Integrated Report Fiscal 2018 Registration document's extract - Sodexo
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Integrated Report Fiscal 2018 Registration document’s extract
Integrated
Report
Fiscal 2018
Registration document’s
extract
A B O U T O U R I N T E G R AT E D R E P O R T
This document follows Sodexo’s decision to adopt the practice
of integrated reporting. Based on the recommendations of
the International Integrated Reporting Council (IIRC), it also
reflects the direction being taken in our roadmap for corporate
responsibility, Better Tomorrow 2025.
Managers from various departments within the Group took part
in a series of workshops to jointly create the report, ensuring
there is a common perspective on Sodexo’s overall economic,
social and environmental performance.
This second Integrated Report covers the fiscal year 2018
and draws on information from the Registration Document
in which it is published.
SODEXO
AT A G L A N C E
Founded in 1966 by Pierre Bellon,
Sodexo is the global leader in Quality of Life services.
Sodexo is the world’s only company offering On-site Services,
Benefits and Rewards Services and Personal and Home Services.
Sodexo’s services contribute to the performance of our clients,
the fulfillment of our teams and the economic, social and environmental
development of our local communities.
KEY FIGURES (1) AS OF AUGUST 31, 2018
20.4 460,000 72 100 #1
billion euro in employees countries million consumers France-based private
consolidated revenues served daily employer worldwide(2)
69% #1 #3 and #1
employee engagement in its industry sector in its sector for Innovation(2)
rate(3) in both the Dow Jones among the World’s
Sustainability Index (DJSI)(4) Most Admired
and the 2018 RobecoSAM Companies(2)
Sustainability Yearbook(5)
1
Source: Sodexo.
2
2017 Fortune 500 ranking.
3
2018 employee engagement survey sent to 386,262 Sodexo employees of whom 62% responded.
4
The Dow Jones Sustainability Indices (DJSI) provide a global ranking of the companies most advanced in the area of sustainable development. They are
jointly compiled by the Standard & Poor’s Dow Jones Indices and RobecoSAM.
5
The RobecoSAM Sustainability Yearbook is the world’s most comprehensive publication on corporate sustainability performance. More than 3,400
companies in 59 industries were evaluated according to economic, financial, social and environmental indicators.
S O D E X O - 2 0 1 8 I N T E G R AT E D R E P O R T 1
UNLOCKING
OUR
POTENTIAL
As the global leader in Quality of Life services, we have developed
a solid business model and a unique offer of integrated services
that creates value for our clients. We have leading market positions
in each of our segments and a clear roadmap and vision for
the future. Together, we are ready to embark on a new phase
of growth and profitability, fueled by the energy and
professionalism of our 460,000 employees throughout the world.
2 S O D E X O - 2 0 1 8 I N T E G R AT E D R E P O R T W W W. S O D E X O . C O M
Our
responsible
programs
P. 8
Our
value creation
model
P. 6
Our
fundamentals
P. 4
Our
materiality
matrix
P. 10
Our Key Our risk
corporate figures management
responsibility P. 36 P. 11
P. 34
Our Message
evolution from
P. 32 Sophie Bellon
P. 12
Our Our
profession, Board
our markets of Directors
P. 24 P. 14
Our Executive 11 Global
Committee megatrends
P. 22 P. 16
Message
from
Denis Machuel
P. 20
S O D E X O - 2 0 1 8 I N T E G R AT E D R E P O R T 3UNLOCKING OUR POTENTIAL
OUR FUNDAMENTALS
A GLOBAL,
INDEPENDENT,
PEOPLE-FOCUSED COMPANY
Sodexo is the community of our consumers, clients,
employees and shareholders. To meet their expectations, we have built
a business model based on profitable organic growth in revenues.
The strength of this model is reflected in our fundamentals.
Since Sodexo’s inception, our mission, our values and our ethical principles have guided the work of all employees.
OUR MISSION OUR VALUES OUR ETHICAL
Improve the quality of life of Sodexo • Service spirit PRINCIPLES
employees and those we serve, • Team spirit • Loyalty
and contribute to the economic, • Spirit of progress • Respect for people and equal
social and environmental opportunity
development of the communities, • Transparency
regions and countries in which • Business integrity
we operate.
4 S O D E X O - 2 0 1 8 I N T E G R AT E D R E P O R T W W W. S O D E X O . C O MUNLOCKING OUR POTENTIAL
AN INTEGRATED OFFER THROUGH
THREE ACTIVITIES
Through our three activities: On-site
Services, Benefits and Rewards Services,
A CONSUMER AND CLIENT-FOCUSED and Personal and Home Services, INDEPENDENCE ENSURED
CULTURE we offer a holistic response to client THROUGH FOUNDING
One of the keys to our ability to develop and needs and provide services that FAMILY SHAREHOLDING
expand a unique range of Quality of enable us to accompany consumers Independence enables us
Life services has been our detailed throughout their lives. to maintain our values, focus on
understanding of the needs of clients and We leverage the synergies that exist a long-term strategy, maintain
end-users. To leverage our understanding among our three activities, such as management continuity and ensure
of the challenges faced by our clients and to business development opportunities our sustainability.
adapt to the globalization of our markets, and global brand awareness. Our independence is ensured through
our organization is structured around global Shared organizations and infrastructure the Bellon family shareholding:
client segments for our On-site Services. generate cost savings while multiple Mr. and Mrs. Pierre Bellon and their
This segment-based approach enables us career gateways offer significant children control 72.6% of Bellon SA.
to better capitalize on our size and global opportunities for our employees. As of August 31, 2018, our controlling
footprint, thereby increasing the value we
holding company, Bellon SA,
bring to our clients. This model also helps us A WORLDWIDE COMPANY
held 42.2% of Sodexo’s capital and
to meet the needs of our consumers, which RESPONDING TO MAJOR GLOBAL
57.2% of the exercisable voting rights.
can differ greatly from segment to segment. TRENDS
In June 2015, Mr. and Mrs. Pierre Bellon
Major global trends are bringing
and their four children entered into an
DEVELOPING OUR EMPLOYEES new quality of life issues to the surface.
agreement for a duration of 50 years
Sodexo is one of the world’s largest employers Demographic changes such as
which prevents his direct descendants
and a company of people at the service of aging populations and urbanization
from freely disposing of their shares
other people. Our people have been at the are leading to an explosion in the need
in Bellon SA. The sole asset of Bellon SA
core of our development in the past but for home care services and facilities
is its holding in Sodexo shares
will be even more so in the future. Sodexo’s for the elderly.
and Bellon SA does not intend to sell
continued growth is the result of the Operating in 72 countries and with this shareholding to third parties.
performance, development, professionalism undisputed leadership in developing
and engagement of its diverse teams. The sustained commitment required
economies, Sodexo’s global network
to build a truly international
Recognizing each individual’s contribution enables us to customize our integrated
organization and a strong
to the Group’s success is a priority. We are offer while delivering a consistently
management team, nurture lasting
committed to being an employer of choice high level of services worldwide.
client relationships and develop
by providing jobs, learning opportunities These services thus create value
a successful integrated offer,
and internal progression for our people for our clients and improve the daily life
reflects this vision.
that will enable them to thrive within of our consumers while respecting
the company. our economic, social and
environmental commitments.
