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P ◀ CONTENTS ▶
Message from Michel Landel
2. TO ACHIEVE SODEXO’S TRANSFORMATION, WE HAVE A CLEAR STRATEGY,
BASED ON FIVE PILLARS:
• Maintain the Group’s independence;
• Become the global leader in On-site Services;
• Reinforce our position in Foodservices, our
historical business;
• Become the global leader in Motivation Solutions;
• Progressively develop our range of Personal and
Home Services.
We drive this strategy forward following a clear road
map that is applied to all of Sodexo’s subsidiaries. I
will focus on four points:
Human resources: People are at the
heart of our business... our conviction
is based on the fact that the motivation
and commitment of Sodexo’s women
and men have been, are and will
continue to be the basis of our success.
In addition to our actions in leadership management
and international mobility, and the development of
our Employee Value Proposition, the transformation
of our Group – from a single service provider to
an Integrator of Services – includes significant
changes at several levels, both in terms of skills as
well as the attitudes of our teams. This is our greatest
challenge and underlines the particular importance
of development and training: during Fiscal 2011, we
invested approximately 80 million euros, or close
to 10% of operating profit, in 4.8 million hours of
training (excluding sites) for 80 % of our employees.
We have also increased our recruiting of women
and men from other backgrounds with different
experiences, including in technical fields.
Improving our Competitiveness
• Through the differentiation of our offers.
For this we are deploying our Integrated Services
offer across our segments and our geographies.
We are the only company in the world to offer
our clients On-site Service Solutions, Motivation
Solutions and Personal and Home Services,
through a unique and original positioning: to
improve the quality of daily life and contribute
to the progress of all those we serve. We also have
continued to invest to strengthen our skills in
multi-technical maintenance services: the portion
of revenues generated from Facilities Management
services has increased from 18% in 2005 to 25%
this year;
• We also are working on improving the productivity
of our organization at all levels and on lowering
our operating costs, including by pooling resources
and centralizing processes;
• The improvement in our competitiveness also
means better leveraging of Sodexo’s network
through the sharing of information, knowledge,
expertise and best practices throughout the Group.
Deployment of the Better Tomorrow Plan
The “Better Tomorrow Plan”, Sodexo’s roadmap for
sustainable development, was launched in 2009 and
is based on 14 commitments organized around three
priority areas:
• actively promote nutrition, health and wellness;
• support the development of local communities;
• protect the environment.
Timetables and relevant performance indicators have
been established for each of these 14 commitments.
Among the major initiatives implemented in Fiscal
2011 was the signing of a global agreement with
the Marine Stewardship Council (MSC) to preserve
endangered fish species and educate our clients and
consumers on the urgency of changing consumption
habits. This agreement is in the process of being
implemented in all countries where Sodexo operates.
Sodexo Registration Document Fiscal 2011
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