As a global hotel operator and leader in Luxury & Lifestyle hospitality, Accor boasts an impressive portfolio of brands across all segments, from economy to luxury, in 110 countries. Now, the group is evolving its organisational structure to capitalise on the transformation undertaken in recent years, consolidate its leadership positions, focus its endeavours, bolster its know-how, accelerate its growth and continue to improve its profitability.
As such, Accor will leverage two distinct business divisions comprising separate expertise further to reinforce the excellence of each of these lines, enhancing their operational and financial performance, delivering their owners and guests ever more relevant products and services, and attracting the top talents.
From 1 October 2022, Accor will be structured around two dedicated divisions:
- "Economy, Midscale & Premium" Division" will notably comprise ibis, Novotel, Mercure, Swissôtel, Mövenpick and Pullman, covering 4,816 hotels and 948 new properties in development worldwide. This division will also incorporate leadership positions in Europe, Latin America, Asia-Pacific and the Middle East and be structured around four major regional headquarters based in Paris, Sao Paulo, Singapore and Shanghai. Through franchises, the renewal of its brands and the industrialisation of its operating model, this division will focus its strategy on advancing its development.
- "Luxury & Lifestyle Division" will bring together Accor's luxury brands and the group's lifestyle entity, Ennismore, covering 488 hotels and 266 new properties in development worldwide. This division focuses on Luxury and Lifestyle and will be structured by brand around four brand collections: Raffles & Orient Express, Fairmont, Sofitel & MGallery, and Ennismore. It will be dedicated to strengthening the identities of its iconic brands, investing in the best talents, selecting the top locations and offering unique and innovative experiences.
These two business divisions incorporate growth strategies and trajectories that have been clearly defined and tailored to guest and owner expectations. With this, Accor will offer its partners and investors a clear and transparent model for each of its business lines, which will be a factor in generating value and ramping up the development of its brands and segments.
"Changing our organisational structure is a natural step in the transformation initiated several years ago, which turned Accor into an asset-light group that is more agile and efficient, with a global profile and which has become a key player in Luxury and Lifestyle," said Sébastien Bazin, Chairman and CEO of Accor.
"By evolving from a generalist to a multi-specialist model, we aim to further improve Accor's appeal in the eyes of talents, owners, partners and investors. We capitalise on our leadership positions to accelerate our development, better focus talents and expertise, and improve our performance."
