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THE SODEXO
GENDER BALANCE
CASE STUDY
June 2015
A
G
E
N
D
A
1. INTRODUCTION
2. WHY THIS STUDY?
3. HOW DID WE CARRY IT OUT?
4. KEY FINDINGS
5. CONCLUSION
Gender balance Ca...
INTRODUCTION
1
Gender balance Case Study – June 20153 –
Gender balance
INTRODUCTION
An internal study to better understand
the correlation between
Gender balance Case Study – Jun...
INTRODUCTION
This study is unique because:
Gender balance Case Study – June 20155 –
1 2It looks at the correlation
between...
WHY THIS STUDY?
2
Gender balance Case Study – June 20156 –
WHY THE STUDY?
Gender balance Case Study - June 2015
Sodexo
is committed to
the promotion
of gender balance
Sodexo knows g...
HOW DID WE CARRY
IT OUT?
3
Gender balance Case Study – June 20158 –
METHODOLOGY
Gender balance Case Study – June 20159 –
100
The study covers:
Subsidiaries representing
50,000 managers
METHODOLOGY
The 100 subsidiaries were distributed into 2 distinct categories
and compared to each other
Gender balance Cas...
KEY FINDINGS
4
Gender balance Case Study – June 201511 –
6 KEY PERFORMANCE INDICATORS ANALYZED
Financial indicators
4. Organic growth
5. Gross profit
6. Operating profit
Gender ba...
EMPLOYEE ENGAGEMENT RATE
Gender balance Case Study – June 2015
GENDER
BALANCED
MANAGEMENT
SUBSIDIARIES
(CATEGORY 1)
OTHER
...
BRAND IMAGE RATE
Gender balance Case Study - June 201514 –
Sodexo client opinion is measured every 2 years using a 10 grad...
CLIENT RETENTION RATE
Gender balance Case Study – June 2015
Subsidiaries with gender balanced management were 12%* more li...
ORGANIC GROWTH
Gender balance Case Study – June 201516 –
*Fiscal years 2012, 2013, and 2014.
45% 32%
Subsidiaries with gen...
GROSS PROFIT
Gender balance Case Study – June 201517 –
GENDER BALANCED
MANAGEMENT
SUBSIDIARIES
(CATEGORY 1)
OTHER MANAGEME...
OPERATING PROFIT
Gender balance Case Study – June 201518 –
GENDER BALANCED
MANAGEMENT
SUBSIDIARIES
(CATEGORY 1)
OTHER MANA...
CONCLUSION
5
Gender balance Case Study – June 201519 –
CONCLUSION
Optimal level of gender balance
in management appears to be
40-60% of men and women.
Gender balance Case Study ...
WHAT WE CAN ACHIEVE WITH THE STUDY
1. A better understanding of why and how gender balance impacts our
performance through...
HOW WE CAN WE GO FURTHER?
 Renew the survey on an annual basis in order to:
 Innovate;
 Retain of our best talent;
 Co...
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THE SODEXO GENDER BALANCE CASE STUDY

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The correlation between gender balance and performance

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THE SODEXO GENDER BALANCE CASE STUDY

