Human Resources Report

Human Resources 

Report 

Making every day 

a better day 

2005

Contents 

Editorial . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .1 

A Shared Culture . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 2-3 

Sodexho in Brief . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .4 

Offering our employees a Fulfi lling Professional Life . . . . . . . . . . . . . . . . .5 

Equality of Opportunity, Commitment to Diversity and Inclusion . . . . . .6 

Commitment to diversity and inclusion 

Promoting cultural diversity 

Advancing equal opportunities 

Evolving Careers . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .9 

Making opportunities known 

Building career paths 

Support for continuing education 

Listening and Dialogue . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .12 

Understanding aspirations 

Listening to concerns 

Communicating with each other 

Dialogue with employee representatives 

Safety and Wellness . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .15 

Ensuring safety at work 

Cultivating healthy lifestyles 

Promoting work-life balance 

Working with our employees to build a Business of Progress . . . . 17 

An Expertise-Driven Business . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .18 

Successful induction 

Training experts 

Teaching our know-how 

A High-Performing Business . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .21 

Encouraging performance 

Rewarding performance 

An Interactive Business . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .23 

Generating synergies 

Enrichment through diversity 

The Business of Tomorrow . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .25 

Adapting to change 

Planning our resources for the future 

Key Data . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 27

EDITORIAL 

United by a common vision and shared values, our people 

are the main resource of Sodexho. Every day, 98% of our 

324,000 employees worldwide are in personal contact with 

our clients and customers, providing services as part of our 

mission to improve the Quality of Daily Life. 

Quality of Life also is a key focus in our approach to human 

resource management. The performance of a business is 

closely linked to the motivation of its employees which in 

turn is infl uenced by their degree of empowerment, their 

development opportunities and their day-to-day satisfaction 

in their working environment. 

To be the benchmark for all of our business activities, our human resource 

management must combine the progression of our people with economic 

performance. Our equal opportunities approach means that everyone can 

become part of the team, build their expertise, expand their skill set, assume 

new responsibilities, perform better and enjoy a fulfi lling professional life. 

The diversity of origins, cultures and expertise of our people is also a driver of 

progress and growth for Sodexho. It is one of our greatest strengths, providing 

a basis for developing synergies to serve our clients, our consumers and the 

community better. 

Through our ability to identify, train, develop and retain talent, and to 

draw strength from our tremendous diversity, collectively we can harness 

the power to build the Sodexho of tomorrow: the world leader in Quality 

of Life services. 

Élisabeth Carpentier 

Group Executive Vice President, Human Resources 

Our human resource management must 

combine the progression of our people with 

economic performance. 

01 / HUMAN RESOURCES REPORT 2005 / SODEXHO ALLIANCE

A SHARED 

Culture 

Sodexho lives by its core values (service spirit, team spirit and spirit of 

progress) and its ethical principles (trust, respect for people, transparency 

and business integrity). Every employee in the Group is expected to share 

these values and principles, which refl ect our commitments and guide us in 

the daily performance of our work. 

SODEXHO forms 

a community 

of progress 

with its clients, 

its customers, 

its employees, 

its suppliers, 

its shareholders, 

in its host countries. 

OUR PHILOSOPHY 

Focuses and drives us toward our objectives. 

Who we are 

Our company is the community of our clients, customers, 

employees and shareholders. Our purpose is to exceed 

their expectations. 

Our business strategy: organic growth 

We continue to focus on achieving organic growth in earnings 

and revenues, while contributing to the economic development 

of countries in which we operate. 

Our mission 

Improve the Quality of Daily Life. 

Our objectives 

Be recognized by our clients as the benchmark in the services 

that we provide. 

Be the market leader in each of the segments where we provide 

and develop our food service businesses. 

Grow our service businesses, beyond food, faster. 

Have “desired company” status for the Group 

and its professions. 

Attract and retain talent. 

Make the Sodexho brand known worldwide.

OUR CORE VALUES 

They are the bedrock of our history 

and sustain our progress. 

Service spirit 

Clients and customers are at the center 

of everything we do. 

In order to serve them well, on a daily basis, at all 

levels, we have to demonstrate our availability, 

our ability to listen, our capacity to anticipate 

their expectations, our sense of conviviality, 

our responsiveness to their remarks and our pride 

in satisfying them. 

Sodexho has become a large, worldwide company, 

but we still remain a local company where each 

manager in the fi eld is a true entrepreneur, 

close to their clients and empowered in their 

decision-making. 

Team spirit 

It is an absolute need in all of our operations, 

our business units and administrative offi ces, 

as well as in our management committees. 

Each person’s skills combine with other team 

members’ knowledge to help ensure Sodexho’s 

success. Teamwork depends on the following: 

listening, transparency, respect for others, diversity, 

solidarity in implementing major decisions, 

respect for rules, and mutual support, particularly 

in diffi cult times. 

Spirit of progress 

It makes itself known through: 

our will, but also the fi rm belief that one can 

always improve on the present situation; 

acceptance of the evaluation of one’s performance 

and to be compared with colleagues in the 

company, or with competitors; 

rejection of fatalism and false alibis for avoiding 

change…; 

self-criticism, because understanding one’s 

successes as well as one’s failures is fundamental 

to continuous improvement; 

a balance between ambition and humility; 

optimism, the belief that for every problem there is 

a solution, an innovation, or some way to progress. 

02-03 / HUMAN RESOURCES REPORT 2005 / SODEXHO ALLIANCE 

OUR ETHICAL PRINCIPLES 

They guide us in all of our day-to-day activities. 

de nos progrès. 

Trust 

A foundation of loyalty between Sodexho and 

its clients, employees, and shareholders, based 

on honest, open relations. Trust is one of the 

cornerstones of operations in our organization. 

Respect for people 

Humanity is at the heart of our business. 

Sodexho is committed to providing equal 

opportunities regardless of race, origin, age, 

gender, beliefs, religion, physical ability or sexual 

orientation. 

Improving Quality of Life means according 

each person respect, dignity and consideration. 

Transparency 

This is one of Sodexho’s major principles, 

and is a constant with all stakeholders: clients, 

customers, employees and shareholders. 

Business integrity 

We do not tolerate any practice that is not born 

of honesty, integrity and fairness, anywhere 

in the world where we do business. 

We clearly communicate our position on this issue 

to our clients, suppliers, and employees, and expect 

them to share our rejection of corrupt and unfair 

practices.

SODEXHO IN BRIEF 

As of August 31, 2005 

11.7 billion euro in revenues 

324,000 employees at 26,700 sites 

Present in 76 host countries 

Sodexho Alliance is listed on the Paris Bourse and the New York Stock Exchange. 

24 th largest employer worldwide (1) 

7 th largest employer in Europe (1) 

2 nd largest employer in France (2) 

Food and Management 

Services 

Business and Industry 

Prestige 

Defense 

Correctional Services 

Healthcare 

Seniors 

Education 

Remote Sites 

No. 1 Worldwide (3) 

98% of Group revenues 

(1) Fortune 500, 2005. 

(2) Les Mille de L’Expansion, 2006. 

(3) Excluding concessions. 