S O D E X O - 2 0 1 8 I N T E G R AT E D R E P O R T 5UNLOCKING OUR POTENTIAL
OUR VALUE CREATION MODEL
CREATING VALUE BY
IMPROVING QUALITY OF LIFE
RESOURCES IMPACTS
ECONOMIC ECONOMIC
• Stability of family-controlled capital • 20.4 billion euro in consolidated revenues
• Robust financial model • +9.7% Total Shareholder Return per year over
• Significant market potential 5 years
• Long-term vision • A- Standard & Poor’s rating
• Socially ResponsibIe Investment ratings
HUMAN INDIVIDUALS
• 460,000 engaged employees • 81% retention rate of total workforce
• Diverse workforce • 3.5% internal promotion
• Development and training of employees • A wide range of Quality of Life services
(79.3% of employees trained) delivered for 100 million consumers every day
• Strong presence in local communities • 7.6 billion euro in salaries
• Eco-system of partnerships • Stop Hunger: 93,000 committed volunteers
• Nearly 7.4 million U.S. dollars raised
for 1,200 partner charities and NGOs(1)
RELATIONSHIPS COMMUNITIES
• Improving quality of life and contributing to local • 4.4 billion euro spend with the SMEs(2)
communities’ development • Apx. 2.3 billion euro of pay-roll taxes paid
• Strong culture and ethical values • 7,200 tons of fairly traded coffee purchased
• Innovation insight gained from 100 million • 180 local community projects
consumers served everyday worldwide
NATURAL THE ENVIRONMENT
• Sustainable processes • 95,588 tons CO2 reduction in Scope 1(3)
• Responsibly-sourced raw materials and Scope 2(4) carbon emissions compared to
• Responsible use of energy and water baseline year 2011
• Waste reduction: 87.5% of sites have
implemented equipment and process steps to
reduce organic waste
• 99 million cage free eggs purchased
• 25,313 tons of sustainably sourced seafood
• 2.7 million liters of used cooking oil converted
to biofuel
1
NGOs: Non-Governmental Organizations.
2
SMEs: Small and Medium sized Enterprises.
3
Scope 1: direct GHG emissions from the combustion of energy sources owned or controlled by the company.
4
Scope 2: indirect emissions of GHG from electricity purchases.
6 S O D E X O - 2 0 1 8 I N T E G R AT E D R E P O R T W W W. S O D E X O . C O MUNLOCKING OUR POTENTIAL
To improve the quality of life of its employees and its consumers,
and to contribute to the development of communities in which it operates,
Sodexo makes accelerating growth a central priority.
Growth increases our capacity for investment and innovation
to capture the strong potential of our markets and offers innovative
and increasingly personalized services to our clients and consumers.
This depends upon the commitment of our teams, our ability to innovate
and an in-depth understanding of our consumers.
REN P AT
D
IE
C HIL
NTS
R
E
u rn S
et
P
r
O
ed
N
iz
SI
m
RESEARCHING
BL
ti
client
op
E
and consumer
BU
d
needs
an
SIN
is,
OPTIMIZING
lys
ESS
client and consumer
c ol le c t ion , an a
experience
CONDUCT
DESIGNING
new
INNOVATION & or modifying
DIFFERENTIATION
existing offers
TS SE
Dat a
EN N
STUD
IO
RS
SELLING
& DELIVERING
solutions to client IMPLEMENTING
services
or operating
processes
S CIT
YEE I
O
ZE
EMPL
NS
All figures are for Fiscal 2018, unless otherwise stated
S O D E X O - 2 0 1 8 I N T E G R AT E D R E P O R T 7UNLOCKING OUR POTENTIAL
OUR RESPONSIBLE PROGRAMS
BUILDING SUSTAINABLE
RELATIONSHIPS
EMPOWERMENT
Improving quality of life of our employees
increases their engagement and helps shape
the quality of life experience offered by Sodexo.
AS AN
EMPLOYER 6,232,374 hours of training
provided during Fiscal 2018
CARE
We use our insights to engage our consumers
and address their unique needs.
AS A We bring additional expertise that complements
that of our clients.
SERVICE
PROVIDER 93.8% client retention
rate for Fiscal 2018
RESPONSIBILITY
Our actions and objectives have a direct impact
on individuals, communities and the environment.
AS A #1 in its industry
CORPORATE in both the Dow Jones Sustainability Index (DJSI)(1)
and the 2018 RobecoSAM Sustainability Yearbook(2)
CITIZEN
Sodexo is part of the FTSE4Good index(3)
These programs are an operational answer to the issues Source: Sodexo.
defined in the materiality matrix (page 10).
8 S O D E X O - 2 0 1 8 I N T E G R AT E D R E P O R T W W W. S O D E X O . C O MUNLOCKING OUR POTENTIAL
Provider of services, employer, corporate citizen: our activities impact individuals,
whether clients, consumers, employees, suppliers or shareholders,
as well as the communities in which we operate.
Because our success depends on building constructive relationships
with all of our stakeholders, we are committed each day to taking action
on numerous programs for responsible action.
