| FISCAL 2022 | FISCAL 2021 | CHANGE | |
|---|---|---|---|
Resignations (less than 3 months) |
FISCAL 2022 34,783 |
FISCAL 2021 25,125 |
CHANGE +9,658 |
Resignations (after 3 months) ☑ |
FISCAL 2022 87,578 |
FISCAL 2021 74,149 |
CHANGE +13,429 |
| TOTAL RESIGNATIONS | TOTAL RESIGNATIONSFISCAL 2022122,361 | TOTAL RESIGNATIONSFISCAL 202199,274 | TOTAL RESIGNATIONSCHANGE+23,087 |
Dismissals or redundancy |
FISCAL 2022 45,557 |
FISCAL 2021 41,232 |
CHANGE +4,325 |
Retirement and other reasons |
FISCAL 2022 6,007 |
FISCAL 2021 7,949 |
CHANGE -1,942 |
| TOTAL NUMBER OF DEPARTURES | TOTAL NUMBER OF DEPARTURESFISCAL 2022173,925 | TOTAL NUMBER OF DEPARTURESFISCAL 2021148,455 | TOTAL NUMBER OF DEPARTURESCHANGE+25,470 |
The number of departures increased compared to the previous fiscal year, primarily due to resignations, up by +23% during the year. This increase is linked to the significant wave of resignations in various regions where Sodexo operates, including North America, Europe and Brazil. This indicator also influences our employee retention rate, described below.
The remainder of the change in departures is due to an increase in redundancies of +4,325, mainly in Sodexo Live! for North America as a result of a reduction in the active employee base as our business began to recover. The Employment Protection Plan in France, signed in Fiscal 2021, resulted in the departure of 800 employees during the year, half of whom were laid off and the other half left voluntarily.
| FISCAL 2022 | FISCAL 2021 | |
|---|---|---|
Retention rate for total workforce ☑ |
FISCAL 2022 79.1% |
FISCAL 2021 81.9% |
Retention rate for site managers ☑ |
FISCAL 2022 83.6% |
FISCAL 2021 87.9% |
The retention rate is calculated on the basis of employees who have been with the Group for at least three months.
In North America, South America and Europe, the retention rate decreased compared to the previous year due to a tight labor market with historically low unemployment rates and significant waves of resignations. However, the retention rate improved in Asia, particularly in China, due to actions taken to better target recruitment.
In order to strengthen the Sodexo employer brand and to improve employee retention, the Group launched a global campaign in Fiscal 2022 to offer a differentiated employee value proposition, based on the following three pillars:
This campaign aims to reaffirm and communicate to all employees and potential employees the values of Sodexo and the benefits of working for the Group. It acts as a differentiator in the job market to attract new talent. The first actions in this campaign have been launched in France and the United States, primarily impacting recruitment positively. The outcomes of this campaign on retention will appear at a later stage.
More information on this global campaign can be found on page 72-73.
| SEPTEMBER 2021 | JUNE 2020 | CHANGE | |
|---|---|---|---|
Number of respondents |
SEPTEMBER 2021 211,484 |
JUNE 2020 193,704 |
CHANGE +9.2% |
Response rate(1) |
SEPTEMBER 2021 62.9% |
JUNE 2020 59.0% |
CHANGE +3.9 pts |
Employee engagement rate ☑ |
SEPTEMBER 2021 78.3% |
JUNE 2020 80.1% |
CHANGE -1.8 pt |
Employee Net Promoter Score(2) |
SEPTEMBER 2021 30.9 |
JUNE 2020 39.3 |
CHANGE -8.40 |
% of employees believing that Sodexo values diversity, such as age, gender, culture and origin, religion, sexual orientation and providing opportunities for individuals with disabilities, in the workplace(3) |
SEPTEMBER 2021 83.4% |
JUNE 2020 82.4% |
CHANGE +1.0 pt |
% of employees considering Sodexo to be a socially and environmentally responsible company(3) |
SEPTEMBER 2021 80.2% |
JUNE 2020 80.3% |
CHANGE -0.1 pt |
The engagement rate is a key performance indicator for Sodexo, which seeks to become one of the most valued companies by its employees worldwide.