2 activities 

Service Vouchers and Cards 

Businesses 

Public Authorities 

No. 2 Worldwide 

2% of Group revenues 

5.3 billion euro in issue volume

OFFERING OUR EMPLOYEES 

a Fulfi lling Professional Life 

Equality of Opportunity, Commitment to Diversity . . . . . . . . . . . 6 

Evolving Careers . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 9 

Listening and Dialogue . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 12 

Safety and Wellness . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 15 

04-05 / HUMAN RESOURCES REPORT 2005 / SODEXHO ALLIANCE

S’ENGAGER Offrir à nos collaborateurs 

ET AGIR 

pour UNE VIE le développement ÉPANOUIE durable 

Offering our employees… 

Equality of Opportunity, 

Commitment to Diversity 

and Inclusion 

Respect for others is at the heart of our business, and diversity and inclusion are built 

into our mission, core values and ethical principles. We are committed to promoting 

and respecting diversity within Sodexho, as are our suppliers and partners. We 

are also committed to equal opportunities regardless of race, origin, age, gender, 

beliefs, religion, physical ability or sexual orientation. Our conviction is that a diversity 

of talents helps us to serve clients and communities better, and hence is a key 

driver of our Group’s growth. 

Indicators 2005 

Employee Engagement Survey 

The Sodexho Employee Engagement Survey () 

carried out in 2005 showed that of 

the employees questioned, 80% in Food 

and Management Services and 82% in 

Service Vouchers and Cards responded 

that at Sodexho the employees who are diverse 

in dimensions such as age, gender or origin 

were valued for the differences they brought 

to the workplace. 

Local hiring ratio 

Sodexho is committed to contributing to local 

economic development. One way in which 

this commitment is expressed is by hiring 

locally in the 76 countries where we operate. 

In fiscal year 2005, 98% of Sodexho’s 

employees were hired locally. 

STRATEGY AND OBJECTIVES FOR 2006 

The Global Diversity Network, 

set up by Sodexho Group Human 

Resources, brings together 

representatives from the main 

countries in which Sodexho 

operates, including Australia, 

France, the United Kingdom and 

the United States. Led by Rohini 

Anand, Sodexho’s Chief Diversity 

Offi cer in North America, the 

network is tasked in 2006 with 

COMMITMENT TO DIVERSITY AND INCLUSION 

BELGIUM 

In December 2005, Sodexho signed 

the Diversity Charter sponsored 

by the Ministry of the Economy 

and Employment, demonstrating 

our commitment to promoting 

ethnic and cultural diversity within 

the company. 

FRANCE 

In October 2004, Sodexho signed 

a Diversity Charter. The main 

aim of the Charter is to ensure 

equality of opportunity by 

promoting employment and career 

devising a strategy to promote 

diversity and multi-culturalism 

in the management committees 

of the Group’s principal entities; 

raising awareness of cultural 

differences in order to improve 

internal communication fl ows; 

and encouraging entities 

to reinforce their commitment 

to these issues. 

We expect all of our employees to understand the importance 

we attach to diversity and inclusion. 

development for all regardless of 

gender, age, origin or disability. 

A Diversity Group was formed in 

January 2005. The group, which 

includes employee and union 

representatives, meets every month 

to discuss the diversity agenda. 

NORTH AMERICA 

Canada and the United States 

have set up a Diversity Council. 

In the United States, the Diversity 

Council concept is now being 

rolled out across business 

segments and regions.

Sodexho has also fostered grass 

roots employee network groups 

based on diversity identity 

dimensions. 

In Canada, under the “Excellence 

Awards Program”, a Diversity 

Award is given each year to a 

manager with a proven day-to-day 

commitment to diversity. 

PROMOTING CULTURAL DIVERSITY 

In the United States, managers 

attended a day-long diversity 

training program “Equal 

Employment Opportunity and 

Affi rmative Action Training”, 

ahead of the Spirit of Diversity 

program that all managers are 

required to attend in 2006. 

Globally, Sodexho promotes the integration of employees from 

a wide variety of cultures and origins, both within the company 

and in society. 

AUSTRALIA 

Sodexho operates an Indigenous 

Employment Strategy, under which 

Serco Sodexho Defence Services 

has signed an agreement with 

the Department of Employment 

and Workplace Relations to employ 

some 40 indigenous people. 

The Indigenous Liaison Offi cer 

for Northern Australia, who 

is responsible for relations with 

the indigenous workforce and with 

the local indigenous communities, 

has set up diversity training 

programs. 

CANADA 

Sodexho is working closely with 

the Canadian Council for Aboriginal 

Business in the “Progressive 

Aboriginal Relations” (PAR) 

program, a long-term plan to 

help companies build fair, 

harmonious relationships with 

local communities and to encourage 

them to share their experiences. 

Since 2004, Sodexho has held 

“Gold Achievement Level” status 


in the PAR program, refl ecting its 

promising partnerships with the 

aboriginal communities. 

UNITED STATES 

To improve English-language 

skills among Hispanic employees, 

Sodexho piloted “Sed de Saber”, 

a self-help tool. The results 

were impressive: increased 

self-confi dence, retention and 

loyalty to Sodexho, improved 

relations with customers, and better 

awareness of safety-at-work issues. 

Users also found that the program 

helped them in their family and 

social life. Sodexho has decided 

to roll out the project nationwide. 

Meet... 

Viviane Matap Tamo, Chef-Trainee, Belgium. 

Life was hard. Then I joined a job 

opportunities program sponsored by Sodexho, 

which gave me the chance to learn some real 

skills in the catering industry. When I had 

fi nished the program, Sodexho showed faith 

in me by offering me a permanent job. 

Now, I’m happy at work. This experience 

changed my life, and gave me the strength 

and commitment to improve myself. 

I’m confi dent that I can look forward to 

a better future. 

In Belgium, Sodexho operates a job 

opportunities program in conjunction with 

various public welfare agencies, offering 

vocational training to the underprivileged. 

Viviane Matap Tamo, a young mother from 

Cameroon, came to Belgium with her two 

children in 1998. On completing the program, 

she signed a full-time contract as a cheftrainee.

S’ENGAGER Offrir à nos collaborateurs 

ET AGIR 

pour UNE VIE le développement ÉPANOUIE durable 

RECOGNITION FOR OUR COMMITMENT 

TO DIVERSITY 

In the United States, Sodexho was: 

- named among the top 10 in the International 

Innovation in Diversity Award; 

- named The Diversity Innovator by 

the National Women’s Business Center; 

- recognized by DiversityInc. as one 

of the 25 companies most involved 

in promoting diversity; 

- selected as one of the top 10 employers 

of Asian-Americans by Asian Enterprise 

Magazine; 

- presented by Latina Style Magazine among 

the top 50 companies offering Hispanics 

genuine career opportunities; 

- ranked 6 th among the top 10 employers 

for African-Americans by Black Collegian 

Magazine; 

- listed among the top 25 employers for 

African-Americans by Black Professionals 

Magazine; 

- identifi ed as one of the top 10 employers 

for people with disabilities by DiversityInc.; 

- named Employer of the Year by the Autism 

Services Association. 

ADVANCING EQUAL OPPORTUNITIES 

Sodexho operates a wide range of initiatives designed to 

reinforce equality for all employees. 

AUSTRALIA 

In the Defense sector, female 

employees wishing to advance 

to a managerial post are offered 

mentoring by a female senior 

manager. A working group 

of women from the senior 

management team is to be set up 

to study initiatives to encourage 

women in the workplace. 

FRANCE 

Sodexho is involved in life skills 

projects in centers for the disabled. 

Every year, 200 disabled people 

are trained in catering skills 

at approximately 40 Sodexhomanaged 

sites, while over 500 

disabled people work for our 

French subsidiary. 

NETHERLANDS 

Sodexho is a founding-member 

of a national network promoting 

gender equality. A key role of 

the network is to enable women 

who have temporarily left 

the company for family reasons 

to maintain their ties with their 

company, making it easier for them 

to return to work. 