FUNDAMENTAL A ZERO GLOBAL EMPLOYEE GLOBAL
RIGHTS AT WORK ACCIDENT LEARNING, TRAINING FACILITIES
HSE (4) CULTURE AND DEVELOPMENT MANAGEMENT
PROGRAMS ACADEMY
“SODEXO SUPPORTS ME” DIVERSITY AND ANNUAL FLEXIBLE WORK
EMPLOYEE ASSISTANCE INCLUSION PROGRAM BETTER TOMORROW ARRANGEMENTS
PROGRAM AND NETWORKS SITE SURVEY
RESPECT FOR FOOD SAFETY HEALTHY HEALTHY AND PARTNER
WORKERS’ RIGHTS IN AND SECURITY LIFESTYLE SUSTAINABLE MEAL INCLUSION
THE VALUE CHAIN OPTIONS OPTIONS PROGRAM
PERSONAL ANIMAL WELFARE ELIMINATION OF WASTELESS
AND HOME SERVICE COMMITMENTS PRODUCTS ACCELERATING WEEK
DEFORESTATION FROM OUR
SUPPLY CHAIN
LOCAL SUSTAINED CARBON PROGRAMS RESPONSIBLE SOURCING
COMMUNITY AND INCLUSIVE EMISSION TO OPTIMIZE ENERGY, SEAFOOD OF FAIRLY TRADED
PROJECTS GROWTH REDUCTION WATER AND WASTE SOURCING PRODUCTS
TARGET CONSUMPTION
GENDER EQUALITY HEALTHY LIVES SUPPORT FOR DRIVING STOP INTERNATIONAL
AND EMPOWERMENT AND WELL-BEING THE UNITED RESPONSIBLE HUNGER FOOD WASTE
NATIONS CHAMPIONS CONSUMPTION COALITION MEMBER
12.3 PROGRAM
1
Dow Jones Sustainability Indices (DJSI): The Dow Jones Sustainability indices (DJSI) provide a global ranking of the companies most advanced in the area
of economic, social and environmental responsibility. They are jointly compiled by the S&P Dow Jones Indices and RobecoSAM.
2
The RobecoSAM Sustainability Yearbook is the world’s most comprehensive publication on corporate sustainability performance. More than 3,400 companies
in 59 industries were evaluated according to economic, social, environmental and financial indicators.
3
The FTSE4Good international index identifies socially responsible companies according to environmental, social and governance (ESG) criteria.
4
Health, Safety and Environment (HSE) the scope of Sodexo HSE function includes Occupational Health and Safety, Food Safety and Environment.
S O D E X O - 2 0 1 8 I N T E G R AT E D R E P O R T 9UNLOCKING OUR POTENTIAL
OUR MATERIALITY MATRIX
SHARING
A COMMON VISION
Our unique position in the value chain enables us to develop strong
relationships with multiple stakeholders. To define priorities and structure
for our corporate responsibility roadmap, we have identified and ranked
key issues and impacts in consultation with internal and external stakeholders
with the support of Business for Social Responsibility (BSR)(1). Our methodology
relies on interviews conducted with our employees, clients and consumers
as well as market best practices.
HIGH
• Food quality
and safety
• Food resource security
and sourcing • Respect for
Human rights
• Supplier Code of Conduct
• Fundamental rights
• Nutrition and healthy choices at work
• Occupational
health and safety
• Food waste at client sites
I M P O R TA N C E T O S TA K E H O L D E R S
• Supply chain food waste
• Supply chain carbon footprint • Environmentally sustainable menu options
• Responsible communication
and promotion • Employee well-being
• Fight hunger and engagement
and malnutrition
• Supply chain inclusion • Employee training
and development
• Energy use in client sites
• Water use in client sites • Diversity and inclusion
• Local community access
• Non-organic waste to direct employment
• Responsible food
practices in client sites
on client sites
• Local community access
to indirect employment
• Dialogue and engagement
with clients and consumers
• Engagement with external stakeholders
• Sourcing of equipment and supplies
• Animal welfare
LOW
LOW I M P O R TA N C E T O S O D E X O HIGH
• As an employer • As a service provider • As a corporate citizen F U N D A M E N TA L S
Since the publication of our materiality matrix, we have placed stakeholders’ most important issues at the heart of our best
practices. The result of this progress is detailed in this report. The key indicators illustrating the challenges and priority risks are
presented in the tables of chapter 2 and 3 of the Registration document, as well as in Risk Management sub-chapter 5.4.
1
The internal and external analysis were conducted in Fiscal 2016.
10 S O D E X O - 2 0 1 8 I N T E G R AT E D R E P O R T W W W. S O D E X O . C O MUNLOCKING OUR POTENTIAL
OUR RISK MANAGEMENT
RISK MANAGEMENT AND
INTERNAL CONTROL MODEL BASED
ON THREE LINES OF DEFENSE
Operational managers are the first line of defense for identifying and managing risks
in their area of activity. They put in place controls and action plans for the risks identified.
Support and transversal functions define the procedures and standards and provide
tools and techniques for operational staff to implement the appropriate controls.
Internal Audit provides an independent assessment of risk management
and internal control to the Executive Committee and the Board of Directors.
It makes recommendations on improving risk management
to operational teams and support functions.
Each year, a risk assessment is carried out based on the reported results
and summaries established by the senior management of the main entities.
Sodexo is thus able to define a risk profile that integrates both internal and external
risks. This evaluation is successively validated by the Executive Committee,
the Audit Committee and the Board of Directors.
SODEXO’S RISK MANAGEMENT AND INTERNAL CONTROL MODEL
The Three Lines of Defense
BOARD / AUDIT COMMITTEE
EXECUTIVE COMMITTEE Report
Report Report Inform
FIRST LINE OF DEFENSE SECOND LINE OF DEFENSE THIRD LINE OF DEFENSE
EXTERNAL AUDITORS | REGULATORS
OPERATIONAL SUPPORT & GROUP
MANAGEMENT TRANSVERSAL INTERNAL
FUNCTIONS AUDIT
Segment Directors, Services Operations
District Managers, Finance
Site Managers… Human Resources
Health & Safety
IT Security
Risk Management and Internal Control,
Legal Affairs...
• Identify and manage risks • Support our operators • Evaluates and makes
within their activities in risk management recommendations for the
• Provide tools and techniques improvement of risk management
• Put controls into place
S O D E X O - 2 0 1 8 I N T E G R AT E D R E P O R T 11UNLOCKING OUR POTENTIAL
MESSAGE FROM SOPHIE BELLON
SOPHIE BELLON
CHAIRWOMAN OF THE BOARD
OF DIRECTORS
This past year was marked by clients, consumers, employees and
important milestones and key shareholders and we have always
developments. On January 23, Denis wanted to build a growth company
Machuel became the third CEO in because growth is the best way to
Sodexo’s history, and a new chapter respond to the expectations of these
opened for our company. Since different stakeholders.
then, Denis and I have been working
Today, accelerating this growth is
together to make sure the tandem
the company’s top priority. Our
we form creates an efficient funnel of
underperformance in some segments
collaboration between the Executive
and markets required quick and
Committee and the Board of Directors.
decisive corrective action, which is
The first work we carried out was now underway.
an assessment of Sodexo’s current
At the same time, major social,
situation to see where we stand today,
demographic and environmental shifts
identifying related short and medium-
coupled with accelerated technological
term priorities.
