- contract profi tability;
- profitability of the diff erent activities and client segments;
- gross operating margin and on-site costs;
- general and administrative expenses by subsidiary, by client segment and by function.
- percentage of purchases made from referenced suppliers;
- number of referenced products, reduction in the number of deliveries on a site, etc.
Corporate Responsibility metrics
Employer metrics, including:
- employee engagement rate for which the Group has targeted a level comparable to that of firms ranked as the best employers worldwide. This indicator is measured every two years by an engagement survey;
- employee retention for all personnel and for site managers;
- internal promotion, which is measured by the number of employees promoted to site manager, to a middle manager or a senior management position;
- representation of women in senior management;
- percentage reduction in LTIR;
- percentage of workforce working in countries implementing action plans to integrate people with disabilities into the workplace.
Nutrition, health and wellness metrics, including:
- percentage of client sites implementing actions that proactively address the Sodexo 10 Golden Rules of Nutrition, Health and Wellness.
Economic, social and environmental development metrics, including:
- percentage of spend with contracted suppliers having signed the Sodexo Supplier Code of conduct;
- business value benefiting SMEs (in euro).
Environmental protection metrics, including:
- measure of the consumption of products, identified as having an impact on the environment (for example palm oil);
- percentage of sustainable fish and seafood;
- percentage reduction in carbon emissions intensity (compared to 2017 baseline).
Sodexo selected an independent firm to audit a representative selection of social, environmental and societal data demonstrating the progress made in the area of Corporate Social Responsibility. The conclusions of this audit are presented in section 2.2.10 of this document.
5.4.2 Description of the risk management approach
220.127.116.11 Organization of the risk management and internal control model
The risk management and internal control process is built using the 3 Lines of Defense model, as shown below:
SODEXO’S RISK MANAGEMENT AND INTERNAL CONTROL MODEL
The Three Lines of Defense
- BOARD OF DIRECTORS / AUDIT COMMITTEE:
- EXECUTIVE COMMITTEE
- FIRST LINE OF DEFENSE:
OPERATIONAL MANAGEMENT, reports to the Executive Committee.
It is composed of Segment Directors, District Managers, Site Managers... who :
- identify and manage risks within their activities.
- Put controls into place.
SECOND LINE OF DEFENSE:
SUPPORT/TRANSVERSAL FUNCTIONS, reports to the Executive Committee. It is made up of Service Operations, Finance, Human Resources, Health and Safety, IT Security, Risk Management and Internal Control, Legal Affairs ..which :
- Support our operators in risk management.
- Provide tools and processes.
THIRD LINE OF DEFENSE:
GROUP INTERNAL AUDIT, informs the Executive Committee and reports the Board of Directors/Audit Committee. It evaluates and makes recommendations for the improvement of risk management for the first two lines.