At Sodexo, the alignment between promise and action fuels the commitment of our teams.
How do you define commitment in a company like Sodexo?
Commitment is at the heart of our performance. We have 423,000 employees worldwide, in direct contact with 80 million consumers. They are the ones who drive service quality. A committed employee is more motivated, more loyal and more efficient. We measure this every two years via a global survey. It assesses well-being, development, security and belonging. Our latest score is 80 %. That's a very good result in the services sector. And above all, it's a lever: the higher the level of commitment, the longer employees stay.
What fuels this commitment on a daily basis?
The collective is central. Experiencing things together, in places designed for encounters, fosters attachment. Teleworking has brought loneliness to the fore: 25 % of employees who use it regularly feel isolated. We believe that the office should once again become a place of choice. Catering is a key lever: it creates informal links and breaks down hierarchical barriers. Hospitality services - concierge services, assistance with daily living, workshops - lighten the mental load. An employee earns an average of 3.2 hours a week thanks to these services. It's not incidental, it's structuring.
Why do you say that consistency is a source of pride for your teams?
Because it's tangible. Our core business is food. And in today's world, it's untenable to see 800 million people go hungry while a third of the food produced goes to waste. I would like to mention two emblematic initiatives of which our teams are particularly proud. Stop Hunger, a foundation set up 30 years ago and present in 58 countries, works with more than 300 NGOs to fight hunger and support the empowerment of women. In 2024, 9,000 of our employees volunteered to support Stop Hunger by giving a day of their time. WasteWatch, our programme to combat food waste, for its part, has enabled us to reduce food waste by 41 % since 2017. These are concrete commitments, aligned with our mission. And when employees are given the means to take action, they are prouder and more involved. What those who join us tell us is very clear: here at Sodexo, caring for people is real. It's not just window-dressing.
What is the typical profile of a committed employee?
It's someone who talks positively about the company, who projects his or her professional future here, and who shows enthusiasm in the face of challenges. These are the three indicators we use. And they are borne out by our observations: a committed employee stays longer, delivers better, and gets others on board. It's a collective dynamic, not an individual one. That's why it's so important to create an environment where everyone can express themselves, grow and contribute to something bigger than themselves.
How do you approach the issue of gender diversity?
Gender diversity is a structural reality for us. We have 423,000 employees in 45 countries. Generational, cultural and social diversity are essential to us. And what our surveys show is that diverse teams are a factor in commitment and performance. It's not a question of forcing a model, but of reflecting what we already are: a global, multiform collective, rich in its differences. The company must embody this reality. This requires common sense, attention and a management culture that is open to this richness.
The vision of the office has evolved. What is its role today?
As we saw after COVID, going back to the office is not something that can be decreed. It has to be a chosen destination. The office should be a place where people connect, socialise and be creative. This is what we see with our customers and ourselves: people come back to work to see their colleagues. In our survey, 42 % of employees said that this was their primary motivation. To achieve this, spaces need to be co-constructed, in line with the uses, values and rhythms of each individual. It's a question of performance, but also of well-being.