Improving the quality of life for the disabled means, fi rst and 

foremost, helping them integrate into society. Sodexho furthers 

this objective across the board, from work within centers for the 

disabled to job training and public awareness campaigns. 

COLOMBIA 

Under a program to help the most 

disadvantaged in society, Sodexho 

offers grants to cover a 6-month 

training program leading to 

potential job opportunities within 

the company. Currently, 120 people 

are benefi ting from this program. 

ITALY 

For ten years, Sodexho has been 

working with institutions and 

non-governmental organizations 

to promote the integration 

of disabled people. Sodexho 

now employs over 200 disabled 

people in Italy, where we have 

also launched a website for 

the visually impaired. 

Helping the disadvantaged to reintegrate into society is 

something we see as our duty. We operate a wide range 

of initiatives to help the long-term unemployed and the 

underprivileged, along with offender resettlement programs. 

UNITED KINGDOM 

Sodexho subsidiary UKDS has 

created a state-of-the-art motherand-child 

unit within Bronzefi eld 

prison. The focus is on socioeducational 

programs, job training, 

workshops, maintaining family 

contact, and assistance in fi nding 

housing and jobs.


Evolving Careers 

Since Sodexho was formed, it has provided a springboard for personal growth. 

Internal promotion is always favored where a suitable candidate can be found. 

Each employee has the opportunity of acquiring new skills and responsibilities 

and achieving personal growth, irrespective of their level in the organization, 

their qualifi cations on joining the company, their workplace, or their origin. 

Satisfying our employees’ expectations is one of our main aims. 

MAKING OPPORTUNITIES KNOWN 

Job vacancies are advertised on internal notice-boards, 

by e-mail, or on intranet and internet sites at the Group 

or subsidiary level. 

UNITED STATES 

Job vacancy advertisements and the recruitment process 

are managed by an on-line Career Center, accessible 

via the corporate intranet. Vacancies 

are posted on the intranet every 

week. Employees can set up a 

search engine facility that sends 

them an alert message whenever a 

vacancy arises that fi ts their profi le. 

They can also post their resumé 

on-line. All recruitment procedures 

and policies can also be accessed 

on the Career Center site. 



Internal promotion: key figures 

With organic growth requiring substantial 

resources, 25% of site manager posts were 

filled by promotion from non-managerial 

grades, and 38% of managerial posts were 

filled by promotion from site manager 

or equivalent jobs in the fiscal year 2005. 

(Scope: 96% of Group employees as of August 31, 2005). 

In France: 

• 100% of regional directors and sales 

directors; 

• 60% of development managers and 67% 

of district managers; 

have come from internal promotion.

Meet... 

60% 

Zhijun Feng, Chief Financial Offi cer, China. 

If you really want to get on and work hard, 

Nam lieber at tempor et 

Sodexho backs you all the way. They give 

dispnedium sinedie. 

you opportunities to grow, and are always 

keen to give you new responsibilities whatever 

your age and experience. All you need to do is 

rise to the challenge! 

Armed with a bachelor’s degree and two 

years’ professional experience, Zhijun Feng 

joined Sodexho’s newly-established Chinese 

subsidiary in 1996. Enthusiastic and committed, 

she progressed as the company expanded. 

On-the-job coaching from her managers and 

a series of training programs gave her new 

technical and managerial skills. In just six 

years, she rose right through the ranks to 

become the subsidiary’s Chief Financial Offi cer 

in 2002. But the learning did not stop there: 

she is constantly expanding her skill set to 

meet the fast-moving needs of her job. 

BUILDING CAREER PATHS 

Internal promotion is a big motivator, driving growth 

and binding the Sodexho community together. Spotting talent 

and delivering tailored training programs are key factors 

in effective internal promotion. 

BRAZIL 

A development plan, begun in 

2000, provides site managers 

with the training needed to 

progress to district manager. 

In 2005, they can also follow a 

program preparing them for moves 

into sales functions. Site managers 

identifi ed by their line managers 

and the human resources team 

are fast-tracked into a tailored 

6 to 12 month on-the-job 

management trainee program. 

Thanks to these programs, six site 

managers have been promoted to 

district managers and one to sales 

manager. 

FRANCE 

Sodexho is the only industry 

player to offer employees a 

comprehensive fi ve-stage training 

plan, combining group sessions 

with on-site learning. Employees 

can progress through the ranks 

from technical operator to 

qualifi ed restaurant operator, chef, 

and fi nally site manager. In 2005, 

over 250 employees were in this 

program, half of them women. 

The program has attracted 

the backing of the French 

authorities. In the Greater Paris 

region, it is co-fi nanced by 

the European Social Fund and 

supported by the Ministry of Labor 

and Medef (the French employers’ 

federation). 

UNITED STATES 

The “Rising Star” program was 

developed fi ve years ago in 

the Corporate Services Division. 

Potential high achievers identifi ed 

by line managers and the human 

resources team are offered a range 

of training options to help them 

identify their strengths, fi nd areas 

where they can progress, and 

recognize and seize opportunities.

SUPPORT FOR CONTINUING EDUCATION 

Each employee can expand his or her skills by following a 

continuing education program. Sodexho is actively researching 

and developing partnerships with a variety of schools, colleges 

and universities. 

AUSTRALIA 

A training program operated for 

the last 3 years in the Defense 

segment has already given 400 new 

employees the opportunity to obtain 

a nationally-recognized professional 

qualifi cation, boosting their selfconfi 

dence and encouraging them 

to pursue further training to acquire 

new skills and responsibilities. 


CHILE 

District managers are offered 

preparation for the Service Business 

Management Diploma course 

provided by the Universidad Santo 

Tomás, a partner of Sodexho. 

UNITED STATES 

Sodexho employees can prepare for 

Associate’s, Bachelor’s and Master’s 

degrees by following internet-based 

courses or completing a companybased 

project, as a result of 

partnerships with Strayer University 

and the University of Action 

Learning. 

RECOGNITION FOR OUR COMMITMENT TO EMPLOYEE DEVELOPMENT 

• Germany: In November 2005, Sodexho won the Caterer of 

the Year 2005 award in the “Strategy and Management” 

category. The jury was particularly impressed by the 

creation of a culinary school, designed to improve day-today 

cooking skills and promote knowledge-sharing. 

• United States: The Department of Defense recognized 

Sodexho with a Patriotic Employer Award for allowing 

employees to remain in their jobs while on active military 

duty. 

• Poland: In October 2005, 

Sodexho received the Investor 

in Human Capital emblem, 

awarded by the Institute 

of Management and Social 

Research Studio as part of 

a nationwide program to 

promote human resources 

sponsored by the Ministry of 

the Economy, Labor and Social Policy. This distinction 

rewards initiatives taken to encourage the development 

of all employees, and refl ects the team spirit and spirit of 

progress that motivate them. 

Sodexho was also named one of Poland’s most dynamic 

employers by two major business journals. 

• United Kingdom and Ireland: Sodexho has for the past 

fi ve years achieved certifi cation under the Investors in 

People standard, created to encourage fi rms to improve 

performance through the management and personal 

development of their employees.

Offrir à nos collaborateurs 

UNE VIE ÉPANOUIE 


Listening and Dialogue 

Because respect is fundamental to our Quality of Life mission, we attach the highest 

importance to the dignity of the individual. Life at Sodexho would be inconceivable 

without mutual trust, respect, and transparency. This is why trust, respect 

for people and transparency are inscribed in our ethical principles. 

