COPY - Oak Park and River Forest High School

Custodial ServicesManagement ProposalforOak Park and River ForestHigh School District 200

February 26, 2009SodexoPresented toPresented toOak Park and River Forest High School District 200Oak Park and River Forest High School District 200Greg JohnsonAccount ExecutiveDeb SmilskiDistrict ManagerBrad LozierSenior Vice PresidentTom LoobyVice President, SalesAlbert T. AllenPresident, Education Facilities Services283 Cranes Roost Boulevard, Suite 260Altamonte Springs, Florida 32701Albert T. AllenPresident, Education Facilities ServicesAuthorized Representative of SodexoCOPYThis proposal is submitted under the name of Sodexo America LLC (Sodexo). This proposal is proprietaryinformation of Sodexo. Except where required by law, any other use, duplication or review requires expresspermission of Sodexo. Proposal will be valid for a period of 90 days.

Table of ContentsExecutive Summary .........................................................Tab 1Section A ...........................................................................Tab 2Instructions to VendorsSodexo Sexual Harassment PolicySection B ...........................................................................Tab 3General Proposal SpecificationsBid BondSection C ...........................................................................Tab 4Project SpecificationsSection D ...........................................................................Tab 5Project Qualification FormSection E............................................................................Tab 6Non-Collusion AffidavitSection F............................................................................Tab 7Background Check AffidavitSection G ...........................................................................Tab 8Vendor Employee Information (staffing)Section H ...........................................................................Tab 9Employee Benefits PackageSection I...........................................................................Tab 10Composite Criminal Record KeepingSection J..........................................................................Tab 11Evidence of Liability InsuranceBusiness Entity Registration CertificationSection K .........................................................................Tab 12Three-Year Cost ProjectionSection L..........................................................................Tab 13Employee Turnover Rates FormSection M ........................................................................Tab 14Current Job Responsibilities

Table of ContentsSection N.........................................................................Tab 15Equipment ListingSection O.........................................................................Tab 16Proposed Cleaning Procedures and TechniquesCustodial Technologies page 3Training page 29Program Objectives page 77Section P .........................................................................Tab 17Pricing FormAddendum Receipt AcknowledgementsSection Q.........................................................................Tab 18Employee Wage and Benefits ProposalSection R .........................................................................Tab 19Value-Added ServicesSection S .........................................................................Tab 20List of ReferencesSection T .........................................................................Tab 21RFP ScheduleSection U.........................................................................Tab 22Illinois Public Act 095-0241Section V.........................................................................Tab 23Document ChecklistSection W........................................................................Tab 242008-2009 District 200 School CalendarCompany Overview .......................................................Tab 25Sodexo’s 2007-2008 Annual ReportSodexo 2008 Diversity ReportExceptions List

February 24, 2009Mr. Tim KeeleyPurchasing CoordinatorOak Park and River Forest, District 200201 North Scoville AvenueOak Park, Illinois 60302Dear Mr. Keeley:Sodexo is pleased to offer a Custodial Services Program designed to provide services in an effective,efficient manner that supports the mission of Oak Park and River Forest, District 200. Our proposalrepresents our commitment to bring an innovative and responsive program to meet Oak Park and RiverForest, District 200’s custodial requirements and enhance the daily experience of education for yourstudents.Sodexo will provide the expertise to manage the human, physical and financial resources committedtoward maintaining your facilities. Together, we can provide the leadership and teamwork that willsupport continuous improvement toward enhancing your district environment and the daily educationexperience for years to come.In addition to managing the custodial operations, we would welcome the opportunity to assist theAdministration and District in achieving long-range goals through applying the skills and expertise ofour division’s technical support resources. This team will provide the following services:• Enhance District-wide Master Plan by developing a Facilities Capital Action Plan, whichwould include current and future maintenance renewal and replacement needs for eachdistrict building to serve as a planning tool for the Administration. The board could expect topay consulting fees exceeding $80,000. This process is part of our proposed program at noadditional charge to the district.• Review district compliance with current ADA requirements and assist in development of athorough analysis and plan of correction for each area not in compliance. Engineering firmswould charge $40,000 for a similar report. Once again, this service is provided as part of ourproposal at no additional charge to the district.2578 Capital Avenue Aurora, Illinois 60504Telephone: 630-978-0292 ● Fax: 630-978-0899 ● e-mail: greg.johnson@sodexo.comwww.sodexoUSA.com

Mr. Tim KeeleyPurchasing CoordinatorPage Two• Introduce custodial related sustainable cleaning practices (green cleaning chemicals, polishcertain floors that require gallons of water to strip off harsh chemicals, use of recycled paper forpaper towels, vacuums designed to minimize the spread of dust). Sodexo looks to engage with theDistrict’s Buildings and Grounds Committee in order to help achieve long term successconcerning all sustainability plans, goals, and expectations.• Implement a quality assurance program and introduce our web-based satisfaction survey. Thissurvey allows us access to your student customers, staff, and administration to provideobservations regarding our services.• Provide a complete training program for supervisory and production employees that includessafety and technical training. The program will be continuous, long term and relevant.We have the systems, processes and expertise to provide the quality services that Oak Park and RiverForest, District 200 deserves. Through proper leadership, communication, organization, follow-up andnurturing of employees, we will provide greater operating efficiencies and elevate the level of customerservice throughout your organization.We would like to thank those in administration who supported us during the tour and discovery process.We are very excited about the possibility of working with you and would be delighted to be a part of theOak Park and River Forest, District 200 team.Should you have any questions or require clarification on any item, please do not hesitate to contact me.Respectfully,GREG JOHNSONSales Executive

Executive SummaryBy partnering with Sodexo, who already has proven success in managing over 200educational institutions and understands your unique needs, Oak Park and RiverForest High School District 200will experience improved program quality and animproved return on investment.Mission Statement:Oak Park and River Forest High School exists to provide all students with asuperior education so that they may achieve their full human potential.In a continuing effort to support the mission, Oak Park and River Forest HighSchool District 200has requested Sodexo to develop and propose to provideeffective custodial management services. It is our understanding that there are threeprimary objectives for this project:Vision and Mission come firstEver mindful of its illustrious past,OPRFHS has entered the newmillennium focused on meeting theneeds of students who will live mostof their lives in the 21st century,committed to helping each one ofthem reach his/her full humanpotential.1. To maintain the current high standard of environmental cleanliness andattractiveness2. Create an atmosphere of well-trained custodians with less turnover3. Ensure continuing administrative, community, and student satisfactionObjectives that resultfrom VisionOAK PARK AND RIVER FOREST HIGH SCHOOL DISTRICT 200Executive Summary 1-1

1-2 Executive Summary OAK PARK AND RIVER FOREST HIGH SCHOOL DISTRICT 200

#1Maintain a current highstandard of environmentalcleanlinessOur program will provide the daily services you require. To ensure that thishappens, our proposal offers one custodial manager and one custodialsupervisor, assisted by an administrative assistant. In addition, our supportteam will provide planning services not currently provided including aFacilities Capital Action Plan and ADA Study. Our marketplace experienceand expertise allows us to understand the uniqueness of your district, both inhours of operation and in the special requirements for maintaining theappearance of the District.FeatureWe will provide an establishedcustodial program proven in over200 educational institutions.Sodexo Cleaning SystemIntroduction of custodial-relatedsustainable cleaning practicesBenefitA cleaner, safer environment for theentire corporationImproved customer satisfaction,improved employee morale andproductivityUse of green cleaning chemicals, polishcertain floors that require gallons ofwater to strip off harsh chemicals, useof recycled paper for paper towels,vacuums designed to minimize thespread of dust#2Create atmosphere of welltrained custodians with lessturnover.FCAP and ADA compliancestudies will be provided, savingover $120,000 in potentialconsulting fees.Ensuring that long-term facilityrequirements are executedSodexo is committed to the training and development of all employeesentrusted to us. The facilities division has professional training specialists whowork diligently to develop and facilitate training programs that will prepareyour employees to handle the challenges and pressures of our business.FeatureSkills and required safety training,certification and degree programsthrough Sodexo UniversityEmployee Recognition ProgramsMethod of the Week TrainingBenefitCreate and maintain higher employeeretention rates, efficiencies andeconomiesEstablish and maintain overallemployee moraleProgram that immediately improvesworker productivity and output.OAK PARK AND RIVER FOREST HIGH SCHOOL DISTRICT 200Executive Summary 1-3

1-4 Executive Summary OAK PARK AND RIVER FOREST HIGH SCHOOL DISTRICT 200

OperationsManagementTrainingHuman ResourcesCostControlQualityAssuranceSafetyCommunicationStart-UpRegulatory#3Ensure continuingadministration, communityand student satisfactionFeatureSodexo Cleaning SystemSodexo Quality Control ProgramOur system includes protocols for daily,weekly, monthly and annualcommunications.BenefitImproved customer satisfaction,improved employee morale, andproductivityImproved response time, work ordercompletion, and cost effectiveness.Enhanced communications, with yourstudents and administrationSodexo is committed to and understands the long term importance of enhancing thedaily educational experience of the students and numerous stakeholders associated withOak Park and River Forest High School District 200. To that end, Sodexo guaranteesour performance and specific program outcomes. Sodexo is the only facilitiesmanagement provider who understands your district and has the experience, resourcesand proven success in maintaining a district’s custodial program and requirements.Services GuideFeatureMonthly Administrative ReportExpectations ManagementProgramCustomer Satisfaction SurveyBenefitAdministration has access to contacts, functions,and services offered.Administration reviews human resources, qualitycontrol, training, corporate support, financialperformance, project plans, completedassignments, and future department plans.Administration establishes expectations,commitments, success measures, client-specificobjectives, and assessments to gaugeperformance.All stakeholders have an input and opiniondocumented and acted upon.OAK PARK AND RIVER FOREST HIGH SCHOOL DISTRICT 200Executive Summary 1-5

The bottom line…Sodexo will provide you with the smoothest transition and best return on yourinvestment.In conclusion, the program being offered maintains the mission of Oak Parkand River Forest High School District 200. We want to strengthen ourrelationship by providing excellent facilities services for years to come. Whilethis is never an easy decision to make, Sodexo will support you, just as wealways have.Thank you for the opportunity.1-6 Executive Summary OAK PARK AND RIVER FOREST HIGH SCHOOL DISTRICT 200

Section AInstructions to VendorsSodexo acknowledges the items listed in Section A, Instructions to Vendors.Please see Sodexo’s Sexual Harassment Policy at the end of this section.OAK PARK AND RIVER FOREST HIGH SCHOOL DISTRICT 200Section A-Instructions to Vendors 2-1

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2-4 Section A-Instructions to Vendors OAK PARK AND RIVER FOREST HIGH SCHOOL DISTRICT 200

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POLICY AGAINST SEXUAL HARASSMENTSodexo Campus Services is committed to providing and maintaining a workplace that is free of sexualharassment. Because sexual harassment in the workplace is a violation of Sodexo Campus Services’ policyand the law, the Company will strictly enforce a policy prohibiting sexual harassment of any kind.Any Sodexo Campus Services employee who engages in sexual harassment of another employee, a customer,or any other person is subject to constructive counseling action, up to and including termination of employment.Sexual harassment is any unwelcome sexual conduct. Examples of sexual harassment include: offensive orunwelcome sexual remarks, flirtations, advances or propositions; offensive or unwelcome verbal abuse of asexual nature; graphic statements about a person’s body; sexually degrading words used to describe a person;the display of sexually suggestive objects or pictures; any form of unwelcome, sexually offensive conduct.Sexual harassment also may occur when a manager or supervisor makes submission to sexual advances orgranting of sexual favors, either explicitly or implicitly, a term or condition of employment or a basis for anemployment decision.Employees who believe that they have been subjected to sexually harassing conduct are encouraged to useSodexo’s Promise of Respect and Fair Treatment complaint procedure, or to raise the complaint with any of thefollowing: his or her supervisor or Human Resources representative; any member of management or humanresources with whom the employee feels comfortable; or Corporate Human Resources, Sodexo CampusServices, 9801 Washingtonian Blvd., Gaithersburg, Maryland 20878.Employees who believe that they have been harassed or discriminated against, and who feel that they cannotmake good use of the Company's Promise of Respect and Fair Treatment, can also call the Network businessabuse hotline at (800) 241-5689. (See the Promise of Respect and Fair Treatment for more information aboutthe Network.)The Company will conduct a prompt and impartial investigation of the complaint. Sodexo Campus Services willstrive to maintain the confidentiality of information revealed during the investigation and release informationarising out of a complaint or investigation on a strictly need-to-know basis.Employees should be aware, however, that certain information may have to be disclosed in order to conduct aneffective investigation. If Sodexo Campus Services determines after investigation that sexually harassingconduct may have occurred, the Company will take immediate action to remedy that conduct.No employee will suffer retaliation, intimidation or any form of punishment for using the Promise of Respect andFair Treatment or any other complaint procedure to complain of sexual harassment or for cooperating in aninvestigation of sexual harassment.George ChavelPresident andChief Executive Officer2-6 Section A-Instructions to Vendors OAK PARK AND RIVER FOREST HIGH SCHOOL DISTRICT 200

Section BGeneral ProposalSpecificationsSodexo acknowledges the items listed in Section B, General Proposal Specifications.Please see Sodexo’s bid bond on the next page. Sodexo acknowledges all provisionsrelated to the issuance of the performance bond in the event of a partnership betweenSodexo and Oak Park and River Forest High School District 200.OAK PARK AND RIVER FOREST HIGH SCHOOL DISTRICT 200Section B-General Proposal Specifications 3-1

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Section CProject SpecificationsSodexo acknowledges the items listed in Section C, Project Specifications.OAK PARK AND RIVER FOREST HIGH SCHOOL DISTRICT 200Section C-Project Specifications 4-1

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Section DProjectQualification FormPlease see Sodexo’s response to the Project Qualification Form on the followingpage.OAK PARK AND RIVER FOREST HIGH SCHOOL DISTRICT 200Section D-Project Qualification Form 5-1

5-2 Section D-Project Qualification Form OAK PARK AND RIVER FOREST HIGH SCHOOL DISTRICT 200

Albert T. AllenPresident, Education FacilitiesServicesSodexo America LLC283 Cranes Roost Boulevard, Ste. 260, Altamonte Springs, Florida 32701407.339.3230 February 24, 2009COPYOAK PARK AND RIVER FOREST HIGH SCHOOL DISTRICT 200Section D-Project Qualification Form 5-3

5-4 Section D-Project Qualification Form OAK PARK AND RIVER FOREST HIGH SCHOOL DISTRICT 200

Section ENon-Collusion AffidavitPlease see Sodexo’s completed Non-Collusion Affidavit on the following page.OAK PARK AND RIVER FOREST HIGH SCHOOL DISTRICT 200Section E-Non-Collusion Affidavit 6-1

6-2 Section E-Non-Collusion Affidavit OAK PARK AND RIVER FOREST HIGH SCHOOL DISTRICT 200

STATE OF FLORIDASeminoleAlbert T. AllenPresident, Education Facilities ServicesSodexo America L.L.C.COPYOAK PARK AND RIVER FOREST HIGH SCHOOL DISTRICT 200Albert T. AllenPresident, Education Facilities ServicesSection E-Non-Collusion Affidavit 6-3

6-4 Section E-Non-Collusion Affidavit OAK PARK AND RIVER FOREST HIGH SCHOOL DISTRICT 200

Section FBackground CheckAffidavitPlease see Sodexo’s completed Background Check Affidavit on the following page.OAK PARK AND RIVER FOREST HIGH SCHOOL DISTRICT 200Section F-Background Check Affidavit 7-1

7-2 Section F-Background Check Affidavit OAK PARK AND RIVER FOREST HIGH SCHOOL DISTRICT 200

STATE OF FLORIDASeminoleAlbert T. AllenPresident, Education Facilities ServicesSodexo America L.L.C24th February 2009OAK PARK AND RIVER FOREST HIGH SCHOOL DISTRICT 200Albert T. AllenPresident, Education Facilities ServicesCOPYSection F-Background Check Affidavit 7-3

7-4 Section F-Background Check Affidavit OAK PARK AND RIVER FOREST HIGH SCHOOL DISTRICT 200

Section GVendor EmployeeInformationPlease see Sodexo’s response to your request for Vendor Employee Information onthe following page.OAK PARK AND RIVER FOREST HIGH SCHOOL DISTRICT 200Section G-Vendor Employee Information 8-1

Vendor Employee InformationPositionOne On-site Custodial ManagerOne On-site Custodial SupervisorOne On-site Administrative AssistantSalary/Hourly Rate$60,000 Per Year$45,000 Per Year$20,000 Per Year24 Full-time Routine Custodians $11.25 Per Hour5 Full-time Floor Technicians $12.50 Per Hour4 Full-time Daily Custodians (policing) $11.25 Per HourOne Full-time Custodial Lead$15.00 Per Hour8-2 Section G-Vendor Employee Information OAK PARK AND RIVER FOREST HIGH SCHOOL DISTRICT 200

Section HEmployee BenefitsPackagePlease see Sodexo’s proposed employee benefits packages on the following pages.(HMO benefits information available upon request.)OAK PARK AND RIVER FOREST HIGH SCHOOL DISTRICT 200Section H-Benefits Benefits Package 9-1

9-2 Section H-Employee Benefits Package OAK PARK AND RIVER FOREST HIGH SCHOOL DISTRICT 200

StandardFrontlineFor Your Health• Medical Benefits• Dental Plan• Vision PlanFor Your FinancialWell-being• Disability• Life Insurance• Flexible SpendingAccounts – HCSA/FCSA• 401(k) Savings Plan• Employee Stock PurchasePlan• Savings Bonds• Credit Union• Direct DepositFor Your Time Off• Vacation• Sick Leave• Other Time OffFor Your PersonalLifeYour BenefitsSodexo team members make significant contributions thatimprove the quality of daily life for our clients, customersand in the communities we serve. In return, Sodexo iscommitted to caring for our employees in the same way thatwe care about our clients.Our goal is to improve the quality of everyday life of ouremployees now and into the future. We strive to provide arobust and generous benefits package that is designed tooffer provisions for protection, professional developmentand personal time, as well as programs which allowemployees to share in the success of the company.We recognize that each employee is an individual withindividual needs, life stages, and interests. Our benefitspackage was created with the flexibility to supportemployees who are at different places in their lives andcareers.When you review what we have to offer, you will see acomprehensive package that covers everything fromtraditional benefits to unique offerings. Your benefitspackage is designed to help you strengthen your financialwell-being, assist you with health matters, and support youin your daily life –both when you are at work and duringyour time away from work. In total, you will have what youneed to make the most of both your work and personal life– and discover a healthy balance between the two.• LifeWorks• Tuition Reimbursement• Service Awards• Employee DiscountshYouThis publication provides a general overview of the benefits package provided to eligible employees at Sodexo. These benefits are provided on a companywidebasis to frontline employees. Frontline employees subject to a collective bargaining agreement are not entitled to received these benefits unlessspecifically provided for in the collective bargaining agreement. Employees in the state of Hawaii are not eligible for most standard company medical plansbut may be eligible for state-specific medical plans. Also, some benefits listed here may not apply to employees in Puerto Rico and Guam. The benefits,terms, and conditions described above are not subject to change without the prior approval of the Benefits Department. Certain benefits are described ingreater detail in their respective Summary Plan Descriptions.9/08 1

StandardFrontlineFor Your HealthGood health is essential to a good life. Sodexo’s health plans and services are designed to keep you feeling your best while helping you and your familymanage the rising costs of medical care. One of the best ways to stay healthy — not to mention save money — is to take advantage of preventivehealthcare. Getting recommended screenings, annual check-ups and immunizations is important to your well-being. In order for you to take fulladvantage of preventive care benefits, many of the medical plans pay 100% of the cost with no maximums.Medical Benefits – PPOPlanPreferredProviderOrganization(PPO)PlanAdministratorEmpire BlueCrossBlueShieldEligibilityNon-temporary, full-timefrontline employees(class code 6) & eligibledependentsDescriptionAnnual DeductibleAnnual Out-of-PocketMaximumLifetime MaximumDoctor Office Visit (primaryand specialist)Preventive Care (routinephysical exams, well-babycare, GYN exams,immunizations)Hospital• Inpatient (includesmaternity admissions)In-network: $500/individual, $1,500/familyOut-of-network: $1,000/individual, $3,000/familyIn-network: $5,000/individualOut-of-network: $10,000/individual$2 million/individualIn-network: $20 per visit, then 100%Out-of-network: 60% after deductibleIn-network: $20 per visit, then 100%Out-of-Network: Covered at 60% after deductibleIn-network: 70% after deductibleOut-of-network: 60% after deductibleWaiting PeriodYour benefits begin thefirst of the monthfollowing 90 days afteryou are hired. If you arenewly eligible, yourbenefits can be effectiveon the Saturdayfollowing your call toDexter if you havesatisfied your initialwaiting period and makeyour call within 45 daysof becoming eligible.Precertificationrequired for allinpatient services• Outpatient SurgeryMaternity (pre- and postnataloffice visits)Emergency Care• In Area (when not followedby admission)• Out of Area (when notfollowed by admission)Prescription Drug – Retail(30-day supply unlessotherwise noted)In-network: 70% after deductibleOut-of-network: 60% after deductibleIn-network: $20 initial visit, then 100%Out-of-network: 60% after deductible$75 per ER visit, then 70% after deductible$75 per ER visit, then 70% after deductible$10 (generic), $20 plus 10% coinsurance (brand name), or $35 plus10% coinsurance (non-formulary brand name) per prescription.Mail order available. Formulary applies. Mandatory generics.Mental Health• Inpatient In-network: $500 deductible, then 70%Out-of-network: Covered at 60% after deductibleLimit 30 days per plan year. Lifetime limit 60 days. Combined withInpatient Substance Abuse. In/Out-of-network services combined.• OutpatientIn-network: $20 per visit.Out-of-network: Covered at 60% after deductible. Limit 30 visitsper plan year. Lifetime limit 200 visits. Combined with OutpatientSubstance Abuse. In/Out-of-network services combined.9/08 2

