The correlation between gender balance and performance

1. THE SODEXO
GENDER BALANCE
CASE STUDY
June 2015

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
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3. INTRODUCTION
1
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4. Gender balance
INTRODUCTION
An internal study to better understand
the correlation between
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Performance
and

5. INTRODUCTION
This study is unique because:
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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. WHY THIS STUDY?
2
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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. HOW DID WE CARRY
IT OUT?
3
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9. METHODOLOGY
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100
The study covers:
Subsidiaries representing
50,000 managers

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. KEY FINDINGS
4
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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. 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. BRAND IMAGE RATE
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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. 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. ORGANIC GROWTH
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*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. GROSS PROFIT
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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. OPERATING PROFIT
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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. CONCLUSION
5
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20. CONCLUSION
Optimal level of gender balance
in management appears to be
40-60% of men and women.
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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. 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.
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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).
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