planet and the well-being of its inhabitants, Accor is leveraging the commitment of its 150,000 employees, over
100 million customers, 2,000 suppliers and all of its Non-governmental organization partners.
490,000 corporate and public institution customers
1.2 million afﬁliated service providers
40 countries worldwide
32 million users
mance Because the world is constantly evolving, Accor Services reinvents itself every day
to meet the emerging needs of individuals, companies and local communities.
Part of its genetic code, this continuous growth reﬂects Accor Services’ extraordi-
nary ability to respond proactively to societal changes. More women in the work-
force, an aging population, longer working lives, and transportation and purchas-
ing power issues are all deep-seated trends that, when combined with a business
model that’s beneﬁcial to all parties, ensure Accor Services’ future growth. The
world leader in prepaid services, Accor Services has stepped up its development
by deploying its products more widely and penetrating the enormous market for
electronic prepaid solutions. Over the medium term, these solutions will involve
cards as well as Internet and mobile-phone based services – new formats for
products with a bright future, such as gifts and rewards for employees, govern-
ment social programs and services for un- and underbanked individuals.
One voucher can lead to another
Accor Services delivers a wide range of tailored products
The red ball and Ticket logo go worldwide organized into three families: benefits for employees and
All prepaid Accor Services products have been brought constituents, rewards and loyalty programs, and business
under the same “Ticket” umbrella brand with its universally expense management. Given the growing number of women
recognized “red ball” symbol. Thanks to the expertise and in the workforce, the break-up of the traditional nuclear fam-
creativity of its teams, Accor Services provides tangible ily, longer life expectancies, employee demand for wellness
responses to changing lifestyles while helping to enhance in the workplace, and the search for a new work-life balance,
well-being, motivate employees and improve business per- new organizational solutions must be found. Accor Services
formance. is also helping to reconcile the economic and social needs of
emerging countries with solutions designed to satisfy peo-
Accor Services’ uncontested market leadership is based on ple’s basic needs.
its two original ﬂagship products – Ticket Restaurant® and
Ticket Alimentación® – and its constantly expanding prod-
uct portfolio is shaped by the growing trend toward urbaniza-
tion and the resulting need for services and assistance. The
goal is always the same: listen to people’s concerns and A STEADY FLOW OF INNOVATIVE PRODUCTS
provide the solution best suited to each situation, in both
mature and emerging markets. Meeting that goal requires an Offering profitable, sustainable growth prospects, the
unwavering capacity for innovation and in-depth knowledge services market is already firmly established in the B2B
of each market. segment. The business is now beginning to address a host
of increasingly speciﬁc needs, in response to new demand
in such areas as culture, health care, leisure, personal
assistance and tutoring. The future resides in high value-
added, prepaid solutions supported by services that may
be delivered by phone, company concierges or websites.
Conquering the electronic prepaid market
The market for prepaid electronic solutions enjoys enormous growth potential and Accor Services, because of its leadership
and expertise, is better positioned than any of its rivals to take advantage of this opportunity. In the future, the Internet, electronic
payment cards and mobile telephones will gradually replace the paper voucher. The broader use of these new media reﬂects
the emergence of new types of services and new relationships with customers and afﬁliates. These relationships are becoming
closer, more responsive and therefore more personalized, with new services that create even more added value.
With the creation in early 2009 of PrePay Solutions in partnership with MasterCard Europe, Accor Services will speed its
growth by providing a unique, end-to-end solution in Europe’s prepaid cards market that covers the entire process – from
personalized products and services to a far-reaching acceptance network.
BENEFITS FOR EMPLOYEES AND CONSTITUENTS
Ticket Restaurant® Ticket Childcare Vouchers® Ticket CESU®
Created in 1962, this voucher allows With this voucher, developed in the In France, this solution provides employ-
employees who don’t have access to a United Kingdom in 1989, employers ees with tax-exempt access to house-
company cafeteria to have lunch out- help pay daycare costs for employees’ keeping, childcare and other services
side the workplace in a participating children. that simplify their daily lives.
restaurant of their choice, while also 81,000 parents take advantage Nearly 200,000 users of Ticket
enabling them – and their employers of this solution in the UK. CESU® vouchers in France in 2008.
– to benefit from exemptions from
certain taxes and payroll expenses.
Offered in 35 countries. Ticket Service® provides the disad-
vantaged with access to a prepaid
Ticket Alimentación® service that allows them to procure
Launched by Accor Services in Mexico groceries and essential services from
in 1983, these vouchers are used by specialty service providers.
employees to pay for groceries in neigh- Offered in 15 countries.
borhood stores and supermarkets.
