Registration Document

P ◀ CONTENTS ▶
3.2.5 Information Systems
and Technologies
The Information Systems and Technologies
Department has defined policies seeking to
accelerate synergies, reduce the costs of the technical
infrastructure and improve compatibility between
the Group’s information systems. The Information
Systems and Technologies Governance Committee
approves significant investments, monitors the
progress of projects, and performs cost/benefit
analyses of security standards and disaster recovery
plans.
3.3 Delegations of authority
Principles and policies in this area are supplemented
by job descriptions, annual targets and, for senior
executives, clearly defined delegations, which are
reviewed annually and formally communicated to
each executive by his or her superior.
The Chief Executive Officer delegates certain powers
to the members of the Group Executive Committee,
who themselves delegate to members of their
executive teams.
Delegations of authority cover development, human
resources, supply chain, investments and finance.
3.4 Planning and setting of objectives
Delegations of authority are generally implemented
via “accountability contracts” in the form of the
three-year plan and annual budget, and must comply
with the Group’s general policies.
The Group’s strategy and targets are discussed each
year during the preparation of the three-year plan.
The consolidated plan is presented to the Board
of Directors by the Chief Executive Officer. The
three-year plans of the different business units are
presented to the Board of Directors by the members
of the Executive Committee. The preparation of the
plan is subject to interaction and dialogue between
the Group Executive Committee and the Business
Units reporting to it.
The consolidated plan and related action plans are
incorporated into a consolidated budget, which is
Corporate Governance 10
Chairman’s Report on the Operating Procedures of the Board of Directors
and on Internal Control and Risk Management Procedures
submitted to the Board of Directors for approval.
The business unit plans prepared by the members of
the Executive Committee are the basis for an annual
budget approved by the Chief Executive Officer. The
managers responsible for each budget have authority
to accept and sign off all operating costs within their
approved budget.
The strategic planning process is now under review,
the aim being to streamline the process and adapt
it more closely to the Group’s three activities
(On-site Service Solutions, Motivation Solutions,
and Personal and Home Services), enhancing the
involvement of operational managers at all levels.
3.5 Operational performance
indicators
All progress can be measured. Accordingly, Sodexo
has developed performance indicators allowing
for progress to be measured in four main areas:
Development, Management, Human Resources, and
Sustainable Development.
The Group Finance Department coordinates the
process and monitors operational performance
indicators for activities and subsidiaries using a
Group scorecard.
Making progress in these areas is critical for future
growth in revenues and operating profit as well as
operating cash flow.
development indicators:
• total growth potential for the Group, separated
into potential by activity, by country and by client
segment;
• client retention rate;
• client and consumer satisfaction rates;
• comparable unit growth;
• new business development rates, etc.
Management indicators:
• reduction in Group overhead costs for centralized
and decentralized support functions in subsidiaries
and client segments;
• lists of loss-making contracts;
Sodexo Registration Document Fiscal 2011
239
01
02
03
04
05
06
07
08
09
10
11
12
13
14