MEASURING EMPLOYEE ENGAGEMENT 

Sodexho carries out regular 

opinion surveys among 

its employees to measure 

their engagement with and 

commitment to the company. 

Employees are invited to express 

their opinions about a range of 

issues, including the Group’s 

senior management and their 

own line manager; their job, 

salary, and work-life balance; 

recognition of their achievements; 

opportunities for personal 

development; and diversity. 

The results of the survey are 

analyzed in order to identify 

priority areas for progress 

and to implement appropriate 

action plans. 

The 2005-2006 Employee 

Engagement Survey () is currently 

under way as part of a global 

project managed jointly by 

the central project team and 

local teams from the principal 

subsidiaries across all Sodexho 

activities. The fi rst wave of the 

survey was launched in October, 

2005 in seven European countries 

for Food and Management 

Services, and in 19 countries 

for Service Vouchers and Cards. 

The second wave is scheduled 

for April, 2006. 

The countries covered by 

the survey represent 87% 

of the Group’s employees. 

The survey will eventually 

be rolled out to cover 

all employees.

UNDERSTANDING ASPIRATIONS 

Recruitment, job transfers and internal promotion call for 

ongoing dialogue. The better we are at identifying what our 

employees want, the better we can place them in opportunities 

within the Group. 

NETHERLANDS 

“The right man/woman in the right place” is the objective of the “Career 

Aspiration Registration program”, which offers each employee career 

opportunities. Employees are asked to complete a questionnaire about their 

career aspirations, and can ask for an interview with the project manager or 

head of Human Resources. The information is evaluated and loaded into a 

database, where it is used to facilitate job transfers and internal recruitment. 

In the fi scal year 2005, more than 850 employees completed this process, 

and 71% of job vacancies were fi lled in this way. 

LISTENING TO CONCERNS 

At Sodexho, we are expanding opportunities to listen to our 

employees. Their views and ideas are building blocks, helping 

to construct a business of progress. Their complaints are 

handled fairly and with respect. 

AUSTRALIA 

Employees can use a free hotline 

to express their opinions or make 

requests relating to any aspect of 

the company. 

CANADA 

A “Network Complaint Line” logs 

criticisms and comments, which 

may be made anonymously. 

COMMUNICATING WITH EACH OTHER 


UNITED STATES 

A comprehensive system is in place 

to ensure all employees are treated 

fairly and with respect. Part of 

this system is Sodexho’s Offi ce of 

Employment Rights, which opened 

in 2003 and has authority to handle 

complaints from eligible employees 

relating to discrimination, 

harassment and/or retaliation in the 

workplace. 

We believe in communicating with each other and breaking 

down barriers. We encourage our people to meet and interact, 

in a spirit of openness. 

FRANCE 

On-site discussion forums are 

held regularly, giving everyone an 

opportunity to raise issues such as 

working conditions, site and task 

management, or scheduling. 

NORTH AMERICA 

Two initiatives illustrate management’s 

commitment to dialogue. 

First, we hold “Open Forums” 

approximately eight times a year 

in major metropolitan areas. 

All managers from the region 

attend, as do the Chief Executive 

Offi cer and other senior 

executives. A presentation of the 

company’s performance 

is immediately followed by 

an open Q&A session, which is 

Meet... 

Tilo Blomberg, Site Manager, 

European Central Bank, Frankfurt. 

A recent survey in Germany proved 

our employees had high expectations 

in terms of training. The system that 

we developed in response means that 

we can now train our employees ourselves, 

on site. The survey served its purpose: 

it helped us progress! 

Gerhard Schmid-Degen, 

Regional Director, 

Business and Industry, 

Western Germany. 

Completing a survey takes just a few 

minutes, but it can make all the difference! 

The last opinion survey highlighted some 

communication problems, so we set up an 

annual meeting for site managers so that we 

could share management’s vision with them. 

Now, we all speak the same language. 

Following the 2003 Sodexho Employee 

Engagement Survey, the German subsidiary 

identifi ed priority areas for progress and 

implemented action plans. These proved a 

success: in 2005, the employee engagement 

rating reached 71%, on a par with the average 

for Europe’s best employers identifi ed 

by Hewitt Associates in their survey Best 

Employers, Best Results 2004.

then posted on the intranet site. 

Second, we hold an Annual 

Management Conference for senior 

management, at which the CEO 

reviews progress made during 

the year and sets objectives for 

the following year. 

This conference provides 

an opportunity for exchanging 

views and networking, and 

for personal and professional 

development. 

SPAIN 

Under the Reduciendo Distancias 

project, functional staff spend two 

days on a site. These get-to-knowyou 

sessions with site staff and 

the site manager keep the head 

offi ce in touch with the front line. 

This program, which has proven a 

great success, is being expanded to 

include return visits by front-line 

staff to their head offi ce contacts. 

DIALOGUE WITH EMPLOYEE REPRESENTATIVES 

EUROPE 

Established in 1998, the European 

Works Council was extended 

in 2004 to the new European 

Union member states; it now 

includes representatives from 

21 European countries. Meetings 

of the Council and of its offi cers 

have provided a forum for 

responding to questions raised 

by employee representatives 

about Sodexho’s results and 

future prospects, and for the joint 

development of a performance 

report covering issues related 

to employment, safety at work 

and gender equality. 

UNITED STATES 

Sodexho enjoys positive 

relationships with a number 

of unions. We have over 

300 collective bargaining 

VENEZUELA 

All heads of Human Resources 

and other head offi ce departments 

make regular site visits to keep 

in touch with the day-to-day 

concerns of front-line staff. 

These visits are reinforced 

by monthly meetings between 

head offi ce department heads 

and the site managers. The overall 

aim: to improve the sharing 

of information. 

INTERNATIONAL 

Many of our subsidiaries ask their 

newly-hired managers to write a 

“fresh eyes” report on completion 

of their induction course. These 

reports are a valuable source of 

ideas for management. 

We also carry on constructive, fruitful dialogue with employee 

representatives, in accordance with the relevant legislation in 

each country. From the outset, Sodexho has always recognized 

and respected trade union rights. 

agreements with 35 different 

unions. We respect our employees’ 

right to organize or not to organize 

as they may so choose. 

We continue to negotiate contracts 

with labor unions in good faith 

and have a longstanding record 

of continuing operations without 

work stoppages. We have engaged 

in constructive dialogues with 

unions who have raised issues 

with the company, and 

we believe those discussions 

have been benefi cial in dispelling 

misconceptions about 

the company, strengthening 

our union relationships, and 

enabling us to work constructively 

to resolve outstanding issues. 

In 2005, we have received no 

complaints or adverse fi ndings 

against the company by the NLRB 

(National Labor Relations Board).


Safety and Wellness 

By promoting a fulfi lling professional life, we improve the Quality of Daily Life 

of our employees. We strive not only to provide our employees with a safe and 

pleasant working environment, but also to improve their lives and achieve 

a healthy work-life balance. 

ENSURING SAFETY AT WORK 

Everywhere we operate, we focus on risk prevention, to ensure 

that all our employees are safe in their workplace. 

AUSTRALIA 

Our subsidiary awards a Safety 

Sleuth prize to employees 

who introduce innovations or 

procedures that improve on-site 

safety. 

BELGIUM 

Our own “Workplace Prevention 

and Protection” unit performs a 

safety audit at around 150 sites 

every year. The aim is to identify, 

analyze and evaluate all safety 

risks, and suggest solutions to 

prevent and limit workplace 

accidents and their consequences. 