1.8 million corporate customers
ACCOR SERVICES’ FLAGSHIP PRODUCTS
REWARDS AND MOTIVATION MANAGEMENT
Accentiv’® Ticket Compliments® Ticket Car®
Accentiv’® designs, deploys and man- and Ticket Kadéos® Introduced in Brazil in 1990, and sub-
ages programs to enhance customer Gift vouchers and cards are distributed sequently in Mexico and Argentina,
loyalty, motivate employees and pro- to works councils for employees and Ticket Car is Latin America’s most
vide incentive for distribution net- to local communities for social welfare widely deployed gasoline payment
works. In France, for example, Accentiv’ recipients. solution. Available as a paper voucher,
Kadéos develops, manages and mar- 350,000 acceptance outlets magnetic-stripe card or smartcard, it is
kets gift cards. in France. used by companies to monitor and
Offered in 19 countries. manage expenses related to the use
of company cars, especially fuel.
500,000 cards in circulation
Driven by the growth in international travel and the rise of
a leisure-based culture, the hotel industry has undergone
extraordinary changes in recent decades. While travelers
still want a friendly, comfortable, safe place to stay, they’re
now also looking for intense feeling and enriching experi-
ences. With 4,000 hotels and nearly 500,000 rooms around
the world, Accor Hospitality is constantly reinventing the
hotel concept to satisfy the needs and expectations of
business and leisure customers alike. The portfolio com-
prises an array of attractive, highly respected, complemen-
tary brands, covering all categories, from budget to luxury,
and capable of meeting every traveler’s need. Accor
Hospitality continues to innovate, introducing new banners
and renovating existing brands, with the goal of adding
40,000 rooms a year beginning in 2010.
Nearly 500,000 rooms
HOTELS AND DINING
(Data as of December 31, 2008)
Soﬁtel, “life is magniﬁque” Lenôtre, creator of upscale
French-style luxury gourmet dining
Now repositioned in the luxury seg- With its focus on refinement, excel-
ment, Sofitel delights a cosmopolitan lence and creativity, Lenôtre is the
clientele in search of quality and excel- leader in French fine dining and the
lence. The brand’s unique hotels com- uncontested “ambassador of taste”
bine French-style elegance and the around the world. Its expert skills cover
best of the local culture, in a wide range a wide range of dining experiences,
of destinations and world-class cities. from gourmet catering and restaurants
From the United Kingdom to Argentina, to chef training and events manage-
Luxembourg to China, five flagship ment.
hotels opened in 2008 and all of them
NETWORK 52 sales outlets
fulﬁll the new Soﬁtel promise. Two sis- in international markets,
ter brands will soon be launched to 18 boutiques and 5 restaurants
broaden and deepen the Soﬁtel portfo- in France.
lio: Soﬁtel Legend, a selection of legen-
dary establishments, and So by Soﬁtel,
a new concept of highly innovative bou-
tique hotels that offer a mix of style,
spirit, design and pleasure.
NETWORK 149 hotels,
34,521 rooms in 48 countries.
Argentina – Soﬁtel,
Buenos Aires Arroyo
(Data as of December 31, 2008)
Pullman Dominican Republic – Hostal Nicolas de Ovando,
Pullman, “check in, chill out” MGallery,
Pullman provides business travelers “the art of staying”
with hotels designed for living and for This new collection combines upscale
interacting with others and with the city. hotels – each with a highly distinctive
Located in the heart of leading regional personality – that will delight travelers
and international cities, they deliver a looking for premium services or ven-
wide range of customized services, ues with character. Whether located in
access to innovative technologies and city centers or leading tourist destina-
a new approach to organizing meet- tions, each hotel in the collection pro-
ings, seminars and upscale incentive vides a unique environment for an
trips with the Co-Meeting offer. At exceptional experience, with a focus
Pullman, business travelers can make on pleasure and enjoyment.
their own plans or seek the assistance
NETWORK 40 hotels
of hotel staff members, who are availa- in 21 countries at year-end 2010.
ble around the clock.
NETWORK 59 hotels by year-end 2009.
France – Novotel Paris Vaugirard
(Data as of December 31, 2008)
Germany – Mercure Düsseldorf City Center
Novotel, “designed Mercure, “Meet
for natural living” the Mercures”
With its modern, open spaces for relax- The Mercure network brings together
ing, spacious rooms for work or rest, distinctively different hotels with com-
convenient services, and friendly, atten- mon features: dedicated, attentive
tive staff, Novotel creates an atmos- hospitality professionals, a warm atmos-
phere of natural well-being for business phere with a rebellious yet classical
and leisure customers alike. Hotels are spirit, and comfortable living spaces. In
located in the heart of the world’s major city centers, at the seaside or in the
cities and near business centers. mountains, each Mercure hotel derives
its personality from the local environ-
NETWORK 393 hotels,
71,456 rooms in 59 countries. ment, inviting customers to discover
authentic products and services that
renew the experience of pleasure.
