Mentoring at Sodexo www sodexo com Agenda 1

Mentoring at Sodexo www. sodexo. com

Agenda 1. Background 2. Sodexo USA ‘Spirit of Mentoring’ 3. Sodexo Europe ‘Reciprocal Mentoring’ 4. Testimonials page 2

Sodexo’s global footprint Worldwide Leader in Food and Facilities Management Services & Service Vouchers and Cards 33, 900 sites in 80 countries Continental Europe Total Revenue in Billions $19 (€ 14. 7) 380, 000 Employees Worldwide North America $7. 7 (€ 5. 7) Revenue 120, 000 Employees Corporate Services Defense Education Health Care Leisure Remote Sites Seniors Latin America Health Care Remote Sites Service Vouchers and Cards UK / Ireland $1. 9 (€ 1. 4) Revenue 42, 972 Employees Corporate Services Corrections Education Health Care Leisure Remote Sites Service Vouchers and Cards Africa, Asia, Pacific, Latin America $2. 5 (€ 1. 9) 89, 461 Employees page 3 $6. 0 (€ 4. 6) Revenue 90, 705 Employees Corporate Services Corrections Defense Education Health Care Leisure Remote Sites Seniors Service Vouchers and Cards Africa Asian Pacific Corporate Services Defense Education Health Care Leisure Remote Sites Service Vouchers and Cards

General Definition of Mentoring £ Mentoring is a private relationship between two or more individuals. The relationship is based on a mutual desire to share knowledge and experience for learning, and development toward an organizational objective. Perspective Experience Goal Orientation Mentor Mentee Commitment page 4 Self Accountability Commitment

Different Kinds of Mentoring £ Traditional mentoring £ Reverse mentoring £ Peer mentoring £ Buddy mentoring £ E-mentoring page 5

Mentoring Can Serve Different Goals £ Professional and personal development £ Gender balance in management £ Cultural awareness, e. g. race, gender, generations, etc. £ Knowledge transfer between generations £ Integration after acquisition IMPORTANT FOR EACH OF US TO HAVE MULTIPLE MENTORS FOR CAREER SUCCESS AND MUST MENTOR OTHERS page 6

Mentoring Benefits Mentor Mentee £ Improve leadership effectiveness £ Develop potential successors £ Increase awareness of personal biases £ Enhance current network at all levels £ Improve performance and develop skills £ Build, expand relationships / networks £ Gain sounding board for new ideas £ Receive constructive feedback Organization £ £ Improves strategic succession planning initiatives Builds bench strength of the organization Promotes inclusive diversity management practices Improves employee morale and retention page 7

Being Mentored Can Be Key To Women’s Advancement 44% of CEOs listed mentoring programs as one of the most effective strategies they would use to enhance women’s advancement to senior management Source: Catalyst 77% of business women said they had a mentor. Of the 23% without mentors, most felt that they would have advanced more quickly if they had a mentor Source: Women, Mentors and Success Some of the important lessons learned through mentoring: getting ahead, understanding and adapting one’s style, becoming known for your work, networking, building conduits to top leadership Sheila Wellington Source: Catalyst

Triple Creek Associates Research

Agenda 1. Background 2. Sodexo USA ‘Spirit of Mentoring’ 3. Sodexo Europe ‘Reciprocal Mentoring’ 4. Testimonials page 10

Sodexo USA “Spirit of Mentoring” Programs BRIDGE PEER 2 PEER IMPACT Structure Informal Formal / structured 100 partnerships p/year Target Audience Managers Professionals Network Group Managers Professionals “High Contribution” Mentee driven 3 rd party matching Cross-divisional Cross-cultural members Matching Via web platform or Matching through Mentoring Champion Enrollment Period Ongoing Employees Summer months Annual Launch - early calendar year page 11

Diversity and Inclusion IMPACT 2011 Partnerships £ 94% - Cross-Divisional Partnerships ● “… allowed me to meet and share with managers from ● ● £ different divisions, regions and at different levels of the organization. ” “… know more about Sodexo and what it is all about. ” “…translated into varied experiences and thoughts to improve our customer’s programs. ” 74% - Cross-Cultural Partnerships ● “In an interracial mentoring relationship, I was able to ● realize some the barriers that were self-imposed due to racial differences. ” “Enlightened me and allowed me to learn about diversity in a safe environment. ”

Spirit of Mentoring – IMPACT ROI Study : 2009 Benefit Examples Summarized $ 600, 000 $ 511, 610 $ 500, 000 $ 400, 000 $ 360, 427 $ 300, 000 $ 234, 713 $ 228, 574 $ 200, 000 $ 171, 339 $ 100, 000 $ Retention of Employees Increased Productivity Improved Customer Satisfaction Improved Employee Satisfaction Other* IMPACT 2009 Return = 1: 2 13

Spirit of Mentoring – IMPACT ROI Study: 2009 Top 3 Intangible Benefits – Mentee/Mentor 100% 85% 80% 75% 73% 65% 63% 60% 40% 20% 0% Communication Mentee Mentor Job Satisfaction Organizational Commitment 14

Agenda 1. Background 2. Sodexo USA ‘Spirit of Mentoring’ 3. Sodexo Europe ‘Reciprocal Mentoring’ 4. Testimonials page 15

The Ambition A great chance to develop the organization and its capabilities £ Create ‘female bench strength’ £ Provide high potential women with a development opportunities £ Enhance confidence, engagement and retention of senior women £ Raise senior team awareness about the career issues women face £ Leverage mentoring as vehicle to remove barriers & support career progression for women page 16

What is Reciprocal Mentoring? Mentoring Partner Executive Committee Leader Gives £Perspectives, experience £Advice to support career £Rules for success £Career insights £Challenges faced £Perception of culture Gets £‘Invisible barriers’ £Ideas for improvement £Opportunity for change £Sounding board £Self-confidence £Opportunity for change page 17

Agenda 1. Background 2. Sodexo USA ‘Spirit of Mentoring’ 3. Sodexo Europe ‘Reciprocal Mentoring’ 4. Testimonials page 18

Mentee Testimonials “…allowed me to increase my self confidence, thereby allowing me to feel more bonded with Sodexo and effectively manage both challenges and changes. ” “We began talking about strategic developments… we’re now talking about work-life balance and what I want to do next. ” “I have become a whole human being and able to see how harnessing the power of humanity will be my management style going forward. ” “I learned to look at the business from my client’s perspective with an improved understanding of what is important to them and their success. ” “My mentor has helped me broaden my network… present my business and get introduced to Corporate Directors. ” page 19 “My mentor challenges or confirms ideas and actions I’m taking. I’m now going to introduce some ideas about women advancement”

Mentor Testimonials “I decided to start a buddy mentoring program for my new team members. ” Spirit of Mentoring Video create hyperlink http: //www. youtube. com/user/Sod exo. Careers#p/u/7/erzd 6 Ow 9 aq 8 “It takes time to get going, get to know each other, build trust. I hope to continue to build my own awareness about gender diversity. ” “I learned to understand be okay with “The mentoring experience different opened my eyes to consider personality women for every operational styles and more position, even in most challenging patiently environments. ” collaborate without making “My Mentee gave me fresh assumptions. " new perspectives. By assisting her… it made me think about “I am better aware of how I my leadership style and how I should plan business meetings, could be more effective with so that everyone get fair chance my team. ” page 20 and time to present. » “It connects you more to the organization and its family as you build relationships with your partners… you fully understand the broadness of our company, its challenges and the great people that work with us. ”