progress continue to profoundly and
Sodexo’s future is ripe with irreversibly impact our markets. The
possibilities: the market potential for changes are affecting relationships
our combined activities is estimated with both our B to B clients and with
at 900 billion euro, nearly 45 times those who consume our services,
current revenues. Global trends requiring that we redefine our markets
are also promising: demand for and rethink how we create value.
outsourced services is accelerating,
Looking at these changes, we have
and the integration of various services
already taken very clear steps.
is set to follow. At the same time,
First, we are renewing our focus on
the aspiration to improve quality of
foodservices, our historical and core
life is one that resonates strongly in
expertise. The potential in this area
both Western societies and in those of
is huge. We are also strengthening
emerging economies. The 100 million
the integration of our different
people we serve every day represent a
services to demonstrate our expertise
huge asset for the future development
“Our ambition is of our services.
in each of our client segments and
sub-segments. Lastly, we want to
to one day improve But we have undoubtedly not been better understand the needs of our
efficient enough in capturing this consumers in order to be able to meet
the quality of potential lately, partly because we them. As our consumers progressively
have likely taken too long to make become an important additional
life of one billion some decisions. source of revenue, they also have the
individuals around Sodexo is, and has always been,
power to influence the decisions of our
BtoB clients to partner with us.
a growth company. From the
the world.” very beginning, we have defined We will seize these emerging
Sophie Bellon ourselves as the community of our opportunities by leveraging the
12 S O D E X O - 2 0 1 8 I N T E G R AT E D R E P O R T W W W. S O D E X O . C O MUNLOCKING OUR POTENTIAL
“We need to get back to
the culture of entrepreneurship that
has underpinned our success”
increasing convergence of our As we move forward, the Board will individuals, both our employees and
activities, driven by technological have an important role to play in our consumers, and to have a greater
progress. In order to succeed, we need supporting and challenging our impact on our communities and the
to first get back to the basics of our strategic choices and how they are environment we all share.
business: client retention, employee executed, as well as evaluating the
Our financial independence is a
engagement, and extreme operational achievement of our objectives towards
fundamental cornerstone in this
discipline. Over the years, we have lost reaching this ambition. The recent
ambition. Remaining an independent
sight of these basics in some parts of evolution in the Board’s composition
company, a family-controlled
the business and we are in the process has resulted in a new dynamic, and
business, is for us the only way to
of restoring them. I am confident that the Board is in
maintain our values and our mission,
a strong position to carry out its
We also need to get back to the culture ensure stability in our management,
role through open discussions and
that has underpinned our success. Our focus on the long term, and have
constructive dialogue.
company culture, created by the first the freedom to make necessary
generation of managers, was based on Sodexo today is the result of a long investments in our development.
an entrepreneurial spirit. This is about and successful history rooted in the
Rapidly recovering good levels of
encouraging each manager to manage original vision of its founder. When
performance while starting to actively
his or her business as if it was their Pierre Bellon created the company
work towards achieving our ambition
own, while giving them the means to 52 years ago, his personal history had
will take considerable collective effort
do so. With entrepreneurship comes led him to believe that companies with
and major changes, but I believe we
accountability. Accountability is about a strong social purpose are the ones
have the right levels of discipline and
facing the facts with humility before that stand the test of time. That is
courage to rise to the challenge. We
making decisions, and assuming the why he gave Sodexo powerful values
will do what it takes to make sure
consequences of our actions. - team spirit, service spirit, and a
the most crucial part of who we are
spirit of progress – and a particularly
Lastly, talent is the foundation of remains the same.
forward-looking mission for the time.
everything we do. Almost all the This mission was – and remains – to I would like to thank all Sodexo’s
challenges we have today have their improve the quality of life of our employees for their hard work every
roots in wrong people decisions or employees and the people we serve, day for our clients, for our consumers,
people situations which have gone on and contribute to the economic, social for their teams and for their
for too long. Developing our talent, and environmental development of the communities. It is their engagement
constantly building and strengthening communities, regions and countries and dedication that have made Sodexo
our talent pipeline, is the key to our where we operate. the great company it is today.
future.
These fundamentals have not changed
Provided we work on these since 1966 and are still very relevant
prerequisites, I believe that we today. For over 50 years, we have
are well positioned to capture the grown while making sure along the
opportunities created by this new way that we are actively contributing
world. Today, we have around to foster progress and create social
100 million consumers. Our ambition value for individuals, communities and
is to one day improve the quality of society. Fulfilling our mission is all
life of one billion individuals around about growing to improve the quality
the world. of life of an ever-increasing number of
S O D E X O - 2 0 1 8 I N T E G R AT E D R E P O R T 13UNLOCKING OUR POTENTIAL
OUR BOARD OF DIRECTORS
SHARING
A LONG-TERM VISION
A family-controlled company, Sodexo’s stability is one of the keys to its success.
Under the leadership of Chairwoman Sophie Bellon and inspired by a shared long-
term vision, Sodexo’s Board of Directors, composed of seven women and six men,
determines the strategic orientations of the company.