NETWORK 690 hotels,
85,969 rooms in 51 countries.
France – Suitehotel Nice Aéroport Arenas Switzerland – Adagio Basel City
Suitehotel, “A new way Adagio City Aparthotel,
of hotel living” “Just like at home,
Suitehotel targets today’s new nomadic throughout Europe”
travelers, who are looking for space, Created through the 2007 joint venture
enjoyment and hospitality. The chain’s with Pierre & Vacances, the Adagio City
30-square-meter suites feature work Aparthotel chain offers three-star apart-
and relaxation areas that can be ments with à la carte services for “just
adapted to individual desires or needs. like at home” stays in major European
All suites are equipped with the Suite cities. This type of accommodation is
Box, which offers free, unlimited perfect for both business and tourist
access to the Internet, calls to landline travel. The residences are comprised of
telephones in France, movies and 80 to 140 apartments, each with a fully
music. Targeting medium-stay custom- equipped kitchen, living room and an
ers, Suitehotel is Accor’s solution for ofﬁce with a WiFi connection.
people who feel that the hotel is their
NETWORK 100 residences
“home away from home.” Suitehotel in Europe by 2012.
was honored at the 2008 Hospitality
Awards for the best hotel e-commerce
NETWORK 23 hotels,
2,945 suites in 4 countries.
(Data as of December 31, 2008)
France – All Seasons Lille Centre Gare Beffroi
Ibis, “Hotels the way All Seasons, Etap Hotel,
you like them” “ is all you need” “Be smart, Stay smart”
The global benchmark in economy A new non-standardized economy With operations in Europe, the network
hotels, Ibis delivers consistently high- hotel brand for today’s demanding offers budget hotels for smart custom-
quality accommodation and services in travelers, All Seasons features an all- ers, who are guaranteed a convenient,
all its establishments, with the best inclusive rate that delivers simplicity, pleasant stay at a very reasonable price.
value for money, a fully equipped room, quality, warmth, attentive service and This chain features newly redesigned,
round-the-clock service and a wide a full range of amenities. award-winning rooms that are more
variety of dining options. The chain Located in downtown areas and busi- modern, more restful and more ergo-
was awarded ISO 9001 certiﬁcation in ness centers, each establishment has nomic. Outside Europe (Brazil, South
1997 in recognition of its commitment its own personality and integrates the Africa, Australia, Japan, Indonesia and
to quality. Ibis is also the world’s ﬁrst same brand spirit – colorful, bright and New Zealand), the hotels are under the
chain to be acknowledged for its envi- energetic, with a touch of humor. Formule 1 name.
ronmental stewardship, with one-third
NETWORK 49 hotels, ETAP HOTEL NETWORK 388 hotels,
of its hotels having been certified to 32,508 rooms in 10 countries.
4,867 rooms in 6 countries.
ISO 14001 standards.
FORMULE 1 NETWORK 55 hotels
NETWORK 814 hotels, outside Europe.
94,742 rooms in 40 countries.
EUROPE OUTSIDE EUROPE
Motel 6 prototype Accor Thalassa,
there is travel your
body never forgets.
In sites selected for their exceptional nat-
France – Etap Hotel Toulouse Blagnac
ural beauty, Accor Thalassa’s highly
trained therapists and other professionals
invite customers to discover the beneﬁts
hotelF1, “PAYEZ MOINS Motel 6, “We’ll Leave
of seawater, which is rich in the mineral
BOUGEZ PLUS*” the Light on for You®”
salts and trace elements the body needs.
With the creation of Formule 1 in 1984, North America’s leading chain of econ- The chain offers a range of cures that
Accor radically transformed the hotel omy motels, Motel 6 is known for its ensure lasting wellness to people looking
industry, making hotels widely afforda- comfortable, welcoming rooms at the to relax, recuperate and restore their ﬁt-
ble with a comfortable room for one, lowest price in the market. The chain is ness and vitality.
two or three people priced at less than currently deploying a major upgrade NETWORK 11 seawater spas and
100 francs (around 15 euros). The program and reworking its services 3 hot-spring spas in France,
benchmark in low-cost hotels, Formule offer to provide customers with even 2 spas outside France, in Timi Ama,
Sardinia and Essaouira, Morocco.
