Global Diversity

& Inclusion Report

2009

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Sodexo, founded in 1966 by Pierre Bellon, is a

world leader in food and facilities management

services. Globally, Sodexo employs 355,000

people in 80 countries serving nearly 60 million

people a day. That is why it is imperative to our

business success that we build a comprehensive

diversity strategy that creates an inclusive

environment for all talent. The more inclusive

we are, the better positioned our teams will be

to differentiate themselves in the marketplace

and create innovative solutions to meet the needs

of an increasingly diverse customer base.

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Diversity and Inclusion as a Global DifferentiatorEveryday, in everything we do, Sodexo strives to create a culture that embraces differences and celebrates unique ideas, perspectives, and experiences. Our diverse employees represent more than 128 nationalities and provide one of our greatest sources of innovation and progress.

At Sodexo, diversity and inclusion is more than a moral obligation or a societal goal; it is a business imperative that drives our ability to attract and develop the best talent, create an engaged workforce, and deliver quality of life solutions to our diverse clients and customers.

Diversity and inclusion is a competitive advantage and a fundamental component of our long-term growth strategy. We are integrating diversity and inclusion into all aspects of our business – our workplaces, our marketplaces, and our communities because we know that it is a differentiator for us that leads to business growth.

I want to thank each of you for the work that you are doing to support our diversity and inclusion strategy.

Michel Landel CEO, Sodexo

The Power of Our PeopleAs a service company, Sodexo revolves around people – our employees, our customers, our clients, and our community members. Our people make us the industry leader and therefore, our challenge is securing the best talent that will help us meet our growth targets.

Recently Sodexo concluded its global engagement survey and some of the highest scores came from questions related to diversity and inclusion. For example, 79% of food and facilities management employees and 81% of service voucher and card employees responded favorably when asked if they felt Sodexo values employee diversity. This gives a strong indication that we are making progress.

I am delighted to debut our first Global Diversity & Inclusion Report. This report marks a critical milestone in our diversity and inclusion journey; the compilation of our efforts on a global scale. While we still have work to do, this report demonstrates our progress. Sodexo’s accomplishments are the result of our people feeling valued and empowered to focus on their strengths, honor their differences, and celebrate their contributions.

Rohini Anand, PhD Senior Vice President and Global Chief Diversity Officer, Sodexo

PhilosophySodexo believes that diversity and inclusion is grounded in our mission to improve the quality of daily life and our values of Service Spirit, Team Spirit, and Spirit of Progress. As a global corporation and socially responsible corporate citizen, we are committed to leveraging the strength of our diverse employees, suppliers, and partners to positively impact our clients, customers, and the communities we serve.

Global ScorecardSodexo’s diversity and inclusion initiative is a systematic process of organizational change. Our progress is measured by a new innovative scorecard that tracks both quantitative and qualitative results that measure efforts to source, develop, and retain a diverse and highly skilled workforce.

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Objectives• Be known as the “employer of choice”, attracting and retaining the best talent• Brand ourselves as diversity leaders, thereby attracting and retaining clients• Increase our profitability through innovation• Be seen as “globally sophisticated citizens of the world”

VisionWe strive to be the

benchmark for inclusion and a source of pride

for all associated with Sodexo. Our

diverse workforce and commitment to inclusion gives us a

competitive advantage and drives business

growth and excellence.

Global Diversity & Inclusion Strategy

Goal

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Talent Excellence

Be the Benchmark in Quality of Life

Services

Recruit, Develop, Retain, and Engage

the Best Talent

Enhance Leadership Commitment

and Embed Diversity and Inclusion into

Our System, Policies, and

PracticesBe a Global Leader

in Diversity and Inclusion, Making it a

Competitive Advantage

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Leadership Human Capital

Communication

Gender GenerationsPeople with Disabilities Ethnicity

Business Excellence

Operational Excellence

TalentExcellence

Key Objectives

Competency

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Global Diversity & Inclusion Task Force The Global Diversity & Inclusion Task Force convened in 2006 to develop and implement diversity and inclusion initiatives in Sodexo’s world-wide operations. The 40-member task force, led by Jean-Michel Monnot, is responsible for diversity and inclusion strategies, tactics, and outcomes.