Member of the Audit
Committee
Member of
the Compensation
Committee
Member of
the Nominating
Committee
SOPHIE BELLON EMMANUEL BABEAU
For more details on Chairwoman of the Board Deputy Chief Executive Officer
Sodexo’s Governance, of Directors of Schneider Electric SE
please see Chapter 5. Independent Director
Nationality: French
Chairman of the Audit Committee
Term expires at the Annual
Shareholders’ Meeting Nationality: French
approving the Fiscal 2020
financial statements Term expires at the Annual
Shareholders’ Meeting
Attendance rate: 100% approving the Fiscal 2018
As of August 31, 2018 financial statements
Attendance rate: 100%
ROBERT BACONNIER ASTRID BELLON
PIERRE BELLON Independent Director Director
Chairman Emeritus
Nationality: French Nationality: French
Founder of Sodexo and
Chairman of the supervisory Term expires at the Annual Term expires at the Annual
Board of Bellon SA Shareholders’ Meeting Shareholders’ Meeting
approving the Fiscal 2018 approving the Fiscal 2018
Nationality: French financial statements financial statements
(Proposed reappointment) (Proposed reappointment)
Attendance rate: 100% Attendance rate: 69%
14 S O D E X O - 2 0 1 8 I N T E G R AT E D R E P O R T W W W. S O D E X O . C O MUNLOCKING OUR POTENTIAL
BERNARD BELLON FRANÇOIS-XAVIER BELLON NATHALIE BELLON-SZABO
Director Founder and Chief Executive Chief Executive Officer,
Officer of LifeCarers Ltd Sodexo Sports & Leisure
Nationality: French Director Director
Term expires at the Annual
Shareholders’ Meeting Nationality: French Nationality: French
approving the Fiscal 2018 Term expires at the Annual Term expires at the Annual
financial statements Shareholders’ Meeting Shareholders’ Meeting
Attendance rate: 100% approving the Fiscal 2018 approving the Fiscal 2020
financial statements financial statements
(Proposed reappointment)
Attendance rate: 92%
Attendance rate: 92%
PHILIPPE BESSON FRANÇOISE BROUGHER SOUMITRA DUTTA
Head of Projects Chief Operating Officer, Pinterest Dean and Professor of
and Sponsorship Independent Director Management, Cornell University
Employee representative Chairwoman of the Nominating Independent Director
Committee
Nationality: French Nationality: Indian
Term expires at the Annual Nationality: dual French Term expires at the Annual
Shareholders’ Meeting and American Shareholders’ Meeting
approving the Fiscal 2019 Term expires at the Annual approving the Fiscal 2020
financial statements Shareholders’ Meeting financial statements
Attendance rate: 85% approving the Fiscal 2020 Attendance rate: 100%
financial statements
Attendance rate: 100%
CATHY MARTIN SOPHIE STABILE CÉCILE TANDEAU
Regional Manager Founder and Chairwoman of DE MARSAC
Employee representative Révérence Chief Human Resources, Solvay
Independent Director Group
Nationality: Canadian Independent Director
Nationality: French Chairwoman of the
Term expires at the Annual
Shareholders’ Meeting Term expires at the Annual Compensation Committee
approving the Fiscal 2020 Shareholders’ Meeting
financial statements approving the Fiscal 2019 Nationality: French
financial statements Term expires at the Annual
Attendance rate: 85%
Attendance rate: 100% Shareholders’ Meeting
approving the Fiscal 2019
financial statements
Attendance rate: 100%
S O D E X O - 2 0 1 8 I N T E G R AT E D R E P O R T 15UNLOCKING OUR POTENTIAL
11 GLOBAL MEGATRENDS
ADAPTING
OUR OFFERS TO BUILD
THE FUTURE
Preparing the future means being aware of the world’s great
transformations. By defining and analyzing 11 major megatrends
with demographic, social, economic and technological implications,
we are fine-tuning our strategy and adapt our offers.
Half of the world’s top 500 companies did not exist 25 years ago.
This speaks volumes about the pace and magnitude of the changes we are going
through, from Europe to Asia, from the Americas to Africa and Australia.
Whether social, environmental, economic or technological,
these changes are occurring at an unprecedented speed and scale.
Attentive to these changes, we are adapting our offers to respond
to the expectations of our consumers and users. The world’s accelerated
transformation is profoundly reshaping our life, work and leisure environments,
our behaviors and our modes of consumption.
Understanding these 11 megatrends allows us to invest the right resources
where they are needed, for example, by developing new businesses or expanding
our global footprint. We are also evolving our offerings to respond
to new expectations while creating value for our company.
16 S O D E X O - 2 0 1 8 I N T E G R AT E D R E P O R T W W W. S O D E X O . C O MUNLOCKING OUR POTENTIAL
1. DEMOGRAPHIC SHIFTS
Developed countries are faced with a rapidly Sodexo responds to these challenges
aging population and exploding health
budgets due in part to slow population
growth estimated at 2.9% between 2015
and 2030. Meanwhile, developing countries,
1 billion • We are developing a range of services
that enhance quality of life for seniors
at home, such as Amelis, Comfort Keepers©
humans will be older and PrestigeNursing+Care.
led by India, Nigeria and Pakistan, will than 65 in 2030, • We are making life easier for parents through
experience an average population growth childcare services like those offered by
13% of the world’s population(2)
of 18.5% between 2015 and 2030(1). Crèche Attitude.
2. URBANIZATION
Rapid urbanization is contributing to the Sodexo responds to these challenges
increase in GDP per capita, but the emergence
of mega-cities (urban areas with more than • We accompany deployment of public aid
24
10 million inhabitants) is creating enormous programs to improve the quality of life
economic and social challenges (mobility, of citizens and strengthen social ties.
security, waste and energy management). • We offer foodservices solutions adapted
In 2030, megacities will generate 72% to the increased mobility of employees.
of the world’s • We are developing mobility solutions,
of global GDP. Meanwhile, mid-tier cities
31 megacities in 2030 including car-sharing solutions adapted
in emerging economies will account for 40%
of GDP growth between 2015 and 2025. These will be in developing countries(3) to the growth of urban populations, which will
cities will gain in economic importance and represent 57% of the world’s population in
become major drivers of global growth. 2050(2).
3. EMERGING MIDDLE CLASS
Education and technologies are transforming
consumption modes and habits. The middle
class, whose purchasing power is on the rise
and which will represent most of the consumers
60% Sodexo responds to these challenges
• We are strengthening our expertise in the field
of sporting and cultural events and facilitating
in 2022, are dedicating an increasing of the world’s population access to leisure activities.
share of their budget to leisure and culture. will be part of the middle • We offer services focused on sports, wellness
In addition, the future near-elimination class in 2030, and quality of life to meet the rising
of extreme poverty should lead to the aspirations of the growing middle class.
emergence of a new class of consumers. compared to 27% in 2009(4)
4. GLOBAL ECONOMY
The share of exports
Capital, information and talent are now in GDP will increase
Sodexo responds to these challenges
interconnected and trade is growing, from 26% in 2010 to
providing companies with new sources of • We encourage innovations from the front line
33%
growth. At the same time, consumers prefer and share best practices among our sites.
locally-sourced products, especially for food • We source responsibly and give preference to
and beverages. fair trade-certified products.
in 2030 (5)
1
Roland Berger Trend Compendium, UN DESA.
2
United Nations, Population Division.
3
GCIF Working Paper No. 4: Population predictions of the 101 largest cities in the 21st century.
4
The unprecedented rise of the middle class : Homi Khara.
5
McKinsey Global Institute, Boston Consulting Group RB Trend Compendium 2030.
S O D E X O - 2 0 1 8 I N T E G R AT E D R E P O R T 17UNLOCKING OUR POTENTIAL
5. DEVELOPING MARKETS
Developing markets are creating wealth
for millions of people. Their weight in About
the world economy is increasing due to Sodexo responds to these challenges
rapid population growth seven times
faster than that of developed countries,
combined with the rise of the middle class.
With their aggressive internationalization
57% • We are positioning ourselves as a strong
provider of services in the developing
economies.
• We are contributing to the economic and
of global GDP will be
and increased competitiveness abroad, social development of local communities in
generated by developing
half of the world’s Fortune 500 companies all countries where we operate.
countries in 2030(1)
will be based in emerging market countries
by 2025.
