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Registration Document

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The Fundamental Principles of Sodexo’s Development<br />

Our strategy<br />

‡ Our strategy<br />

To define a strategy is to make a choice. It is to decide<br />

what we will do and, especially, what we will not do.<br />

1. SODEXO IS AND WILL REMAIN A SERVICES COMPANY<br />

Why services?<br />

The conclusion was simple: the service sector would<br />

grow much faster than primary and secondary sectors.<br />

Today, this sector provides 75% of the jobs in France,<br />

compared with 22% in industry and construction and<br />

3% in agriculture. The same holds true for all major<br />

economies: in the U.S., the UK and China, services<br />

account for 75% of the jobs created.<br />

The second pillar of our strategy is very clear:<br />

Sodexo <strong>Registration</strong> <strong>Document</strong> Fiscal 2011<br />

When Sodexo was created in 1966, we made two<br />

major choices that remain pillars of our strategy.<br />

Which services?<br />

Those that are consistent with our mission:<br />

Sodexo has become the world leader in Quality of<br />

Life services.<br />

2. SODEXO IS AND WILL REMAIN AN INDEPENDENT COMPANY<br />

Since Sodexo’s creation in 1966, independence has<br />

been one of its fundamental principles. Independence<br />

enables the Group to:<br />

• maintain its values;<br />

• focus on a long-term strategy;<br />

• maintain management continuity; and<br />

• ensure its durability.<br />

Today, Sodexo’s independence pervades its<br />

relationships with all stakeholders, including:<br />

• our clients (our largest client worldwide represents<br />

less than 2% of our total revenues);<br />

• our suppliers (our largest industrial supplier<br />

represents less than 3% of our overall purchasing);<br />

• our financing partners;<br />

P ◀ CONTENTS ▶<br />

• any external organization that would limit the<br />

Company’s proper functioning;<br />

• public authorities;<br />

• Sodexo’s financial independence is guaranteed<br />

through a controlling family shareholding.<br />

our financial independence rests on two simple<br />

principles:<br />

• choosing activities with low capital intensity and<br />

average investments (excluding acquisitions) that<br />

represent around 2% of revenues;<br />

• permanent access to sufficient cash resources to<br />

finance development, reimburse medium term<br />

borrowings and pay a dividend to shareholders.

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