StandardFrontlineMedical Benefits – PPO continuedPlanDescriptionSubstance Abuse• InpatientIn-network: $500 deductible, then covered at 70%Out-of-network: Covered at 60% after deductibleLimit 30 days per plan year. Lifetime limit 60 days. Combined withInpatient Mental Health. In/Out-of-network services combined.PPO Buy-UpOptionsAll other plan features arethe same as the basePPO PlanDoes not apply to outof-network• OutpatientCoinsurance Buy-Up OptionDeductible Buy-Up OptionFull Buy-Up OptionIn-network: $20 per visit.Out-of-network: Covered at 60% after deductible. Limit 30 visitsper plan year. Lifetime limit 200 visits. Combined with OutpatientMental Health. In/Out-of-network services combined.In-network coinsurance: 80%; does not apply to out-of-network(Buying up from 70% coinsurance)In-network deductible: $250/individual, $750/family; does not applyto out-of-network (Buying up from in-network deductible$500/individual, $1,500/family)In-network deductible: $250/individual, $750/familyIn-network coinsurance: 80%; does not apply to out-of-network(Buying up from in-network deductible: $500/individual,$1,500/family and a 70% coinsurance)Medical Benefits – HMOPlansDescriptionFor Health Maintenance Organization (HMO) information call Dexter 1-877-6DEXTER (selection is based on your home ZIPcode). Plan designs vary by HMO.9/08 3

StandardFrontlineMedical Benefits – Definity HealthPlanDefinity Health(Consumer DrivenPlan)Plan AdministratorDefinity HealthEligibilityNon-temporary, full-timefrontline employees (class code6) & eligible dependentsDescriptionHealth ReimbursementAccount (HRA) AnnualFunding by SodexoMember ResponsibilityPlan Year Deductible(Combination of HRA andMember Responsibility)Annual Out-of-PocketMaximumLifetime Maximum$750 employee only, $1,175 Employee+1, $1,500 family.Rollover available.$1,250 employee only, $1,825 employee+1, $2,500 family.Only applies if you exhaust HRA.$2,000 employee only, $3,000 employee+1, $4,000 familyIn-network: $3,000 employee only, $6,000 employee+1,$10,000 familyOut-of-network: $9,000 employee only, $18,000 employee+1,$30,000 family$2 million/individualWaiting PeriodYour benefits begin the first ofthe month following 90 daysafter you are hired. If you arenewly eligible, your benefits canbe effective on the Saturdayfollowing your call to Dexter ifyou have satisfied your initialwaiting period and make yourcall within 45 days of becomingeligible.Doctor Office Visit (primaryand specialist)Preventive Care (routinephysical exams, well-babycare, GYN exams,immunizations)Hospital• Inpatient (includesmaternity admissions)• Outpatient SurgeryMaternity (pre- and postnataloffice visits)Emergency Care• In Area (when not followedby admission)• Out of Area (when notfollowed by admission)Prescription Drug – Retail(30-day supply unlessotherwise noted)Mental Health• InpatientIn-network: HRA pays 100%, then 80% after deductible.Out-of-network: HRA pays 100%, then 60% after deductible.In/Out-of-network: 100% coverage.In-network: HRA pays 100%, then 80% after deductible.Out-of-network: HRA pays 100%, then 60% after deductible.In-network: HRA pays 100%, then 80% after deductible.Out-of-network: HRA pays 100%, then 60% after deductible.In-network: HRA pays 100%, then 80% after deductible.Out-of-network: HRA pays 100%, then 60% after deductible.In/Out: HRA pays 100%, then 80% after deductible.In/Out: HRA pays 100%, then 80% after deductible.In-network: HRA pays 100%, then 80% after deductible.Home delivery available. No formulary.In-network: HRA pays 100%, then 80% after deductible. Out-ofnetwork:HRA pays 100%, then 60% after deductible.30 days/year; 60 days maximum lifetime. Combined withoutpatient Substance Abuse. In/Out-of-network servicescombined.• Outpatient 30 visits/year; 200 days maximum lifetime. Combined withinpatient Substance Abuse. In/Out-of-network servicescombined.Substance Abuse• InpatientIn-network: HRA pays 100%, then 80% after deductible. Out-ofnetwork:HRA pays 100%, then 60% after deductible.30 days/year; 60 days maximum lifetime. Combined withinpatient Mental Health. In/Out-of-network services combined.• Outpatient 30 visits/year; 200 days maximum lifetime. Combined withoutpatient Mental Health. In/Out-of-network services combined.9/08 4

StandardFrontlineMedical Benefits – Basic Net (Aetna Affordable Health Choices ®limited benefits insurance plan)PlansBasic Net (AetnaAffordable HealthChoices ® limitedbenefits insuranceplan)Plan AdministratorStrategic Resource Company– An Aetna CompanyEligibilityNon-temporary, full-timefrontline employees (classcode 6) & eligible dependentsDescriptionAnnual DeductibleAnnual Out-of-PocketMaximumDoctor Office Visit (primaryand specialist)Preventive Care (routinephysical exams, well-babycare, GYN exams,immunizations)Hospital• Inpatient (includesmaternity admissions)Varies by service. See specific service for more information.NoneIn-network: $10 per visit, then 100%.Out-of-network: $10 deductible per visit, then 80%.Annual limit 5 visits in- or out-of-network per individual.In-network: $15 per visit, then 100%.Out-of-network: Covered at 80%.$100 annual maximum in-or out-of-network per individual.In-network: $250 deductible per individual, then 80%.Out-of-network: $250 deductible per individual, then 65%.Waiting PeriodYour benefits begin the first ofthe month following 90 daysafter you are hired. If you arenewly eligible, your benefitscan be effective on theSaturday following your call toDexter if you have satisfiedyour initial waiting period andmake your call within 45 daysof becoming eligible.NotePre-existing conditionlimitations apply to this plan.• Outpatient SurgeryMaternity (pre- and postnataloffice visits)Emergency Care• In Area (when not followedby admission)$2,000 annual maximum in- or out-of-network.Covers surgery and diagnostic services. In-network: $15 perservice, then 100%. Out-of-network: $15 deductible perservice, then 80%. Five services maximum or $400 annualmaximum in- or out-of-network per individual.Counts toward doctor office visit maximum.In-network: $15 per ER visit, then 100%.Out-of-network: $15 deductible per ER visit, then 100%.$50 maximum per visit in- or out-of-network; 3 visits maximumin- or out-of-network per individual per year.• Out of Area (when notfollowed by admission)Prescription Drug – Retail(30-day supply unlessotherwise noted)Mental Health (inpatient oroutpatient)Substance Abuse (inpatient oroutpatient)Vision/HearingSame as In Area$10 deductible per prescription, then 100%. Discount if usingin-network pharmacy.Annual maximum $200 per individual. Home deliveryavailable.Covered under above services and applied toward annualmaximums.Covered under above services and applied toward annualmaximums.Vision discounts are available. Hearing not covered.9/08 5

StandardFrontlineDentalPlansDental(PreferredDentistProgram -PDP)PlanAdministratorMetropolitan Life(MetLife)EligibilityNon-temporary, fulltimefrontlineemployees (class code6) & eligibledependentsWaiting PeriodYour benefits begin thefirst of the monthfollowing 90 days afteryou are hired. If youare newly eligible, yourbenefits can beeffective on theSaturday following yourcall to Dexter if youhave satisfied yourinitial waiting periodand make your callwithin 45 days ofbecoming eligible.DescriptionPDP Service ProviderAnnual Deductible $50 $50Plan Pays• Preventive Care• Basic Services• Major Services• Periodontics• Orthodontic ServicesAnnual Plan Maximum $1,500Plan pays 100%, no deductiblePlan pays 80%, after deductiblePlan pays 50%, after deductiblePlan pays 80%, after deductiblePlan pays 50%, after deductibleNon-PDP Service ProviderPlan pays 80%*, no deductiblePlan pays 80%*, after deductiblePlan pays 50%*, after deductiblePlan pays 80%*, after deductiblePlan pays 50%*, after deductible*Subject to reasonable and customaryfee (R&C) limits. All charges over R&Cfees are paid by you.Lifetime Maximum• Orthodontia $1,500 per person for dependents under age 19; does not count towardannual limit9/08 6

StandardFrontlineVision PlanPlansEyeMedSelect VisionCare PlanPlanAdministratorEyeMed Vision CareEligibilityNon-temporary, full-timefrontline employees(class code 6) & eligibledependentsWaiting PeriodYour benefits begin thefirst of the monthfollowing 90 days afteryou are hired. If you arenewly eligible, yourbenefits can be effectiveon the Saturdayfollowing your call toDexter if you havesatisfied your initialwaiting period and makeyour call within 45 daysof becoming eligible.DescriptionEye Exams• Eyeglasses• Contact Lens Exam• Contacts Fit and FollowupVisits (Standard)• Contacts Fit and FollowupVisits (Premium)FramesLenses (standard uncoatedplastic), Single, Bifocal,Trifocal, LenticularProgressive (standard)Contact Lenses• Conventional• DisposableContact Lenses – medicallynecessaryOtherIn-Network Benefit$15 copay$15 copay, then covered in full$10 copay, includes 2 follow-upvisits$10 copay, 10% off retail, $30allowance$130 allowance, then 20% offbalance over $130$0 copay, then covered in full$65 copay$130 allowance, then 15% offbalance over $130$130 allowanceOut-of-Network ReimbursementUp to $32Up to $32Up to $32Up to $32Up to $58Up to $28 – Single visionUp to $44 – BifocalUp to $72 – TrifocalUp to $72 – LenticularUp to $44 - ProgressiveUp to $104Up to $104$0 copay, then covered in full Up to $200Laser Vision Correction Program, Mail Order Contact Lens ReplacementProgram, EyeMed Vision Care Discount ProgramVision Discount ProgramPlansEyeMedVision CareDiscountProgramFree Discount Programno enrollmentEligibilityAll employees and theirfamily members areautomatically enrolled atno cost.Waiting PeriodNoneDescriptionEye Exams• Glasses• Contact LensesFrames (retail price)Lenses (standard uncoated plastic)• Single Vision• Bifocal• TrifocalLens Options (add to lens price)• Polycarbonate (includes scratch coating)• Scratch Resistant Coating• Ultra-Violet Coating• Anti-Reflective Coating• Progressive (add-on to Bifocal)• Tint (solid or gradient)Contact LensesOther$5 off routine exam$10 off contact lens exam40% off retail$50$70$105$40$15$15$45$65$1515% discount on non-disposable contacts; nodiscount on disposable contactsLaser Vision Correction Program, Mail OrderContact Lens Replacement Program, 20% discounton add-ons and accessories9/08 7

StandardFrontlineYour Financial Well-beingWe all work to earn the money that will support us today and in the future. Sodexo has a number of programs in place to help you reach your financialgoals.DisabilityPlansHourly ShortTerm Disability(HSTD)Plan AdministratorLiberty MutualEligibilityNon-temporary, full-timefrontline employees (classcode 6)Employees who work inCalifornia, Hawaii, NJ,NY, RI, or Puerto Ricocannot enroll. Insteadcoverage is through thestate orcommonwealth’sdisability plan.DescriptionWaiting PeriodPlan BenefitMaximum Weekly BenefitBenefit BeginsMaximum Benefit PaymentDurationYour benefits begin the first of the month following 90 days afteryou are hired. If you are newly eligible, your benefits can beeffective on the Saturday following your call to Dexter if you havesatisfied your initial waiting period and make your call within 45days of becoming eligible.Tax-free benefit$150/$200/$250 weeklyAt the beginning of the 8th day26 weeks or until you are no longer disabled.PlansHourly LongTerm Disability(HLTD)*Plan AdministratorLiberty MutualDescriptionWaiting PeriodPlan BenefitYour benefits begin the first of the month following 90 days afteryou are hired. If you are newly eligible, your benefits can beeffective on the Saturday following your call to Dexter if you havesatisfied your initial waiting period and make your call within 45days of becoming eligible.Tax-free benefit50% of annual base salaryEligibilityNon-temporary, full-timefrontline employees (classcode 6)Pre-existing conditionlimitations apply.Maximum Weekly Benefit $2,000Benefit BeginsMaximum Benefit PaymentDurationAt the beginning of the 27 th weekGenerally to age 65*If your government mandated disability plan pays more than 26 weeks, your HLTD benefit will bereduced.9/08 8

StandardFrontlineLife InsurancePlansFree Basic LifeInsurance (FBL)DescriptionWaiting PeriodYour benefits begin the first of the month following 90 days afteryou are hired or when you become newly eligible. Enrollment isautomatic.Plan AdministratorCIGNAEligibilityNon-temporary, full-timefrontline employees (classcode 6)PlansGroup Term LifeInsurance (GTL)Plan AdministratorAetnaEligibilityNon-temporary, full-timefrontline employees (classcode 6) & eligible dependentsPlansAccidental Death& Dismemberment(AD&D)Plan AdministratorAIG Insurance CompanyEligibilityNon-temporary, full-timefrontline employees (classcode 6) & eligible dependentsPlan BenefitDescriptionWaiting PeriodPlan Benefit• Employee• Spouse/Domestic Partner• Child/Domestic Partner’schildDescriptionWaiting PeriodPlan Benefit• Employee• Spouse/Domestic Partner• Child/Domestic Partner’sChildTax-free benefit$10,000 (reduced at age 65)Your benefits begin the first of the month following 90 days afteryou are hired. If you are newly eligible, your benefits can beeffective on the Saturday following your call to Dexter if you havesatisfied your initial waiting period and make your call within 45days of becoming eligible.1-4 times pay, within certain maximums50% of employee’s coverage up to $100,000NoneYour benefits begin the first of the month following 90 days afteryou are hired. If you are newly eligible, your benefits can beeffective on the Saturday following your call to Dexter if you havesatisfied your initial waiting period and make your call within 45days of becoming eligible.$25,000 increments up to $350,000 (up to $250,000 if salary isless than $30,000)50 – 60% of employee amount15 – 20% of employee amount9/08 9

StandardFrontlineFlexible Spending AccountsPlansHealth CareSpendingAccount (HCSA)Plan AdministratorEmpire BlueCross BlueShieldEligibilityNon-temporary, full-timefrontline employees (classcode 6). You do not have toparticipate in a Sodexomedical, dental, or vision planto participate.DescriptionWaiting PeriodEnrollment during Annual Enrollment ONLY in the fallBenefitBefore-tax savings on medical, dental, and vision expenses.Depending on your tax bracket, and where you live, for every $1you put into your HCSA, you may be able to save an average of 30cents in taxes.Contributions Choose between $200 and $5,000 of your pay divided over 40weekly pay periods.Family CareSpendingAccount (FCSA)Plan AdministratorEmpire BlueCross BlueShieldEligibilityNon-temporary, full-timefrontline employees (classcode 6), and you are a singleparent; married with a spousewho is working or a full-timestudent or disabled; noncustodialparent with childrenyou claim as dependents ontaxes and you pay the daycare directly.Waiting PeriodBenefitContributionsIf you do not enroll in FCSA when your employment begins, youare newly eligible, or during Annual enrollment, you cannotparticipate for that year.Before-tax savings on child and elder care costs. Depending onyour tax bracket, you may cut your out-of-pocket dependent careexpenses by 30% or more.Choose between $200 and $5,000 of your pay divided over 20 biweeklypay periods.9/08 10

StandardFrontline401(k) Savings PlanPlans401(k)Savings PlanDescriptionContributions• Employee1-25% (combined pre- and post-tax contributions)Plan AdministratorINGEligibilityAge 21 and completion of1,000 hours of service withinone 12-month period• EmployerVestingInvestment OptionsQuarterly match – 50% of first 6% of employee contributions –may vary by year50% after 2 years75% after 3 years100% after 4 years15 investment optionsLoan FeatureAvailableEmployee Stock Purchase PlanPlansEmployee StockPurchase Plan(ESPP)Plan AdministratorSG VestiaEligibilityNon-temporary, full and parttimeemployees employedon September 1 each yearDescriptionEnrollment PeriodAugust 1 – August 31 each year.Contributions After-tax payroll deductions of 1-8%.Plan BenefitOwn a piece of the company by purchasing shares of Sodexo at a10% discount.9/08 11

StandardFrontlineSavings BondsPlansSavings BondsDescriptionWaiting PeriodNonePlan AdministratorNational Bond and TrustEligibilityNon-temporary, full- and parttimeemployeesPlan Benefit Purchase Series I in denominations of a $50, $75, $100, $200,$500, and $1,000 or EE U.S. Savings Bonds in denominationsof $100, $200, $500, and $1,000 through convenient paycheckdeductions on an after-tax basis.Credit UnionPlansCredit UnionPlan AdministratorMEFCUEligibilityAll employeesDescriptionWaiting PeriodBenefitNoneThe credit union offers its members competitive interest rates onloans, yields on certificates, money market accounts, and savingsaccounts.Direct DepositPlansDescriptionDirect Deposit BenefitYou may have your paycheck deposited into up to 10 savings and10 checking or investment accounts.EligibilityAll employees9/08 12

StandardFrontlineYour Time OffEven the most dedicated employee needs time away from the job for rest and relaxation. Sodexo provides the ability to balance work and personalinterests through its paid time off programs.Paid Time OffPlansSick LeaveEligibilityNon-temporary, full-timefrontline employees (classcode 6) and some part-timeemployeesPlansVacationDescriptionAnnual Accrual RatesCarryoverCashoutDescriptionAnnual Vacation DaysVaries by unitUp to 40 daysNoVaries by unitEligibilityNon-temporary, full-timefrontline employees (classcode 6) and some part-timeemployeesCaliforniaIf in the state of CA, pleasecontact your HRrepresentative for additionaldetailsPlansOther Time OffCarryoverVestingDescriptionHolidaysFuneral LeaveJury DutyFamily Medical Leave Act(FMLA), FMLA-like, or MilitaryLeaveUp to 30 daysYour anniversary date or the unit vesting dateVaries by unitUp to 3 days of paid funeral leave following the death of animmediate family member, which includes your parents, parents ofyour spouse or domestic partner, step-parents, your children,step-children, domestic partner’s children, grandparents, legalguardian, siblings, spouse, or domestic partner.If you have jury duty during your regularly scheduled work hours,you will receive your normal daily pay and any payment receivedfrom the court for up to 4 weeks.Contact your HR Representative for more information.Adoption follows FMLA Guidelines.9/08 13

StandardFrontlineYour Personal LifeThe rest of your life doesn’t stop when you enter the door at Sodexo. The company has long recognized that helping employees meettheir personal needs allows them to accomplish their professional objectives, too.LifeWorksPlansLifeWorksPlanAdministratorCeridianEligibilityFull-time non-unionfrontline employees andtheir family membersDescriptionWaiting PeriodBenefitNoneAssistance for almost any concern you may have: child care and eldercare concerns, legal and budgeting issues, and short-term counseling.Information, education, and support for personal and work-relatedissues. The Web site also offers resources, moderated chats,podcasts, and workshops on a large number of topics.Tuition ReimbursementPlansDescriptionEligibilityAll full-time employeeswith one year ofcontinuous servicebefore the first classmeetingBenefit100% for minimum “C” grade in job-related courses at an approvedschool; $2,500 annual maximum; and pre-approval required.Service AwardsPlansDescriptionEligibilityAll employeesBenefitRewards for meeting 5 year milestones in service.9/08 14

StandardFrontlineEmployee DiscountsPlansEligibilityAll employeesDescriptionBenefitSeveral discounts are offered to Sodexo employees for their use.Some examples include cell phones, computers, rental cars,taxes, mortgage loans, flowers, paint, and vision discounts..Lifeworks offers a discount program with a wide variety ofproducts and services from over 200 favorite brands, ranging fromelectronics to floral delivery to travel. Save up to 60% on theseproducts and services.9/08 15