6. PUBLIC DEFICITS
The weight of public debt is leading
Public debt will amount to Sodexo responds to these challenges
governments to consider more efficient ways
98%
to provide public services and to outsource • We partner with local authorities to create and
certain services. Between now and 2030, operate Public-Private Partnerships (PPP).
rising public deficits and persistent youth • We are developing solutions that allow
unemployment will strongly impact public public authorities to control expenses while
of world GDP in 2035(2) improving the service provided to citizens.
policies and taxation.
7. ENVIRONMENTAL ISSUES AND RESOURCE SCARCITY
2,216
8.6 billion inhabitants in 2030, 9.7 billion
inhabitants in 2050: the demographic boom Sodexo responds to these challenges
is weighing on natural resources, heightening • We share with our employees a culture
global warming and disrupting traditional of environmental responsibility.
consumption patterns. As a result, government million tons of urban
• We are deploying facilities management
actions and the focus on environmental and waste will be produced
services to help reduce carbon emissions
ethical standards is increasing. Energy, water in 2025,
from the sites we manage.
and food consumption will increase by 50%, a doubling of volume since • We advocate for sustainable use of resources.
40% and 20% respectively by 2030(3). 2012 (4)
8. EMPOWERED CONSUMERS
Sodexo responds to these challenges
78%
• We promote work-life balance by optimizing
Consumers and clients now have unlimited mobility for employees.
access to information and expect personalized • We create comfortable, safe and healthy
services and experiences. The niche culture is working environments.
of millennials consider • We deploy nutrition education programs.
growing and B to B is naturally following in the the customer experience
footsteps of B to C, which is leading the way. • We develop Incentive and Recognition programs.
more important than • We improve quality of life through innovations
the product(5) like click-and-collect(6), delivery of meals and
subscriptions (7)…
1
United Nations, Population Division.
2
Joseph Gagnon with Marc Hinterschweiger, June 2011. The Global Outlook for Government Debt Over the Next 25 Years. Implications for the Economy and
Public Policy.
3
PwC megatrends.
4
EY Age of Digital Disruption, KPMG Future State 2030, World Bank, PwC megatrends, Roland Berger Trend Compendium.
5
Poll conducted by Harris Group.
6
Click-and-collect enables online reservations and collection of purchases at the point of sale.
7
Digital platforms allow subscribers to receive basic products and ingredients at a special rate to make their own meals.
18 S O D E X O - 2 0 1 8 I N T E G R AT E D R E P O R T W W W. S O D E X O . C O MUNLOCKING OUR POTENTIAL
9. DIGITAL TRANSFORMATION
Sodexo responds to these challenges
Technology disrupts the relationship Between 2009 and 2020, • We are using innovative technologies (including
between companies and users and responds the production of digital big data) to design increasingly personalized
to their new expectations. As the value data will have multiplied offers and gain operational efficiency.
of data grows, offering new insights and by • We are leveraging internal and external
usages, companies are able to increasingly ecosystems to accelerate our transformation.
44
(1)
personalize their offers. The digital • Staying abreast of changing consumer needs,
revolution is creating value. we are able to offer solutions such as menu
information, restaurant patronage, available
balances on user accounts, identification
of restaurants and shops accepting Sodexo
payment methods, management of electronic
wallets for high school students and
reservations at childcare centers.
10. OWNERSHIP VS. USE
Why buy if you can subscribe or Online shipments will Sodexo responds to these challenges
rent? Collaborative platforms are increase by • We are developing concierge and car-sharing
25
revolutionizing business models and buying options.
behaviors. With their lower capital intensity,
these business models can generate much
more rapid growth than traditional ones. Just
% • We manage resources that include employees,
consultants and freelancers.
• We offer work space booking platforms like Neo-
as promising: accessible, fast and affordable per year Nomade or Wx, which provide companies with
home delivery of groceries or meals. the flexibility they need while contributing to
through 2020 and by 15%
beginning in 2021(2) the work-life balance of employees.
11. FUTURE OF WORK
Sodexo responds to these challenges
Automation could lead to • We offer Corporate Services clients workplace
Disruptive technologies such as artificial management solutions to meet new working
375 million
intelligence, robotics or the Internet of habits, such as increasing flexibility and
Things… all are profoundly transforming the collaboration.
world of work. To succeed, companies must • We will train employees and help them re-skill
support employability and attract talent. to adapt to new requirements and the
workers switching automatization of the work environment.
occupations in 2030(3) • We will use new technologies to remove risky
and repetitive tasks for employees.
1
PWC global megatrends.
2
Statista, Roland Berger Trend Compendium 2030, McKinsey Institute: A future that works, UN Population Division, Accenture: Harnessing Revolution.
3
McKinsey Institute: A Future that Works, BCG, PWC: Will robots really steal our jobs?
S O D E X O - 2 0 1 8 I N T E G R AT E D R E P O R T 19UNLOCKING OUR POTENTIAL
MESSAGE FROM DENIS MACHUEL
DENIS MACHUEL
CHIEF EXECUTIVE OFFICER
As I complete my first year as CEO, We have been proactive in addressing
I can not help but feel proud of our areas of underperformance. New
the company Sodexo has become: leaders are in place in North America
we started off as a traditional Health Care and in Education, and
foodservices player, and over the past they are implementing efficiency
ten years, facilities management plans on labor productivity and food
has grown to make up almost cost reduction. We reviewed our sales
a third of our On-site Services processes and changed our sales
revenues. Today nearly half of our teams’ incentive structures. In order
client contracts are multiservice. to regain market share, we have
The results for our clients speak for refocused resources to reassert
themselves: seamlessly integrated our excellence in food services. And
services, optimized costs and energy issues around the ramp-up of a few
management, and high-standard of our very large contracts are being
services across locations. addressed as well.
Beyond the Group’s achievements, We are thus unwavering in our
I am disheartened by this year’s determination to accelerate our growth.
results: our performance is not where Our new strategic agenda, Focus on
its needs to be. This became clear in Growth, is designed to establish the
March when we were required to issue right operational discipline at all levels
a profit warning. to manage the business more efficiently
We met our revised guidance with and build the key capabilities required
organic growth of 2%, excluding the to conquer our future. This agenda has
53rd week impact in North America, four pillars:
and an underlying profit margin of • Client and consumer centricity
5.7% excluding the currency impact, This means being obsessed with client
down from 6.5% the previous year. retention and the consumers we serve.
