The company will make the move after four years of consolidating the roles, and after a recommendation from the nominating committee following a selection process coordinated with the Bellon family.

Delaporte has previous experience in CFO and CEO roles in Europe, Asia and the United States. He was a CEO at Wipro and currently sits as a board member at Saint-Gobain and Edenred.

After four years as both Chair and CEO, Sophie Bellon will transition to non-executive Chairwoman.

“We have implemented large-scale structural changes in recent years, and we are now ready to start a new chapter in the growth history of the Company,” she said.

“In preparation for this next phase, we engaged a while ago in a governance reflection and started working on a succession process for the CEO role. I, together with the Board and my family, have full confidence in Thierry Delaporte’s leadership,” Bellon added.

This appointment is viewed as a strong signal of Sodexo’s intent to increase innovation, profitability, and market share.

“This is the fruit of a collaborative and methodical process. Thierry Delaporte is the right leader to steer Sodexo into the next stages of growth. He has the skills to lead global and people-intensive businesses, a strong connection to the US market, a history of delivering solid and profitable growth and a good cultural fit,” Gilles Pelisson, Independent Director and Chair of the Nominating Committee said.

Meet Thierry Delaporte

Born in France, Thierry Delaporte is mainly known for his extensive international management experience and expertise in finance and operations. He holds Economics and Finance degrees. He completed his degrees from Sciences Po Paris and a Master of Law from Sorbonne University, respectively.

He started his career as a Senior Auditor at Arthur Andersen in Paris and London in 1992. During his career, he developed a strong foundation in business analysis, corporate finance, and governance. The early career years shaped his mindset and global perspective regarding corporate financing and governance.

He gave 25 years to Capgemini, one of the world’s largest consulting and technology services firms. He served as Chief Financial Officer (CFO) for many of its business units, as well as its “Global Outsourcing Division” and “Financial Services Global Business Unit,” before becoming Global COO and Deputy CEO in 2018.

Thierry Delaporte moved to Wipro Limited in 2020, where he was the CEO and Managing Director. During his time, the company modernised operations, increased profitability, and drove double-digit revenue growth.

His move from the IT sector to hospitality and services highlights his versatile leadership style and deep experience in managing large, diverse, and international organisations. Thierry Delaporte is also famous for his social commitment, as he co-founded Life Project 4 Youth (LP4Y), a federation of 16 organisations in 13 countries whose aim is the development of innovative solutions for the comprehensive inclusion (professional and social) of young adults (18-24 years old) living in extreme poverty and suffering from exclusion.

Image Credits: Sodexo

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Jade joined Sodexo in 2021 as Business Development Director – Europe, leading its operational and sales teams to drive growth across 22 countries. Before joining Sodexo, Jade held key leadership positions in sales and operations, managing a portfolio of clients where the delivery of experience-led services was paramount.

Armed with expertise in energy and carbon, Jade has been instrumental in shaping Sodexo’s energy management, net-zero, and remote monitoring programmes in recent years. Her contributions have played a pivotal role in positioning Sodexo as a frontrunner in this domain, establishing the company as a trusted advisor to clients seeking guidance on decarbonisation initiatives.

Jade is a frequent speaker at FM industry events, previously serving as a Trustee for the Harrogate District Climate Change Coalition. Currently, she extends her support to young professionals in the facilities management sector by serving as a mentor.

In her interview with the International Finance Magazine, Jade Boggust, Managing Director of Sodexo UK Corporate Services, delves into the nuances of the facilities management industry, offering valuable insights on cultivating a positive work culture, harnessing technology for enhanced efficiency, adapting to evolving client needs and expectations, and a host of other pertinent topics.

Q) As the Managing Director of Sodexo UK Corporate Services, can you provide an overview of your leadership philosophy and how it has contributed to the success of your team and the organisation?

A) In the fast-paced and ever-evolving world of facilities and workplace management, I have learnt that the success of the business directly translates to leadership philosophy. Having worked alongside several successful leaders in my career to date, I have learnt from each of them how different leadership philosophies can influence different results. For me, however, the greatest success comes from empowering my teams, instilling trust, and owning the results, both positive and negative.

My role is to instil a shared vision, that my teams are inspired to play a part in contributing to and then supporting them in delivering this. Empowering my team is crucial for achieving operational excellence, by giving them the autonomy to make decisions within the framework of their roles. When team members feel a sense of ownership over their tasks and projects, they are more likely to take initiative, innovate and contribute to the overall success of the organisation. This, combined with prioritising individual growth and recognising achievements, leads to higher job satisfaction and increased productivity.

Q) Managing facilities management contracts for prominent global companies requires a deep understanding of their unique needs. How do you ensure that your team tailors solutions to meet the specific requirements of each company?

A) In managing facilities management contracts for large global companies, it is crucial to get to know our clients intrinsically. To quote Steve Jobs, ‘Get closer than ever to your customers. So close that you tell them what they need well before they realise it themselves’.