Section IComposite CriminalRecord ReportingSodexo acknowledges the items listed in Section I, CompositeCriminal Record Reporting and will make such informationavailable to the District upon request.OAK PARK AND RIVER FOREST HIGH SCHOOL DISTRICT 200Section I-Composite Criminal Record Reporting 10-1

10-2 Section I-Composite Criminal Record Reporting OAK PARK AND RIVER FOREST HIGH SCHOOL DISTRICT 200

Section JEvidence of Liability InsuranceandBusiness Entity RegistrationCertificationSodexo acknowledges the requirements for liability insurance listed in Section B,item 10 in the RFP. Please see Sodexo’s letter verifying our ability to meet thoserequirements on the following pages. Also following, please note a copy of ourBusiness Entity Registration Certification as mandated by the State of Illinois.OAK PARK AND RIVER FOREST HIGH SCHOOL DISTRICT 200Section J-Insurance and Business Entity Registration Certification 11-1

11-2 Section Insurance and Business Entity Registration CertificationOAK PARK AND RIVER FOREST HIGH SCHOOL DISTRICT 200

OAK PARK AND RIVER FOREST HIGH SCHOOL DISTRICT 200The contract is voidable under Section 50-60 for thebidder’s or contractor’s failure to comply with this Section.Section J-Insurance and Business Entity Registration Certification 11-3

11-4 Section Insurance and Business Entity Registration CertificationOAK PARK AND RIVER FOREST HIGH SCHOOL DISTRICT 200

Section KThree-YearCost ProjectionSodexo acknowledges the request for a three-year cost projection listed in Section K.Please see Sodexo’s response on the Pricing Form in Section P, tab 17.OAK PARK AND RIVER FOREST HIGH SCHOOL DISTRICT 200Section K Three-Year Cost Projection 12-1

ee12-2 Section K Three-Year Cost Projection OAK PARK AND RIVER FOREST HIGH SCHOOL DISTRICT 200

Section LEmployeeTurnover RatesPlease see Sodexo’s response to your request for employee turnover statistics onthe following pages.OAK PARK AND RIVER FOREST HIGH SCHOOL DISTRICT 200Section L-Employee Turnover Rates 13-1

13-2 Section L-Employee Turnover Rates OAK PARK AND RIVER FOREST HIGH SCHOOL DISTRICT 200

51%44%59%Albert T. AllenPresident, Education FacilitiesServicesSodexo America L.L.C.February 24, 2009COPYOAK PARK AND RIVER FOREST HIGH SCHOOL DISTRICT 200Section L-Employee Turnover Rates 13-3

13-4 Section L-Employee Turnover Rates OAK PARK AND RIVER FOREST HIGH SCHOOL DISTRICT 200

Section MCurrent JobResponsibilitiesSodexo acknowledges the items listed in Section M, Current Job Responsibilitiesas presented in the RFP.OAK PARK AND RIVER FOREST HIGH SCHOOL DISTRICT 200Section M-Current Job Responsibilities 14-1

14-2 Section M-Current Job Responsibilities OAK PARK AND RIVER FOREST HIGH SCHOOL DISTRICT 200

OAK PARK AND RIVER FOREST HIGH SCHOOL DISTRICT 200Section M-Current Job Responsibilities 14-3


OAK PARK AND RIVER FOREST HIGH SCHOOL DISTRICT 200Section M-Current Job Responsibilities 14-5


Section NEquipment ListingPlease see Sodexo’s response to your request for an equipment list on thefollowing pages.OAK PARK AND RIVER FOREST HIGH SCHOOL DISTRICT 200Section N-Equipment Listing 15-1

Oak Park and River Forest Capital EquipmentEquipment Type Name Brand Model Quantity YearCarpet Extractors Tennant 1260 1 200913-inch Wand Tennant 600048 1 2009Upholstery Cleaning Kit Tennant 190710 1 2009Wet Vacuum Tennant 3580 pump-out 2 2009Wet Vacuum Squeegee Tennant 190108 4 2009Wet Vacuum Tool Kit Tennant 190928 4 2009Wet Vacuum Tennant 3520 2 2009Grout Hog Windsor G3 2 2009Wide Area Vacuum Tennant 3260 1 2009Carpet Spotter Windsor PRS 3 1 2009Backpack VacuumsProTeamMega Vacuum22 2009Slow Speed Scrubbers Tennant F-5 20 inch 4 2009Scrubbing Block Tennant 240258 4 2009Solution Tank Tennant 1045875 4 200920 inch Burnisher W/Dust Tennant 1000151 3 2009Upright Vacuums Windsor SRXP 15 6 200932-inch Riding Scrubberwith Ech2oTennant T7 1 200920 inch auto scrubberWith Ech2oTennant T3 1 2009Air Movers Tennant 250 5 2009Chariot I Gloss RidingBurnisherWindsor CB202 W/AGM 1 200915-2 Section N-Equipment Listing OAK PARK AND RIVER FOREST HIGH SCHOOL DISTRICT 200

Section OProposed CleaningProceduresand TechniquesPlease see Sodexo’s Custodial Technologies information in response to yourrequest for our proposed cleaning procedures and techniques on the followingpages.OAK PARK AND RIVER FOREST HIGH SCHOOL DISTRICT 200Section O-Proposed Cleaning Procedures and Techniques 16-1

16-2 Proposed Cleaning Procedures and TechniquesOAK PARK AND RIVER FOREST HIGH SCHOOL DISTRICT 200

CustodialTechnologiesSodexo Cleaning System (SCS).Philosophy• Clean for health first, then appearance• Treat cleaning workers as first class citizens• Keep it simple• Use the clean syndrome (cleanliness propagates cleanliness)• Go beyond compliance on safety regulations• Minimize environmental harm• Exceed expectationsGoals• Create and maintain a clean, safe environment• Cleaning workers take ownership and responsibility resulting in pride.• Cleaning workers are happier with positive attitudes.• Cleaning workers take leadership roles.• Create a more efficient, systematic way to clean which results in cost savingsResults• Fewer people required to do the same amount of work• More effective cleaning/cleaner habitat• Less absenteeism/higher employee moraleOAK PARK AND RIVER FOREST HIGH SCHOOL DISTRICT 200Section O-Proposed Cleaning Procedures and Techniques 16-3


Welcome to The Sodexo Cleaning System (SCS)Sodexo has recognized the advantages of a cleaning system and has adopted theSCS system as its preferred system. The advantages will be detailed below, but themost important is that the efficiency of the system always carries great potential forreduction in custodial labor hours and costs. SCS is a complete program thatmeasurably controls time, materials and task performance.As you read further, it will be important to suspend your preconceptions. We’reall accustomed to zone or area cleaning, and operational factors vary from campusto campus. Try to think of your school with infinite possibilities in custodialstaffing and task patterns. You can adapt SCS to fit your specific needs and stillmaintain its basic program.A thumbnail view of SCSSCS is a thoroughly detailed cleaning system that utilizes the development oftrained and properly equipped cleaning specialists. The specialist categories are:• Restroom specialist• Vacuum specialist• Light duty specialist• Utility specialistThe specialists clean a building or area divided in a quartered fashion, called a corein the SCS program. Each person starts work in a different core and meets in adesignated area at the end of the day. They don’t work together as a group, buttheir results are products of a team effort.Proprietary InformationOAK PARK AND RIVER FOREST HIGH SCHOOL DISTRICT 200Section O-Proposed Cleaning Procedures and Techniques 16-5

The cleaning supervisor gives each specialist a daily job card that details tasks andexpected time for completion. The supervisor also prepares and distributespersonalized distribution trays containing properly apportioned packets of cleaningchemicals, a tool to open them, gloves and an inspection mirror. There is a pocketon top of the tray that holds a card for the specialist’s use in reporting facilitiesproblems that are beyond cleaning. The specialist puts the tray in his/her properlyequipped custodial cart and goes to work. Each day per week, the specialists areassigned more intensive cleaning tasks that allow for deep cleaning in a specificcore. This way, each core is deep cleaned once weekly.SCS identifies and quantifies supplies, provides time/task standards, providesstandardized training and quality control practices and gives you a way to evaluateyour optimal staffing needs.Advantages of SCS• Sets realistic time/task standards on a square foot basis• Provides for continuous quality control• Breaks from maid/porter mentality• Helps standardize training, cleaning procedures and expectations for you andthe client• Can provide additional information/data for use in computerized qualitycontrol systems• Provides a means to evaluate progress and results• Defines staffing needs/hours• Facilitates reduced custodial labor hours• Makes efficient use and positive control of supplies and equipment• Focuses on detail work, improving cleanliness• Seeks to exceed OSHA work practice safety standardsProprietary InformationOAK PARK AND RIVER FOREST HIGH SCHOOL DISTRICT 20016-6 Proposed Cleaning Procedures and Techniques

OAK PARK AND RIVER FOREST HIGH SCHOOL DISTRICT 200Section O-Proposed Cleaning Procedures and Techniques 16-7

The Cycle - Profile, Assess, Project, Supply, Train, Implement,Assess and Adjust.The SCS program provides the right materials, tools and means necessary to definestaffing needs, train them and supply them with just the right amount of cleaningmaterials and equipment. The program provides quality control checks, promotesthe highest level of safety and evaluates performance (team or individual). Mostimportant to remember is that the program is an ongoing one, a cycle of continuedassessment, evaluation and adjustment.We highly recommend photo documenting detailed conditions as a baseline forbefore/after comparison.Step One - Profiling the FacilityUsing the “SCS Cleaning Profile” form, the program takes into account morethan building square footage (the customary criteria) to begin to define laborand material needs. Numbers of fixtures, types of floor coverings and roomtypes are compiled to reach a total square footage cleaned. The “InternationalSanitary Supply Association (ISSA) Cleaning Times” guide is used to convertthis data to labor hours necessary. The time/task figures in the ISSA standardsare somewhat generous, but add just a little time to each at initial start-up. Thetask/time calculations are then used to define optimum daily staffing. We adjustthem to nominal ISSA standards as familiarity builds efficiency. In a perfectworld where cleaning was performed once daily in spaces unoccupied for eighthours each day, this would be the end of the analysis.Step Two - Assess the VariablesThe manuals and cleaning profiles broadly address the variables in buildingoccupancy, daily turnover and accessibility. We will dig a little deeper than theprofile and solicit information from building users as to accessibility, specialexpectations and frequency of events and functions. A thorough assessment ofthe initial costs for equipment and supplies compatible with the SCS system willbe needed. These are integral to program success.We will need to assess and choose the first area carefully. We will select an areathat requires improvement, shows potential for positive aesthetic results andcarries potential for labor savings. An exception would be an area that requiresdramatic change in cleaning practice to raise customer satisfaction. Your facultyand staff will be made aware of the intentions in most cases.Step Three - Project StaffingAfter we have performed the profile and identified staff-hour needs, we canadjust them according to the variables that will require additions or subtractions.We compare the current staffing against your numbers. We will set initial andlong-term goal staffing patterns. We may find that you have just the rightProprietary InformationOAK PARK AND RIVER FOREST HIGH SCHOOL DISTRICT 20016-8 Proposed Cleaning Procedures and Techniques

number of people who already work in the area we’ve profiled. That’s okay.The other efficiencies and long-term material savings provide sufficientincentive to proceed.Step Four - SupplyWe will determine the supplies and equipment needed. We will procure andhave these in place prior to training as they will be used to demonstratetechniques and practices.Step Five - Train, Train, TrainWe are building a team. We will train them all, in all specialties. We willprovide training tapes and materials, to help them thoroughly understand thesubjects. We combine multi-media training with practical, participatory hands-ondemonstrations. These can be performed in the field. Once trained, we willchoose specialists based on observations of their interest and proficiencies.Step Six - Implement the ProgramAfter considering and adjusting the SCS program for all variables procuringsupplies and training, we will implement the program. Initial implementationrequires MBWA (management by walking around). Supervisor(s) will soonrealize that this is an effective means of quality assurance and measurement foradjustments to the initial program. We will seek to meet the standards and tosurpass them.We anticipate that team members will encounter some reactions fromcustomers accustomed to the old way. We will explain and adjust as necessary.Step Seven - AssessWe will provide assessment forms to document performance of the programand individual specialists. We will compose Oak Park and River Forest HighSchool District 200’s own assessment form and format. Our goal is the mostefficient use of human and material resources, cleanliness and clientsatisfaction.The use of job cards and distribution trays are the firstline of defense against time and materials abuse. Betweendistributing these and their return, supervisors will beinspecting, observing and recording on a seeminglyrandom daily basis (but covering the whole area/buildingonce weekly). The team will be briefed on the results ofthe evaluations and assessments. We will concentrate onthe team’s strengths and encourage strengthening ofweaknesses.Proprietary InformationOAK PARK AND RIVER FOREST HIGH SCHOOL DISTRICT 200Section O-Proposed Cleaning Procedures and Techniques 16-9

Once two or more teams have been working successfully for a while and havedeveloped a basic routine, we will have them trade or rotate areas worked. Wewill allow a short adjustment period to the new geography and area operatingrequirements. We will then evaluate the performance of the teams as a whole,including their ability to adapt and apply their training to a variety of areas.Step Eight - AdjustSix weeks into the program we will meet with the faculty, staff andadministration, and then meet with the cleaning supervisor(s) and review theirfindings. From observations and perhaps a customer survey and qualitycontrol reports we will evaluate the following:• Is the process and program adequately compatible with the area’sfunctionality?• Are personnel changes needed?• Will additional or different capital equipment and tools make a difference instaff hours and/or sanitation?• Are safety measures practiced routinely?• Are the habitual controls in place and followed religiously (portion pacreturn, job cards, task timing, etc.)?• Is absenteeism having an impact on effectiveness?• Have the teams taken ownership of the system?• Were projected staffing needs accurate?We will adjust the program according to the evaluations.The system will eventually be absorbed into the routine, and you may find laborsavings where you least expect them. Your facilities will be cleaner and moresanitary. Best of all, you’ll have data to prove it!Proprietary InformationOAK PARK AND RIVER FOREST HIGH SCHOOL DISTRICT 20016-10 Proposed Cleaning Procedures and Techniques

Service Levels for Custodial.Custodial services provided:• Floors and base moldings shine and/or are bright and clean. There is no buildup incorners or along walks, but there can be up to two days worth of dust, dirt, stains, orstreaks.• All vertical and horizontal surfaces are clean, but marks, dust, smudges and fingerprintsare noticeable upon close observation. Lights all work and fixtures are clean.• Washroom and shower fixtures and tile gleam and are odor-free. Supplies are adequate.• Trash containers and pencil sharpeners hold only daily waste, are clean and odor-free.Service Specification A:Service Specification B:Service Specification C:Service Specification D:Service Specification E:Service Specification F:Service Specification G:Service Specification H:Service Specification I:Service Specification J:Service Specification K:Service Specification L:Classrooms – Routine ServiceLab Areas – Routine ServiceOffice Areas – Routine ServiceRestrooms, Showers, and Locker Rooms - Routine ServiceHallways –Routine ServiceElevators – Routine ServiceStairwells – Routine ServiceLobbies and Entrances – Routine ServiceCommon AreasHall Restrooms – Routine ServiceCycle Cleaning SchedulesWeekend ServicesOAK PARK AND RIVER FOREST HIGH SCHOOL DISTRICT 200Section O-Proposed Cleaning Procedures and Techniques 16-11

SERVICE SPECIFICATION A: Classrooms ‐ Routine ServiceDUTY ITEM DESCRIPTION FREQUENCY1.BlackboardsDryboardsErase boards and remove chalk dust from trays.Wash with approved solution and replace chalk.DailyDaily2. Dust Dust all low level ledges, furniture and fittings to a heightof 6 feet.Dust all ledges and fittings above 6 feet.DailyBi-weekly3. Clean Glass Clean glass entrance doors, interior glass, partitions andglass door panels.Daily4. Painted Surfaces Check and remove finger marks from doors.Check and remove finger marks from walls.DailyDaily5. Furniture Remove smudges, marks, graffiti and soil from furniture.Spot clean, polish or vacuum as required.DailyAs Required6. Sweep Sweep all hard surface floors with dust control tool. Daily7. Vacuum Spot vacuum carpeted areas.Clean spots / stains on carpet.Complete vacuuming.DailyAs RequiredDaily8. Empty Trash Empty trash containers. Reline if required. Daily9. Spot Mop Remove spots and spillage from floors. Daily10. Damp Mop Damp mop entire floor with an approved cleaningsolution.Daily11. Buff Floor Buff hard surfaced floors to restore shine. WeeklyOAK PARK AND RIVER FOREST HIGH SCHOOL DISTRICT 20016-12 Proposed Cleaning Procedures and Techniques

SERVICE SPECIFICATION B: Lab Areas ‐ Routine ServiceDUTY ITEM DESCRIPTION FREQUENCY1.BlackboardsDryboardsErase boards and remove chalk dust from trays.Wash with approved solution and replace chalk.DailyDaily2. Replace Supplies Refill Paper Towel and Hand Soap Dispensers Daily3. Dust Dust all low level ledges, furniture and fittings to aheight of 6 feet.Dust all ledges and fittings above 6 feet.DailyBi-weekly4. Clean Glass Clean glass entrance doors, interior glass, partitions andglass door panels.Daily5. Painted Surfaces Check and remove finger marks from doors.Check and remove finger marks from walls.6. Furniture Remove smudges, marks, graffiti and soil from furniture.Spot clean, polish or vacuum as required.DailyDailyDailyAs Required7. Sweep Sweep all hard surface floors with dust control tool. Daily8. Vacuum Spot vacuum carpeted areas.Clean spots/stains on carpet.Complete vacuuming.DailyAs RequiredDaily9. Empty Trash Empty trash containers. Reline if required. Daily10. Spot Mop Remove spots and spillage from floors. Daily11. Damp Mop Damp mop entire floor with an approved cleaningsolution.Daily12. Buff Floor Buff hard surfaced floors to restore shine. As RequiredOAK PARK AND RIVER FOREST HIGH SCHOOL DISTRICT 200Section O-Proposed Cleaning Procedures and Techniques 16-13

SERVICE SPECIFICATION C: Office Areas ‐ Routine ServiceDUTY ITEM DESCRIPTION FREQUENCY1. DustDust all low level ledges, furniture and fittings to a heightof 6 feet.Dust all ledges and fittings above 6 feet.DailyBi-weekly2. Clean Glass Clean glass entrance doors, interior glass, partitions andglass door panels.Daily3. Painted Surfaces Check and remove finger marks from doors.Check and remove finger marks from walls.DailyDaily4. Furniture Remove smudges, marks, graffiti and soil from furniture.Spot clean, polish or vacuum as required.DailyAs Required5. Sweep Sweep all hard surface floors with dust control tool. Daily6. Vacuum Spot vacuum carpeted areas.Clean spots/stains on carpet.Complete vacuuming.DailyAs requiredDaily7. Empty Trash Empty trash containers. Reline if required. Daily8. Spot Mop Remove spots and spillage from floors. Daily9. Damp Mop Damp mop entire floor with an approved cleaningsolution.Daily10. Buff Floor Buff hard surfaced floors to restore shine. As RequiredOAK PARK AND RIVER FOREST HIGH SCHOOL DISTRICT 20016-14 Proposed Cleaning Procedures and Techniques

SERVICE SPECIFICATION D: Restrooms, Showers, Locker Rooms ‐ Routine ServiceDUTY ITEM DESCRIPTION FREQUENCY1. Empty Trash Empty trash containers. Reline if required. Daily2. Toilets, Urinals Thoroughly clean and disinfect toilets, seats, (both sides)and urinals to remove all soil and deposits. Changecleaning solution.Daily3. Shower Stalls Thoroughly clean and disinfect shower walls, plumbing,soap dish and floor.Daily4. Sinks Thoroughly clean and disinfect sinks to remove all soiland deposits.Clean and shine mirrors and bright work.DailyDaily5. Restroom Supply Replenish hand soaps, hand towels, toilet paper, etc. Daily6. Privacy Partitions Remove marks, graffiti and grime from walls and door.Dust ledges.DailyDaily7. Dust Dust all low level ledges, furniture and fittings to aheight of 6 feet.Dust all ledges and fittings above 6 feet.WeeklyBi-weekly8. Sweep Sweep floor surface clean of debris. Daily9. Mop Damp mop floors with disinfectant solution. Pour waterdown floor drain when mopping procedure iscompleted.DailyOAK PARK AND RIVER FOREST HIGH SCHOOL DISTRICT 200Section O-Proposed Cleaning Procedures and Techniques 16-15