1 has embarked on a new adventure more comfort and well-being.
with a new name in France – hotelF1.
NETWORK 951 hotels, 95,753 rooms.
More dynamic than ever, the brand has CWL, a taste for travel
recreated the hotel interior with an Studio 6, “Extend your stay, With operations in Europe (Austria,
attractive design, a new room concept, not your budget” France, Italy, Portugal, Spain and the
a new reception and breakfast area, United Kingdom), Compagnie des
and a new logo. NETWORK 52 hotels, 6,182 rooms.
Wagons-Lits delivers a wide range of
* Pay less, get around more. onboard food and hotel services on
train networks, with innovative con-
NETWORK 271 hotels, 20,100 rooms.
cepts tailored to the local culture and
NETWORK 6 countries,
27.3 million customers a year
served on day trains,
3.4 million travelers a year
cared for on night trains.
FRANCE CANADA – UNITED-STATES
CENTERS OF EXPERTISE
Accor has leveraged its more than forty years of experience to develop very high-level skills plat-
forms. These interconnected units extend across all businesses and countries to create a system
that is truly unique. By sharing best practices and pooling costs, they enhance the performance of
our brands, support employees and hotel owners in their day-to-day operations and guarantee
that customers always receive the very best service.
Prototype – Innovation and Design
Unique centers of expertise
TO SUPPORT THE PERFORMANCE OF THE GROUP, OUR PARTNERS AND OUR CUSTOMERS.
Hotel development Management and ﬁnance
Team members analyze market trends, deﬁne development Management and ﬁnance teams allocate resources and pro-
priorities, choose sites, manage acquisitions, disposals and vide frontline managers with benchmarking tools designed to
other complex operations and apply the “asset right” strat- improve performance. In cooperation with development teams,
egy, deciding whether a given property should be owned, property management experts optimize return on capital
leased or operated under a management contract or fran- employed and apply the “asset right” strategy to reduce future
chise agreement. Exercising discipline and expertise and earnings volatility. They also forge partnerships with leading
pursuing opportunities as they arise, they ensure Accor’s real estate companies to speed Accor’s development.
development with the support of local partners.
Design, construction and maintenance Backed by a network of 200 people around the world, Accor
A constant source of innovation, Accor’s design, construction has acquired expertise in the purchase of hotel products and
and maintenance platform leverages the Group’s years of services, especially with regard to food, equipment and services.
experience to reinvent the hotels of tomorrow. A global net- It has developed capabilities, processes and high-performance
work of 300 professionals optimize design, track construc- tools for procurement and sourcing, as well as for supplier
tion, integrate environmental concerns, select equipment and tracking. Recognized by franchisees, this expertise helps to
rationalize operations, whether for owned and leased proper- optimize purchasing by reducing costs with certiﬁed suppliers
ties or managed and franchised hotels. around the world. The Purchasing Department has prepared a
Sustainable Procurement Charter to encourage suppliers and
service providers to pursue environmental protection measures
and engage in socially responsible practices.
CENTERS OF EXPERTISE
Training and human resources Marketing and sales
Accor has always pursued an enlightened human resources Marketing and sales experts support the distribution of
strategy based on local management and respect for diver- Accor’s innovative, attractive brands by optimizing revenue
sity that offers employees opportunities for training, recogni- management, loyalty programs, sponsorship agreements and
tion and job mobility. The result is a remarkable corporate partnerships. Today, Accor beneﬁts from a portfolio of highly
culture characterized by a special attitude, behavior and visible, complementary brands covering all market segments.
expertise that are transmitted by the 16 Accor Academies. By rethinking strategies, reinventing products, redesigning
visuals and reworking advertising campaigns, the teams
have made the brands even more powerful, in local markets
and around the world. In 2008, the A|Club multibrand, inter-
Technological support teams install WiFi systems in hotels,
national loyalty program was created to support the brands
help migrate services to electronic media and manage book-
and their customers.
ing and distribution systems, with the goal of providing frontline
teams with easier access to information and customers with
the full range of Accor products at the lowest possible price. Distribution and hotel website
Distribution teams enhance hotel visibility and simplify book-
ing via accorhotels.com, individual brand sites and partner
portals, thereby supporting the brands’ online development.
Each year, more than 100 million people visit Accor websites
around the world. The goal is to increase online sales from
14% of the total in 2008 to 35% by 2012.