This involves close collaboration with our clients to understand their brand, culture, expectations, ambitions and future plans. Whilst a number of our core services happen behind the scenes such as maintenance and housekeeping activities, a significant number of our workplace services such as catering, digital concierge, front of house, security solutions interact with our clients’ employees and their own clients. We map out our client journeys, so we are able to design the experience and adapt our service offering to reflect expectations at all touchpoints from the minute a guest arrives, to the minute they leave and form their lasting impressions. Regular feedback loops, continuous improvement workshops and a proactive approach to problem-solving contribute to the success of delivering tailored solutions for each of our clients and our leading high retention score.

Q) Given the dynamic nature of the facilities management industry, how do you stay informed about emerging trends and technologies, and how do you incorporate them into your strategic planning for Sodexo UK Corporate Services?

A) Staying informed about emerging trends and technologies in the facilities management industry involves continuous learning and industry engagement. This can include attending conferences, participating in industry forums, government events and leveraging professional networks. Incorporating these insights into strategic planning involves proactive analysis of potential impacts on operations, considering technology adoption and ensuring the team is equipped to adapt to industry advancements. Regularly reassessing strategies helps us to stay ahead in a dynamic environment, alongside leveraging data and insights.

As a global operation working within multiple sectors, we are able to collaborate with our colleagues across those different markets to learn from one another. Internally, we have significant innovation, strategy, and digital teams, who are constantly on the front foot with research into trends and client behaviour, placing Sodexo in an excellent position when it comes to gaining invaluable insights from data and information.

Q) Can you share a challenging situation you’ve encountered in managing facilities management contracts and the strategies you employed to overcome it, ensuring positive outcomes for both Sodexo and the clients?

A) For many businesses emerging from the pandemic, increasing costs – particularly energy costs – are exerting a massive amount of pressure to find cost savings. For businesses where cost-cutting is the main driver, outsourced services, such as FM may be seen purely as a cost and, therefore, one that the business may be keen to shed. The challenge, however, is that many of these services are critical to ensuring building compliance or the cleanliness and attractiveness of the workplace, and they are services that rely heavily on people.

Ensuring we can demonstrate our service provision is optimal is now more important than ever. Ensuring we have flexibility in our operating models to adapt to fluctuating building occupancy levels, deliver efficiencies in our processes and demonstrate engineering, housekeeping or helpdesk productivity now plays a key part. Technology underpins this; from automating routine tasks to demonstrating performance against our service agreements, to tracking energy savings we have committed to.

Many client organisations also now recognise that as a global facilities management provider, we are able to drive value in other ways, including increasing energy savings, delivering decarbonisation programmes and contributing to attracting and retaining talent through the provision of a world-class workplace.

Q) Employee engagement is crucial for workforce performance. What initiatives or practices have you implemented to foster a positive work culture within your team and, by extension, enhance the service delivery to clients?

A) Our employees are at the heart of our business and personify our values of Service Spirit, Team Spirit and Spirit of Progress. It is essential that we invest in them to succeed. In fostering a positive work culture, initiatives like regular team-building activities including with our clients, joint recognition programmes and open communication channels can boost employee engagement. Every employee also has a personal career development plan, with training opportunities, mentoring and talent programmes. Additionally, soliciting feedback and involving employees in decision-making processes fosters a sense of ownership. Circles, a Sodexo workplace concierge and community company, offers a Five star hospitality and community engagement programme which builds bespoke training programmes for our teams at each client location to ensure our colleagues are vested in the client brand, understand their role and feel part of one team. The positive work environment, alongside an industry-leading rewards and benefits package, contributes to our leading employee retention statistics and hugely motivated team.

Q) Sustainability is a growing concern globally. How do you integrate sustainable practices into your facilities management contracts, and what role do environmental considerations play in your decision-making process?

A) Sodexo’s commitment to sustainability underpins everything we do. From building onto clients’ net zero roadmaps and activating relevant areas, to supporting clients decarbonise their estate and integrating sustainable decision-making in future maintenance strategies, to driving circular economy practices from waste management to materials management and reduction of food waste with our AI tool; in each element of our service offering we are always driving the sustainable agenda.

For every client location, we complete a sustainability assessment and then work with our clients to baseline their performance and, in partnership, build a clear roadmap of initiatives incorporating sustainability metrics into key performance indicators to ensure ongoing commitment. We celebrate our achievements, learn from piloting innovations and also recognise that we can’t tackle this alone. This is why our accelerator programme works to identify start-ups in the sustainable arena to work alongside our clients to pilot solutions. We also host roundtables focused on sustainability challenges where client organisations come together to learn from one another and share success stories. We truly believe a collaborative approach to driving this agenda is key. Whilst we can go fast alone, we can go further together.

Q) Technology is transforming the way facilities are managed. Can you discuss specific instances where you’ve leveraged technology to improve efficiency, cost-effectiveness, or overall service quality for your clients?