The underperformance in North We are reviving our client retention
America, particularly in Education program to bring our retention rate
“We are and Health Care, was partially
compensated by solid 4.5% organic
above 95%. Through insights from
strategy, marketing and digitalization,
unwavering in growth outside North America and
we are also developing innovative
5.1% organic growth from Benefits
our determination and Rewards Services. We also
consumer-centric services adapted to
new lifestyles and habits.
to accelerate our generated record free cashflow.
However, margins were impacted • Enhanced operational efficiency
growth.” by the fall in revenue and associated
execution issues in North America,
We are reassessing our operations
in order to reduce costs, rationalize
Denis Machuel lower than expected profitability processes and reallocate savings
of a few very large contracts to business-driving activities such
and increased investments in as sales and marketing and focus
Benefits and Rewards, coupled with the attention of our teams on growth
lower interest rates in Brazil. markets.
20 S O D E X O - 2 0 1 8 I N T E G R AT E D R E P O R T W W W. S O D E X O . C O MUNLOCKING OUR POTENTIAL
• Nurturing talent
Talent is key as our 460,000 people
“Sodexo is well-placed
are the essence of our services,
our development, and of our
to take on the great challenges
success. To foster intrapreneurship, that lie ahead”
empowerment and accountability
throughout Sodexo, we are focusing
on performance management, high
as well as our geographic regions the acquisition of Centerplate,
performer pool management and
and global functions. This entire which partners with over 300 premier
training.
management team is resolutely event venues. In addition, we are
• Anchoring corporate focused on executing our strategic evolving our space in food through
responsibility in our business agenda. acquisitions, such as French online
Sodexo ranked first in our sector restaurant FoodChéri or English
As we roll out our strategic agenda,
for the 14th year in a row in high-end workplace dining boutique,
we are also starting to see the impact
the globally-renown Dow Jones the Good Eating Company. We are
of digital technology and new lifestyle
Sustainability Index. Our clients also investing in start-ups like Klaxit,
and sustainability trends on our
and customers are increasingly a pioneer in home-to-work carpooling,
clients and our services. We have
interested in how our services can and incubating our own “corp-ups”
traditionally partnered with clients
support their own sustainability like Rydoo which is streamlining
to serve their “communities” of
efforts, through healthy and business travel management.
consumers on their sites, such as
sustainable food options, our growth
employees in companies, patients Looking ahead, I am convinced that
model that promotes inclusive
and staff in hospitals, and students Sodexo is well-placed to take on
partnerships with local businesses
in universities. Today, the lines the challenges that lie ahead. I am
and by tackling waste. All these
that have typically defined these highly confident in the value of the
actions are crucial as they reduce
communities are increasingly blurred, services we provide, and our ability
carbon emissions and support our
as is the distinction between what is to deliver on our strategy. I would
clients’ transition to a low carbon
traditionally called on-site and off- like to thank all our employees who
economy and avoid the worst impacts
site: employees leave the workplace remain committed and engaged in
of climate change.
to work remotely, patients no longer our mission day-to-day, our clients
To support this strategic agenda, stay as long in hospitals, students who continue to trust us, and the
we are implementing a unified and will do more and more e-learning consumers we serve as we open up
rigorous Group-wide performance outside of the classroom. Clients are this new chapter in the life of Sodexo.
management framework called asking us for solutions that respond
STEP (Sodexo Targets for Enhanced to the new needs of their community
Performance) to reinforce of consumers, through multi-choice,
accountability and align all our digitally-driven, personalized and
teams on the same key performance sustainable solutions.
indicators and targets.
Entering in this new era, we
This agenda is also supported by continue to develop our footprint
a broadened Executive Committee, and build capacity in key segments.
with representation from all of For example, we doubled our
Sodexo’s segments and activities, Sports & Leisure activities through
S O D E X O - 2 0 1 8 I N T E G R AT E D R E P O R T 21UNLOCKING OUR POTENTIAL
OUR EXECUTIVE COMMITTEE
DRIVING
THE GROUP’S GROWTH
As of August 31, 2018
Nathalie Bellon-Szabo Johnpaul Dimech
Chief Executive Officer, Region Chair,
Sports & Leisure Worldwide, Asia Pacific
On-site Services
Nationality: Australian
Nationality: French
Denis Machuel Cathy Desquesses
Group Group Chief People Officer
Chief Executive Officer
Nationality: French
Chairman of
the Executive Committee
Nationality: French
Lorna Donatone Sean Haley
Chief Executive Officer Group
of Geographic Regions Chief Executive Officer
and Region Chair for of Service Operations
North America Region Chair,
UK & Ireland
Nationality: American
Nationality: British
Nicolas Japy Satya-Christophe Menard
Chief Executive Officer, Chief Executive Officer,
Energy & Resources Schools & Universities
Worldwide, Worldwide, On-site Services
On-site Services
Nationality: French
Nationality: French
Tony Leech Sylvia Metayer
Chief Executive Officer, Chief Executive Officer,
Government & Agencies Corporate Services
Worldwide, On-site Services Worldwide, On-site Services
Nationality: Australian Triple nationality: French,
British and Canadian
22 S O D E X O - 2 0 1 8 I N T E G R AT E D R E P O R T W W W. S O D E X O . C O MUNLOCKING OUR POTENTIAL
The Executive Committee, newly widened, supports
Sodexo’s growth and development. This new Executive Committee,
diversified and integrating key expertise, represents all
of the Group’s activities, segments and geographical areas
where it operates, reinforcing the focus on clients and consumers
and maximizing the efficiency of local execution.
Anna Notarianni
Region Chair,
France
Nationality: French
Belen Moscoso Del Prado Marc Plumart
Group Chief Digital Chief Executive Officer,
& Innovation Officer Health Care & Seniors
Worldwide, On-site Services
Nationality: Spanish
Nationality: French
Marc Rolland Dianne Salt
Group Group Chief
Chief Financial Officer Communications Officer
Nationality: French Nationality: Canadian
Didier Sandoz Bruno Vanhaelst
Chief Executive Officer, Group Chief
Personal and Home Marketing Officer
Services
Nationality: Belgian
Nationality: French
Aurélien Sonet Damien Verdier
Chief Executive Officer, Group Chief Strategy
Benefits and Rewards and Corporate
Services Responsibility Officer
Nationality: French Nationality: French
S O D E X O - 2 0 1 8 I N T E G R AT E D R E P O R T 23UNLOCKING OUR POTENTIAL
OUR PROFESSION, OUR MARKETS
WE ARE THE GLOBAL
LEADER IN QUALITY
O F LIFE SERVICES
Around the world, our 460,000 employees are driven by the same mission:
improving quality of life. An essential partner for companies and organizations,
our unmatched offer of On-site Services helps them to better serve consumers
and increase their efficiency. Our Benefits and Rewards Services and Personal
and Home Services complete our offer to help ensure a better tomorrow for all.