The audit fi ndings are reported 

both to management and 

to the client. 


FRANCE 

Under a nationwide agreement 

with the Red Cross, employees can 

receive basic fi rst aid training to 

enable them not only to help their 

colleagues, clients and consumers, 

but also to respond to emergencies 

outside the workplace. 


Retention rate 

For the fiscal year 2005, the retention rate 

across all Group employees was 65.3%, 

an improvement of 3.8% from the previous 

fiscal year. 

Employee Engagement Survey 

According to the Sodexho Employee 

Engagement Survey () conducted in October 

2005 among Food and Management Services 

employees, 91% of those questioned said that 

they enjoyed their day-to-day work, 89% felt 

that they were fulfilled in their job and 80% 

believed they had a healthy work-life balance.

RECOGNITION FOR OUR COMMITMENT 

TO WORKPLACE QUALITY 

Ireland: Sodexho is rated by the Great Place 

To Work Institute as one of the country’s 

50 best employers, and has been cited 

as a “model” employer by the Minister 

for Enterprise, Trade and Employment. 

Bob Sulick, 

National Director 

of Procurement 

Support, Health Care 

Services Division. 

Meet… 

‘Be Healthy Sodexho’ became a motivating 

force for me to improve the way I approach 

life. I learned that small steps can lead 

to bigger rewards and that the physical 

benefi ts are matched by the mental ones as 

well. All I know is that since we initiated 

‘Be Healthy Sodexho’, I fi nd the time 

to exercise, eat a little smarter and feel 

a lot better about it. 

Sodexho encourages not only its customers but 

also its employees to adopt healthier lifestyles. 

The “Be Healthy Sodexho” program was 

launched in the United States in 2004. 

This one-year plan encourages everyone to 

regularly exercise, move to a balanced diet, 

and manage stress. The information packs 

supplied by Sodexho are supported by a 

dedicated website. Sports events are organized 

year-round to give employees further 

incentives to get healthy. The program is 

currently being followed by 2,000 employees. 

CULTIVATING HEALTHY LIFESTYLES 

A major food service actor committed to combating 

malnutrition, Sodexho takes a range of initiatives to encourage 

its employees to stay fi t by adopting a balanced diet and 

a healthy lifestyle. 

BELGIUM 

In October 2005, we held our fi rst 

“Sodexho Wellness Day”, offering 

a range of sports, leisure and 

recreational activities for all of our 

employees and their families. 

COLOMBIA 

We launched a “National Welfare 

Plan” in September 2005, focusing 

on the family, recreation, health 

and education. From vaccination 

of employees’ children to leisure 

activities and employee assistance 

programs, the plan helps to 

improve everyone’s quality of life. 

PROMOTING WORK-LIFE BALANCE 


The “Flexible Benefi ts” program 

covers a range of employees, 

from executives to site managers 

and administrative staff. 

Under the program, employees 

can choose from a range of benefi ts 

including paid leave, various 

levels of healthcare insurance, 

travel insurance or a company car. 

Support is provided via a 24-hour 

helpline. The program means that 

employees can choose the benefi ts 

package that works for them, 

and has proven very popular. 

Our home-working and distanceworking 

policy is also extremely 

FRANCE 

Sodexho offers various programs 

to help employees adopt healthy 

lifestyles. The Bol d’air program 

was devised to prevent heart 

disease and encourage employees 

to quit smoking. Those who 

sign up for the program get 

a full health check, including 

a blood test and a body mass index 

calculation. A “quit-smoking” 

group has been set up, with 

Sodexho meeting the cost of 

nicotine withdrawal assistance. 

Our subsidiary also organizes 

workshops on issues such 

as healthy eating and stress 

management. 

Where work patterns allow, many Group subsidiaries 

have arrangements for fl exible or reduced working hours, 

home-working and special leaves of absence. Employees 

are also offered services to help them achieve a healthy 

work-life balance. 

popular, because it substantially 

reduces the time spent commuting 

between home, the workplace 

and client premises. Employees 

are offered a range of out-ofoffi 

ce tools, from a basic internet 

connection to full systems 

installations for employees 

intending to work from home 

over the long term. 

UNITED STATES 

We improve the quality of daily 

life of our employees by offering 

a range of workplace services, 

from banking and dry-cleaning 

to postal services and car valeting.

WORKING WITH OUR EMPLOYEES 

TO BUILD 

a Business of Progress 

An Expertise-Driven Business . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 18 

A High-Performing Business . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 21 

An Interactive Business. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 23 

The Business of Tomorrow . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 25 

16-17 / HUMAN RESOURCES REPORT 2005 / SODEXHO ALLIANCE

Working with our employees 

to build… 

An Expertise-Driven Business 

Sodexho takes a segmented approach to its activities in order to be a recognized 

specialist in the world of education, corporate life, health care, defense, and 

remote sites on land and at sea. But our understanding of these markets would 

count for nothing without the expertise and shared values of our employees, who 

pool their talents and skills to improve the Quality of Daily Life for all who share 

living or work spaces. 

“SODEXHO WORLD”: INTERACTION AND IDEA-SHARING 

Organized by the Sodexho Management Institute, “Sodexho World” 

is a three-day program attended by newly hired or promoted executives 

from all segments and countries in which we operate. The program provides 

an opportunity for them to interact and meet with members of the senior 

management team. The aim is for these new managers to “discover, breathe 

and grow the diverse, rich world of Sodexho”. 

SUCCESSFUL INDUCTION 

In many countries, we offer induction programs, 

introducing new employees to the breadth and diversity 

of our activities and promoting a shared culture. 

EUROPE 

Sodexho Pass invites new 

employees to a one-day induction 

course. The day starts with 

a presentation of the Group, 

the activitiy, and the subsidiary. 

Participants are then asked to 

prepare a business model for a 

new service, to be presented to 

management at the end of the 

day. This innovative training 

day gives new members a better 

understanding of the Group, making 

them aware of the full range of our 

activities and the future prospects 

for the activity. 

SWEDEN 

Two of our 

cleaning services 

trainers were 

awarded the 

Äpplet 2005 

prize. This prize 

is awarded annually to service 

companies, colleges and individuals 

that make an outstanding 

contribution to skills development 

in the workplace. These two 

highly committed women not only 

fulfi lled their training role, they 

also managed to build a true team 

spirit among trainees, easing their 

integration into the company.

TRAINING EXPERTS 

Children in schools, students in universities, adults in the 

workplace, patients in hospitals, seniors in care residences, 

inmates in prisons: all call for specialist skills and expertise. We 

provide specifi c training to our employees, focused on the needs 

of each market. 

AUSTRALIA 

In the Correctional Services 

segment, specialist high-security 

staff follow a six-day training course 

covering issues such as risk 

and threat analysis, negotiating 

skills and confl ict resolution. 

This program has been recognized 

by our client, the government 

of the State of Western Australia. 

DENMARK 

We have instituted “train-thetrainers” 

sessions for cleaning 

services staff. So far, 13 experienced 

and highly-motivated employees 

have been trained in presentation 

skills and in explaining best 

practices. This innovative project 

has received fi nancial backing from 

the Copenhagen city authorities, 

and is supported by a number 

of not-for-profi t organizations 

and advisers. 

FINLAND 

To prepare managers for assuming 

extra responsibilities, we have 

created a Sodexho Master 

of Business program in association 

with the Haaga Polytechnic college. 

We draw upon our expertise 

to provide practical training, while 

the college is responsible for the 

theoretical aspects of the course. 


