Sodexo Sa · EURONEXT:SW
Sodexo Sa — Investor Day (July 2026)
63 slides from Sodexo Sa's investor day presentation, Jul 16, 2026
Slide 1: Investor Update
Investor Update t . / wat a July 16, 2026 sodexo
Slide 2: Disclaimer
Disclaimer This presentation contains forward-looking statements relating to Sodexo’s objectives, outlook, prospects, strategy and future performance. Forward-looking statements are statements that are not historical facts. These statements are based on current expectations, assumptions and estimate
Slide 3: Agenda
Agenda Starting point & market context Shift & Grow 2030 Rebuild the growth engine Simplify & standardize the operating model Reignite a high-performance culture Invest decisively in tech Financial ambition Closing remarks Q&A Sodexo - Investor Update – July 16, 2026 3
Slide 4: Starting point & market context
Starting point & market context Thierry Delaporte Chief Executive Officer Sodexo - Investor Update – July 16, 2026 4
Slide 5: Objectives for the day
Objectives for the day Providing clarity and commitment Our strategy • Positioning clarity • Strategic priorities Our execution plan • Three pillars, one enabler • Roadmap and early results Our mid-term targets • Financial trajectory Fiscal 2026-2030 • Value creation opportunity Sodexo - Investor Up
Slide 6: Today's presenters
Today’s presenters One team, one goal: accelerate growth and restore competitiveness Thierry Delaporte Damien Calderini Alice Guéhennec Chief Executive Officer CEO of Entegra (incl. Supply) Chief Tech Officer Soorya Themudu Sébastien de Tramasure David Woodbury SVP Talent & Development Chief Financi
Slide 7: Underperformance is executional, requiring structural adjustments
Underperformance is executional, requiring structural adjustments Clear diagnosis underpinning the action plan ahead Organic growth performance vs. global peers Root causes Organic growth index1 (%) Global Peers 1 Lost growth focus Sodexo 2 Too complex & slow 3 Underinvested in key capabilities Q1’1
Slide 8: A large, growing and addressable market
A large, growing and addressable market Significant opportunity for scaled, multi-service providers Outsourcing Operational complexity, labor shortages, Global growth regulatory requirements Food & FM services market1 Supplier Consolidation of services, fewer interfaces, >€1tn simplification one acc
Slide 9: Winning with a client-centric approach
Winning with a client-centric approach Leveraging our unique service footprint Cost efficiency 10-15% 15% FM expert Integrated offer Often mid-sized facilities looking Large accounts demanding for deep expertise in one area a one-stop partner for (technical services) multi-site Food & FM services Cl
Slide 10: Sodexo in motion – Tech sector
Sodexo in motion – Tech sector Leveraging capabilities and client relationships to capture a rapidly growing market Food first Complex environment Tech Product & Services market Data Center market • >$100bn market by 20301 • >$25bn by 20301 • Growth driven by AI infrastructure investment • US domina
Slide 11: Sodexo in motion – Airport lounges
Sodexo in motion – Airport lounges Delivering consistently at scale Experience Environment Sodexo Lounges Business • Global footprint of 180+ lounges across 50+ airports • Strong client retention and satisfaction Strengths of Sodexo model • Ability to deliver tailored experiences at scale • Industry
Slide 12: Sodexo: global footprint and integrated services
Sodexo: global footprint and integrated services Distinctive strengths that underpin our strategy Sustainability Unique positioning Global footprint Trusted partner Service culture leadership #2 globally 80 million consumers Ability to serve People-led service Ranked #1 in sector in Food services ac
Slide 13: Thierry Delaporte, Chief Executive Officer
Thierry Delaporte Chief Executive Officer 2026 Investor Sodexo Briefing - Investor Update- July – JulyXX, 16,location 2026 13
Slide 14: Sharpening our focus
Sharpening our focus Deliberate choices across geographies, segments and services GEOGRAPHIES SEGMENTS SERVICES 10 Core Markets 3 Global Priorities Food Prioritize core countries • Corporate Core food services complemented with future market growth • Healthcare by convenience and retail solutions •
Slide 15: A targeted and disciplined approach to M&A
A targeted and disciplined approach to M&A Bolt-ons to build leadership and close capability gaps in priority markets Structured integration Aligned with strategic choices Disciplined capital allocation execution • Build scale in priority markets • High-quality target selection • Pragmatic integrati
Slide 16: Our ambition: Back in the game by 2030
Our ambition: Back in the game by 2030 We will deliver consistent growth, improve profitability with discipline, and become the partner of choice for our clients Sodexo - Investor Update – July 16, 2026 16