SERVICE SPECIFICATION E: Hallways ‐ Routine ServiceDUTY ITEM DESCRIPTION FREQUENCY1. Empty Trash Empty trash containers. Reline if required. Daily2. Water Fountains Clean inside and outside using disinfectant cleaner.Polish with glass cleaner.Daily3. Glass and Walls Spot clean walls and doors. Clean glass entrance doors. Daily4. Dust Dust all low level ledges, furniture and fittings to aheight of 6 feet.Dust all ledges and fittings above 6 feet.DailyBi-weekly5. Kick Plates andBaseboardsKeep free of dust, splash marks and dirt.Daily6. Furniture Remove smudges, marks, graffiti and soil fromfurniture.Spot clean, polish or vacuum as required.DailyAs Required7. Sweep Sweep all hard surface floors with dust control tool. Daily8. Mop Spot mop to remove spots and spillage from floors.Damp mop entire surface with an approved cleaningsolution.9. Vacuum Clean spots/stains on carpet.Completely vacuum all areas.DailyDailyAs RequiredDaily10. Buff Floor Buff hard surfaced floors to restore shine. As Required11. Carpet Maintenance SpottingBonnet Cleaning/Dry FoamRotary Shampoo and ExtractionDailyAs RequiredAnnuallyOAK PARK AND RIVER FOREST HIGH SCHOOL DISTRICT 20016-16 Proposed Cleaning Procedures and Techniques

SERVICE SPECIFICATION F: Elevators ‐ Routine ServiceDUTY ITEM DESCRIPTION FREQUENCY1. TrashCollect all trash and debris and transport to trashcollection area.Daily2. Walls and Doors Spot clean walls and doors to remove smudges, fingermarks, dirt and graffiti.Wash entire surface of walls and doors.Polish stainless steel doors.DailyMonthlyDaily3. Tracks Clean and vacuum. Daily4. Sweep Sweep all hard surface floors with dust control tool. Daily5. Mop Spot mop to remove spots and spillage from floors.Damp mop entire surface with an approved cleaningsolution.DailyTwice Weekly6. Vacuum Clean spots/stains on carpet.Completely vacuum all areas.DailyDaily7. Buff Floor Buff hard surfaced floors to restore shine. Twice Weekly8. Carpet Maintenance SpottingBonnet Cleaning/Dry FoamRotary Shampoo and ExtractionDailyAs RequiredAnnuallyOAK PARK AND RIVER FOREST HIGH SCHOOL DISTRICT 200Section O-Proposed Cleaning Procedures and Techniques 16-17

SERVICE SPECIFICATION G: Stairwells ‐ Routine ServiceDUTY ITEM DESCRIPTION FREQUENCY1. TrashCollect all trash and debris and transport to trashcollection area.Daily2. Walls and Doors Spot clean walls and doors to remove smudges,finger marks, dirt and graffiti.Daily3. Dust Dust all low level ledges, furniture and fittings to aheight of 6 feet.Dust all ledges and fittings above 6 feet.DailyBi-weekly4. Sweep Sweep all hard surface floors with dust control tool. Daily5. Mop Spot mop to remove spots and spillage from floors.Damp mop entire surface with an approvedcleaning solution.DailyDaily6. Vacuum Clean spots/stains on carpet.Completely vacuum all areas.DailyDaily7. Buff Floor Buff hard surfaced floors to restore shine. As Required8. Carpet Maintenance SpottingBonnet Cleaning/Dry FoamRotary Shampoo and ExtractionDailyAs RequiredAnnuallyOAK PARK AND RIVER FOREST HIGH SCHOOL DISTRICT 20016-18 Proposed Cleaning Procedures and Techniques

SERVICE SPECIFICATION H: Lobbies and Entrances ‐ Routine ServiceDUTY ITEM DESCRIPTION FREQUENCY1. Empty Trash Empty trash containers. Reline if required. Daily2. Water Fountains Clean inside and outside using disinfectant cleaner.Polish with glass cleaner.DailyDaily3. Entrance Glass Thoroughly clean all entrance glass areas. Daily4. Walls Spot clean walls and doors to remove smudges, fingermarks, dirt and graffiti.Daily5. Dust Dust all low level ledges, furniture and fittings to aheight of 6 feet.Dust all ledges and fittings above 6 feet.6. Furniture Remove smudges, marks, graffiti and soil fromfurniture.Spot clean, polish or vacuum as required.7. Exterior Trash Collect all trash around entry areas and transport totrash collection area.8. Outside Entrance Sweep or blow organic debris outside entrance to 12feet. Non organic material must be picked up anddisposed of properly.DailyBi-weeklyDailyAs RequiredDailyDaily9. Walk Off Mats Sweep or vacuum.Remove and clean.DailyWeekly10. Sweep Sweep all hard surface floors with dust control tool. Daily11. Mop Damp mop entire surface with an approved cleaningsolution.12. Vacuum Clean spots/stains on carpet.Completely vacuum all areas.DailyDailyWeekly13. Buff Floor Buff hard surfaced floors to restore shine. As Required14. Carpet Maintenance SpottingBonnet Cleaning/Dry FoamRotary Shampoo and ExtractionDailyAs RequiredAnnuallyOAK PARK AND RIVER FOREST HIGH SCHOOL DISTRICT 200Section O-Proposed Cleaning Procedures and Techniques 16-19

SERVICE SPECIFICATION I: Common AreasDUTY ITEM DESCRIPTION FREQUENCY1. Empty Trash Empty trash containers. Reline if required. Daily2. Entrance Glass Thoroughly clean all entrance glass areas. Daily3. Exterior Trashand Ash TraysCollect all trash and empty ash trays around entry areasand transport to trash collection area.Daily4. Outside Entrance Sweep or blow organic debris outside entrance to 12 feet.Non organic material must be picked up and disposed ofproperly.Daily5. Sweep Sweep all hard surface floors with dust control tool. Daily6. Vacuum Clean spots/stains on carpet.Completely vacuum all areas.DailyDaily7. Mop Spot mop to remove spots and spillage from floors.Damp mop entire surface with an approved cleaningsolution.DailyTwice Weekly8. Clean Restrooms Follow steps outlined in Service Standard D Daily9. Water Fountains Clean inside and outside using disinfectant cleaner. Polishwith glass cleaner.Daily10. Glass, Wallsand DoorsSpot clean glass, walls and doors to remove smudges,finger marks, dirt and graffiti.Daily11. Dust Dust all low level ledges, furniture and fittings to a heightof 6 feet.Dust all ledges and fittings above 6 feet. Clean and polishfurniture as requiredDailyBi-weekly12. Stairs Follow steps outlined in Service Standard G. Twice Weekly14. Buff Floor Buff hard surfaced floors to restore shine. As Required16-20 Proposed Cleaning Procedures and TechniquesOAK PARK AND RIVER FOREST HIGH SCHOOL DISTRICT 200

SERVICE SPECIFICATION J: Hall Restrooms ‐ Routine Service – Common AreasDUTY ITEM DESCRIPTION FREQUENCY1. Empty Trash Empty trash containers. Reline if required. Daily2. Toilets, Urinals Thoroughly clean and disinfect toilets, seats, (both sides)and urinals to remove all soil and deposits. Changecleaning solution.Daily3. Shower Stalls Thoroughly clean and disinfect shower walls, plumbing,soap dish and floor.Daily4. Sinks Thoroughly clean and disinfect sinks to remove all soil anddeposits.Clean and shine mirrors and bright work.DailyDaily5. Restroom Supply Replenish hand soaps, hand towels, toilet paper, etc. Daily6. Privacy Partitions Remove marks, graffiti and grime from walls and door.Dust ledges.Daily7. Dust Dust all low-level ledges, furniture and fittings to a heightof 6 feet.Dust all ledges and fittings above 6 feet.DailyBi ‐Weekly8. Sweep Sweep floor surface clean of debris. Daily9. Mop Damp mop floors with disinfectant solution. Pour waterdown floor drain when mopping procedure is completed.DailyOAK PARK AND RIVER FOREST HIGH SCHOOL DISTRICT 200Section O-Proposed Cleaning Procedures and Techniques 16-21

SERVICE SPECIFICATION K: Cycle Cleaning SchedulesDUTY DESCRIPTION FREQUENCYScrub and refinish hardsurface floorsRemove worn, dirty finish from hard surfaced floors.Apply approved non‐slip sealer and/or finish.ClassroomsLabsOfficesRestrooms, Showers, Locker Rooms1 X Annually1 X Annually1 X Annually2 X AnnuallyHallways2 X AnnuallyStairwells1 X AnnuallyLobbies and Entrances2 X AnnuallyCarpet CleaningDeep Steam Clean MethodClassroomsOfficesHallwaysStairwellsLobbies and EntrancesRotary Shampoo/Extraction MethodClassroomsOfficesHallwaysStairwellsLobbies and Entrances1 X Annually1 X Annually1 X Annually1 X Annually1 X annually1 X annuallyAs Required1 X Annually1 X Annually1 X AnnuallyOAK PARK AND RIVER FOREST HIGH SCHOOL DISTRICT 20016-22 Proposed Cleaning Procedures and Techniques

SERVICE SPECIFICATION L: Weekend Services – Athletic Areas, General AreasDUTY ITEM DESCRIPTION FREQUENCY1. Entryways/Lobbies Spot clean glass, sweep and spot mop or vacuumfloors.Saturday/Sunday2. Hallways, Elevators Police for debris, spot mop or vacuum as required. Saturday/Sunday3. Empty Trash Empty trash containers in public areas. Reline ifrequired.Saturday/Sunday4. Restrooms/LockerRoomsFollow steps outlined in Service Standard D.Saturday/SundayOAK PARK AND RIVER FOREST HIGH SCHOOL DISTRICT 200Section O-Proposed Cleaning Procedures and Techniques 16-23

Custodial Procedures~ ~ ~TABLE OF CONTENTS FROM OUR OPERATIONS MANUAL01 TABLE OF CONTENTS02 ALPHABETIC INDEX010 INTRODUCTION100 APPROVAL FORM200 GENERAL CLEANING201 Furniture and Appliances201-1 Upholstery201-2 Vinyl and Plastic201-3 Cabinets201-4 Counter Tops201-5 Television Cleaning201-6 Telephones201-7 Refrigerator Cleaning201-8 Refrigerator Defrosting202 Light Fixtures202-1 Lamps202-2 Light Bulbs/Replacement202-3 Fluorescent Lights202-4 Incandescent Lights202-5 Tube Replacement203 Windows and Window Fixtures203-1 Windows/Exterior203-2 Windows/Interior203-3 Window Screens203-4 Storm Windows203-5 Drapes and Curtains — Vacuuming203-6 Drapes/Hanging203-7 Drapes/Removal203-8 Window Blinds/Damp Dusting203-9 Blinds/Hanging203-10 Blinds/Hanging203-11 Vacuuming Blinds204 Restrooms204-1 Sink Cleaning204-2 Soap Dispensers204-3 Paper Dispensers204-4 Shower Cleaning204-5 Tub Cleaning204-6 Vanity Cleaning204-7 Toilet Bowl Cleaning204-8 Waste Receptacles204-9 Trash Removal204-10 Cabinets204-11 Counter Tops205 Waste Receptacles205-1 Trash Receptacle206 Heating and Air Conditioning206-1 Cover/Radiators206-2 Air Conditioner Covers206-3 Duct Covers206-4 Covers/Louvers207 Floors and Ceilings: Cleaning and Care207-1 Ceilings207-2 Vacuuming207-3 Carpet Bonnet Buffing207-4 Carpet Spotting207-5 Floor Buffing (Electric Machine)207-6 Floor Scrubbing (Electric Machine)207-7 Floors/Burnishing207-8 Vinyl Floor Stripping207-9 Wood Floor Stripping207-10 Vinyl Floor Sealing207-11 Wood Floor Sealing and Finishing208 Walls208-1 Wall Washing208-2 Door Frames, Latches and Jambs208-3 Wall Spotting208-4 Baseboard Cleaning209 Containers209-1 Labeling Containers210 Cleaning Surfaces210-1 Cleaning Glass210-2 Cleaning Stainless Steel211 Miscellaneous211-1 Artificial Plants211-2 Ashtrays/Urns211-3 Chalkboards211-4 Drinking Fountains211-5 Elevator Cleaning211-6 Escalator Cleaning211-7 Expansion Joints300 EDUCATIONAL FACILITY CLEANING301 Classrooms302 Computer Rooms303 Gymnasium Care304 Locker Rooms305 Laboratories306 Dining Room Cleaning307 Shower and Tub Room308 Vending Areas309 Incinerator Room310 Kitchen311 Office Cleaning312 Trash Room313 Corridors400 POLICING401 Introduction402 Lobbies403 Food Service Area404 Stairs & Elevators405 Policing Public Restrooms406 EntrancesOAK PARK AND RIVER FOREST HIGH SCHOOL DISTRICT 20016-24 Proposed Cleaning Procedures and Techniques

nature cleanenvironmentpure protectionGreen Seal Products.Selecting chemical products that have the least impact on the environment hasbecome easier than ever. A number of products selected for use at Oak Park andRiver Forest High School District 200 are certified by Green Seal and meet state orlocal “green” requirements. Green Seal is an independent, non-profit organizationthat utilizes industry, political and educational leaders to create standards by whichenvironmentally preferable cleaning chemicals and equipment are measured. Thefollowing is a list of products that are Green Seal certified under CS-37.:QC 51E Glass Cleaner• Green Seal certified under GS-37• Use on glass, plastic, vinyl or other hard surfaces• Contains no ammonia• VOC less than 1% dilution• Concentrated formula reduces water consumption• Safe for aquatic life at use dilutions• No NPE, EDTA, NTA• Free of known carcinogens and reproductive hazards• Recyclable packaging• Phosphate less than 0.1% at use dilutions• Non toxic to humans at use dilutions• Ingredients are readily biodegradableQC 52E General Purpose Cleaner• For use on hard surfaces• Green Seal certified under GS-37• VOC less than 1% at dilution• Concentrated formula reduces water consumption• Non toxic to humans at use dilutions• Non combustible and non corrosive to skin and eyes• Safe for aquatic life at use dilutions• Ingredients are biodegradable• No NPE, EDTA, NTA• Free of known carcinogens and reproductive hazards• Recyclable packaging• Phosphate less than 0.1% at use dilutionsOAK PARK AND RIVER FOREST HIGH SCHOOL DISTRICT 200Section O-Proposed Cleaning Procedures and Techniques 16-25

QC 91E Bathroom Cleaner• Green Seal certified under GS-37• Cleans bathroom walls, fixtures and floors• VOC less than 1% at dilution• Concentrated formula reduces water consumption• Non toxic to humans at use dilutions• Non combustible and non corrosive to skin and eyes• Ingredients are readily biodegradable• No NPE, EDTA, NTA• Free of known carcinogens and reproductive hazards• Phosphate less than 0.1% at use dilutionsQuik Fill 520E Glass Cleaner• For use on glass, plastic, vinyl or other hard surfaces• Green Seal certified under GS-37• Contains no ammonia• VOC less than 1% at dilution• Concentrated formula reduces water consumption• Safe for aquatic life at use dilutions• No NPE, EDTA, NTA• Free of known carcinogens and reproductive hazards• Recyclable packaging• Phosphate less than 0.1% at use dilutions• Non toxic to humans at use dilutions• Ingredients are readily biodegradableQuik Fill 910E Bathroom Cleaner• Cleans bathroom walls, fixtures and floors• Green Seal certified under GS-37• VOC less than 1% at dilution• Concentrated formula reduces water consumption• Non toxic to humans at use dilutions• Non combustible and non corrosive to skin and eyes• Ingredients are readily biodegradable• No NPE, EDTA, NTA• Free of known carcinogens and reproductive hazards• Phosphate less than 0.1% at use dilutionsOAK PARK AND RIVER FOREST HIGH SCHOOL DISTRICT 20016-26 Proposed Cleaning Procedures and Techniques

Quik Fill 310E Neutral Cleaner• Safe and effective cleaner for all types of resilient and hard floors• Submitted to Green Seal for certification under GS-37 standards• VOC less than 1% at dilution• Concentrated formula reduces water consumption• Non toxic to humans at use dilutions• Non combustible and non corrosive to skin and eyes• Safe for aquatic life at use dilutions• Ingredients are readily biodegradable• No NPE, EDTA, NTA• Free of known carcinogens and reproductive hazards• Recyclable packaging• Phosphate less than 0.1% at use dilutionsQC 510E General Purpose Cleaner• For use on hard surfaces• Green Seal certified under GS-37• VOC less than 1% at dilution• Concentrated formula reduces water consumption• Non toxic to humans at use dilutions• Non combustible and non corrosive to skin and eyes• Safe for aquatic life at use dilutions• Ingredients are biodegradable• No NPE, EDTA, NTA• Free of known carcinogens and reproductive hazards• Recyclable packaging• Phosphate less than 0.1% at use dilutionsZinc Free Floor Finish• Submitted to Green Seal for certification under GS-40• Does not contain Zinc• VOC less than 4% at dilution• No Dibutyl phthalate• Non toxic to humans at use dilutions• Non combustible and non corrosive to skin and eyes• Ingredients are readily biodegradable• No NPE, EDTA, NTA• Free of known carcinogens and reproductive hazards• Recyclable packaging• Phosphate less than 0.1% at use dilutionsOAK PARK AND RIVER FOREST HIGH SCHOOL DISTRICT 200Section O-Proposed Cleaning Procedures and Techniques 16-27

Zinc Free Finish Remover• Submitted to Green Seal for certification under GS-40• Neutral PH for reduced personal hazard• VOC 2% at strongest concentration• Cold water dilutions — reduced energy usage• Non toxic to humans at use dilutions• Non combustible and non corrosive to skin and eyes• Ingredients are readily biodegradable• No NPE, EDTA, NTA• Free of carcinogens and reproductive hazards• Recyclable packaging• Phosphate less than 0.1% at use dilutionsOAK PARK AND RIVER FOREST HIGH SCHOOL DISTRICT 20016-28 Proposed Cleaning Procedures and Techniques

Training CapabilitiesSodexo is committed to the training and development of all employees. Everydivision has professional training specialists who work closely with managementto develop and facilitate training programs that will prepare our employees tohandle the challenges and pressures of our business.A great deal of time and effort has been devoted to studying the art of training.We’ve found that in order for training to be effective, it should be continuous,long term, and relevant. Sodexo trainers employ this process to identify andassess the precise training needs of each position so that the person hired will betaught exactly what is needed to succeed.To be effective…training shouldbe continuous,long-termand relevant.Learning by doing is the primary learning principle. Employees are presentedwith real problems and are expected to produce workable solutions. There arealso several additional benefits such as: our managers expand their ownknowledge through the training process, employee retention tends to be higher;and economies are gained through localized training where printed and audiovisual training materials can be stored and utilized as needed.OAK PARK AND RIVER FOREST HIGH SCHOOL DISTRICT 200Section O-Proposed Cleaning Procedures and Techniques 16-29

The Sodexo Management Development Program includes an introduction to Sodexo,followed by a training program developed by our management development specialist tomeet the needs of the particular division. The proven Sodexo Management DevelopmentProgram includes:Introduction to Sodexo - Management Services (INTRO)All new managers receive an introduction to Sodexo and formal classroom instruction infundamental management skills. “Intro” begins with an orientation to Sodexo history andculture, followed by training in hospitality and customer service. In addition, instructionand practice are provided in the following basic management skills:• Interviewing• Motivation• Coaching and counseling• EEO/sexual harassment• TrainingManagement Training.The first three levels have been developed to indoctrinate the management trainee to allphases of facilities management. Level One is a four-week program that introduces thetrainee to the technical functions of facilities management, landscape or cleaning. In alllevels, the trainee is evaluated on tasks learned and follow-up action is initiated if necessary.The second phase of training, Level Two, is designed to introduce the trainee to basicsupervisory skills during a two-week period. At the end of the two weeks, the trainee isprovided with the first opportunity to gain hands-on experience by actually supervisingfront line employees.OAK PARK AND RIVER FOREST HIGH SCHOOL DISTRICT 20016-30 Proposed Cleaning Procedures and Techniques

Level Three is an introduction to management systems. This phase, whichtakes from nine to twelve months, is implemented at the account where thetrainee is permanently assigned after completing the first two levels. There area total of 16 topics that must be covered within this training period. At thatpoint, the training is implemented by the director and the regional vicepresident. The formal feedback mechanisms of Levels One and Two arecontinued at this level; besides a written evaluation, the analysis and evaluationof the trainee is in the actual performance of the job on a daily basis and theevaluation of performance in accordance with Sodexo personnel policies andprocedures.More experienced supervisors, assistant managers, and account managersreceive additional training during a three and one-half day basic facilitiesmanagement seminar, Level Four.The objectives of this program are to:• Ensure excellence at our existing accounts• Sharpen our competitive edge in obtaining new business• Effectively handle the pressures and challenges that future personal anddivisional growth will bringThe seminar focuses on specific management topics such as: Fundamentals ofManaging People, Fundamentals of Interviewing, Four Step Method ofTraining, Discipline/Documentation and Solving Employee Performance.Level Four also includes more in-depth information on operations issues:Introduction to Computer and Software, Employee Team Concept,Accounting, Regulations and Safety. An entire half-day is devoted to ClientRelations and Aggressive Hospitality, two interwoven areas that distinguishSodexo from its competitors. Through discussions, small group work, and roleplays, participants learn about and practice those skills that make ourmanagement team a cut above the competition.Level Five, which is a two-part program, focuses on conceptual and functionalmanagement issues relevant to the project engineer and regional vice presidentlevel.OAK PARK AND RIVER FOREST HIGH SCHOOL DISTRICT 200Section O-Proposed Cleaning Procedures and Techniques 16-31