INTERNATIONAL 

Culinary education: Sodexho 

has forged alliances with worldrenowned 

chefs such as Marc Veyrat 

and Anton Edelman. At the École 

des Chefs in France and the 

Culinary Academy in the United 

Kingdom, these star chefs transmit 

their creative fl air and passion for 

good food to Sodexho chefs keen 

to learn more and to renew their 

inspiration. 

In Remote Site Management, 

2005 saw the launch in the Gulf 

of Mexico of the “Mr. Charlie” 

program, aimed at staff selected to 

work offshore. The program takes 

place in a simulated offshore rig 

environment. It aims to train staff 

in handling specialist equipment, 

and to prepare them for the rigors 

of life offshore. 

Meet... 

Jean-Louis Boyer, General Services Manager 

TOTAL E&P, Angola. 

We chose Universal Sodexho for its knowledge 

of the local context as well as its proven 

record of technical maintenance skill. 

After one year, we are very satisfi ed 

with our choice. Universal Sodexho provides 

high quality services in keeping with Total 

standards and our expectations, and 

has succeeded in developing a network of 

local businesses to participate in contract 

performance. Regular reporting has been 

introduced to improve the management of 

our facilities and properties in Luanda and 

create a more pleasant living environment 

for our employees. 

Universal Sodexho provides maintenance 

services for Total E&P in Luanda, covering 

industrial plant, offi ces, accommodation and 

on-site social and leisure facilities, along with 

a broad range of add-on services – delivering 

a better quality of life for all, in a safe 

and secure environment. 

Olivier Roellinger, Les Maisons de Bricourt, 

Cancale, France. 

Sodexho’s commitment to improving 

the quality of day-to-day meal preparation 

is an aim I am proud to support. 

My role is to pass on my know-how to 

the people from Sodexho. This involves 

showing them the right way to prepare 

each dish, and how to select the fi nest 

ingredients. I am glad that I am helping 

so many people to enjoy healthy, 

balanced and appetizing menus. 

Sodexho has forged partnerships with six of 

France’s foremost chefs: Michel Bras, Jacques 

Chibois, Pierre Gagnaire, Jean-Michel Lorain, 

Olivier Roellinger and Marc Veyrat, who are 

developing the talent and skills of our chefs.

A VAST RANGE OF EXPERTISE 

Chefs, maîtres d’hôtel, wine masters, 

housekeepers, laundry workers, dieticians, 

ergonomists, nutritionists, landscape 

gardeners, logistics experts, security guards, 

mechanics, electronic engineers, heating 

engineers, environmental consultants, 

biohygienists, tutors, trainers, demonstrators, 

IT experts, quality controllers, buyers… 

all our specialists pool their expertise so 

that we can deliver, every day, services 

that improve the Quality of Daily Life. 

TEACHING OUR KNOW-HOW 

Sodexho’s renowned know-how makes us a preferred partner 

of schools, colleges and universities, worldwide. 

FRANCE 

Partnerships have been forged with 

30 business schools, engineering 

schools and universities, and with 

40 hotel and catering training 

institutions. Sodexho attends job 

fairs, provides training and is 

involved in examination boards. 


Sodexho is one of a select number 

of employers authorized by the 

government to award its employees 

National Vocational Qualifi cations 

in hospitality, management and 

customer service. 

SODEXHO UNIVERSITY NORTH AMERICA, 

“YOUR GATEWAY TO LEARNING” 

SWEDEN 

Five years ago, Sodexho entered 

into a partnership with the Service 

Management Institute, part of the 

prestigious Lund University. This 

institute offers Sweden’s largest 

Management Master’s program 

for the services sector. Sodexho 

helps to create the course program, 

and provides students with work 

experience so that they can test 

their knowledge in the workplace. 

In North America, Sodexho University offers a vast range of training, from 

professional and nutritional techniques to advanced management, along 

with courses in sales, marketing and innovation. Modules can be studied 

at the Sodexho Campus, via the Intranet, in the workplace, or at partner 

institutions. The courses draw upon a variety of learning aids, including 

the “TOPS Learning Box” for frontline employees () .


to build… 

A High-Performing Business 

Effective career management means helping our employees to recognize 

their strengths, encouraging them to perform well, and assessing their 

performance. Rewarding performance is also an important factor in staff 

retention which, by enabling us to serve our clients and customers better, 

contributes directly to the success of the Group. 

MANAGING PERFORMANCE 

Performance management is integral to Sodexho’s human 

resources policy. 

Executive Performance Assessment 

is an annual process applied in 

all Sodexho companies. 

Each manager has an interview 

with his/her boss using 

a structured, pre-prepared format. 

The interview provides an 

opportunity to discuss 

the manager’s opinions, goals and 

aspirations, covering all aspects of 

his/her work. These are then taken 

into account in career planning. 


After being piloted in 

the United Kingdom, Ireland 

and North America, the “360°” 

assessment process was rolled out 

in November, 2005 for the Group’s 

Executive and Operational 

Committees and for the Sodexho 

France and Sodexho Pass 

International Executive 

Committees. This assessment 

process will be eventually 

extended to all managers reporting 

directly to these committees. 

The aim: to help managers 

to know themselves better and 

to progress within the company 

by giving them an overview 

of feedback from their boss, 

their peers and their teams. 

Meet... 

Renata Peixoto, Marketing Analyst, 

head offi ce, São Paulo. 

I’ve been with Sodexho for fi ve years. 

I started as a site manager. In the fi rst few 

years, I had to deal with a wide variety 

of challenges with some of our clients, 

and I was able to show at my performance 

evaluations that I had marketing skills 

and could do other things. At the start of 

this year, I was pleasantly surprised when 

the Human Resources department offered 

me a marketing analyst job that was just 

what I wanted. I’m really pleased that 

Sodexho encouraged me to progress in my 

career! 

Renata Peixoto benefi ted from Progrida, 

a program designed to promote the career 

development of functional and operational 

employees in our Brazilian subsidiary.

THE SPIRIT OF SODEXHO 

NORTH AMERICA 

The “Spirit of Sodexho” program was 

implemented four years ago. Each year, 

those employees who best embody in their 

day-to-day work, Sodexho’s philosophy and 

core values are recognized and rewarded. 

All Sodexho employees in the United States 

and Canada are eligible. To participate, 

they are nominated by their boss in one of 

the following seven categories: 

customer satisfaction and client retention; 

sales; 

developing our people; 

team safety; 

food safety; 

technical achievement; 

leadership in the support of diversity and 

inclusion. 

In each category, employees are selected 

at three levels: region, division and North 

America zone. 

Division-level winners qualify for the zonelevel 

competition with a jury comprising 

members of the Executive Committee of 

the zone. 

Category winners for the North America 

zone are invited to the Annual Conference 

to receive their trophy and a bonus. 

ENCOURAGING PERFORMANCE 

We operate a broad range of incentive programs in the fi eld, 

designed to encourage client and customer service performance 

by individuals and teams. 

CANADA 

The “Bravo” 

program raises 

the front-line 

staff awareness of client service 

expectations, and links team 

performance to individual 

performance. Twice a year, team 

performance targets (client 

satisfaction, cost reduction, 

attendance, punctuality, etc.) are 

set for each site, based on client 

needs. The staff are informed of 

these targets, which are monitored 

by site management. At the end 

of each six-month period, bonuses 

are awarded to employees at sites 

that have met their targets. 

REWARDING PERFORMANCE 

Performance assessment is often accompanied by programs 

under which the brightest and best are selected by their peers 

or managers. The winners are offi cially recognized and 

are rewarded for setting an example and for creating value 

for the Group. 