Slide 17: Shift & Grow 2030
Shift & Grow 2030 A growth acceleration plan Accelerate growth Restore competitiveness Rebuild Simplify & standardize Reignite a high- the growth engine the operating model performance culture Invest decisively in tech Sustainability at the core Sodexo - Investor Update – July 16, 2026 17
Slide 18: A phased transformation: foundations first, then scale
A phased transformation: foundations first, then scale Rebuild in Fiscal 2026 & 2027, accelerate from Fiscal 2028 onwards Fiscal 2026 & 2027 Fiscal 2028-2030 Rebuild foundations & restore competitiveness Scale the model & drive profitable growth • Restore commercial momentum • Accelerate top-line gr
Slide 19: Fiscal 2027 & Mid-term financial ambition
Fiscal 2027 & Mid-term financial ambition Our commitment Fiscal 2027 Fiscal 2030 Organic Growth ~+2% to +3% >+5% Net new business Return to sustainable positive net new growth >3% by Fiscal 2030 Underlying operating profit margin Broadly in line with Fiscal 2026 > 5% Capex ~2.5% to 3% of revenues RO
Slide 20: Rebuild the growth engine
Rebuild the growth engine Thierry Delaporte Chief Executive Officer & David Woodbury Chief Commercial Officer, North America Sodexo - Investor Update – July 16, 2026 20
Slide 21: Reinforcing client proximity at every level
Rebuild the growth engine Simplify & standardize the operating model Reignite a high-performance culture Invest decisively in tech Reinforcing client proximity at every level Proactive retention New business engine Competitive pricing Large accounts • Single accountability with • Investing in sales
Slide 22: Sodexo in motion – Meta contract win
Rebuild the growth engine Simplify & standardize the operating model Reignite a high-performance culture Invest decisively in tech Sodexo in motion – Meta contract win Bringing the best of Sodexo together Sodexo - Investor Update – July 16, 2026 22
Slide 23: Deep dive: Unlocking large accounts
Rebuild the growth engine Simplify & standardize the operating model Reignite a high-performance culture Invest decisively in tech Deep dive: Unlocking large accounts Untapped, underserved ‘Large Clients’ market within our segments US Large Clients Market Buying behaviors • Simplified buying experie
Slide 24: Deep dive: Unlocking large accounts
Rebuild the growth engine Simplify & standardize the operating model Reignite a high-performance culture Invest decisively in tech Deep dive: Unlocking large accounts From reactive bidding to a disciplined operating model • Target right • Understand needs accounts • Structure to win • Apply Go / No-
Slide 25: Deep dive: Unlocking large accounts
Rebuild the growth engine Simplify & standardize the operating model Reignite a high-performance culture Invest decisively in tech Deep dive: Unlocking large accounts Building momentum: key foundations already in place Attractive growth opportunities Assets and experience to win Scalable and systema
Slide 26: Scaling commercial discipline across Sodexo
Rebuild the growth engine Simplify & standardize the operating model Reignite a high-performance culture Invest decisively in tech Scaling commercial discipline across Sodexo Tracking our execution progress Proactive retention Retention rate New business engine Development rate Competitive pricing H
Slide 27: Simplify & standardize the operating model
Simplify & standardize the operating model Thierry Delaporte Chief Executive Officer & Damien Calderini CEO of Entegra (incl. Supply) Sodexo - Investor Update – July 16, 2026 27
Slide 28: Make execution faster, more consistent and more scalable
Rebuild the growth engine Simplify & standardize the operating model Reignite a high-performance culture Invest decisively in tech Make execution faster, more consistent and more scalable Operational Simplify organization Procurement excellence & workforce discipline at scale • Action plans to addre
Slide 29: Deep dive: Procurement at scale
Rebuild the growth engine Simplify & standardize the operating model Reignite a high-performance culture Invest decisively in tech Deep dive: Procurement at scale A powerful supply ecosystem not yet fully leveraged Wide geographic €45bn global Deep operational & footprint purchasing volume culinary
Slide 30: Deep dive: Procurement at scale
Rebuild the growth engine Simplify & standardize the operating model Reignite a high-performance culture Invest decisively in tech Deep dive: Procurement at scale Resetting the model: from local fragmentation to system-level optimization Standardize Optimize Integrate AI Deploy Menus & Recipes, with
Slide 31: Deep dive: Procurement at scale
Rebuild the growth engine Simplify & standardize the operating model Reignite a high-performance culture Invest decisively in tech Deep dive: Procurement at scale Integrating Entegra and Sodexo Supply as one team Strengthened competitiveness from combined purchasing power Efficiencies • Volume pooli
