Training [S1-13]
| (in number of hours) | FISCAL 2025 | FISCAL 2024 | CHANGE |
|---|---|---|---|
| Average number of training hours per female employee | Average number of training hours per female employee FISCAL 2025 10.8 |
Average number of training hours per female employee FISCAL 2024 9.6 |
Average number of training hours per female employee CHANGE +12.5 % |
| Average number of training hours per male employee | Average number of training hours per male employee FISCAL 2025 14.3 |
Average number of training hours per male employee FISCAL 2024 14.2 |
Average number of training hours per male employee CHANGE +0.7 % |
| Average number of training hours per employee | Average number of training hours per employee FISCAL 2025 12.4 |
Average number of training hours per employee FISCAL 2024 11.8 |
Average number of training hours per employee CHANGE +5.1% |
In Fiscal 2025, the average number of training hours per employee has increased by +5.1%, reaching 12.4 hours per employee per year. This growth is driven by both high level of training for male employees, and by a significant increase of +12.5% among female employees. These results perfectly reflect all the commitment and daily investment of Sodexo in talent development initiatives.
Adequate wages and remuneration [S1-10, S1-16]
POLICIES AND STRATEGY
Sodexo’s total rewards’ philosophy and policies:
Sodexo is a people-focused company, with its success fundamentally driven by the performance of its employees. In this context, Sodexo has established a Total Rewards philosophy that is both competitive and performance-oriented, designed to recognize and value employees’ achievements, contributions, and skills.
Principles of Sodexo’s total rewards philosophy
The diagram illustrates the core principles of Sodexo’s total rewards approach:
- Reward performance.
- Reward the role.
- Ensure external competitiveness.
- Maintain pay equity.
- Communicate remuneration policies transparently.
- Balance ambition with budgetary responsibility.
A global framework and principles, defined at Group level, provide consistent and robust foundations for compensation practices across all geographies. Regional and local teams are responsible for implementing these principles, adapting reward elements to comply with specific local requirements, particularly for on-site employees.
Delegations of authority are clearly established to ensure that all compensation policies remain aligned with Sodexo’s core values and its total rewards framework. This approach is based on the continuous collaboration between global and local teams, ensuring coherence and alignment throughout the organization.
The total rewards framework is closely integrated with Sodexo’s performance management system, in alignment with the Group’s strategy, objectives and its Employee Value Proposition (EVP). It is designed to reinforce a culture of performance, support the retention of key talent, and enhance the company’s attractiveness to prospective employees.