Sodexo also offers two-day seminars on the following specific subjects: Train the Trainer,Business Writing, Introduction to Computers, Software and Safety. The purpose ofTrain the Trainer is to provide a select group of operations employees with the facilitationskills necessary to successfully deliver training modules in the field. Business Writing isdesigned to help our managers reduce writing time, improve clarity, select and organizedetails, eliminate grammatical errors, choose appropriate style and write persuasively.Our computer seminars provide management with a thorough overview and workingknowledge of our facilities management and housekeeping software programs.Sodexo realizes that knowledgeable managers motivate employees, ensure quality service,and produce satisfied clients. A knowledgeable management team can only be producedthrough dynamic training programs. Through the years, our dedication to training hasset us apart from our competitors and has been the cornerstone of our success.Individual Development (ID) ProgramThe ID Program is a self-paced, on-the-job training program designed to introduce allaspects of the business to the new manager. On the first day, each new manager isassigned a coach, or mentor, who guides the manager through a series of tasks. Once thetasks are completed and approved by the coach, the new manager has successfullycompleted the ID Program.Principles of ManagingThe second-level management training program, Principles of Managing, continues theemphasis on customer service and client communication. Participants learn to managethe business, their employees, and themselves more effectively. Topics in this programinclude:• Goal Setting• Performance Appraisals• Problem Solving• Discipline and Documentation• Financial Analysis• Time Management• Stress ManagementOAK PARK AND RIVER FOREST HIGH SCHOOL DISTRICT 20016-32 Proposed Cleaning Procedures and Techniques

Management Seminar“Management Seminar” is an advanced program for managers who supervise othermanagers. Highly interactive, this intensive workshop covers the followingmanagement topics:• The Changing Role of Management• Motivation• Perception and Reality• Team Building• Leadership• Group Participation• Managing ChangeLasting Client RelationshipsSodexo has developed a workshop that promotes client retention and the need tounderstand the clients’ expectations and business issues.Participants analyze current client relations and learn how they can better meet theclient’s needs. Videotapes, case studies, classroom exercises and group discussionsprovide hands-on practice in applying account management skills.OAK PARK AND RIVER FOREST HIGH SCHOOL DISTRICT 200Section O-Proposed Cleaning Procedures and Techniques 16-33

The Respect ProgramRespect is an in-house hospitality training program designed to increase the levelsof service to our customers. The program is designed to be a team effort betweenmanagement and employees. Both groups will work together to devise action plansthat will achieve a higher level of customer service. The process will allow bothmanagement and staff to gain a better understanding of each other. The teamapproach will enhance the quality of life in the work place and will enable theaccount to meet the needs of the most important person: the customer.SafetySuccessful safety management means taking action both before and after anaccident occurs. Safety training emphasizes accident prevention and employeetraining in hazard recognition and control. Many training resources are availableto managers including programs on slips and falls, cuts and choking, safety talkpamphlets and various safety newsletters. Safety coordinators conduct training andhelp ensure that safety policies and procedures are followed.Advanced Finance TrainingThis program enhances the manager’s knowledge of accounting, break-evenanalysis, and data collection with the analytical tools needed to applycost/contribution factors, program management, promotion planning and pricingto profitability or subsidy reduction.Train the TrainerAt Sodexo, managers are responsible for the training, growth and development oftheir employees. Train the Trainer is designed to help managers acquire skills totrain others effectively. Using videotape feedback, the focus is on presentation andplatform skills.Team BuildingTeam building services are offered to improve effectiveness of management groups.This type of intervention has been most helpful during new account openings andwhen a group has experienced a significant staffing change.Time ManagementThis course assesses how managers are currently managing their timeand provides them with techniques that improve personal andprofessional productivity. Managers learn daily and long-rangeplanning, effective delegation, and how to use the FranklinDay-Planner as a time management system.OAK PARK AND RIVER FOREST HIGH SCHOOL DISTRICT 20016-34 Proposed Cleaning Procedures and Techniques

Stress ManagementThe purpose of this class is to assist managers in diagnosing major sources ofstress, identifying techniques to manage stress and, in some cases, eliminatingunnecessary stress for greater productivity.Performance AppraisalPerformance appraisal is an important part of a manager’s responsibilities. Inthis program, managers discuss and explore the impact of appraisal onemployee morale and productivity, how to prepare and conduct appraisals andthe criteria for writing effective development plans.Computer Skills TrainingComputer literacy is essential for the effective manager. From anunderstanding of the basic operations of a computer to the application ofspecialized software programs, managers learn how to use computers to moreeffectively manage their business. Training in Windows, Excel spreadsheets,word processing and the Sodexo Client Accounting and Control System iscovered.OAK PARK AND RIVER FOREST HIGH SCHOOL DISTRICT 200Section O-Proposed Cleaning Procedures and Techniques 16-35

“The more you learn about your job, thebetter able you are to succeed and tocontribute to the success of the operation.”David HarrisChief EngineerHourly Employee Training.The most important component of a quality program is the training providedthe departmental staff. The Sodexo training program has been designed toprovide employees with effective training from their first day of employmentand during their entire tenure within the department.Developing PeopleCentral to Sodexo’s philosophy and unit operating system is the developmentof the employee into a skilled professional. Employees who are well trained andmotivated, who actively participate in decisions affecting their work, and whoare afforded growth opportunities within their craft, perform more efficiently.They care, and that concern is reflected in the quality of their service.Sodexo has designed a skills-building program that immediately improvesworker productivity and output. It also satisfies the employee’s desire to grow.At Sodexo, the emphasis is on growing people, not policing people. Welltrained and motivated employees need less supervision. Department managerswork closely with the department employees to provide orientation, classroomtraining, on-the-job training and in-service training. All the trainingconducted has been fully documented and is available for administration’s orany regulatory agency’s review at the request of administration.OAK PARK AND RIVER FOREST HIGH SCHOOL DISTRICT 20016-36 Proposed Cleaning Procedures and Techniques

Our program includes the following:I. Training of a New Employee(a) OrientationA new employee will be welcomed by our director, given an orientationtour of the assigned school’s campus, introduced to building anddepartment policies and shown a brief overview film that explains theimportance of facilities management services and touches on safety andstudent relations.(b) Initial TrainingSeven concentrated days of carefully planned classroom and“hands-on” training follow the introduction and prepare the employee forworking on a campus. This training is given by the director and trainingsponsors selected from the employee work force. Although new employeeswill be practicing the tasks under the eye of the trainer, they will not fill aposition during this initial seven days. They are trained in over fortyitems, and the training given is recorded on a form which becomes part ofthe employee’s personnel file.(c) Follow-Up TrainingA questionnaire has been developed for each training module. Thequestionnaire is intended to serve as an indicator of how well the employeeunderstood the content. The questionnaire is written in both English andSpanish.The certificate program is part of the Sodexo philosophy that theemployees and their accomplishments need to be recognized. The Sodexocertificate program was designed to reward and recognize employees whohave made the effort to expand their knowledge and skills and haveaccomplished this goal.We aim to cross train employees so that at the end of a year they canperform any facilities management tasks required.(d) Guest RelationsWe feel facilities management and cleaning are only one aspect of anemployee’s job; guest relations is just as important. We have developed aguest relations program that focuses on the behaviors that positively affectthe student’s perception.OAK PARK AND RIVER FOREST HIGH SCHOOL DISTRICT 200Section O-Proposed Cleaning Procedures and Techniques 16-37

II. Ongoing TrainingAll employees, whether they have one year of service or ten years of service,receive ongoing training and reinforcement. We formalize this in two ways:(a) “Method of the Week”Each week a particular cleaning task is selected for special focus. Themanagement team observes each of the employees carrying out this task,and if their method deviates from the suggested method, they are retrainedone-on-one. At the end of the week at a brief department meeting, thecorrect method is reviewed with the group as a whole, along withobservations on any deviations noted. Thus, over the fifty-two weeks ofthe year, each employee receives retraining in all tasks.(b) In-Service Training WeekEach month a one-hour meeting of all shifts will be held for “classroom”training. At these sessions, we focus not only on techniques, but also onother topics such as dangers of infection, how to relate with the students,personal hygiene, and information on the functions of other people theywork with in the building. The facilities management employee feels moreclosely connected to the larger mission when aware of other department’sactivities and goals, so department heads and administrative personnel willoccasionally be invited to assist at these meetings.III. Retraining of Present EmployeesThe first priority of our program is to retrain present facilities managementemployees in Sodexo standard methods and procedures, which will include, insome instances, different supplies and equipment than those to which theyhave become accustomed. We do not require these employees to undergo asrigorous training as we would give a new employee; instead, we use acombination of one-on-one training, close follow-up, the “Method of theWeek,” and in-service training meeting. The retraining of existing employeesis also noted on the employee’s training form.OAK PARK AND RIVER FOREST HIGH SCHOOL DISTRICT 20016-38 Proposed Cleaning Procedures and Techniques

Maintenance Training Program.OverviewAll employees will participate in the program which utilizes both self-study and classroomapproaches.1. The self-study program is quite complete, well presented and consists of a series ofself-instructional courses designed to show and explain proper procedures for themaintenance of a wide range of facilities and equipment.2. Each course consists of instructional manuals called units. Each unit covers a singlesubject in detail by dividing the subjects into five or ten individually-bound lessons.All lessons are identical in format, contain self-instructional text, programmedexercises, and a self-check quiz.3. By itself, each unit is a comprehensive training course on an individual subject. Eachlesson requires about two hours of study time which means that, on an average, onecould complete a 10-lesson course in about 20 hours.4. A 50-question test for each unit of study is used to check the effectiveness of theinstruction process and is presented by the Sodexo course manager (usually theon-site Sodexo facilities manager) or the training manager.5. The course manager maintains progress charts for each employee and certificates areawarded upon successful completion of each unit.A sample of some of the course headings offered through the self-study program follows.OAK PARK AND RIVER FOREST HIGH SCHOOL DISTRICT 200Section O-Proposed Cleaning Procedures and Techniques 16-39

Training Systems LibrarySI1503Fundamentals10 Unit CourseTotal Hours: 80SI2502Electrical10 Unit CourseTotal Hours: 200SI3507Mechanical Systems10 Unit CourseTotal Hours: 200SI3508Mechanical Maintenance Applications7 Unit CourseTotal Hours: 70SI1510Air Conditioning andRefrigeration Systems Maintenance10 Unit CourseTotal Hours: 100SI1509Power Plant Operations3 Unit CourseTotal Hours: 30SI3521Building and Grounds Maintenance8 Unit CourseTotal Hours: 96OAK PARK AND RIVER FOREST HIGH SCHOOL DISTRICT 20016-40 Proposed Cleaning Procedures and Techniques

Classroom Training1. The classroom training program is an engineering training program package that utilizes VHSvideo cassettes and written material.2. The VHS cassettes are well produced, easy to follow, have excellent color quality, and deal withthree main groups of maintenance topics.• MECHANICAL SECTION: Lubrication Techniques B/TMaintenance Bearings B/TCoupling Alignment I TCoupling Alignment II TMaintaining V-Belts B/TValves TCentrifugal Pumps I TMaintaining Centrifugal Pumps B/T• ELECTRICAL SECTION: Applied Electricity B/T(6 VHS tapes)Electrical Safety TElectrical Lockout/Tagout T• SAFETY SECTION: Oxyacetylene Safety TArc Welding Safety TPower and Hand Tool Safety B/T3. The Sodexo facility and/or training manager presents the material, leads the class discussionsessions, and normally administers the test booklets and final exams.4. In addition to the classroom sessions, individual study is required, and pertinent special assignmentreports are presented by individual staff members during class sessions.5. Progress tracking forms are used and employees satisfactorily completing the mechanical andelectrical programs will be awarded certificates at department meetings.6. A sample of the tracking form follows.OAK PARK AND RIVER FOREST HIGH SCHOOL DISTRICT 200Section O-Proposed Cleaning Procedures and Techniques 16-41

Tracking FormTRAINING TITLE: __________________________USED BY: _____________________GROUP OR INDEPENDENT STUDY: ___________________________________________ENGINEEREXPERIENCEDIN SUBJECTYES OR NOSCOREBEFORETRAININGSCORE AFTERTRAININGRETENTIONSCORE4-6 WKS LATEROAK PARK AND RIVER FOREST HIGH SCHOOL DISTRICT 20016-42 Proposed Cleaning Procedures and Techniques

Training Systems Library - Partial ListingA complete listing will be furnished if desired.SI1503 FUNDAMENTALS 10 Unit CourseUnit 101 Reading Blueprints 10 Lessons Total Hours: 20Lesson 1Introduction To BlueprintsLesson 2Machine PartsLesson 3Machine DrawingsLesson 4Sheet Metal DrawingsLesson 5Building DrawingsLesson 6Hydraulic and Pneumatic DrawingsLesson 7Piping and Plumbing DrawingsLesson 8Electrical DrawingsLesson 9Air Condition and RefrigerationLesson 10SketchingUnit 102 Reading Schematicsand Symbols 10 Lessons Total Hours: 20Lesson 1Introduction to Schematics and SymbolsLesson 2Symbols on SchematicsLesson 3Electrical SymbolsLesson 4Electrical DiagramsLesson 5Piping SymbolsLesson 6Piping DiagramsLesson 7Hydraulic and Pneumatic SymbolsLesson 8Hydraulic and Pneumatic DiagramsLesson 9Air Conditioning and Refrigeration SystemsLesson 10Welding and Joining SymbolsUnit 109 Protecting Your Safety andHealth in the Plant 10 Lessons Total Hours: 20Lesson 1Introduction To SafetyLesson 2Recognizing HazardsLesson 3Working SafelyLesson 4Handling Materials SafelyLesson 5Lesson 6Lesson 7Lesson 8Lesson 9Lesson 10OAK PARK AND RIVER FOREST HIGH SCHOOL DISTRICT 200Using Machinery SafelyPersonal Protective EquipmentElectrical SafelyFire ProtectionOther HazardsGovernment Safety RegulationsSection O-Proposed Cleaning Procedures and Techniques 16-43

Unit 110 Developing Trouble Shooting Skills 10 Lessons Total Hours: 20Lesson 1Introduction To TroubleshootingLesson 2Working With Other PeopleLesson 3Troubleshooting TechniquesLesson 4Aids To TroubleshootingLesson 5Preparing For TroubleshootingLesson 6Using Schematics and DiagramsLesson 7Solving Mechanical ProblemsLesson 8Solving Electrical ProblemsLesson 9Breakdown MaintenanceLesson 10Planned MaintenanceSI1510 AIR CONDITIONING AND REFRIGERATIONSYSTEM MAINTENANCE10 Unit CourseUnit 131 Introduction To Air Conditioning 5 Lessons Total Hours: 10and RefrigerationLesson 1Air Conditioning and Refrigeration OverviewLesson 2Matter and HeatLesson 3The Basic Refrigeration CycleLesson 4Air Properties and Simple PsychometricsLesson 5Instrumentation and Test EquipmentUnit 132 Refrigerants and5 Lessons TotalRefrigerant OilsHours: 10Unit 133Unit 134Lesson 1Physical Properties of RefrigerantsLesson 2Refrigerant Classification and ApplicationsLesson 3Refrigerant Oils, Oil Maintenance and ServiceProceduresLesson 4Tools and Procedures for Working with RefrigerantsLesson 5Refrigerant Filters and DriersAir Conditioning and RefrigerationCompressors 5 Lessons TotalHours: 10Lesson 1Introduction to CompressorsLesson 2Reciprocating CompressorsLesson 3Compressor MotorsLesson 4Control and Protection Devices for CompressorsLesson 5Reciprocating Compressor Maintenance and RepairAir Conditioning and RefrigerationEvaporators 5 Lessons TotalHours: 10Lesson 1Introduction to EvaporatorsLesson 2Direct Expansion EvaporatorsLesson 3Improving Evaporator PerformanceLesson 4Metering Device Types, Maintenance, &ReplacementLesson 5Defrosting, Cleaning, and MaintainingOAK PARK AND RIVER FOREST HIGH SCHOOL DISTRICT 20016-44 Proposed Cleaning Procedures and Techniques







Mandatory Training.Chemical Hazard Communication• Chemical MSDS sheets, Right To Know• Description, proper use and labeling of chemicals• Personal protective equipmentHazardous Waste and Material Handling• Blood and bodily fluids cleaning• Bloodborne pathogens• Hand washing• Infectious waste handling• Spill response and proceduresDisaster and Fire Safety Plans• Facility and department plansWaste Handling and Disposal• Description of types of waste• Safe handling and disposal of wasteEquipment Care and CleaningGermicide Usage7-Step CleaningCleaning Cart Set-upProper Lifting TechniquesOAK PARK AND RIVER FOREST HIGH SCHOOL DISTRICT 200Section O-Proposed Cleaning Procedures and Techniques 16-51

Employee Training Manual.The following pages are from our Facilities Management Employee Training Manual andsubmitted for your review. We would be pleased to review the entire manual with anymember of Oak Park and River Forest High School District 200’s management team.1. Training Manual Table of Contents2. Training DocumentationA. OrientationB. Classroom TrainingC. On-the-Job TrainingD. Monthly In-Service3. Training QuestionnairesWe have developed questionnaires to determine how well the employee hasretained the subject presented. These have been developed for each of the 22modules of cleaning and are presented in English and Spanish.4. Employee RecognitionOAK PARK AND RIVER FOREST HIGH SCHOOL DISTRICT 20016-52 Proposed Cleaning Procedures and Techniques

Employee Training Manual.~ ~ ~TABLE OF CONTENTS01 TABLE OF CONTENTS02 ALPHABETIC INDEX010 INTRODUCTION100 ORIENTATION101 Philosophy102 First Day200 TRAINING DOCUMENTATION201 Introduction202 Orientation203 Classroom Training204 On-the-Job Training205 Monthly In-Service300 PROGRAMMED INSTRUCTION301 Introduction302 Classroom303 On-the-Job Training304 Guest Relations Program305 Respect Program306 Employee Involvement Team Program400 TRAINING QUESTIONNAIRES401 Orientation to Housekeeping402 Use and Care of Supplies andEquipment403 Employee Duties and QualityManagement404 Safety and Disaster405 Technical and Procedure Manuals406 Waste Disposal Procedures407 Role of Housekeeping408 Employee Development409 Linen Services410 Critical Care Areas411 Employee Personal Hygiene412 Work Schedules413 Documentation of WorkSchedules414 Orientation to BacteriologicalConcepts415 Germicidal Detergent/EnvironmentalMicrobiology416 Housekeeping Safety417 Room Cleaning418 Hard Floor Maintenance419 Bacterial Control and EquipmentCleanliness420 Isolation Cleaning421 The Importance of Hand washing422 Carpet Care500 CERTIFICATE PROGRAM501 General Information600 DEVELOPMENTAL TRAINING601 Method of the Week602 Monthly In-Service Training700 FORMSOAK PARK AND RIVER FOREST HIGH SCHOOL DISTRICT 200Section O-Proposed Cleaning Procedures and Techniques 16-53

Training Documentation.Hourly Employee Orientation Checklist.Manager’s Instructions - Meet with the new employee, tour the unit, and completethe following checklist. Introduce the new employee to his or her immediatesupervisor and as many “old-timers” as possible. Detach this page and attach thisrecord to the active PAF in the PAF file.1. APPLICATION PROCESS - Check each box completed:Employee:• Read orientation booklet• Complete application• Complete W-4Manager:• Complete I-9 form - Employee Eligibility Verification• Contact CIC for TJTC Credit if applicable• Create file folder on new employee2. TIME SHEET• Sign in the employee• Explain time sheet procedures• Explain child labor laws, hours worked, “off-limit” jobs, and mandatory breaksrequired• Explain when and where paychecks are issued3. TOUR• Explain the function of each department and job• Introduce the new employee when possible4. EMPLOYEE MEALS - Identify:• When to eat• Where to eatOAK PARK AND RIVER FOREST HIGH SCHOOL DISTRICT 20016-54 Proposed Cleaning Procedures and Techniques

