Registration Document

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Economic and Social Responsibility and Sustainable Development
Sustainable Development
3. WE ENGAGE
A key to guaranteeing respect for the Group’s
commitments to Quality of Life is to involve
stakeholders – employees, clients, consumers,
suppliers and institutions – and dialoguing with them
is crucial as a way to influence their practices at sites
where the Group is present and elsewhere.
3.1 Employees
The success of the Better Tomorrow Plan depends
on the Group’s ability to involve its employees and
engage in dialogue with them, since they are its best
ambassadors vis-à-vis outside stakeholders.
A series of tools and materials has been developed to
help them better understand and buy into the Better
Tomorrow Plan. These include:
• an e-learning module: Sodexo launched a
16-minute e-learning module, available in seven
languages, for the use of all line and staff managers
up to site manager level. A year after the launch,
20,000 managers have been trained in 60 countries;
• the 2nd phase of Sodexo’s learning strategy
has been launched with campaigns targeting
employees and external stakeholders. Sodexo
communicates via interactive tools such as a rapidlearning
video, quizzes, tools for deployment onsite.
The 1st campaign was launched in Fiscal 2011
and celebrated World Oceans Day on June 8.
EXAMPLE OF A BEST PRACTICE
The Green Spark Initiative in the United Kingdom
elicited ideas from employees on ways to improve
Sodexo’s environmental performance. Managers
selected the best ideas submitted and posted them
on the Intranet for an online employee vote. To make
this initiative an ongoing process all employees who
submitted an idea and/or voted online were contacted
to encourage them to become Sustainability champions
in their regions.
3.2 Clients
Sodexo strongly believes that the success of its Plan
lies in its ability to engage and create a dialogue with
clients.
To that end, in Fiscal 2011, Sodexo launched HANDS
ON, a digital sustainability newsletter published each
month and sent to major International clients.
Sodexo Registration Document Fiscal 2011
In 2010, Sodexo carried out a brand survey which
highlighted that “The Better Tomorrow Plan” had
achieved a good level of awareness among clients
one year only after its launch.
EXAMPLE OF A BEST PRACTICE
“Let’s do together what we cannot do alone” –
Worldwide: Sodexo determined that reducing food
waste represents an opportunity to clearly demonstrate
its capacity to engage extensively and to be a reference.
“Let’s do together what we cannot do alone” is
a Sodexo worldwide initiative, enacted locally
through initiatives that involve the participation of
Sodexo along with at least two or more stakeholders.
Combining efforts can deliver real and concrete
benefits to all the stakeholders involved and, of course,
ultimately the community.
3.3 Consumers
P ◀ CONTENTS ▶
Consumers are increasingly interested in issues
relating to sustainable development. Sodexo is
seeking to build their awareness of these questions
to actively engage them and modify their behavior to
improve their health.
In a progressive, three-step approach, the Group
believes that, by informing consumers and proposing
practical things they can do, they will alter their
behavior.
The sustained effort to measure satisfaction at
site level in an integrated manner did intensify in
2010 at Sodexo, with over 1,500 sites participating
in a globally aligned survey format, representing
a total of 277,000 interviewed end-users. Within
Sodexo, 30 countries are regular contributors to this
satisfaction program. In total, over 536,000 consumers
did participate in some form of satisfaction survey
during 2010.
In addition, Personix TM is a Sodexo proprietary
tool used for analyzing and clustering consumers’
expectations, needs and wants at site level; as of
January 2011 a total of 4,050 sites were audited in
35 countries. This tool is now being made available
progressively to all business segments, starting with
Remote Sites, Healthcare (hospitals), Defense and
Education (campus).