Slide 32: Deep dive: Procurement at scale
Rebuild the growth engine Simplify & standardize the operating model Reignite a high-performance culture Invest decisively in tech Deep dive: Procurement at scale Changes in North America already translating into operational improvements Live now: Pilot phase successfully completed • Part of model f
Slide 33: Simplifying the operating model at scale
Rebuild the growth engine Simplify & standardize the operating model Reignite a high-performance culture Invest decisively in tech Simplifying the operating model at scale Tracking our execution progress Operational Margin improvement on excellence low performing contracts Organizational Average num
Slide 34: Reignite a high-performance culture
Reignite a high-performance culture Thierry Delaporte Chief Executive Officer & Soorya Themudu SVP Talent & Development Sodexo - Investor Update – July 16, 2026 34
Slide 35: Changing how the company is managed
Rebuild the growth engine Simplify & standardize the operating model Reignite a high-performance culture Invest decisively in tech Changing how the company is managed to drive reliable high-quality execution Strengthened Performance Aligned Talent & Leadership Management Incentives Succession • Exec
Slide 36: Deep dive: Performance management
Rebuild the growth engine Simplify & standardize the operating model Reignite a high-performance culture Invest decisively in tech Deep dive: Performance management Where we started in APAC • Too many layers Complexity • Slow decisions • Diffused accountability Performance rarely collapses overnight
Slide 37: Deep dive: Performance management
Rebuild the growth engine Simplify & standardize the operating model Reignite a high-performance culture Invest decisively in tech Deep dive: Performance management The performance system we built in APAC • Fewer & aligned KPIs Clearer • Excellence defined in measurable terms standards • Objectives
Slide 38: Deep dive: Performance management
Rebuild the growth engine Simplify & standardize the operating model Reignite a high-performance culture Invest decisively in tech Deep dive: Performance management Stronger management discipline reflected in improved results (APAC) In APAC, high engagement and high performance rose together, not at
Slide 39: Deep dive: Performance management
Rebuild the growth engine Simplify & standardize the operating model Reignite a high-performance culture Invest decisively in tech Deep dive: Performance management Scaling the performance culture across the Group Rollout already in motion Initial expected impact Fiscal 2030 ambitions Performance fr
Slide 40: Deep dive: Performance management
Rebuild the growth engine Simplify & standardize the operating model Reignite a high-performance culture Invest decisively in tech Deep dive: Performance management A permanent change in how we manage When people know what matters and are held to it consistently, organizations move faster When accou
Slide 41: Building a high-performance culture
Rebuild the growth engine Simplify & standardize the operating model Reignite a high-performance culture Invest decisively in tech Building a high-performance culture Tracking our execution progress Strengthened Regrettable attrition leadership Performance Performance rating distribution management
Slide 42: Invest decisively in tech
Invest decisively in tech Thierry Delaporte Chief Executive Officer & Alice Guéhennec Chief Tech Officer 2026 Investor Sodexo Briefing - Investor Update- July XX, – July 16,location 2026 42
Slide 43: The engine for scale and efficiency
Rebuild the growth engine Simplify & standardize the operating model Reignite a high-performance culture Invest decisively in tech The engine for scale and efficiency The force multiplier behind Shift & Grow Fix foundations Scale digital & AI • Accelerate implementation of core ERP, HR, procurement,
Slide 44: Deep dive: Scale digital & AI
Rebuild the growth engine Simplify & standardize the operating model Reignite a high-performance culture Invest decisively in tech Deep dive: Scale digital & AI The engine for scale and efficiency One modular digital Scaled global solutions Unified and governed data & AI platform Sodexo - Investor U
Slide 45: Deep dive: Scale digital & AI
Rebuild the growth engine Simplify & standardize the operating model Reignite a high-performance culture Invest decisively in tech Deep dive: Scale digital & AI One platform offering multiple use cases Clients Consumers Operators Intelligence Experience Performance Services Space & energy Room & des
Slide 46: Deep dive: Scale digital & AI
Rebuild the growth engine Simplify & standardize the operating model Reignite a high-performance culture Invest decisively in tech Deep dive: Scale digital & AI Sodexo - Investor Update – July 16, 2026 46