5. UNIFORMS• Explain uniform issuing• Complete uniform receipts• Instruct on laundering• Discuss uniform standards• Issue name tag6. APPEARANCE STANDARDS - Discuss policies regarding:• Hair• Beards/moustaches• Teeth• Personal hygiene• Make-up• Posture• Jewelry7. WORK SCHEDULES• Identify where posted• Discuss change procedure• Stress attendance• Review procedures for calling in late or absent• Review doctor’s certificate policy• Explain the request for days off8. SAFETY• Discuss avoiding accidents (identifying key hazards)• Review teamwork for clean-up of spills and debris• Review accident reporting procedure• Discuss avoidance of falls and cuts• Locate first-aid kit and identify authorized first-aid personnel9. MISCELLANEOUS• Discuss where and when to smoke• Review parking procedures• Locate employee entrance and exits• Locate restroom facilities• Review employee locker procedures• Review miscellaneous work rules• Discuss the importance of an employee’s role in energy conservation• Discuss security of valuables—handbag, packages, etc. (remind employee not tobring valuables or money to work)• Discuss loitering and visiting the unit during non-working times (manager’s O.K.required)10. BENEFITS• Explain benefits and issue enrollment forms where applicableOAK PARK AND RIVER FOREST HIGH SCHOOL DISTRICT 200Section O-Proposed Cleaning Procedures and Techniques 16-55

11. TEAMWORK — Discuss:• Responsibility to guests and other clients• Relationship of job to other jobs• Responsibility to department and to other departments• Teamwork between employees and managers• Discuss management lines of authority12. JOB CERTIFICATE RECEIVED13. MINORS WORK PERMIT RECEIVED14. TRAINING• Outline training program and review training records• Employee will not be able to work until these items are received.I acknowledge that the above items were reviewed with me and that I clearly understand them.Date:Employee’s Signature:Manager’s Signature:OAK PARK AND RIVER FOREST HIGH SCHOOL DISTRICT 20016-56 Proposed Cleaning Procedures and Techniques

Record of Programmed InstructionClassroom TrainingName:Position:Facility:Hire Date:No. Subject Initial Date401 Orientation to Custodial ServicesTest Results% Score402 Employee Duties and Quality Management403 Safety and Disaster Regulations and Plans404 Technical and Procedure Manuals405 Waste Disposal Procedures406 Role of the Custodian407 Employee Development Assurance408 Employee Personal Hygiene409 Work Schedules410 Documentation of Work Schedules411 Use and Care of Supplies and Equipment412 Germicidal Detergent/Environmental Microbiology413 Custodial Safety414 Hard Floor Maintenance415 The Importance of Hand washing416 Carpet CareNOTE—Above topics are required for new employees during the first 90 days of employment.OAK PARK AND RIVER FOREST HIGH SCHOOL DISTRICT 200Section O-Proposed Cleaning Procedures and Techniques 16-57

Record of Programmed InstructionOn-The-Job TrainingName:Facility:Position:Hire Date:Training CompletedDateInstructorInitialsTraineeInitials45 DayFollow-UpIntroductionFacility RulesOrientation to Custodial Form CompletedFire Cause, PreventionFire EvacuationIncidents and AccidentsArea AssignmentClean EquipmentIssue and Control of SuppliesHow to Set Up a CartDormitory and Residence CleaningRoom Cleaning — OccupiedRoom Cleaning— Check OutLoungesFood AreasDining AreasClassroom CleaningChalkboardsSet UpsFloor (Hard) MaintenanceWet and Damp MoppingDust Control/Sweeping FloorsStrippingOAK PARK AND RIVER FOREST HIGH SCHOOL DISTRICT 20016-58 Proposed Cleaning Procedures and Techniques

Record of Programmed Instruction On-the-Job Training — 2Training CompletedDateInstructorInitialsTraineeInitials45 DayFollow-UpFloor (Hard) Maintenance (Continued)Auto ScrubberSpray BuffingSealer and Finish ApplicationSuper Hi-Speed BurnishingBathroom CleaningToilet — CommodeShowerVanity SinkTubDustingWallsLow DustingHigh DustingTV and Control ModuleVenetiansLightsSpot Washing WallsTechnical EquipmentTelephoneCleaning and PolishingGlassChromeStainless SteelBrass and CopperFurnitureOAK PARK AND RIVER FOREST HIGH SCHOOL DISTRICT 200Section O-Proposed Cleaning Procedures and Techniques 16-59

Training CompletedTrashCompactor Use and CleanlinessTrash CartsTrash RoomsBagging ProceduresCarpet MaintenanceVacuumingSpottingHot Water ExtractionRotary ShampooFoam MachineYarn PadPile LiftingGymnasium CareGymnasium Floor CareLocker RoomsRest RoomsShowersOther DutiesCleaning and Defrosting RefrigeratorStair CleaningElevator CleaningWall and Ceiling WashingPublic Restroom CleaningLoungesMinor Equipment RepairRecord of Programmed Instruction On-the-Job Training — 3DateInstructorInitialsTraineeInitials45 DayFollow-UpOAK PARK AND RIVER FOREST HIGH SCHOOL DISTRICT 20016-60 Proposed Cleaning Procedures and Techniques

Record of Programmed Instruction On-the-Job Training — 4Training CompletedDateInstructorInitialsTraineeInitials45 DayFollow-UpOther Duties (Continued)PartitionsLibrary ShelvingSet Ups/LaboratoriesSet Ups/Concerts and EventsThis Trainee is now trained to hold the position ofInstructor:Management:I have been trained in all units initialed by me:OAK PARK AND RIVER FOREST HIGH SCHOOL DISTRICT 200Section O-Proposed Cleaning Procedures and Techniques 16-61

In-Service Training Attendance RecordDept.__________________________________ Date______________ Time______________Instructor______________________________Program _______________________________Methodology:Audio/Visual Demonstration Outline of Lesson LectureDiscussion Handouts Chalkboard OtherSummary of Meeting_________________________________________________________________________________________________________________________________________________________________________________________________________________________________Attendee Name______________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________Signature_____________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________ (√ ) For Make-Up ClassOAK PARK AND RIVER FOREST HIGH SCHOOL DISTRICT 20016-62 Proposed Cleaning Procedures and Techniques

Monthly In-Service Training RecordName:Position:Facility:Hire Date:Date of Certification :SubjectInitialDateReviewDateReviewDateReviewDateOrientation to CustodialCustodial SafetyWork SchedulesEmployee Development AssuranceEmployee Duties and Quality ManagementEmployee Personal HygieneGermicidal Detergent/EnvironmentalMicrobiologyHard Floor MaintenanceRole of CustodialSafety and Disaster Regulations and PlansThe Importance of Hand washingWaste Disposal ProceduresUse and Care of Supplies and EquipmentOAK PARK AND RIVER FOREST HIGH SCHOOL DISTRICT 200Section O-Proposed Cleaning Procedures and Techniques 16-63

Monthly In-Service Program ScheduleJANOrientation to Custodial ServicesFEBFire Prevention and Disaster ControlMARCustodial SafetyAPRGym MaintenanceMAYOffice CleaningJUNHard Floor MaintenanceJULClassroom CleaningAUGCarpet MaintenanceSEPShower Locker Room MaintenanceOCTWork Schedules/Work RulesNOVWaste DisposalDECHazardous Chemical DataOAK PARK AND RIVER FOREST HIGH SCHOOL DISTRICT 20016-64 Proposed Cleaning Procedures and Techniques

Training QuestionnairesOrientation to Custodial (Shown)......................................................................................... 401Employee Duties and Quality Management (Not Shown)........................................................ 402Safety and Disaster Regulations and Plans (Shown)................................................................. 403Waste Disposal Procedures (Not Shown) ............................................................................... 404Technical and Procedure Manuals (Not Shown)..................................................................... 405Role of Custodial (Not Shown)............................................................................................. 406Employee Development (Not Shown).................................................................................... 407Employee Personal Hygiene (Not Shown).............................................................................. 408Work Schedules (Not Shown)............................................................................................... 409Documentation of Work Schedules (Not Shown) ................................................................... 410Use and Care of Supplies and Equipment (Not Shown)........................................................... 411Germicidal Detergent/Environmental Microbiology (Not Shown)............................................ 412Custodial Safety (Shown) ..................................................................................................... 413Hard Floor Maintenance (Shown)......................................................................................... 414The Importance of Hand washing (Not Shown) ..................................................................... 415Carpet Care (Not Shown)..................................................................................................... 416OAK PARK AND RIVER FOREST HIGH SCHOOL DISTRICT 200Section O-Proposed Cleaning Procedures and Techniques 16-65

CUSTODIAL ORIENTATIONCET-401Custodial OrientationPlease check true or false to answer each questionT F 1. Custodial objectives are to destroy germs, help control the spread of dirt, and provide acheerful surrounding.T F 2. Personal appearance and good grooming are important to the people that you work forand the ones that you work with.T F 3. Hands must be washed frequently during routine duties.T F 4. The wearing of jewelry is not allowed in custodial services.T F 5. Follow a pattern of cleaning that will save you steps.T F 6. Keep visitor areas tidy, be courteous, and refer visitor questions to those who can helpthem.T F 7. Use only the exact amount of each product that you are told, keep equipment neat andclean, report broken and defective equipment and keep carts and supplies out of the way.T F 8. Be alert to safety dangers and report them immediately.Employee: Date: Grade %:∆ ∆ ∆Sodexo Facilities Management401 p3Custodial Employee Training ManualOAK PARK AND RIVER FOREST HIGH SCHOOL DISTRICT 20016-66 Proposed Cleaning Procedures and Techniques

EMPLOYEE TRAININGCET-401Orientacion de la CustodiaPor favor, indique Verdadero (V) o Falso (F) para contestar cada pregunta.V F 1. El papel del servicio de custodia es prevenir la diseminación de infecciones.V F 2. El mal olor del cuerpo se considera ofensivo para los pacientes y hay que evitarlo en todomomento.VF3. El lavado de manos no es el medio más importante para prevenir la propagacion deinfecciones.VF4. Todos los empleados deben usar el uniforme apropiado en todo momento en la escuela.VF5. Todos los días debemos observar y buscar formas que nos permitan usar el tiemp conmayor sabiduria.V F 6. Para ayudar a su centro de trabajo y ayudarse a sí mismo, usted debe mejorarconsantemente en todo lo que peuda.V F 7. Cuando se mezclan los detergentes germicidas, la cantidad correcta que se anade al agua esemportante para matar los germenes.VF8. La seguridad es muy importante en la limpieza.Empleado: Fecha: Calificacion:∆ ∆ ∆Sodexo Facilities Management401 p4Custodial Employee Training ManualOAK PARK AND RIVER FOREST HIGH SCHOOL DISTRICT 200Section O-Proposed Cleaning Procedures and Techniques 16-67

SAFETY AND DISASTER REGULATIONS AND PLANSCET-403Safety and Disaster Regulations & PlansPlease check true or false to answer each questionT F 1. We must observe all rules and regulations of the facility.T F 2. It is not necessary to read regulations of the facility.T F 3. We must each know what to do in case of fire.T F 4. The supervisor must be asked if there is any confusion about what todo in case of fire.T F 5. Facility regulations require wearing an identification badge at alltimes.T F 6. Grounds safety must be assured at all times.T F 7. The facility has a disaster plan which the director of custodial serviceshas in the office.T F 8. Each custodian must be informed of his/her role and duties in case ofdisaster.T F 9. A call-up plan has been made for each person in the department tobe contacted in case of disaster.T F 10. If the person whom you are to call does not answer, you must callthose people below them on the list.Employee: Date: Grade %:∆ ∆ ∆Sodexo Facilities Management403 p3Custodial Employee Training ManualOAK PARK AND RIVER FOREST HIGH SCHOOL DISTRICT 20016-68 Proposed Cleaning Procedures and Techniques

EMPLOYEE TRAININGCET-403Reglamentaciones y Planes de Seguridad y en Caso de CatastrofePor favor, indique Verdadero (V) o Falso (F) para contestar cada pregunta.V F 1. Debemos observar todas las normas y reglamentaciones del centro de trabajo.V F 2. No es necesario leer las reglamentaciones del centro.V F 3. Cada persona debe saber qué hacer en caso de incendio.V F 4. Debe preguntar al Supervisor si existe alguna confusión sobre qué debe hacerse en casode incendio.V F 5. Las reglamentaciones de las instalaciones requieren el uso de una placa de identificacíonen todo momento.V F 6. La seguridad del lugar debe estar presente en todo momento.V F 7. El centro posee un plan en caso de catástrofe que el director del dervicio demantenimiento tiene en su oficina.V F 8. Cada empleado de mantenimiento debe estar informado de su papel y de sus deberes encaso de catástrofe.V F 9. Existe un sistema de llamadas para ponerse en contacto con cada persona deldepartamento en caso de catástrofe.V F 10. Si la persona que usted debe llamar no contesta, debe llamar a las que continúan en lalista.Empleado: Fecha: Calificacion:∆ ∆ ∆Sodexo Facilities Management403 p4Custodial Employee Training ManualOAK PARK AND RIVER FOREST HIGH SCHOOL DISTRICT 200Section O-Proposed Cleaning Procedures and Techniques 16-69

CUSTODIAL SAFETYCET-413Custodial SafetyPlease check true or false to answer each questionT F 1. When mopping or spray buffing it is always important to use wet floor signs.T F 2. When working near electricity, you should use a wooden ladder, not a metal ladder.T F 3. It is not important to mix chemicals correctly.T F 4. Lifting heavy objects is done with the back.T F 5. When cleaning a hallway or corridors, either by wet mopping, stripping, or spraybuffing, one half the area should be done first.T F 6. Electrical problems, like wall plugs that are damaged, are the custodian’s responsibility.T F 7. Bacteria is never found on dirty equipment, so they don’t have to be cleaned daily.T F 8. Always report damaged equipment to your supervisor.T F 9. Safety is very important in custodial service.T F 10.Before emptying a trash can, you should put your hand inside first to see what is inside.Employee: Date: Grade %:∆ ∆ ∆Sodexo Facilities Management413 p3Custodial Employee Training ManualOAK PARK AND RIVER FOREST HIGH SCHOOL DISTRICT 20016-70 Proposed Cleaning Procedures and Techniques

EMPLOYEE TRAININGCET-413Seguridad en el Mantenimiento y en la LimpiezaPor favor, indique Verdadero (V) o Falso (F) para contestar cada pregunta.V F 1. Cuando se está trapeando o puliendo siempre es importante usar las señales de “PisoMojado.”V F 2. Cuando se trabaja cerca de la electricidad debe usar una esca lera de madera, no unade metal.V F 3. No es importante mezclar los productos químicos correctamente.V F 4. Los objetos pesados deben levantarse con la espalda.V F 5. Cuando se limpia un pasillo o un corredor, ya sea usando trapeador mojado,removiendo o aplicando pulimento, debe hacerse primero solo una mitad del area.V F 6. Los encargados de la limpieza deben solucionar problemas eléctricos como losenchufes dañados.V F 7. Las bacterias nunca se encuentran en el equipo sucio, por lo tanto no se tiene quelimpiar diariamente.V F 8. Siempre se avisa a su Supervisor cuando hay un equipo dañado.V F 9. La seguridad es muy importante en la limpieza.V F 10.Antes de vaciar un cubo de basura, debe meter la mano primero para saber qué hayadentro.Empleado: Fecha: Calificacion:∆ ∆ ∆Sodexo Facilities Management413 p4Custodial Employee Training ManualOAK PARK AND RIVER FOREST HIGH SCHOOL DISTRICT 200Section O-Proposed Cleaning Procedures and Techniques 16-71

HARD FLOOR MAINTENANCECET-414Hard Floor MaintenancePlease check true or false to answer each questionT F 1. It is not necessary to know each type of floor in order to maintain it.T F 2. Uncarpeted floors must be dust-mopped prior to wet mopping.T F 3. You do not have to use chemicals to clean facility floors.T F 4. Conductive floors do not use any finish.T F 5. Always post a wet floor sign at both ends of the mopping area when moppingcorridors.T F 6. When finishing floors, begin right up against the baseboard.T F 7. For economic reasons you should save the left-over finish that is in your bucket.T F 8. Sharp movements of the floor machine will cause it to move too rapidly for easycontrol.T F 9. When buffing, keep the buffer moving at all times.T F 10. After stripping the floor and all water is removed and the floor is dry, you nowapply the finish.Employee: Date: Grade %:∆ ∆ ∆Sodexo Facilities Management414 p3Custodial Employee Training ManualOAK PARK AND RIVER FOREST HIGH SCHOOL DISTRICT 20016-72 Proposed Cleaning Procedures and Techniques

EMPLOYEE TRAININGCET-414Mantenimiento del Piso de Superficie DuraPor favor, indique Verdadero (V) o Falso (F) para contestar cada pregunta.V F 1. No es necesario conocer cada tipo de piso para poder darle el mantenimiento apropiado.V F 2. A los pisos sin alfombra hay que pasarles el trapeador para polvo antes de pasarles eltrapeador mojado.V F 3. No debe usar el detergente germicida para limpiar los pisos del Hospital.V F 4. Los pisos conductivos no requieren ningún terminado.V F 5. Cuando está pasando el trapeador mojado en los corredores siempre hay que poner unaseñal de “Piso Mojado” en cada extremo del área que esté limpiando.V F 6. Cuando se le da el acabado a los pisos, se empieza a aplicar justamente contra el zócalo.V F 7. Por razones de economía debe guardarse el acabado sobrante que ha quedado en el balde.V F 8. Los movimientos bruscos de la máquina para el piso darán lugar a que la misma se muevacon demasiada rapidez para poder controlarla con facilidad.V F 9. Cuando se está puliendo el piso, se mantiene la pulidora en funcionamiento en todomomento.V F 10.Después de limpiar y de raspar el piso, de quitar toda el agua y una vez que el piso estáseco se aplica el acabado.Empleado: Fecha: Calificacion:∆ ∆ ∆Sodexo Facilities Management414 p4Custodial Employee Training ManualOAK PARK AND RIVER FOREST HIGH SCHOOL DISTRICT 200Section O-Proposed Cleaning Procedures and Techniques 16-73

Employee Recognition.In addition to an outstanding compensation and benefits package, beingrecognized for a job well done is often the most rewarding and motivating aspectof a job. The person who consistently does a high quality job in a low profileposition deserves and needs to hear positive feedback. Sodexo managers aretrained to identify these employees and strongly encouraged to recognize them in atimely and sincere manner with awards, incentives and other tokens ofappreciation. Sodexo is structured so that a talented and motivated hourlyemployee can move up to a management position in a relatively short time, andour managers develop employees for tomorrow’s opportunities by encouragingthem to work toward their full potential today.Catch a Sodexo StarThe Catch a Sodexo Star program is a simple reward and retention program thatrecognizes frontline employees who go above and beyond the call of duty. Theprogram rewards positive behaviors that support Sodexo's Values: Service Spirit,Team Spirit and Spirit of Progress.Managers give employees stickers for demonstrating positive behaviors and thestickers can be redeemed for a variety of gifts. The overall goal of the program is tomotivate frontline employees to excel in their positions and reward those who do.Certificate ProgramIt is a part of the Sodexo philosophy that employees and their accomplishmentsneed to be recognized. Individual recognition helps to enhance employees’ selfesteem,which will in turn enhance the quality of their work.The Sodexo Certificate Program has been designed to reward and recognizeemployees who have made the effort to expand their knowledge and skills, andhave accomplished this goal.OAK PARK AND RIVER FOREST HIGH SCHOOL DISTRICT 20016-74 Proposed Cleaning Procedures and Techniques

Whenever an employee is eligible for certification, the unit manager contacts thedivision trainer with the employee’s name and level of training accomplished. Thedivision trainer then sends the appropriate certificate. Before presentation of thecertificate, the unit manager makes copies of the certificate for the employee’spersonnel file. Copies of all certificates received are included in the employee’spersonnel file.Upon successful completion of the programmed instruction, the employee isawarded the certificate of recognition. The certificate signifies the developmentand achievements of a new employee. The recognition of this advancement is nolight matter. The unit manager will schedule an employee recognition meetingwhich helps generate a unified atmosphere within the department.Below is a reduced sample of a Sodexo training certificate.FACILITIES MANAGEMENTThis is to certify thatBill Smithhas successfully completedHARD FLOOR MAINTENANCETRAINERJanuary 15, 2009DATEOAK PARK AND RIVER FOREST HIGH SCHOOL DISTRICT 200Section O-Proposed Cleaning Procedures and Techniques 16-75