DATA AT DECEMBER 31, 2008
13% Prepaid services
Accor is staying
on course 29.6%
and continuing to transform
its two core businesses
Stepping up the technological shift and developing new products
in Prepaid Services. €875 M
Transforming the hotel business model, a process that is already before tax and non-recurring items
Revenue by region
NORTH FRANCE REST OF
AMERICA (36%) EUROPE Net proﬁt,
(9%) (38%) Group share
Payable in stock or in cash
REST OF THE
(Return on capital employed)
OPERATING PROFIT BEFORE TAX ON TARGET AT €875 MILLION
Operating proﬁt before tax increased 13.0% in 2008, on a like-for-like basis and excluding the impact on ﬁnancial expense of
the return to shareholders. Growth varied widely over the year, however, from 25.3% in the ﬁrst half to 4.3% in the second.
Revenue rose 12.9% like-for-like, in line with the Group’s Performance in 2008 was shaped by the sharp downturn in
organic growth target of 8 to 16% a year. Operating margin business in the second half, caused by the global ﬁnancial and
improved by 1.4 points like-for-like, to 43.5%. economic crisis. Revenue ended the year up 2.1% like-for-like,
Accor’s strategy in Prepaid Services is being pursued in two while operating margin gained a slight 0.1 point like-for-like,
directions: to 31.5%.
continue to grow traditional prepaid products (employee Accor’s strategy in Hotels is based on three growth drivers:
beneﬁts), a portfolio of powerful brands now repositioned.
win new global contracts in the fast growing prepaid an “asset-right” property management strategy designed
services market. to lower capital intensity and earnings volatility.
expansion aligned with global demand.
THE LESS CYCLICAL BUSINESSES ACCOUNTED FOR 70% OF 2008 EBIT
Upscale and Midscale
outside the US
Accor Services Accor Latin America
Immeuble Odyssey Avenida das Nações Unidas,
1 avenue de France 7815 – Pinheiros
75210 Paris Cedex 13 05425 905 São Paulo SP
Tel.: + 33 (0)1 45 38 86 00 Accor Hospitality
Fax: + 33 (0)1 45 38 47 00 1
Tel.: + 55 (0)1 3818 6200
www.accorservices.com Accor Services
Tel.: + 55 (0)1 3066 4000
Accor Hospitality www.accorbrasil.com.br
2, rue de la Mare-Neuve
91021 Évry Cedex Accor Asia-Paciﬁc
France 250 North Bridge Road
Tel.: + 33 (0)1 61 61 80 80 #31-02/03/04
Fax: + 33 (0)1 61 61 79 00 Rafﬂes City Tower
www.accorhotels.com Singapore 179101
Accor Customer Contact Center Tel.: + 65 (2) 6408 8888
31, rue du Colonel-Pierre-Avia Fax: + 65 (2) 6820 7082
2, rue de la Mare-Neuve
75904 Paris Cedex 15
91021 Évry Cedex www.accorhotels-asia.com
Tel.: + 33 (0)0 825 88 00 00 Lenôtre
Tel.: + 33 (0)1 61 61 80 80
Fax: + 33 (0)1 41 33 71 71 40, rue Pierre-Curie – BP 6
Fax: + 33 (0)1 61 61 79 00
www.accorhotels.com 78375 Plaisir Cedex
Accor North America Tel.: + 33 (0)1 30 81 46 46
4001 International Parkway Fax: + 33 (0)1 30 55 14 88
Carrollton, Texas 75007
1 avenue de France
75210 Paris Cedex 13
Tel.: + 1 972 360 9000 Compagnie des Wagons-Lits
Fax: + 1 972 360 5821 Head Ofﬁce
Tel.: + 33 (0)1 45 38 86 00
www.accor-na.com 54, avenue Herrmann-Debroux
Fax: + 33 (0)1 45 38 71 34 www.motel6.com B1 160 Brussels
www.accor.com www.staystudio6.com Belgium
Onboard Train Service Division
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The document was written and produced by the Accor Communication and External Relations Department
Tel.: + 33 (0)1 44 67 67 09
Design and layout:
Fax: + 33 (0)1 44 67 82 71
Photo credits: Joël Biletta, Jack Burlot, Fabian Charafﬁ, Serge Detalle, Alain Diveu, Getty Images,
Jacques Yves Gucia, Stéfan Kraus, Fabrice Rambert, Pierre-Emmanuel Rastoin, Philippe Wang – February 2009. www.cwl-services.com
The Accor Foundation
was created with the goal of linking
cultures and elevating the human spirit
TO ACHIEVE THIS AMBITION, THE FOUNDATION
HELPS EMPLOYEES CARRY OUT THREE TYPES
supporting initiatives that promote local
skills, culture and heritage;
helping disadvantaged youth obtain
training and jobs;
participating in humanitarian initiatives
and emergency aid programs.