Lead

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Australia/ New Zealand• Sue Black

Belgium• Katleen Beyens • Ann Rouckout

Canada• Virginie Bronsard

China • Jingqing Xia

Europe • Hein Van De Wiel • Sophie Bonnet

France • Brigitte Dormion

Group • Rohini Anand• Jean-Michel

Monnot• Satu Chauvin• Katarzyna

Szczudlo• Maria Outters • Marie-Pascale

Mirre

Germany• Katrin Becker-

Oligmuller

Italy• Nadia Bertaggia

Netherlands• Cora Breederland

Remote Sites• Peter McMahon • Nathalie Brindeau

Russia • Olga Pavar • Elizaveta Zenova

Spain• Carina Cabezas• Sebastian Molina

Sodexo Pass International• Franck Clouet

UK• Sharon Kyle • Janine McDowell

USA• Betsy Silva • Jodi Davidson• Kate Wester • Rolddy Leyva

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Jean-Michel Monnot, Vice President Group Diversity and Inclusion

A twenty-year veteran of Sodexo, Jean-Michel Monnot understands the value diverse teams can deliver to clients and customers. In 2007, he was appointed to lead Sodexo’s global diversity and inclusion efforts. Jean-Michel works collaboratively across geographic and organizational boundaries to leverage the strengths of each country and align them with Sodexo’s overall diversity and inclusion strategy.

Satu Chauvin Project Manager, Diversity and Inclusion

Satu Chauvin joined the diversity and inclusion team last year after spending seven years in human resources. She has been instrumental in developing the curriculum for the global diversity and inclusion trainings. In addition, she has designed the diversity and inclusion scorecard.

Global Task Force Members

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Global Inclusion SummitThe second annual Global Inclusion Summit was held in Paris in 2008. Over 200 senior executives and 25 clients gathered to explore strategies and practices to enhance engagement and foster inclusion. The event included a panel discussion of senior-level European women from organizations such as IBM, Sanofi Aventis, L’Oreal, and Procter & Gamble. In addition, an interactive training entitled “GenderSpeak” provided the opportunity for facilitated dialogue on women and leadership.

Diversity & Inclusion Charters and LabelsGermany - Recently Sodexo Germany signed the Charta der Vielfalt. The signing of this charter demonstrated the commitment of top Sodexo management to making diversity and inclusion a strategic imperative for the organization.

France - In 2004, Sodexo France became the 21st company to sign the Charte de la Diversité, a declaration of intention which now includes over 2,000 organizations in France. Two additional agreements regarding people with disabilities and equal opportunities for men and women have been signed.

Belgium - In 2007, Sodexo Belgium was awarded the prestigious Label Equity Diversity for a period of three years based on their action plan to embed diversity and inclusion through training and development, recruitment, cultural change, and communication.

Diversity & Inclusion Councils UK - Sodexo UK and Ireland launched their Diversity Council led by Michelle Hanson, commercial director of UK and Ireland, and comprised of leaders from all business lines and staff functions. In 2008, Sodexo issued its official Diversity Policy and Charter of Inclusion.

Kalyx - This year Kalyx launched its Equality and Inclusion Governance Group with over 80 participants in attendance. The Group meets regularly to review progress on its action plan and oversee the strategy on behalf of the Kalyx executive team.

Training Belgium - Sodexo Belgium was selected as a pilot country for a training program designed to heighten awareness, build skills, and provide tools for managing within a diverse work environment. Over 700 managers will be trained this year.

Sodexo World - Attended by Senior Leaders from across the globe, each Sodexo World class hosts an average of fifteen different nationalities. Diversity and inclusion is integrated into this curriculum through an experiential session.

USA - Sodexo USA’s diversity learning strategy offers awareness training and skills building learning labs on topics ranging from generations in the workplace to cross-cultural communications. This year 18,000 managers and 24,500 front-line employees were trained.

France - To increase opportunities for individuals with disabilities, Sodexo France introduced a video entitled Pourquoi pas vous? to show that employees of varying abilities can be successful in the hospitality industry. Since the video’s release, 200 people with disabilities have joined Sodexo.

Sodexo Remote Sites - Sodexo’s Remote Site team operates more than 1,300 locations employing a multicultural workforce that often operates in extreme conditions. To remain experts in managing multicultural workforces, the team holds diversity and inclusion trainings on a regular basis.

China - Sodexo China has developed and introduced a module on culture and diversity into its training program for recent university graduates joining Sodexo.

Canada - Sodexo Canada completed its Spirit of Inclusion pilot training and will begin rolling it out to all managers. The training focuses on generations in the workplace and multiculturalism.

Germany - Sodexo Germany is in the process of training over 500 managers in diversity and inclusion.

Cultural Navigator The Cultural Navigator is a comprehensive Web-based tool designed to enhance understanding and bridge cultural differences. The Cultural Navigator enables Sodexo employees to understand management and business practices across cultures, languages, times zones, and geographies.

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MentoringSodexo Europe Executive Committee: Reciprocal Mentoring Sodexo’s senior leaders and high-potential women participate in a mentoring initiative that provides reciprocal growth and development opportunities. The women gain professional insight and guidance while senior leaders build their understanding of the challenges facing women in the workplace.