A) Sodexo puts technological innovation at the heart of what we do to provide actionable insights, enhance the workplace experience, deliver efficiencies, drive decarbonisation and ensure the uptime of our clients’ critical assets. Our Digital Intelligence Hub in Manchester is at the heart of this process. Here our teams of specialist engineers and analysts run diagnostic checks on remotely monitored assets, derive insights from utilisation and occupancy sensors, use AI to automate routine tasks and support clients with their decarbonisation programmes. We then use this intelligence to adapt our services; whether it is realigning our maintenance strategies to a client’s decarbonisation programme or real estate strategy, looking at repurposing space to drive employee productivity or adapting our workplace food offer to align with consumer nutrition preferences. This intelligence is essential in the development and improvement of effective strategy and operational decision-making at Sodexo.

Q) The COVID-19 pandemic has reshaped the way we work. How has Sodexo UK Corporate Services adapted its facilities management strategies to address the changing needs and expectations of clients in this new environment?

A) Like every other organisation, the COVID-19 pandemic impacted our business and therefore meant we had to adapt to support our clients and ensure resilience in our business model. We harnessed our agility to diversify our services to meet the changing needs of clients. From providing flexibility in our workplace solutions to adapt to fluctuation in client building occupancies, to having workplace solutions for remote employees to feel part of an organisation even if working from home through the introduction of meal vouchers and a digital concierge, through to the activation of online ordering and payment systems to optimise catering solutions to employee preferences and reduce overproduction of food.

For many clients, our role has also evolved considerably from a facilities management provider to a strategic partner sitting at the table, supporting clients to reduce the total cost of occupancy, enhance the employee value proposition, lead their decarbonisation programmes and support real-estate strategic decisions.

Q) As a leader with plentiful experience in the FM sector, what advice do you have for professionals aspiring to leadership roles in the facilities management industry, especially those looking to manage contracts for high-profile clients?

A) For aspiring leaders in facilities management, prioritising continuous learning is key. It is vital to stay updated on industry trends, technologies and best practices as well as develop strong communication skills, lead with integrity, and empower your teams. Foster a mindset of continuous improvement and adapt to changing environments and client needs. Deliver what you promise and build and maintain strong relationships with clients built on trust.

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Sodexo UK and Ireland conducted a survey involving 3,000 working adults in the UK, revealing a direct correlation between food and employee satisfaction, health, and productivity. These findings offer valuable insights into how businesses in the modern world can cultivate a successful workforce. The key takeaways are outlined below.

Hybrid Challenges

The post-pandemic work environment has undergone significant changes, with many employees now spending only 2-3 days a week on-site.

However, the office atmosphere often lacks energy, leading to diminished motivation levels. Simultaneously, the cost of living crisis has driven up food expenses at home, impacting access to nutritious meals and consequently affecting employee well-being.

To thrive in this new working world, businesses must delve into the core drivers of employee engagement and productivity. Understanding what brings satisfaction and happiness to the workforce is crucial.

Food as a Performance Enhancer

Drawing from experiences in the hospitality industry, it is clear that workplaces revolve around people. Providing resources and spaces for employees to thrive not only boosts satisfaction rates but also plays a pivotal role in recruitment, retention, and performance. Quality catering services contribute significantly to a positive work environment, fostering engagement, idea-sharing, and boosted morale.

Maxwell Mckenzie, Director of Food and Operations at The Good Eating Company, emphasises the importance of offering access to high-quality, freshly prepared, balanced, and well-sourced meals to improve satisfaction levels and performance.

Elevating Employee Health Through Eating Expz

Mental and physical health issues are on the rise in the workforce. Sodexo’s research indicates that only a small minority reported ‘very good’ mental and physical health, while 1 in 5 rated it as ‘poor.’ The survey also highlights that 97% of employees believe taking a lunch break improves their workday, and 64% claim that a meal at work provides the energy to continue their day.

Prioritising access to nourishing food not only positively impacts physical health and energy levels but also reduces sick leave. Employers have a responsibility to cultivate a culture of good nutrition to help employees reach their full potential.

The Link Between Food and Employee Satisfaction

There is a clear relationship between satisfaction with food at work and mental and physical well-being. Dissatisfaction levels, as revealed in the survey, are alarming, with 28% feeling disengaged and wanting to quit, and 43% quietly dissatisfied. Serious mental and physical health concerns were noted among Gen Z respondents.

Employers must take action to address these dissatisfaction levels, considering not only wellness perks but also broader issues such as pay, financial resilience, and overall employee experience. Investing in good food for employees can significantly enhance overall workplace satisfaction, creating a positive and enjoyable environment.

Connecting Through Communal Meals

The survey found that 58% of respondents work in a hybrid pattern, and remote working is favoured for its time and cost-saving benefits.

However, more than two days of remote work seem to negatively impact employee engagement. Incentives to return to the office include socialising with colleagues, free or subsidised food, a comfortable working environment, and subsidised commutes.

The importance of food in motivating employees to work on-site should not be underestimated. A tempting food offering can entice employees back to the office, contributing to a happier and healthier work environment.

Food as the Way Forward

The survey underscores the powerful influence of food on the workforce. Nourishing employees with quality food experiences in inviting, social spaces contributes to their overall well-being and likelihood of thriving. As businesses seek ways to improve satisfaction, well-being, retention, and performance, it is time to recognise food as an essential ingredient in the recipe for success.

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