Human Resources Report

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Offrir à nos collaborateurs UNE VIE ÉPANOUIE Offering our employees… Listening and Dialogue Because respect is fundamental to our Quality of Life mission, we attach the highest importance to the dignity of the individual. Life at Sodexho would be inconceivable without mutual trust, respect, and transparency. This is why trust, respect for people and transparency are inscribed in our ethical principles. MEASURING EMPLOYEE ENGAGEMENT Sodexho carries out regular opinion surveys among its employees to measure their engagement with and commitment to the company. Employees are invited to express their opinions about a range of issues, including the Group’s senior management and their own line manager; their job, salary, and work-life balance; recognition of their achievements; opportunities for personal development; and diversity. The results of the survey are analyzed in order to identify priority areas for progress and to implement appropriate action plans. The 2005-2006 Employee Engagement Survey () is currently under way as part of a global project managed jointly by the central project team and local teams from the principal subsidiaries across all Sodexho activities. The fi rst wave of the survey was launched in October, 2005 in seven European countries for Food and Management Services, and in 19 countries for Service Vouchers and Cards. The second wave is scheduled for April, 2006. The countries covered by the survey represent 87% of the Group’s employees. The survey will eventually be rolled out to cover all employees.
UNDERSTANDING ASPIRATIONS Recruitment, job transfers and internal promotion call for ongoing dialogue. The better we are at identifying what our employees want, the better we can place them in opportunities within the Group. NETHERLANDS “The right man/woman in the right place” is the objective of the “Career Aspiration Registration program”, which offers each employee career opportunities. Employees are asked to complete a questionnaire about their career aspirations, and can ask for an interview with the project manager or head of <strong>Human</strong> <strong>Resources</strong>. The information is evaluated and loaded into a database, where it is used to facilitate job transfers and internal recruitment. In the fi scal year 2005, more than 850 employees completed this process, and 71% of job vacancies were fi lled in this way. LISTENING TO CONCERNS At Sodexho, we are expanding opportunities to listen to our employees. Their views and ideas are building blocks, helping to construct a business of progress. Their complaints are handled fairly and with respect. AUSTRALIA Employees can use a free hotline to express their opinions or make requests relating to any aspect of the company. CANADA A “Network Complaint Line” logs criticisms and comments, which may be made anonymously. COMMUNICATING WITH EACH OTHER 12-13 / HUMAN RESOURCES REPORT 2005 / SODEXHO ALLIANCE UNITED STATES A comprehensive system is in place to ensure all employees are treated fairly and with respect. Part of this system is Sodexho’s Offi ce of Employment Rights, which opened in 2003 and has authority to handle complaints from eligible employees relating to discrimination, harassment and/or retaliation in the workplace. We believe in communicating with each other and breaking down barriers. We encourage our people to meet and interact, in a spirit of openness. FRANCE On-site discussion forums are held regularly, giving everyone an opportunity to raise issues such as working conditions, site and task management, or scheduling. NORTH AMERICA Two initiatives illustrate management’s commitment to dialogue. First, we hold “Open Forums” approximately eight times a year in major metropolitan areas. All managers from the region attend, as do the Chief Executive Offi cer and other senior executives. A presentation of the company’s performance is immediately followed by an open Q&A session, which is Meet... Tilo Blomberg, Site Manager, European Central Bank, Frankfurt. A recent survey in Germany proved our employees had high expectations in terms of training. The system that we developed in response means that we can now train our employees ourselves, on site. The survey served its purpose: it helped us progress! Gerhard Schmid-Degen, Regional Director, Business and Industry, Western Germany. Completing a survey takes just a few minutes, but it can make all the difference! The last opinion survey highlighted some communication problems, so we set up an annual meeting for site managers so that we could share management’s vision with them. Now, we all speak the same language. Following the 2003 Sodexho Employee Engagement Survey, the German subsidiary identifi ed priority areas for progress and implemented action plans. These proved a success: in 2005, the employee engagement rating reached 71%, on a par with the average for Europe’s best employers identifi ed by Hewitt Associates in their survey Best Employers, Best Results 2004.
Page 1 and 2: Human Resources Report Making every
Page 3 and 4: EDITORIAL United by a common vision
Page 5 and 6: OUR CORE VALUES They are the bedroc
Page 7 and 8: OFFERING OUR EMPLOYEES a Fulfi llin
Page 9 and 10: Sodexho has also fostered grass roo
Page 11 and 12: Offering our employees… Evolving
Page 13: SUPPORT FOR CONTINUING EDUCATION Ea
Page 17 and 18: Offering our employees… Safety an
Page 19 and 20: WORKING WITH OUR EMPLOYEES TO BUILD
Page 21 and 22: TRAINING EXPERTS Children in school
Page 23 and 24: Working with our employees to build
Page 29 and 30: KEY DATA Employees ��
Page 31 and 32: Safety at work Percentage of work-r

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