ANNUAL REPORT 2006-2007
ANNUAL REPORT 2006-2007
ANNUAL REPORT 2006-2007
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As we prepare to accomplish this, we need to recognize that we have some weak<br />
points as well as strong points.<br />
Our main weak point is obvious. Some high-margin products and services can<br />
incorporate signifi cant advertising expenditures into their price. We cannot do that.<br />
Thus, it is going to take a wealth of imagination to make Sodexo known without<br />
costing us too much.<br />
On the other hand, we have many strong points. We started out from nothing<br />
and today:<br />
we are one of the largest employers in the world;<br />
we have received numerous awards and now rank 4 th in the Top 100 best<br />
outsourcing companies worldwide;<br />
we have been recognized for our corporate citizenship by the DJSI (Dow Jones<br />
Sustainable Indices) Europe and World, which named us “Supersector worldwide<br />
leader” in our business sector;<br />
we are the global leader in most of our markets;<br />
we are independent, because my family is the majority shareholder;<br />
we have prestigious clients; we operate in famous places such as the Eiffel Tower,<br />
the Lido in Paris, Longchamp, Roland-Garros, Ascot and Blenheim Palace<br />
in the United Kingdom...<br />
We have set our sights on making Sodexo the most desired brand in its category.<br />
We cannot reach this goal unless each of our managers and employees is convinced<br />
that a strong, single global brand will accelerate our internal growth, improve<br />
our margins and allow us to keep our best talents and attract new ones.<br />
Pierre Bellon<br />
CHAIRMAN OF THE BOARD<br />
SODEXO<br />
“We have set our sights<br />
on making Sodexo<br />
the most desired brand<br />
in its category.”<br />
06
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