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- Assessment of environmental benefits
- Value proposition
- Challenges for implementation
- How to overcome these challenges

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How is Sodexo generating business value from its sustainability strategy, or -if not- how can it ensure it does

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How do you think SMG will cooperate with NORAM's Office of Sustainability for the deployment of their commitments?

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How is NORAM motivating its suppliers and clients to participate in the implementation of 'We Do'?

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Sodexo made a commitment in 2009 to source sustainable fish and seafood in 2015. Why are these two metrics reported? Do you think that NORAM will reach the Sodexo Group commitment? - explain

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Sustainable businesses are promoted and attractive to food chain suppliers as well as attractive to local businesses and employees that want to work for and supply to Sodexo

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Outlining of goals, making clear what the goals are

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Growing sustainable market share of business that produce food in a sustainable way

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These metrics are shown to inform NORAM & the stakeholders about the implementation of sustainable fishing. The project started in 2009 and will end in 2015.

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Discipline to the cause.  NORAM decided that it needed to hire and develop subject matters experts, agree on a sustainability strategy and establish a decision-making process.

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By showing results on how they perform on the four subjects

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The goal is to be 100% certified as sustainable. Although their standards, agencies and supply chain, they were only 11,4% certified in 2010.

In order to improve this number, they need to bring this goal to a local level. For example: if they set local certified targets at the fishermen, everybody can contribute for the greater good.

Every department has to have their own targets and do their contribution to the supply chain. So the management can measure their improvements and
contribution.

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Using its IT systems the SMG tracked and managed over $3.8 billion of total purchases across 5,700 business units and monitored the performance of its suppliers.

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Using its IT systems the SMG tracked and managed over $3.8 billion of total purchases across 5,700 business units and monitored the performance of its suppliers.

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Procurement specialists negotiated contracts that assured high quality, on trend items, excellent supplier service, savings and procurement efficiencies. The savings and efficiencies benefited Sodexo, its clients, its manufacturers and its distributors.

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Cost plan for sustainable expenses to share with clients as an incentive (lowering fees?)

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Creating a sustainable business now will be fruitful in the future because companies and governments will have high sustainability standards which will be difficult and expensive to adapt in a later stage

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Determining the capacity of the local producers, so they know how much other producers they have to find to fill the gap.

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Determining the capacity of the local producers, so they know how much other producers they have to find to fill the gap.

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The SMG stimulated the sales of specific products and services (e.g., produce, packaging, and so on) by educating clients about compliant products and their impact on cost reduction and/or increased sales revenue. Sodexo’s teams of supply managers served as liaisons between the SMG and site managers. This team communicated with site managers regularly to make them aware of the list of approved vendors and preferred products. As a result, purchases generated large vendor allowances for Sodexo, lower quoted contract prices for the sites, and afforded sites to offer “specials” that stimulated sales. These revenue management actions improved client satisfaction and retention.

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The SMG stimulated the sales of specific products and services (e.g., produce, packaging, and so on) by educating clients about compliant products and their impact on cost reduction and/or increased sales revenue. Sodexo’s teams of supply managers served as liaisons between the SMG and site managers. This team communicated with site managers regularly to make them aware of the list of approved vendors and preferred products. As a result, purchases generated large vendor allowances for Sodexo, lower quoted contract prices for the sites, and afforded sites to offer “specials” that stimulated sales. These revenue management actions improved client satisfaction and retention.

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All of Sodexo’s selected suppliers were required to sign a Supplier Code of Conduct committing to deliver on these factors and to pass business reviews.

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All of Sodexo’s selected suppliers were required to sign a Supplier Code of Conduct committing to deliver on these factors and to pass business reviews.

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Sodexo designated independent third-party auditing firms to inspect contracted suppliers annually. During this audit, all areas of a supplier's operations were reviewed from the arrival of raw materials to manufacturing, storage, and shipment.

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Sodexo designated independent third-party auditing firms to inspect contracted suppliers annually. During this audit, all areas of a supplier's operations were reviewed from the arrival of raw materials to manufacturing, storage, and shipment.

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Sodexo uses their size to create demand for local products and then assisting in getting those local products to be warehoused by our produce distributors

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supply the same product from different sources

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supply the same product from different sources

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Ensure that they stay a preferred supplier on a long term basis

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Increasing their value proposition because they are distinctive compared to other companies

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These metrics are shown to inform the stakeholders about the implementation of sustainable fishing. The project started in 2009 and will end in 2015.