2
SODEXO
COMPAN Y FAC TS
This company continues to set the bar on diversity management through its high- ly developed metrics, insistence on holding executives accountable for diversity results, and extremely strong diversity leadership.
PROFILES 11–20
INDUSTRY
Food Services,
Hospitality
MAIN
COMPETITORS
ARAMARK,
Compass
Group USA,
Delaware North
U.S.
HEADQUARTERS
Gaithersburg, Md.
U.S. EMPLOYEES
115,369
GLOBAL EMPLOYEES
379, 140
GLOBAL REVENUE
$19.38 billion
PROFILES 21–30
NO.
5
The DiversityInc
Top 10 Companies
for Recruitment &
Retention
NO.
3
The DiversityInc
Top 10 Companies
for Supplier
Diversity
NO. 7
The DiversityInc
Top 10 Companies
for Blacks
NO.
3
The DiversityInc
Top 10 Companies
for Latinos
NO.
3
The DiversityInc
Top 10 Companies
for Executive
Women
NO.
7
The DiversityInc
Top 10 Companies
for LGBT
Employees
NO.
9
The DiversityInc
Top 10 Companies
for People With
Disabilities
NO.
4
The DiversityInc
Top 10 Companies
for Global
Diversity
DIVERSITYINC LISTS
For George Chavel, president and CEO of
Sodexo North America, diversity is extremely personal and the essential key to his company’s business success. In tough economic
times when other companies have scaled
back, Chavel has insisted Sodexo invest in
diversity-management initiatives that advance their strategy. Diversity and inclusion is
one of the company’s six strategic imperatives, with 25 percent
of executive bonuses linked to
diversity objectives. Those scorecard bonuses are paid regardless
of the financial performance of
the company.
Dr. Rohini Anand, senior vice
president and global chief diversity offi-
cer, brings a level of perception, intelli-
gence, commitment and competence that
is hard to match anywhere else. Under her
watch, Sodexo has instituted the world-
class Spirit of Mentoring program, includ-
ing the IMPACT program, its formal
cross-divisional and cross-functional men-
toring initiative that has grown from 45
partnerships in 2004 to 125 partnerships
last year. The company has found that for
every dollar spent on this, it gets two dol-
lars back in enhanced employee retention
and productivity. Her team also has over-
seen the expansion of employee-resource
groups and first-rate learning programs
for professional development and diver-
sity awareness, and an emerging-leaders
program emphasizing talent development
to drive a diverse leadership
pipeline.
While we have accomplished much, we know we have a lot more to do, especially as the competition for talent is getting more intense and the competitive landscape is changing. For us, diversity and inclusion is fundamental
to our business-growth strategy and a key component of our success.
I challenge our teams to be leaders, not just managers, of diversity
and inclusion if we are to maintain our leadership and ensure that
diversity is a competitive advantage for us.
DR. ROHINI ANAND • SENIOR VICE PRESIDENT AND
GLOBAL CHIEF DIVERSITY OFFICER
As organizations look to integrate four generations in the workplace,
address inequities globally and compete for top talent, it becomes even
more critical to continually raise the bar on expectations and perfor-
mance. Diversity and inclusion is a journey—a journey of continuous
learning, experience and growth. Thanks to the benchmarking and
best-practice sharing initiated by DiversityInc, we are able to learn
from and leverage the experiences, opportunities and challenges of
other organizations.