  1. 1. THE SODEXO GENDER BALANCE CASE STUDY June 2015
  2. 2. A G E N D A 1. INTRODUCTION 2. WHY THIS STUDY? 3. HOW DID WE CARRY IT OUT? 4. KEY FINDINGS 5. CONCLUSION Gender balance Case Study – June 20152 –
  3. 3. INTRODUCTION 1 Gender balance Case Study – June 20153 –
  4. 4. Gender balance INTRODUCTION An internal study to better understand the correlation between Gender balance Case Study – June 20154 – Performance and
  5. 5. INTRODUCTION This study is unique because: Gender balance Case Study – June 20155 – 1 2It looks at the correlation between gender balance and performance at all management levels – from site management to C-suite. It examines both financial and non-financial performance indicators, such as growth, profit and cash generated, but also employee engagement and client retention.
  6. 6. WHY THIS STUDY? 2 Gender balance Case Study – June 20156 –
  7. 7. WHY THE STUDY? Gender balance Case Study - June 2015 Sodexo is committed to the promotion of gender balance Sodexo knows gender balance to be a strategic issue and a business imperative We needed facts and data to support our conviction 7 –
  8. 8. HOW DID WE CARRY IT OUT? 3 Gender balance Case Study – June 20158 –
  9. 9. METHODOLOGY Gender balance Case Study – June 20159 – 100 The study covers: Subsidiaries representing 50,000 managers
  10. 10. METHODOLOGY The 100 subsidiaries were distributed into 2 distinct categories and compared to each other Gender balance Case Study – June 2015 GENDER BALANCED MANAGEMENT SUBSIDIARIES with a male-female ratio between 40-60% OTHER MANAGEMENT SUBSIDIARIES with less than 40% or more than 60% of either gender 10 – CATEGORY 1 CATEGORY 2
  11. 11. KEY FINDINGS 4 Gender balance Case Study – June 201511 –
  12. 12. 6 KEY PERFORMANCE INDICATORS ANALYZED Financial indicators 4. Organic growth 5. Gross profit 6. Operating profit Gender balance Case Study - Synthesis - May 2015 Non-financial indicators 1. Employee engagement rate 2. Brand image rate 3. Client retention rate 12 –
  13. 13. EMPLOYEE ENGAGEMENT RATE Gender balance Case Study – June 2015 GENDER BALANCED MANAGEMENT SUBSIDIARIES (CATEGORY 1) OTHER MANAGEMENT SUBSIDIARIES (CATEGORY 2) 13 – + 4 points* + 1 point* *Between 2010 and 2012
  14. 14. BRAND IMAGE RATE Gender balance Case Study - June 201514 – Sodexo client opinion is measured every 2 years using a 10 grade response scale (from 1 being poor opinion to 10 for excellent opinion) 2010 2012 8,5 8 7,5 + 5% + 0% GENDER BALANCED MANAGEMENT SUBSIDIARIES (CATEGORY 1) OTHER MANAGEMENT SUBSIDIARIES (CATEGORY 2)
  15. 15. CLIENT RETENTION RATE Gender balance Case Study – June 2015 Subsidiaries with gender balanced management were 12%* more likely to show an increase in client retention GENDER BALANCED MANAGEMENT SUBSIDIARIES (CATEGORY 1) OTHER MANAGEMENT SUBSIDIARIES (CATEGORY 2) *Between 2012 and 2014 15 –
  16. 16. ORGANIC GROWTH Gender balance Case Study – June 201516 – *Fiscal years 2012, 2013, and 2014. 45% 32% Subsidiaries with gender balanced management were 13%* more likely to show consistent organic growth GENDER BALANCED MANAGEMENT SUBSIDIARIES (CATEGORY 1) OTHER MANAGEMENT SUBSIDIARIES (CATEGORY 2)
  17. 17. GROSS PROFIT Gender balance Case Study – June 201517 – GENDER BALANCED MANAGEMENT SUBSIDIARIES (CATEGORY 1) OTHER MANAGEMENT SUBSIDIARIES (CATEGORY 2) Entities with gender balanced management groups were 23%* more likely to show an increase in gross profit *Fiscal years 2012, 2013, and 2014.
  18. 18. OPERATING PROFIT Gender balance Case Study – June 201518 – GENDER BALANCED MANAGEMENT SUBSIDIARIES (CATEGORY 1) OTHER MANAGEMENT SUBSIDIARIES (CATEGORY 2) Entities with gender balanced management groups were 11%* more likely to show positive operating profit *Fiscal years 2012, 2013, and 2014.
  19. 19. CONCLUSION 5 Gender balance Case Study – June 201519 –
  20. 20. CONCLUSION Optimal level of gender balance in management appears to be 40-60% of men and women. Gender balance Case Study – June 201520 – The management groups that fit within this gender balance “range” – 40-60% – generate on average results that are more sustained and predictable than the other groups. These gender-balanced management groups consistantly perform better in terms of employee engagement, brand image, client retention, organic growth, gross profit and operating profit. The results do not imply that management groups that don’t fit in this range do not perform, but that their performance is less sustainable and predictable. 1 3 2 4
  21. 21. WHAT WE CAN ACHIEVE WITH THE STUDY 1. A better understanding of why and how gender balance impacts our performance through strong facts and figures. 2. Support the development of gender balance programs and initiatives at all levels of the organization. 3. Informs the establishment of new gender balance targets for the Group for each fiscal year. Our target for 2015 was 25% of women in top 300 from 19% in 2009. Our current representation for this group – called Group Senior Executives - is 31%, and our Executive Committee has 43% women. 4. Give new impetus to our communication on gender balance, both externally and internally. The study is for Sodexo an effective educational asset. Gender balance Case Study – June 201521 –
  22. 22. HOW WE CAN WE GO FURTHER?  Renew the survey on an annual basis in order to:  Innovate;  Retain of our best talent;  Continue to improve the Quality of Life of all our employees;  Adapt to the changes in our organization.  Sharpen our methodology and deploy it into our largest entities such as the United States (over 120,000 employees). Gender balance Case Study – June 201522 –

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