Slide 47: Deep dive: Scale digital & AI
Rebuild the growth engine Simplify & standardize the operating model Reignite a high-performance culture Invest decisively in tech Deep dive: Scale digital & AI Tech roadmap Global platform at scale Accelerate global rollout Expand deployment Build the foundations Core • ERP core model designed and
Slide 48: Technology as a competitive advantage
Rebuild the growth engine Simplify & standardize the operating model Reignite a high-performance culture Invest decisively in tech Technology as a competitive advantage Tracking our execution progress Fix Foundations Core systems deployment Data quality Scale Digital & AI Sodexo Spark adoption Growt
Slide 49: From execution to results
From execution to results Transformation is about what happens on the ground, everyday Shift & Grow 2030 already delivering tangible results, supporting our targets Rebuild the growth engine Simplify & standardize the operating model Reignite a high-performance culture Invest decisively in tech Sode
Slide 50: Financial ambition
Financial ambition Sébastien de Tramasure Chief Financial Officer Sodexo - Investor Update – July 16, 2026 50
Slide 51: Our financial ambition
Our financial ambition From operational transformation to financial outcomes Commercial excellence Accelerate growth Structural productivity Restore competitiveness Technology & data Performance accountability Sustainable margin improvement Value creation discipline Sodexo - Investor Update – July 1
Slide 52: Building a sustainable organic growth pathway through Fiscal 2030
Building a sustainable organic growth pathway through Fiscal 2030 Actioning various revenue levers >+5% Pricing Protecting value • Rigorous indexation embedded in contracts ~2% p.a. base case • Differentiated approach for regions and activities subject to macro environment • Protect margin & Stay co
Slide 53: Investments priorities over 2026-2030 to support Shift & Grow
Investments priorities over 2026-2030 to support Shift & Grow Front-loaded investments to accelerate sustainable growth and structural margin expansion ~€1bn of non-recurring incremental investments Commercial capabilities Technology & Data Workforce transformation Supply chain & Procurement Drive t
Slide 54: Margin trajectory to reach mid-term target of >5%
Margin trajectory to reach mid-term target of >5% UOP margin reset in 2026, stabilizes in 2027 then grows through 2030 >5.0% Broadly Other incl. in-line 3.2 - 3.4% investment phase- vs. 2026 out (+) and Workforce commercial Non- Other incl Procurement Productivity competitiveness (-) Investment Effi
Slide 55: A balanced capital allocation framework
A balanced capital allocation framework Focusing on delivering growth and sustainable value for shareholders 01 Investment in the business 02 Balanced dividend policy 03 Selective and disciplined M&A • Disciplined Opex and Capex • Disciplined and balanced • Disciplined bolt-on M&A in commercial capa
Slide 56: Disciplined liquidity management
Disciplined liquidity management Supported by strong liquidity and proactive debt maturity management Debt maturity profile (in €m equiv.) Target liquidity above €2.5bn (combining cash and undrawn RCF) 1 1,750 Fully repaid 279 285 800 800 635 Approach to refinance maturities 500 500 508 424 well ahe
Slide 57: Fiscal 2027 & Mid-term financial ambition
Fiscal 2027 & Mid-term financial ambition Our commitment Fiscal 2027 Fiscal 2030 Organic Growth +2% to +3% >+5% Net new business Return to sustainable positive net new growth >3% by Fiscal 2030 Underlying operating profit margin Broadly in line with Fiscal 2026 >5% Capex ~2.5% to 3% of revenues ROCE
Slide 58: Closing remarks
Closing remarks Thierry Delaporte Chief Executive Officer Sodexo - Investor Update – July 16, 2026 58
Slide 59: Why Sodexo can create significant value over time
Why Sodexo can create significant value over time A focused turnaround - already underway - that converts self-help into growth, margin and cash 01 Attractive and resilient markets with structural tailwinds 02 Unique combination of global footprint, capabilities and sustainability leadership 03 Oper
Slide 60: A renewed and aligned Leadership Team
A renewed and aligned Leadership Team Thierry Delaporte Joe Ganci Molly Matthew Ashton Sequeira Alice Guéhennec Sébastien Agnès Park Chief Executive Officer CEO Business & CEO Healthcare & CEO Education, Chief Tech Officer de Tramasure Chief Human & CEO North America Administrations, Seniors, United
Slide 61: Accelerating Growth, Restoring Competitiveness
Gr T Accelerating gsroweln Restoring Competitiveness * sodexo
Slide 62: Q&A
Q&A Sodexo - Investor Update – July 16, 2026 62
Slide 63: Investor Update
Investor Update t . / wat a Julhy 16, 2026 sodexo