- Corporate Services
• BUSINESS & - Energy & Resources
ADMINISTRATIONS - Government & Agencies
- Sports & Leisure
On-site
Services • HEALTH CARE & SENIORS
- Health Care
- Seniors
- Schools
• EDUCATION
- Universities
Benefits • EMPLOYEE EXPERIENCE
and Rewards
Services • MOBILITY AND EXPENSE
• CONCIERGE SERVICES
Personal
and Home Services • HOME CARE
• CHILDCARE
24 S O D E X O - 2 0 1 8 I N T E G R AT E D R E P O R T W W W. S O D E X O . C O MUNLOCKING OUR POTENTIAL
On-site Services
Increase a company’s efficiency, reassure patients
in the hospital, promote academic growth, provide safety
and comfort on a remote site: our services delivered directly on site
improve quality of life for millions of consumers and enable
our clients to improve their performance. From the design
of workplaces to reception services, sterilization of medical
equipment, cleaning services and foodservices, our customized,
innovative solutions are adapted to our clients’ needs,
organized into three segments: Business & Administrations,
Health & Seniors and Education.
CONSIDERABLE GROWTH POTENTIAL REVENUES BY CLIENT SEGMENT
BUSINESS &
On-site Services activity market ADMINISTRATIONS
potential(1) is estimated at 56%
900
HEALTH CARE &
SENIORS
24%
BILLION EDUCATION
EURO(2) 20%
Sodexo estimate.
KEY FIGURES (1)
96% 19.6 445,673
of Group revenues billion euro employees
in consolidated
revenues
Source: Sodexo.
1
Including Personal and Home Services.
2
Note: Market estimates are likely to evolve over time, given the growing reliability of information sources in various countries.
S O D E X O - 2 0 1 8 I N T E G R AT E D R E P O R T 25UNLOCKING OUR POTENTIAL
On-site Services Corporate Services – Enhancing quality
of life at work
Professional growth and employee quality of life
BUSI NESS & are drivers of individual and collective performance
for companies as well as key differentiators
ADMI NI STR ATI ON S in the competition for talent. Sodexo conceives
and implements customized solutions to help clients
create an environment contributing to the well-being
of employees and visitors while reinforcing their
attractiveness and competitiveness. From food
to facilities management services ... our solutions
respond to the challenges of employee motivation
REVENUES BY and operational performance.
CLIENT SUB-SEGMENT
Energy & Resources – Ensuring safety, comfort
and performance in harsh environments
Working and living conditions of employees
in onshore and offshore oil and gas, mining,
ENERGY & GOVERNMENT &
RESOURCES engineering and construction companies are often
AGENCIES
13% 11%
extreme. Sodexo consistently delivers integrated,
innovative services to its clients throughout the world,
SPORTS &
LEISURE from a remote location’s design to its demobilization.
12% Hospitality, accommodation, site management,
logistics, transportation and leisure: all services that
OTHERS ensure residents’ quality of life, safety and comfort.
CORPORATE 16% While contributing to the development of local
SERVICES
communities, our solutions optimize our clients’
48%
operational efficiency and ability to attract
and retain talent despite cyclical, volatile markets.
Government & Agencies – Honored to serve
the public interest
Ensuring high-quality services while responding
KEY FIGURES to budgetary constraints: this is a major challenge
for our clients, whether they are armed forces, local
authorities, national and international institutions
or prisons. Sodexo serves government personnel,
military communities, offenders, and those who
are reintegrating society after prison. From technical
56% maintenance to foodservices, to the management
of complex logistics in peacekeeping operations
of Group abroad, to training and reintegration assistance
revenues to reduce the recidivism rate of offenders upon release,
this wide range of services requires flexibility, rigor
and reliability.
Sports & Leisure – Delivering unique experiences
and exceptional moments
10,938 Recognized partner of organizers of major sporting
and cultural events and manager of exceptional
million euro places for more than 20 years, Sodexo develops
in revenues solutions that meet the expectations of a demanding
clientele worldwide. Combining technique and
creativity, our turnkey solutions cover ticketing,
travel, foodservices, safety, logistics, marketing
and technical and artistic organization. In the
276,572
digital age, Sodexo helps clients to integrate new
technologies into their events by offering innovative
and personalized services. Multiple benefits that
employees contribute to the success of prestigious events such
as Royal Ascot, the Super Bowl, the Tour de France
and the Rugby World Cup, and make exceptional
places shine like Lido of Paris, La Maison Lenôtre,
Le Pré Catelan, Bateaux Parisiens, Yachts de Paris
Source: Sodexo.
as well as Bateaux London and the National Gallery
in the United Kingdom.
26 S O D E X O - 2 0 1 8 I N T E G R AT E D R E P O R T W W W. S O D E X O . C O MUNLOCKING OUR POTENTIAL
On-site Services Health Care - Supporting quality care
A market leader for more than 20 years,
Sodexo contributes to the quality of life, well-being
HEALTH CAR E & and safety of patients, visitors and healthcare
facility staff. We lead our clients through the changing
SENI OR S health care landscape. By providing our clients with
professional and standardized services, we respond
to their challenges of patient satisfaction and
improving their performance. In developing countries,
Sodexo also helps clients meet the rigorous standards
required by international accreditation agencies.
Faced with the growing number of patients being
REVENUES BY treated in day hospitals or outpatient units, Sodexo
CLIENT SUB-SEGMENT is leveraging its ability to deliver home-based services
to develop services outside the traditional hospital
care environment.
Seniors - Responding to the challenges
of an aging population
SENIORS
The demographic weight of seniors and the increase
22% in life expectancy are raising significant societal
challenges. With many seniors remaining independent
longer, the demand for home care services is growing.
At the same time, the progression of chronic diseases
HEALTH CARE in the elderly is increasing the workload in nursing
78% homes. These developments require more and
more solutions to support the seniors community.
To meet these challenges, Sodexo offers a range
of high value-added integrated services designed
to improve the quality of life for seniors in residences
or in a health facility. Adapted for all ages and degrees
of dependence, these services are dedicated to their
physical, moral and social well-being. They also
KEY FIGURES relieve families, while enhancing the attractiveness
and performance of institutions. With the shortage
of healthcare staff, Sodexo deploys specialized
processes and training to provide its clients with
motivated, qualified employees who perform their
job with kindness.
24%
of Group
revenues
4,768
million euro
in revenues
82,384
employees
Source: Sodexo.
S O D E X O - 2 0 1 8 I N T E G R AT E D R E P O R T 27You can also read