European Professional Women’s Network - Sodexo is a member of the European Professional Women’s Network (EPWN) which promotes the professional progress of women by providing the tools, networks, and support they need to assume leadership positions. This year 50 high potential women from Sodexo were selected to participate in a year-long mentoring, networking, and learning journey.

Australia - In 2007, Sodexo Australia and New Zealand set up a Women in Leadership Mentoring Program which offers future women leaders a personal development plan under the mentorship of a senior leader. In addition, a new program provides a 12-month structured mentoring experience for high-performing or high-potenial employees. Currently 80 employees participate.

USA - Sodexo USA’s Spirit of Mentoring initiative offers three tracks. IMPACT is the formal year-long structured mentoring program. Peer2Peer is an informal program offered by the Employee Network Groups, and BRIDGE is an informal mentoring relationship developed within each business line.

Flexibility InitiativesSodexo has introduced numerous formal and informal flexibility initiatives in many countries including Spain, USA, Canada, France, Australia, and the Netherlands. The goals of these initiatives include enhancing productivity, increasing job satisfaction, and improving effectiveness.

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Sodexo Employee Network Groups

African American Leadership Forum

Pan Asian Network Group

GLBTA Sodexo Network Group

Sodexo Organization of disAbilities Resources

Sodexo Organization of Latinos

Women’s Network Group

Intergenerational Network Group

Disseminating our Diversity & Inclusion MessageTo effectively introduce and align all of Sodexo’s employees to our diversity and inclusion initiative, Sodexo created the I am Sodexo video which was accompanied by a facilitator’s guide in 12 languages and disseminated globally to all managers. Each country then developed a plan to cascade the video as well as a strategy and action plan to implement diversity and inclusion.

Global Inclusion News Global Inclusion News, a Web-based quarterly newsletter, is aligned with professional and business objectives related to diversity and inclusion and provides relevant and timely information as well as valuable tools to achieve diversity and inclusion goals.

Global Webinar Series To inform and educate our people, Sodexo introduced a quarterly Webinar Series that focuses on topics applicable across boarders and business lines.

Global PartnershipsCSR Europe - Sodexo is an active member of a laboratory entitled Mainstreaming Diversity led by CSR Europe, a non-governmental business network for corporate social responsibility.

Catalyst - Sodexo is a member of Catalyst, an organization working globally to build inclusive workplaces and expand opportunities for women and business. Catalyst is also a leading organization on gender research. This year Sodexo partnered with Catalyst to host a symposium in Paris. Michel Landel was the keynote speaker. Rohini Anand has been nominated to be on its advisory board.

ORC Worldwide Global Diversity Forum - Sodexo is an active member of the Global Diversity Forum, an organization that provides global companies with information, insight, and best practices on effective global diversity strategies. Rohini Anand sits on its advisory board.

Women’s Forum for the Economy and Society - The Women’s Forum for the Economy and Society promotes women’s vision on economic and social issues. Sodexo has been a sponsor of this conference in Deauville, France (2007, 2008) and Shangai, China (2008) with over twenty women from Sodexo attending and Michel Landel participating on panels and in the CEO round table. In 2007, Sodexo sponsored the Chinese delegation and in 2008, the Indian delegation.

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Women in the WorkforceSodexo has embarked on a very deliberate strategy to increase our gender diversity in senior management with an emphasis on operations. We nurture high-potential female talent with visible assignments, training and development, mentoring, and networking opportunities.

Women’s representation at Sodexo has increased from 16% to 18% among the top 250 executives and from 22% to 23% in senior management. Michel Landel has committed that Sodexo will increase the percentage of women at the Group level from 18% today to a range of 23% - 25% by 2010.

Netherlands - Sodexo Netherlands is conducting research to identify the career stage when women experience the glass ceiling effect.

Spain - To better understand and address gender equality issues in the workplace, Sodexo Spain established a women’s focus group to examine issues and propose opportunities.

France - To increase female representation in operations, Sodexo France began a program to identify high-performing women and give them additional training and skills to prepare them to be promoted to site managers. Ge

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Women in Sodexo’s Workforce• 57% of the Workforce

• 44% of the Managers

• 22% of the Global Executive Committee

• 28% of the Board

• 23% of the Senior Managers

• 18% of the Top 250 Executives

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Generations in the WorkplaceSodexo’s workforce is a microcosm of society with four generations in the workplace.

Argentina - Sodexo Argentina developed Youth Together, a training program to promote employment among underserved young people. Through the program, the employee who acts as the primary contact for new team members receives diversity training, while other employees can attend diversity awareness sessions.