AUSTRALIA 

The annual “Star Awards” scheme 

rewards employees in a variety 

of fi elds: client service, safety, 

marketing and merchandising, 

innovation, fi nancial management 

and human resources. 

ITALY 

The Generare Valore (Value 

Creation) scheme, launched in the 

Education segment in fi scal year 

2005, rewards the best performers 

in the “Site Staff”, “Chef”, “Site 

Manager” and “Administration- 

Support” categories. The winners, 

selected by an internal jury, were 

presented with their prizes at the 

Divisional Meeting, and interviews 

with them were published in 

the in-house magazine Conoscersi. 

FRANCE 

Assessment Centers have been (or 

are about to be) established in each 

segment, to identify site managers 

with the potential to progress to 

district manager. There are three 

stages in the process. First, the 

Regional Director presents a case for 

the employee identifi ed as having 

promotion potential. Second, the 

candidate and the head of Human 

Resources jointly sign a charter 

specifying the rights and obligations 

of the company and the employee. 

The fi nal phase is selection day: 

the candidate presents his/her case 

for promotion to a regional director 

and a human resources manager, 

and works on a case study. 

PERU 

In the Business and Industry and 

Remote Site Management segments, 

most sites present a monthly award 

to an employee, based on criteria 

such as punctuality, performance 

and safety. 

SWEDEN 

Each employee can nominate as 

“Employee of the Month” a 

colleague who, in their opinion, 

embodies “service spirit, team spirit 

and spirit of progress”. For the 

fi scal year 2005, 53 employees were 

nominated, and profi led in the 

in-house magazine. Line managers 

then selected fi ve fi nalists. The 

fi nalists, and the winner, received 

their awards from the Chief 

Executive for Sweden and the 

Senior Vice President for Northern 

Europe at a ceremony held at the 

end of September.


to build… 

An Interactive Business 

Our international dimension is a huge strength. Built on a rich mix of cultures, 

experience and talents contributed by our 324,000 people worldwide, 

Sodexho encourages knowledge-sharing as a means of delivering synergies 

and of serving our clients and customers better. 

GLOBAL HR WORKING GROUP 

The Global HR Working Group meets regularly, bringing together 

the heads of Human Resources from all zones and activities. An opportunity 

for interaction and idea-sharing, the group is a forum for discussing, 

developing and implementing strategic human resource management 

projects. 

GLOBAL DIVERSITY NETWORK 

The Global Diversity Network, led by Rohini Anand, Chief Diversity Offi cer 

for North America, addresses diversity issues across the Group 

by co-ordinating key players, initiating action and monitoring progress 

(see “Equality of opportunity, commitment to diversity”, p.6). 

GENERATING SYNERGIES 

INTERNATIONAL 

The Sodexho Management Institute 

and its training network 

Interaction between “Sodexho 

World” participants from around 

the world (see “An expertisedriven 

business”, p. 18) makes the 

Sodexho Management Institute 

(SMI) a clearing-house for best 

practices, especially in the area of 

training. The SMI helps countries 

develop strategies and programs 

tailored to their needs. In India 

and Russia, for example, the SMI 

– in association with Sodexho 

University in the United States – 

has been involved in preparing 

an executive induction program. 

And the Czech Republic has used 


the SMI’s resources to identify 

and adapt cost-effective customer 

service training, based on best 

practices applied in other countries. 

The SMI has set up a project team, 

comprising the heads of Human 

Resources and Training from each 

of the main geographical zones, to 

work on the development 

of programs. 

Meet... 

Tina Caldwell, Vice President, Group Training, 

Sodexho Alliance. 

I recently transferred from my home country, 

the United States, to take up the post 

of Vice President Group Training in Paris. 

For me, this is a tremendous opportunity 

to get to know the company in more depth, 

broaden my vision of the business, 

add new skills and draw on the experiences 

of colleagues from other cultures and 

backgrounds. It has been interesting to note 

that we face many of the same challenges, 

and through regular communication, 

networking and sharing of the best practices, 

we can solve many of these challenges 

collectively.

ENRICHMENT THROUGH DIVERSITY 

Sodexho encourages employees to transfer internationally 

within the Group. There are two key benefi ts: best practices can 

be exchanged between home and host country, and employees 

can gain personally and professionally from exposure to 

different cultures and environments. 

CHINA 

The Chief Executive of Sodexho 

in China, with assistance from the 

French subsidiary, hired Chinese 

interns who were studying at the 

Euromed management school in 

Marseille. Four students were 

chosen to complete internships in 

France in fi nance, marketing and 

quality before joining Sodexho in 

China. 

FRANCE 

The Food and Management Services 

activity benefi ts from exchanges 

not only with other countries 

in Europe, Latin America and 

Asia, but also with the Remote 

Site Management and Service 

Vouchers and Cards activities. For 

example, the Marketing Director 

for the Education segment comes 

from Brazil, a number of district 

managers previously worked for 

Universal Sodexho, and a former 

district manager in France now 

holds a regional directorship in 

Brazil. 

INTERNATIONAL 

In Service Vouchers and Cards, 

international transfers help to meet 

specifi c needs in the host country 

while broadening the horizons 

of the employees involved. Juan 

Camilo Chavez, Chief Executive 

of the Sodexho subsidiary in his 

native Colombia, took over as 

Chief Executive in Mexico: a new, 

fast-developing country, with 

unique challenges. Jorge Elias 

Oliveira, Deputy Sales Director 

in Brazil, was transferred to 

Mexico. Valentina Rusu, Financial 

Controller in Romania, became 

Financial Controller for the Central 

Europe zone, based in Paris. 

LATIN AMERICA 

Shared experiences and knowledge 

transfer are part of day-to-day 

working life in the Latin American 

operations. Venezuela has sent key 

managers to other countries in the 

zone to investigate best practices 

that could be adapted to their home 

country. Peru has supplied staff to 

Chile, Venezuela and Argentina to 

fi ll skills gaps in those countries, 

and has also invited specialists 

from other countries to help local 

staff on specifi c issues such as new 

contract start-ups.


to build… 

The Business of Tomorrow 

Human resources planning has always played an important role in Sodexho’s 

development. As we now have a broad international presence, in ever more 

complex and demanding environments and markets, the profi les and skill 

sets of our people need to change. The challenge is to identify and prepare 

people for our future. 

FINDING TOMORROW’S LEADERS AT EVERY LEVEL 

Sodexho is aiming to make a genuine qualitative leap in succession 

planning, by hiring and integrating the best talent and retaining loyal, 

motivated and committed managers. A big step came in 2005 with 

the establishment of a dedicated Executive Recruitment 

and Development department. 

ADAPTING TO CHANGE 

Our markets and activities are changing faster than ever. 

We are constantly adapting our recruitment, induction 

and training programs to ensure that our people are ready 

to meet these new challenges. 

AUSTRALIA 

The Sodexho Learning 

Institute has responded to the 

rapid development of IT and 

communications systems by 

focusing managerial training on 

new management tools in order to 

achieve greater effectiveness while 

reducing costs. Training is offered 

on online systems such as “Click 

N’ Buy” (purchasing), “E-tivity” 

(time management) and “Adalta” 

(order, purchasing and billing 

management). 


BRAZIL 

In Service Vouchers and Cards, 

swipe-cards are gradually 

replacing paper vouchers. 

To make this change work, 

we not only had to hire technical 

specialists and integrate them 

quickly, but also provide extensive 

training to existing staff. Because 

our people were well prepared 

and highly motivated, the fi rst 

phase of migration from food 

vouchers to swipe-cards was 

completed without a hitch. 