Program ObjectivesOak Park and River Forest High School District 200 has set certain expectationsfor a Custodial Management Services provider. Sodexo will implement thefollowing specific program components in order to meet, or in fact, exceed thosespecifications.1. Assign a talented and experienced Custodial Manager and custodialsupervisor, assisted by an administrative assistant. This highly skilled teamwill provide leadership for the staff of the department allowing them to growand meet the expectations of the students, staff, and administration.2. Provide a Facilities Capital Action Plan (FCAP) that will identify currentdeferred maintenance, capital renewal, and capital improvements along withthe associated expense that will serve as a planning tool for theadministration. Here, we include this capital action plan as part of ourservice. The district will avoid consulting engineering expenses exceeding$80,000. Please refer to Section R for program detail.3. Provide a required ADA Study and Plan valued at $40,000 at no cost to thedistrict. Please refer to Section R for program detail.4. Safety Plan. Please refer to Section R for program detail.5. Provide program start-up support from our team of project engineers tosupport the Facilities Services department. These professionals willaccomplish the necessary start-up tasks so that the manager can concentrateon relationships at all levels and day-to-day operations. These positions willinclude start-up leaders, custodial engineers, maintenance engineers, andgrounds specialists.“Opportunity is missed by mostpeople because it is dressed inoveralls and looks like work.”- Thomas A. EdisonWell trained and motivatedemployees will serve yourstudents better.OAK PARK AND RIVER FOREST HIGH SCHOOL DISTRICT 200Section O-Proposed Cleaning Procedures and Techniques 16-77

6. Develop all department employees by providing them with training (bothtechnical and personal) to enhance their individual skill sets and byintroducing a management approach that actively solicits their partnership indepartment operations. They have our promise of personal respect and concern.Taking it another step is to provide employee recognition programs foroutstanding performance and team effort.7. Create schedules to perform project work, specifically hard surface corridors,main carpet areas and restrooms, on a year-round basis. Focusing teamsspecifically on these projects reduces the normal ups and downs of qualitytypically experienced in districts that do this project work only duringnon-school periods.8. Evaluate all employee schedules and organize them to meet the needs of thedistrict combined with the implementation of project teams as well as toensure balanced workloads for all employees.9. Implement the Sodexo Unit Operating System during the implementationphase. This system provides the department leadership with the tools theyneed to manage areas such as scheduling, quality control, staff training andongoing communication.10. Implement the Sodexo Cleaning System (SCS). This innovative, effectiveand efficient program will improve student and teacher satisfaction, reduceabsenteeism and employee turnover, and improve the consistency of theprogram. This comprehensive program includes:• Selection and hiring process• Complete training process• Enhanced scheduling techniques• Reduced travel time and wasted steps• A safety program that performs beyond compliance• Consistent, quality service• Reduced cost of cleaning supplies• Improved employee morale and productivity, together with employeerecognition programsOAK PARK AND RIVER FOREST HIGH SCHOOL DISTRICT 20016-78 Proposed Cleaning Procedures and Techniques

11. Provide all department supplies and materials on a timely basis and set up asystem of inventory control and distribution that will allow employees towork effectively on assignments. Par levels will be maintained to ensureadequate supplies and materials as needed.12. Develop a guide to custodial services. Copies will be distributed to staff andprincipals at the beginning of each school year and potentially linked to thedistrict web site.13. Develop and implement a monthly administrative report for the districtthat reviews human resources, quality control, training, corporate support,financial performance, project plans, completed work and the future plans ofthe department.14. Prepare the custodial department budgets for timely consideration by thesenior administration and board and when those budgets are approved,implement them in an effective manner19. Manage the purchase and provide all custodial department supplies andmaterials at competitive prices and create an efficient system of inventorycontrol that will allow employees to work effectively on assignments, insteadof “going to the store.” The district can take advantage of Sodexo’spurchasing power and national purchasing agreements.20. Conduct our Customer Satisfaction Survey annually. This survey will beconducted electronically. We have found the number of responses to ane–survey to be significantly greater than a paper survey. In addition, thisformat allows us to reach all of our very important customers.A Custodial Servicesweb site will allow for fasterresponse to customer needs.OAK PARK AND RIVER FOREST HIGH SCHOOL DISTRICT 200Section O-Proposed Cleaning Procedures and Techniques 16-79

21. Sodexo would develop an annual Executive Review which is a formalpresentation to Administration and the Board that summarizes departmentaccomplishments. This report includes financial performance, training andeducation programs, quality control, and key result indicators.23. To further ensure the quality of service for all future endeavors, Sodexo iscommitted to lasting client relationships. We support many sound businessprinciples and helps to ensure your satisfaction as a valued client. Somecomponents include:Well trained and motivatedemployees will serve yourstudents better.• Documented expectations and commitments• Mutually agreed-upon success measures• Review of client-specific objectives prior to engagement and review ofproposal• Objective, independent assessments to gauge performanceOak Park and River Forest High School District 200 will receive a great valuethrough the implementation of the Sodexo program. We are committed toimproving the district’s image through great service. A team approach, combinedwith Sodexo’s management and proven operating systems, will allow Sodexo tofocus all available resources on providing safe, clean and attractive surroundingsand maximizing the District’s investment in its buildings.You have my word.Albert T. AllenPresident, Sodexo Education FacilitiesOAK PARK AND RIVER FOREST HIGH SCHOOL DISTRICT 20016-80 Proposed Cleaning Procedures and Techniques

Proposed Table of Organization for Facility DepartmentOak Park and River Forest HighSchool DistrictSodexo’sCorporate ResourcesProject EngineersKen CooperSenior Vice PresidentBrad LozierVice President of OperationsDeb SmilskiDistrict ManagerSodexoCustodial ManagerAdministrative AssistantSodexoCustodial SupervisorCustodial LeadRoutine Custodial Employees(24)Floor Specialists(5)Daily CustodialEmployeesOAK PARK AND RIVER FOREST HIGH SCHOOL DISTRICT 200Section O-Proposed Cleaning Procedures and Techniques 16-81


Communication ToolsWeekly MeetingsWe suggest that our custodial manager and the administrators directly responsible forfacilities management meet for one hour on a weekly basis on the same day of the week toreview the ongoing operations of the department, review objectives and provide Sodexowith direction where required. This time can be used to review the monthlyadministrative report, conduct tours of the facilities and meet with support staff.Administrative ReportEach month, the custodial mamager prepares a report for the client that includes detailedinformation on the following topics:• Human resources• Quality indicators• Training and development• Corporate technical support• Financial performance• Activity summary on projects• Status toward achieving established department objectives• Future plansFacilities Council CommitteeFacilities council meetings are formal regularly scheduled meetings attended by keydistrict representatives and Sodexo managers. Attendance by a broad cross section ofdistrict leadership allows for a good sampling of customers’ perceptions. It is suggestedthat committee members include:• Administrative liaison• Human resources• Facility Director• Sodexo’s facilities management directorThe meetings are scheduled on a quarterly basis and the agenda will include a review ofthe following topics:• Quality of service• Quality indicators• Status of projects• Human resource issues• Status towards departmental goals• Review of performance since last meeting• Discussion and resolve topics of concernOAK PARK AND RIVER FOREST HIGH SCHOOL DISTRICT 200Section O-Proposed Cleaning Procedures and Techniques 16-83

Executive ReviewThe executive review is a formal presentation to the District’s administrative andfacility team, which reviews Sodexo’s accomplishments over the pastyear or from time of program implementation. This review allows Sodexo to assessthe district’s confidence in the program and how well it meets the needsof the district. The report concentrates on the key result areas of our servicesand uses graphs, statistics to illustrate main points and is presented in aYesterday - Today - Tomorrow format that includes:• Brief service history• Service evaluation• System review• Staff development• Financial performance• Future program enhancement plansSuggested attendees at the executive review would include:Oak Park and River Forest High School District Representatives• Administrators• Facility DirectorSodexo Representatives• Custodial Manager and supervisor• Brad Lozier, Vice President of Operations• Deb Smilski District ManagerOAK PARK AND RIVER FOREST HIGH SCHOOL DISTRICT 20016-84 Proposed Cleaning Procedures and Techniques

Our Commitment to Lasting Client RelationshipsAt the end of the day, Sodexo must provide your district with a safe, clean andattractive environment as well as excellent service in order to earn Oak Park andRiver Forest High School District’s trust and become its custodial managementpartner.Identifying Oak Park and River Forest High School District’s expectations, settingmeasurable goals and continually communicating with you are keys to building asuccessful, long-term partnership. We believe communication is a constant, twowaystreet, and our commitment is to be a valued member of the district andcommunity, actively engaged in ongoing conversations with you. Sodexo providesa framework to help us understand what is relevant to you as our client and toensure that our technical delivery meets your expectations.Transition MeetingThe first critical stage in establishing a lifelong partnership is starting the contractaccording to your expectations. Before the contract is signed, we ask to meet withall of the key decision makers to from your district so that we may understand andestablish mutual expectations.Understanding that new expectations arise with changing circumstances, we buildin several opportunities to review our performance and set new goals. QuarterlyMeetings with our operations team provide a formalized setting to update progresson meeting expectations. Annual Expectation Meetings give us the opportunity torevisit mutual objectives and prioritize new expectations for the coming year.What isn’t measured cannot be managed or improved. Sodexo believes that thefirst step to getting something done - or done better - is to find a way to measureit.Client Surveys.Each year, you will receive a formal survey questionnaire. The survey requests thatOak Park and River Forest High School District administration provide us withtheir perception of the service we provide and how well this service is meeting theneeds of the students and staff. Similar surveys are used in all divisions of Sodexoand are considered a valuable source of information. The results of the surveys arecarefully monitored and presented to Sodexo’s senior management team. The endin mind is to not only understand your perceptions, but also to respond to yourexpectations.OAK PARK AND RIVER FOREST HIGH SCHOOL DISTRICT 200Section O-Proposed Cleaning Procedures and Techniques 16-85

Quality Control Program.The Sodexo quality control program provides several methods for monitoring quality andcustomer satisfaction.1. To measure improvement, it is necessary to establish a balance. We accomplish this byconducting customer and employee satisfaction surveys and award of excellence audits.The results are shared with administration and department employees and assist in thedevelopment of department goals. These audits and surveys will be conducted annuallyeach fall and compared to the baseline previous scores.2. Our customer satisfaction survey is electronic and will be conducted by e-mail.3. Sodexo has a formal, documented quality control system that is computer-based.Areas are randomly selected for inspection every 30 days. The supervisor uses detailedchecklists noting the status of each item on the list. The number of satisfactory checksfor all inspections is totaled. This total as a percentage of all checks becomes the qualityindex which can be graphed to reveal trends.4. Deb Smilski, District Manager, will provide ongoing support to our managementteam at Oak Park and River Forest High School District by visiting regularly.During these visits, he will tour the district, inspect work quality and meet withdepartment managers and administration. He will also review systems, cost controlmeasures, training documentation and projects in process.5. Corporate client surveys will be sent each fall to the District designee, by our corporateoffices in Gaithersburg, Maryland. The survey requests that they provide us with theirperception of the service and how well it meets the needs of the students and staff at OakPark and River Forest High School District. The results of the surveys are carefullymonitored, presented to Sodexo’s senior management team and are part of eachmanager’s review.6. Informal rounds are made frequently throughout the day. Rounds keep supervisors “intouch” with activity in their units, the needs of the students and staff, and the peopledoing the work. During these inspections, department areas, corridors and lobbies arechecked for order and cleanliness, the work skills and pace of employees are observed,reinforcement training is given and users are contacted. This active presence throughoutthe district ensures a good appearance and rapid response to needs.7. Formal rounds are detailed inspections made by the unit manager with administrationand department managers in their areas. Quality standards are set and reviewed,deficiencies are noted and improvement plans are formed. These rounds keep us alert toeach unit’s needs and standards.OAK PARK AND RIVER FOREST HIGH SCHOOL DISTRICT 20016-86 Proposed Cleaning Procedures and Techniques

8. We seek feedback. Each semester we send all department managers a shortquestionnaire asking them to grade the department’s service, quality ofcleaning and professionalism. The responses are tallied into number scoresand can be charted.9. An Annual Audit is performed by Brad Lozier, Vice President of Operations.The audit forces a detailed look at every component of our program: quality,systems, interdepartmental relations, cost control and employee andmanagement development. The results of the audit are compiled into anannual report summarizing our progress and achievements during the year aswell as outlines new operating goals, budgets and strategies for the comingyear. We refer to this annual audit as the executive review.10. We recommend that a district facilities council be formed withrepresentatives from administration, departments, students and Sodexo. Thegroup should meet monthly during the first several months of our newprogram, and then bi-monthly thereafter, to review our progress and givefresh direction for the next period. District facilities council meetings are avaluable check on the perceptions of the service and needs of the community.A department report will be presented and minutes of the meeting taken.11. The award of excellence is a complete audit of our program that isconducted twice annually. The audit includes a review of our systems, qualityfinancial performance, customer surveys and staff surveys. The results ofthese reviews are key indicators of how effectively our service has beenimplemented.OAK PARK AND RIVER FOREST HIGH SCHOOL DISTRICT 200Section O-Proposed Cleaning Procedures and Techniques 16-87


Implementation Plan.Attached is the “first draft” of our transition plan for management of the facilitiesat Oak Park and River Forest High School District 200. Once a contract startdate is confirmed, this plan will be updated to reflect scheduled dates andadditional transition issues which we identify in a planning meeting withadministration.OAK PARK AND RIVER FOREST HIGH SCHOOL DISTRICT 200Section O-Proposed Cleaning Procedures and Techniques 16-89

Implementation PlanACTION STEPSASSIGNMENTI. PRE-START-UP BY:• Complete management profile• Complete transition planning with administration• Schedule start-up• Finalize human resource issuesBrad LozierDeb SmilskiKaren LauerII. SELECT FACILITIES TEAM BY:• Conduct on-campus interviews for director candidates• Arrange relocationDeb SmilskiBrad LozierKaren LauerIII. START-UP PROCESS BY:• Planning session with administration• Establish service standards by building• Develop duty lists by area• Introduce Unit Operating System• Develop standard operating procedure policy book• Identify project cleaning schedule• Contact ROSM to establish local and national vendorrelationships and to place initial supply orders• Create guide for school distribution, “A Guide to CustodialManagement Services”• Create facilities web-site• Coordinate all service requests for upcoming school functionsDeb SmilskiBrad LozierCustodial ManagerOAK PARK AND RIVER FOREST HIGH SCHOOL DISTRICT 20016-90 Proposed Cleaning Procedures and Techniques

ACTION STEPSASSIGNMENTIV. IMPLEMENT STAFF DEVELOPMENT PROGRAM BY:• Arrange start-up meeting• Schedule individual interviews• Prepare new job descriptions• Review employee policies/standards and procedures• Schedule employees per manpower staffing schedules• Plan and implement pre-opening staff training sessions as a function of newprogram needs• Implement duty list with one-on-one employee training• Implement Sodexo training programs• Implement employee recognition programs• Create employee handbookV. IMPLEMENT TECHNICAL SYSTEMS & PROCEDURES BY:• Review office functions• Order computersDeb SmilskiKaren LauerCustodial ManagerBrad LozierDeb SmilskiCustodial ManagerVI. SUPPORT QUALITY CONTROL PROCEDURES BY:• Implement quality assurance program• Create first monthly report• Conduct base line quality auditBrad LozierDeb SmilskiCustodial ManagerVII. FIRST DAY OF SERVICE• Manage opening events based upon prescheduled action plan• Prepare and distribute guide to facilities management servicesVIII. OPENING REVIEW• Review opening activity with administration to ensure that all commitmentshave been met• Review opening activity with unit staff employees to ensure that their needs arebeing met; provide recognition and communicate details on our next level ofendeavorBY:Entire Sodexo TeamBY:Brad LozierDeb SmilskiEntire Sodexo TeamIX. TRANSITION REVIEW BY:• Perform 60-day review with administration to revisit start-up and to make anymid-course corrections as mutually requiredSodexo Team:Greg Johnson, Account ExecutiveBrad Lozier, Vice President for OperationsDeb Smilski District ManagerKaren Lauer, Senior Director Human ResourcesBrad LozierDeb SmilskiCustodial ManagerOAK PARK AND RIVER FOREST HIGH SCHOOL DISTRICT 200Section O-Proposed Cleaning Procedures and Techniques 16-91

START-UPStart-Up Checklist-PSU-302UNIT: ____________________________SL:SL) Start-Up LeaderIT) Inventory TeamCT) Computer TrainerCUSTODIAL START-UP CHECKLISTSTART-UP TEAM:Date: _______________________________PE) Project EngineerUM) Unit ManagerSVP) Senior Vice PresidentStart-up TaskDay 1Check Start-Up KitMeet With AdministrationDaily BriefingsIntroduction With Custodial Mgr/StaffOrientation TourName TagsKeysMailPBXStart-up Control LogOfficeOrganize OfficeSecretarial SupportClient Relations/EmployeesOne-On-One Employee ConferencingKey UsersModify Work SchedulesWeekly Progress MeetingAssignToSLSLSLSLSLSLSLSLSLSLPEUMUMUMUMSLSodexoPOM Start-Up ManualDateStartedDateCompletedOAK PARK AND RIVER FOREST HIGH SCHOOL DISTRICT 20016-92 Proposed Cleaning Procedures and Techniques

START-UPStart-Up Checklist-PSU-302Day 1Equipment InventoryComputer Pre-TrainingComputer TrainingWarehouse InventoryImpact ProjectsReview Facility PoliciesReview Outside ContractsReview Personnel PoliciesAction PlanRegulatory AgenciesVendor ReviewSet-up LogsExplain Logs to ManagerClean Work SpacesCustodial InventoryReview Facilities DocumentsFinalStart-Up CritiqueITPECTITSLUMUMUMUMSVPUMUMPEPEUMPESLSLSodexoPOM Start-Up ManualOAK PARK AND RIVER FOREST HIGH SCHOOL DISTRICT 200Section O-Proposed Cleaning Procedures and Techniques 16-93

Sample Satisfaction Surveys andUnit Audit and Evaluation ReportsOAK PARK AND RIVER FOREST HIGH SCHOOL DISTRICT 20016-94 Proposed Cleaning Procedures and Techniques

Sample Satisfaction SurveysUnit Audit andEvaluation ReportsOAK PARK AND RIVER FOREST HIGH SCHOOL DISTRICT 200Section O-Proposed Cleaning Procedures and Techniques 16-95


Sample Satisfaction Surveys.Client Satisfaction SurveyPrincipalsQuestion 1: Below are several criteria from which the institution can evaluate the level of IMPORTANCE andlevel of SATISFACTION in your experience with the Plant and Maintenance Department.For each criterion evaluate on a scale of 1 to 10 (lowest to highest) the importance to you and how satisfied youare with our performance.Building OperationsImportanceSatisfaction1 2 3 4 5 6 7 8 9 10 n/a 1 2 3 4 5 6 7 8 9 10 n/aTemperature Lighting Walls and trim painted andclean Overall satisfaction withBuilding Operations CustodialImportanceSatisfaction1 2 3 4 5 6 7 8 9 10 n/a 1 2 3 4 5 6 7 8 9 10 n/aBathrooms clean and wellstocked Walls clean and fresh looking,no chipped paint Floors clean and free of debris Windows clean and no brokenglass evident Absence of graffiti Building entrances clean andneat Overall satisfaction withCustodial OAK PARK AND RIVER FOREST HIGH SCHOOL DISTRICT 200Section O-Proposed Cleaning Procedures and Techniques 16-97

LandscapingImportanceSatisfaction1 2 3 4 5 6 7 8 9 10 n/a 1 2 3 4 5 6 7 8 9 10 n/aParking lots stripped andclean Lawns well kept Flower beds free of debris andmaintained Exterior lighting adequate Snow removal timely andwalks/drives clear Athletic fields appropriatelymaintained Overall satisfaction withLandscaping Work Orders/RepairsImportanceSatisfaction1 2 3 4 5 6 7 8 9 10 n/a 1 2 3 4 5 6 7 8 9 10 n/aAre easy to place Small repair response within48 hours or less Status of work order knownand easily verified Work is completed to mysatisfaction Work is scheduled around myneeds Emergency work orderresponse is appropriate PersonnelInteractionCustodial and facilitiespersonnel courteous andhelpfulImportanceSatisfaction1 2 3 4 5 6 7 8 9 10 n/a 1 2 3 4 5 6 7 8 9 10 n/a Professionalism displayed Personnel knowledgeable andunderstand the technicalaspects of work Personnel communicate wellwith me Management understands myneeds Management is accessible forproblem resolution OAK PARK AND RIVER FOREST HIGH SCHOOL DISTRICT 20016-98 Proposed Cleaning Procedures and Techniques

ProjectsImportanceSatisfaction1 2 3 4 5 6 7 8 9 10 n/a 1 2 3 4 5 6 7 8 9 10 n/aProjects come in on budget Completed on time Quality of work performed Question 2: What is your overall satisfaction with the Plant and Maintenance Department, its operations,personnel and project management? On a scale of 1 to 10 (lowest to highest) indicate your evaluation of theservices.1 2 3 4 5 6 7 8 9 10 n/a Question 3: If you rated Question 2 at less than “7” please describe your concern or reason for scoring in thespace below.To assist us in understanding the group(s) of clientele that the Facilities Department interfaces, please provide thefollowing information:Classification . . . Academic Athletic OtherThank you for your participation in this opinion survey. Results of this survey can be reviewed in the FacilitiesDepartment following collation of results and publishing of findings.OAK PARK AND RIVER FOREST HIGH SCHOOL DISTRICT 200Section O-Proposed Cleaning Procedures and Techniques 16-99