France - This year, Sodexo France signed an agreement with the French Government that includes commitments to recruit 300 young people, 90 apprentices, and 30 trainees from suburban areas over the next three years.

Belgium - Sodexo Belgium established a task force that includes front-line staff, trade union representatives, and human resources to develop a long-term approach to encouraging generations in the workplace.

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People with Disabilities in the Workplace France - Making room for everyone, whatever their abilities, was the theme of a disability compact signed by Sodexo France and the trade unions and approved by the Ministry of Employment. Sodexo hired 252 employees, 84 apprentices, and 155 interns with disabilities in 2008.

Thailand - Sodexo Thailand hires people with a disability at a ratio of one person per 200 employees. Sodexo recruiters work diligently with the Labor Support Department and The Foundation for People with Disabilities to identify people with disabilities to fill positions.

USA - Sodexo USA established a People with Disabilities Task Force which evolved into the employee network group SOAR or Sodexo Organization for disAbilities Resources. SOAR focuses on raising awareness, providing education and resources, and creating a culture that values the contributions of people with disabilities.

Italy - For over a decade, Sodexo Italy has worked with institutions and non-profit organizations to help employ people with disabilities. This year, Sodexo welcomed 120 people with disabilities to internships and hired 30. Currently Sodexo employs over 200 people with disabilities.

Restaurant Garnisonen, Stockholm - For nearly a year Sodexo Sweden has operated one of the largest restaurants in Stockholm. But what makes Restaurant Garnisonen unique is that its 35 employees are all people with disabilities. Four managers work with the employees to help them acquire the necessary skills to work permanently in the hospitality industry. The success of Restaurant Garnisonen has led to Sodexo employing people with disabilities in other areas such as switchboard operations, reception duties, and janitorial services.

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Grand Hotel Philadelphia, Rotterdam - In the heart of the maritime district of Rotterdam, Sodexo operates a special four-star hotel. The Grand Hotel Philadelphia, an initiative of the Philadelphia Care Organization, is a 20-room hotel, bakery, and restaurant that provides professional training to people with disabilities.

Under the supervision of 15 Sodexo professionals, 20 people with disabilities work in housekeeping, food service, and bakery sales. The program’s goal is to provide the skills necessary to find a permanent job in the hospitality segment.

Café Signes, Paris - Since 2003 Sodexo has operated Café Signes in partnership with Entraide Universitaire. Ten hearing-impaired employees work in this public café and restaurant. Café Signes is operated under the concept of reciprocal inclusion, which means hearing-impaired and non-hearing impaired employees work and learn together as well as educate others. Customers have the opportunity to enjoy excellent cuisine and learn their first words in sign language.

The Dutch Diversity Top 50 List ranked Sodexo fourth.

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“Not only has Sodexo allowed our community to secure the hospitality services contract for the Peribonka Hydro project, but Sodexo also has given hope to our community members by hiring them to fill meaningful jobs with transferable skills allowing them to support their families today and in the future.”

Chief Gilbert Dominique of the Mashteuiatsh, a community in Northern Quebec

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Helping Indigenous Populations ThrivePeru - Since 2000, Sodexo Peru and client Compania Minera Antamina have partnered through the Asociación Sodexo por el Desarrollo Sostenible (Sodexo Foundation for Sustainable Development) to develop a training center in the district of San Marcos and implement a unique training project. The program fosters the development of skills in hospitality, food service, and restaurant occupations among young indigenous people living in the province of Huari. The project facilitates their access to employment with Sodexo and other area companies.

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Australia - In Australia, leadership teams participate in indigenous cross cultural and inclusion training. From this training a new diversity initiative developed in several remote sites to support indigenous populations. Sodexo managers identified several service positions that would be appropriate for job share arrangements and sought local candidates interested in providing primary care services but requiring flexibility in their work schedules. This initiative has enabled Sodexo to more fully engage with local communities, offer flexibility in employment, and retain a highly productive, knowledgeable, and loyal workforce in remote locations.

Canada - Sodexo Canada’s success working with aboriginal populations is the benchmark for Sodexo globally. Over twenty years ago Sodexo Canada began working with aboriginal community members. That relationship developed into 22 active partnerships with investments in training and development programs. In remote site projects, Sodexo’s workforce is comprised of, on average, 63% aboriginal community members, with some sites employing as many as 95%. In addition, while many aboriginal employees joined Sodexo at entry level positions, they have progressed to becoming chefs, supervisors, and managers.

The Canadian Council for Aboriginal Business has awarded Sodexo Gold status since 2003 for progressive aboriginal business relations for Sodexo’s commitment to engage aboriginals as employees, partners, customers, suppliers, and community representatives.

SodexoOffice of Diversitywww.sodexo.com