MONITORING PROGRESS WITH HR 

REVIEWS 

HR Reviews are used to monitor the HR 

Plans devised for the Group and individual 

entities on the basis of the 3-year Strategic 

Plan. These reviews involve meetings, held 

at least once a year, between Chief Executive 

Offi cers and Heads of Human Resources 

from two levels in the management structure. 

The aim of the meetings is to assess progress 

made during the year: implementation of 

organizational changes, planned strategic 

hirings and promotions, delivery of training, 

staff retention initiatives (for executives, 

site managers and other staff), progress on 

diversity issues, etc.

PROMOTING APPRENTICESHIPS 

In France, over 200 people are on 

apprenticeship at Sodexho every year. In June 

2005, the company signed an Apprenticeship 

Charter, under the auspices of the Institut 

de l’Entreprise, under which it undertakes 

to increase the number of apprentices by 20% 

over the next two years. 

Henri Fauquenois, 

Vice President, 

Human Resources, 

Sodexho Pass 

International. 

Meet… 

Human resources planning requires 

commitment from everyone. 

Though our human resources teams lead 

the way, making our policies work involves 

a collective effort. 

For Sodexho Pass, as for the Group as a whole, 

succession planning is a major issue. 

Over the last two years, 32 out of 50 executive 

posts have been fi lled by internal promotions. 

The “People and Organization” review process, 

used systematically at country, zone and 

activity level, is designed to spot talent at every 

level – and also helps management to get to 

know their staff and assess their performance. 


Site managers need to acquire 

new skills to cope with the 

expansion of our offering and the 

growing complexity of contracts. 

To meet this challenge, Sodexho 

established this year the Job 

Evaluation Framework, which 

enables site managers to clarify 

various aspects of their job and 

prepare better for changes in their 

role. This process was recently 

extended to district and support 

function managers. 

INTERNATIONAL 

In Remote Site Management, 

our clients want a global partner 

capable of providing all 

the services they need. 

Universal Sodexho has identifi ed 

three major priorities for 

PLANNING OUR RESOURCES FOR THE FUTURE 

We make every effort to prepare the next generation of Sodexho 

people to meet the challenges of tomorrow. The focus is more 

than ever on internal promotion, but we are always ready to 

search for new resources. 

AUSTRALIA 

Sodexho encourages the hiring of 

apprentices and interns at every 

site and in every region, especially 

in food service, maintenance and 

administrative services, where 

there is predicted to be a shortfall 

in human resources in the years to 

come. 

FRANCE 

The Route 2010 return-to-growth 

project is based on resource 

planning and on the “Deputy For 

Every Site” policy introduced a few 

years ago. The aim of this policy 

is to identify within each site team 

someone with the competencies, 

personal attributes and potential, 

fi rst to be delegated certain tasks, 

strategic development: facilities 

management, camp construction, 

and vehicle fl eet management. 

To help translate these priorities 

into reality, a human resources 

plan has been prepared, so that we 

can hire the right people, provide 

appropriate training and manage 

individual career paths. 

In March, 2005 we hired 

Christophe Airault, an engineer 

with an MBA. A tailored 

induction program was devised, 

with training placements in 

Poland and the United States, 

and at the head offi ce, covering 

the various aspects 

of multiservice. In the fi eld, 

in Papua New Guinea, Christophe 

soon showed himself to be 

an effective performer, and signed 

an extension to his contract. 

then to stand in temporarily for 

the site manager, and fi nally to 

be promoted to site manager 

themselves. The employee selected 

for this role receives on-the-job 

training from the site manager 

and a tailored training program. 

In addition, all site managers 

are trained in recruitment and 

assessment techniques, as part 

of the drive to make all managers 

aware of human resources issues. 

COLOMBIA, COSTA RICA, PERU, 

VENEZUELA 

A “Risk Matrix” provides 

a bi-monthly assessment of the risk 

that site managers will leave the 

company, and helps devise action 

plans to reduce such risks.

KEY DATA 

Employees 

�� 

�� 

�� 

�� 

�� 

Number of employees 

Employees by activity 

�� 

�� 

�� 

�� 

�� 

Food and Management Services 99% 

42% Business and Industry 

4% Defense 

1% Correctional Services 

14% Healthcare 

3% Seniors 

26% Education 

7% Remote Sites 

2% Shared structures 

Service Vouchers and Cards 1% 


Group Workforce by category and by gender 

Male Female Total 

Non-managerial 118,280 167,016 285,296 

Managerial 22,162 16,988 39,150 

Total 140,442 184,004 324,446 

Employees by region 

�� North America 

�� Continental Europe� 

�� United Kingdom and Ireland 

�� Africa, Asia and Pacific Rim� 

�� Latin America �

Recruitment 

Percentage of recruits on permanent 

contract (excluding staff assumed from other 

service-providers) relative to average workforce (1) 

Non-managerial Managerial Total 

45.7% 12.8% 41.6% 

Percentage of employees hired locally 

In 2004-2005, 

98% of Sodexho’s employees were hired locally. 

Internal promotion 

Percentage fi lled by internal promotion from 

one category to another relative to total vacancies (2) 

Site manager Manager 

25.5% 38.1% 

During fi scal year 2005, the Group made 1,869 internal promotions 

comprising 1,545 promotions to site manager grade and 324 

to manager grade. 

Training 

Percentage of average workforce 

who have undergone training (3) 


59.0% 76.3% 61.1% 

Number of training days (4) : 521,267 days 

Employee share ownership 

Number of employees owning Sodexho shares as of August 31, 2005: 28,270 

(1) Scope = 94% of Group employees as of August 31, 2005. 




Number of recruits on permanent 

contract by category (1) 


118,684 4,772 123,456 

Number of people who 

have undergone training (3) 


157,980 28,630 186,610

Safety at work 

Percentage of work-related accidents relative 

to average workforce (1) 


3.4% 1.0% 3.1% 

Employee Opinion Survey 

Published by Sodexho Group Human Resources 

Design, Creation and Production: 

Number of work-related accidents (1) 


8,919 378 9,297 

An opinion survey is conducted every two years. 

The fi rst wave of the 2005-2006 Sodexho Employee Engagement Survey (2) was conducted in October, 2005 in 7 European 

countries for Food and Management Services (Belgium, Germany, Finland, Italy, Netherlands, Spain and Sweden) 

and 19 countries for Service Vouchers and Cards (Argentina, Belgium, Brazil, Chile, Colombia, Czech Republic, 

France, Germany, Hungary, India, Italy, Luxembourg, Mexico, Poland, Romania, Slovakia, Spain, United Kingdom 

and Venezuela). The second wave will take place in April, 2006 in the following countries: Food and Management 

Services – Australia, Brazil, Canada, Chile, China, France, United Kingdom and Ireland, United States; Remote Site 

Management – the Middle East zone; Service Vouchers and Cards – China. 

First-wave results: overall satisfaction rating of 48% for Food and Management Services and 56% for Service 

Vouchers and Cards. 

Employee retention 

As of August 31, 2005, the employee retention rate was: 

87.9% for site managers; 

65.3% for all employees. 


(2) This survey is conducted by questioning personnel about their engagement with the company. An employee is engaged if he/she says positive things 

about the company (“Say”), wishes to remain with the company (“Stay”), and is committed to the company’s success (“Strive”). 

Photo credits: photo media library Sodexho Group and photo library Terre de Sienne

www.sodexho.com

Human Resources Report

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