Student Facilities Satisfaction SurveyQuestion 1: Below are several criteria from which the institution can evaluate the level of IMPORTANCE andlevel of SATISFACTION in your experience with the Plant and Maintenance Department.For each criterion evaluate on a scale of 1 to 10 (lowest to highest) the importance to you and how satisfied you arewith our performance.Building OperationsImportanceSatisfaction1 2 3 4 5 6 7 8 9 10 n/a 1 2 3 4 5 6 7 8 9 10 n/aLighting Heat Air conditioning Floor, carpet, tile in goodcondition Room furnishings Data access adequate andfunctional General facilities adequate andfunctional Vending service(where applicable) Walls and trim painted andclean Overall satisfaction withBuilding Operations CustodialImportanceSatisfaction1 2 3 4 5 6 7 8 9 10 n/a 1 2 3 4 5 6 7 8 9 10 n/aShowers fresh and cleanMonday - Friday Saturday - Sunday Toilets fresh and cleanMonday - Friday Saturday - Sunday Bathrooms clean well stockedMonday - Friday Saturday - Sunday OAK PARK AND RIVER FOREST HIGH SCHOOL DISTRICT 20016-100 Proposed Cleaning Procedures and Techniques

Custodial(Continued)Common area floorsclean and free of debrisMonday - FridayImportanceSatisfaction1 2 3 4 5 6 7 8 9 10 n/a 1 2 3 4 5 6 7 8 9 10 n/a Saturday - Sunday Absence of graffitiMonday - Friday Saturday - Sunday Building entrancesclean and neatMonday - Friday Saturday - Sunday Stairways clean and neatMonday - Friday Saturday - Sunday Overall satisfactionwith CustodialMonday - Friday Saturday - Sunday Athletic FacilitiesImportanceSatisfaction1 2 3 4 5 6 7 8 9 10 n/a 1 2 3 4 5 6 7 8 9 10 n/aShowers fresh and clean Bathrooms clean and wellstocked Locker rooms clean and neat LandscapingImportanceSatisfaction1 2 3 4 5 6 7 8 9 10 n/a 1 2 3 4 5 6 7 8 9 10 n/aParking lots stripped and clean Lawns well kept Flower beds free of debris andwell maintained Exterior lighting adequate Snow removal timely and walks/drives clear Ice removal timely and walks/drives safe OAK PARK AND RIVER FOREST HIGH SCHOOL DISTRICT 200Section O-Proposed Cleaning Procedures and Techniques 16-101

Landscaping(Continued)ImportanceSatisfaction1 2 3 4 5 6 7 8 9 10 n/a 1 2 3 4 5 6 7 8 9 10 n/aAppearance of entryways Athletic fields appropriatelymaintained Overall satisfaction withLandscaping Work Orders/RepairsImportanceSatisfaction1 2 3 4 5 6 7 8 9 10 n/a 1 2 3 4 5 6 7 8 9 10 n/aAre easy to place Small repair response within 48hours or less Status of work order known andeasily verified Work is completed to mysatisfaction Work is scheduled around myneeds Emergency work order responseis appropriate Personnel InteractionImportance Satisfaction1 2 3 4 5 6 7 8 9 10 n/a 1 2 3 4 5 6 7 8 9 10 n/aPersonnel courteous and helpful Professionalism displayed Personnel knowledgeable andunderstand the technical aspectsof work Custodial and facilitiespersonnel communicate wellwith me OAK PARK AND RIVER FOREST HIGH SCHOOL DISTRICT 20016-102 Proposed Cleaning Procedures and Techniques

Question 2: What is your overall satisfaction with the Plant and Maintenance Department, its operations,personnel and project management? On a scale of 1 to 10 (lowest to highest) indicate your evaluation of theservices.1 2 3 4 5 6 7 8 9 10 n/a Question 3: If you rated Question 2 at less than “7” please describe your concern or reason for scoring in the spacebelow.To assist us in understanding the group(s) of clientele that the Plant and Maintenance Department interfaces,please provide the following information:Thank you for your participation in this opinion survey. Results of this survey can be reviewed in the FacilitiesDepartment following collation of results and publishing of findings.OAK PARK AND RIVER FOREST HIGH SCHOOL DISTRICT 200Section O-Proposed Cleaning Procedures and Techniques 16-103

Employee Job Satisfaction SurveyPlease indicate your role (job classification) and how longyou have been employed in the Facilities Department:How long # of years:_____F Repair Personnel F Trades F Custodial F LandscapingQuestion 1: Are you happy with your current role?Question 2: Are you happy with your work environment (safety,equipment, cleanliness, etc)?Question 3: Are you satisfied with the effectiveness of your managementwith regard to the operation of your facilities department?Question 4: Do you think your customers/clients are satisfied with thecurrent facilities management services?Question 5: Do you think that your administration is satisfied with thefacilities operation?1 2 3 4 5 6 7 8 9 10 NoOpinionQuestion 6: Are you pleased with the service provided by the stock room? Question 7: Can you complete your assigned work in the time allowed?Question 8: Is there adequate coordination and information betweenarchitects/planners and repair personnel?Question 9: The equipment, tools and materials supplied . . .• Are adequate for me to perform my job?• Are in good condition?• Require further training for effective use? Question 10: What is the most important thing that the Facilities Department could do to improve your satisfaction with your job?___________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________Question 11: What is the most important thing that the Facilities Department could do to improve client/customer satisfaction?___________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________Question 12: What is the most important thing you could do to improve the Facilities organization and services you provide?___________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________Thank you for taking the time to respond to this opinion survey. You can be assured that theFacilities Department management is interested in understanding and meeting the needs of all employees.The results of this survey will be accessible to you as soon as they are tabulated and reported.OAK PARK AND RIVER FOREST HIGH SCHOOL DISTRICT 20016-104 Proposed Cleaning Procedures and Techniques

Sample Unit Audit And Evaluation.Facilities ManagementUnit AuditDate:Unit:GM:DM:SVP:Place an X for type of contractPlace an X for services providedFeeP & LPOMHSKPGRNDSApplicable Points1. Human ResourcesPoints EarnedA. Pre-Hire/Hiring Process H. Employee RelationsHR Manager consulted prior to involuntary1 Job openings posted at job bank and unit 10 1 terminations 202 Electronic application flow log in use 10 2 Employee issues are acknowledged & addressed 20Voluntary applicant self-identification form(85948) 10 3 Hourly appraisals/wage adjustments on time 2034 WOTC (Work Opportunities Tax Credit) 10 4 MPPS developed on time for salaried direct reports 105 Thoroughly complete I-9 forms 10 5 MPPS completed on time for salaried direct reports 10B. HR File 6 Succession plans implemented and current 101 All files centralized and secured 10 7 LOA are processed according to policy 102 Employment application 10 8 Employee recognition program current/documented 10Voluntary new hire self-identification form3 (85949) 10 9 Annual employee satisfaction surveys documented 254 Job descriptions reviewed/signed 10 10 No EEOC or WC judgments 105 Handbook acknowledgements reviewed/signed 10 I. Payroll/Attendance RecordsPerformance appraisals, PAF, etc… filed & inorder 10 1 Attendance maintained and current 202 Area assignments updated annually - Custodial 10 h. Elevators (10) 103 Zone assignments updated annually - grounds 10 i. Supply closets (10) 104 Rounds assignments updated annually - POM 10 j. Floor care (10) 105 Annual horticultural calendar - grounds 10OAK PARK AND RIVER FOREST HIGH SCHOOL DISTRICT 200ApplicablePoints6C. Other HR Files 2 Timesheets utilized by hourly employees 101 I-9 filed in separate and secure location 10 3 Timecards signed/approved by employees 102 Medical records filed secure/separate location 10 4 Hourly payroll accurate/on time 10D. Required Postings (English & Spanish) 5 Management payroll accurate/on time 101 Federal Employment Law & ...(6 in 1) 10 Sub-total for Human Resources Section 645 02 State posters 103 Promise of Fair Treatment, ... poster (8 in 1) 10 2. Quality Perception of Auditor4 Company posters (The Network, etc…) 10 A. Custodial5 Current work schedules 10 1 Administrative & academicE. Training-Management a. Entrance ways (10) 101 All managers attended BYC (90 days of hire) 10 b. Halls and lobbies (10) 102 All managers attended "Front Line Leadership" 10 c. Bathrooms (10) 10GM direct reports participate in out-of-unit3 training 10 d. Classrooms (10) 104 GM participates in training 2 or more times/year 10 e. Offices (10) 10F. Training-Hourly f. Windows and screens (10) 10Annual review of employee handbookdocumented 10 g. Dusting (10) 1012 OSHA required safety training completed @ hire 10 h. Trash and policing (10) 103 Annual review of safety training completed 10 i. Elevators (10) 10*Safety talk program satisfies annual review j. Supply closets (10) 104 Safety training OJT type 10 k. Floor care (10) 105 Intro technical training for all new hires 10 2 Resident halls6 Annual monthly tech. training calendar prepared* 30 a. Entrance ways (10) 10*Required for each dept., 10 points per dept. b. Halls and lobbies (10) 10Training recorded on "In-Service TrainingRecord" 30 c. Bathrooms (10) 1078 Technical training OJT type 30 d. Showers (10) 109 OJT is supplemented by vendors 30 e. Windows and screens (10) 10G. Documentation Requiring Annual Update f. Dusting (10) 101 Job descriptions updated annually 10 g. Trash and policing (10) 10PointsEarnedSection O-Proposed Cleaning Procedures and Techniques 16-105

ApplicablePointsPointsEarnedB. Grounds B. Client/Customer Relations (continued)1 Main school 8 Tent cards are utilized 15a. Litter/trash 10 9 Door hangers are utilized 15b. Impression areas - entrances, gardens 10 10 GM/director's relationship with staff 10ApplicablePointsGM/director's relationship with student body/SGA 10c. Mowing - edging, trimming, blowing 10 11d. Turf areas - color & weeds 10 12 GM/director's relationship with faculty 10e. Bed areas - weeds, edging & plant health 10 13 GM/director's relationship with administration 10f. Shrubs pruned appropriately 10 14 Management team involved in school functions 10g. Tree trimming 10 15 Current reference letter on file 10h. Condition of equipment 10 C. Quality Assurance2 Athletic fields 1 Weekly HSKP QA inspections documented 10a. Turf areas - mowing, edging, trimming 10 Corrective action documented for scores

Monthly Report Requirements.Personnel changesMonthly technical training for all departmentsMonthly safety trainingCustodial QAGrounds QASports turf QALandscape QAPOM space inspectionsPOM WO/PM auditsPM reportWork order completion reportFinancial performance of client budgetsDocumented weekly rounds for all departmentsOther relevant informationExecutive review requirementsConsolidation of monthly reports (12 months)OAK PARK AND RIVER FOREST HIGH SCHOOL DISTRICT 200Section O-Proposed Cleaning Procedures and Techniques 16-107


Section PPricing FormPlease see Sodexo’s completed Pricing Form to include receipt of addendums onthe following pages.OAK PARK AND RIVER FOREST HIGH SCHOOL DISTRICT 200Section P-Pricing Form 17-1

17-2 Section P-Pricing Form OAK PARK AND RIVER FOREST HIGH SCHOOL DISTRICT 200

1,548,4441,548,4441,548,4444,645,332Albert T. AllenPresident, FacilitiesEducation ServicesSodexo America L.L.C.February 24, 20092/6/092/13/09COPYOAK PARK AND RIVER FOREST HIGH SCHOOL DISTRICT 200Section P-Pricing Form 17-3

Terms.The financial terms set forth in this proposal and other obligations assumed by Sodexoherein are based on conditions in existence on the date Sodexo commences operations,including by way of example, Client student population; labor, supply expenses; andfederal, state and local sales, use and excise tax. In addition, Sodexo has relied onrepresentations regarding existing and future conditions made by Client in connectionwith the negotiation and execution of this proposal. In the event of a change in theconditions or the inaccuracy or breach of, or the failure to fulfill, any representation byClient, the financial terms and other obligations assumed by Sodexo shall be renegotiatedon a mutually agreeable basis to reflect such change, inaccuracy or breach.This proposal is proprietary information of Sodexo and has been prepared for the reviewof the Evaluation Committee. Any other use, duplication or review requires the expresspermission of Sodexo.This proposal is submitted in the name of Sodexo, Inc.; however, if awarded this bid,Sodexo will contract under the name Sodexo America, L.L.C.17-4 Section P-Pricing Form OAK PARK AND RIVER FOREST HIGH SCHOOL DISTRICT 200

Section QEmployee Wage andBenefits ProposalSodexo acknowledges the items listed in Section Q, The Employee Wage andBenefits Proposal. Please refer to Section H, for a comprehensive listing ofSodexo’s employee benefits.OAK PARK AND RIVER FOREST HIGH SCHOOL DISTRICT 200Section Q-Employee Wage and Benefits Proposal 18-1

18-2 Section Q-Employee Wage and Benefits ProposalOAK PARK AND RIVER FOREST HIGH SCHOOL DISTRICT 200

OAK PARK AND RIVER FOREST HIGH SCHOOL DISTRICT 200Section Q-Employee Wage and Benefits Proposal 18-3

18-4 Section Q-Employee Wage and Benefits ProposalOAK PARK AND RIVER FOREST HIGH SCHOOL DISTRICT 200

Value-AddedServicesOur Planning Components section contains the following:• Maintenance Technologies (not included in proposal, part ofSodexo’s expertise)• Grounds Technologies (not included in proposal, part of Sodexo’sexpertise)• Facilities Capital Action Plan Overview (FCAP) (included inproposal)• Energy Conservation Program (not included in proposal, part ofSodexo’s expertise)• Sample ADA Study (included in proposal)• Safety Plan (included in proposal)OAK PARK AND RIVER FOREST HIGH SCDHOOL DISTRICT 200Section R Value-Added Services 19-1

19-2 Section R Value-Added Services OAK PARK AND RIVER FOREST HIGH SCDHOOL DISTRICT 200

MaintenanceTechnologiesPreventive Maintenance.Every organization requires a maintenance plan to ensure effective operation of itsinfrastructure. And all assets need to be maintained throughout their operationallife. Planned maintenance is the performance of cyclical activities (tasks) onbuildings, equipment and other items to avoid failures. Such failures can result inpoor quality or loss of service, environmental damage, equipment damage and eveninjury.FACILITYCENTER ® .FACILITYCENTER empowers you to make informed decisions, improveplanning and manage change, reducing costs and increasing overall productivity.FACILITYCENTER is a suite of products designed to:• Improve management effectiveness• Improve quality and safety• Increase labor efficiency• Increase database accuracy• Minimize equipment maintenance costs• Lower equipment downtime• Decrease and manage material and part usage• Control budgeting and chargebacks• Track total costService Request ManagementOne of the key features in FACILITY CENTER is the ability to track theperformance of both corrective and preventive maintenance. In tracking this work,the system stores labor hours, material cost, causes and resolutions related toindividual work orders. With this information, you can analyze your maintenancehistory to identify pieces or types of equipment with excessive failure rates ordowntime. Once identified, the organization can take steps to correct theseproblems.eOAK PARK AND RIVER FOREST HIGH SCDHOOL DISTRICT 200Section R Value-Added Services 19-3

Information about facilities, including properties, buildings space, personnel andassets as well as their operations and maintenance is managed within a single,integrated database, so all information is available throughout all applications.• In-bound work flow» Internet browser» Building management system (BMS)» Service desk» Hand held devices (Palm Pilot)• Out-bound work flow» Internet browser» Hand held devices (Palm Pilot)» Fax, page, e-mail, radio and wireless• Handheld technology» Symbol Palm Pilot (“Ruggedized” model) with bar code scanner» Paperless work orders» Demand (corrective) work orders» Preventive maintenance work orders» Create work orders on the “fly”• Work flow Engine» Personnel, backlog and daily assignments are displayed» The program allows managers to match required work with available andqualified staff» The system uses drag and drop functionality to assign work orders» Filters, column sorts and color codes customize the view for the user andsimplifies understanding of the display• Web-deployed (Internet browser)» Demand work request submission» Requester feedback Work request received? Work request status? Work request completion?Proprietary Information19-4 Section R Value-Added Services OAK PARK AND RIVER FOREST HIGH SCDHOOL DISTRICT 200

Web Access for the Customer Service Center.This document represents the high level web access for our FACILITYCENTER’scomputerized maintenance management system. It is web-deployed (internetbrowser) and allows customers to submit work request and give requester feedbackon work requests received, status and completion. The screen flow and relatedfunction ability is described below. This function ability may be tailored to best fityour culture and unique campus needs.1) Alternatively, when a portal such as Get It! Resources is employed, a morerobust homepage is available which includes facilities as one of many optionsshown below.Proprietary InformationOAK PARK AND RIVER FOREST HIGH SCDHOOL DISTRICT 200Section R Value-Added Services 19-5

2) The services icon willprovide access to a menudisplaying the various typesof requests that may besubmitted. You willidentify areas you wouldlike serviced by thecustomer service center.These will be used to autopopulatespecific fields onthe work requestsubmission. This menuwould appear as shown.3) When selecting a specificicon, the submit workrequest is displayed withthe activity based on theicon selected. Theemployee, contact andlocation which have beendefaulted by employee canbe overridden.Proprietary Information19-6 Section R Value-Added Services OAK PARK AND RIVER FOREST HIGH SCDHOOL DISTRICT 200

4) A lookup is available when overridingthe employee as shown.5) Once the problem description isentered and the request is submitted, awork request is generated which canbe converted into a work order fromthe white board. The user is givenconfirmation of the submitted requestas shown.Proprietary InformationOAK PARK AND RIVER FOREST HIGH SCDHOOL DISTRICT 200Section R Value-Added Services 19-7

6) Status of work requests andthe associated work ordersmay be viewed by theemployee who submitted thework request as shown.7) Additional detail of the workrequest or work order maybe also be viewed as shown.Proprietary Information19-8 Section R Value-Added Services OAK PARK AND RIVER FOREST HIGH SCDHOOL DISTRICT 200

Service Levels for Maintenance.1. Services to be performeda. Sodexo shall implement and maintain effective programs for thestandardization of maintenance.b. Programs shall be designed to promote the longevity of equipment andbuildings, reduce untimely breakdowns, control costs and meetemergencies.2. Corrective Maintenancea. A formal corrective maintenance program will be designed to returnequipment and building systems to normal operational condition throughpriority assignment.b. Response time from the time the service request is received will be asfollows:1. Urgent - This type of maintenance service request is such that failureto act immediately will endanger charter operations. Procedures forurgent corrective action is by the fastest means with anticipatedresponse within same day.2. Routine - This type of maintenance work request is such that themain function of the charter will not be significantly affected.Response time will be seventy-two (72) hours or less.3. Deferred - This type of maintenance work request will not directlyaffect the charters operations, i.e., handling bulletin boards, pictures,etc. Deferred requests will be handled the same as Routine requests.Notification of work request "status" to affected departments willoccur within five (5) working days.3. Basic Services DefinitionAll preventive, corrective, and general maintenance, repair as well as otherservices which shall be attended to within the operating budget parametersestablished (see contract) for that fiscal year to ensure a safe, attractive,functional and efficient environment in line with the high standards that thecharter requires as specified in this contract.OAK PARK AND RIVER FOREST HIGH SCDHOOL DISTRICT 200Section R Value-Added Services 19-9

4. Guideline of Services characteristic of Basic Services:Carpentry• Replace damaged floor tile• Signage replacement• Replace damaged baseboards• Hang pictures, wall hangings• Repair door hardware locksmith• Hang pencil sharpeners• Repair door closures• Repair damaged ceiling tiles• Hang window blinds• Placement of shelving• Replace broken mirrors• Minor repair to study lounge furniture• Replacement of window screening• Place bulletin boards• Place chalkboards, whiteboards• Attach toilet partitions• Replacement of dispensers• Replacement of dryer vents• P.M.’s as scheduled through Facility Center• Installation and repair to tile grid workElectrical• Reset single/three phase breakers• Trouble shoot single/three phase circuits• Repair light switches and replace three phasecircuits and motors• Replace receptacles and plates• Replace motors less than 1 HP• Work from last breaker on power to load fixture• Repair existing exterior lighting attached tobuilding• P.M.’s as scheduled through Facility Center.• Replace light bulb and ballast• Minor electrical repair (See Basic Service limits)HVAC• Filter changes on fan wall and ceiling mountedfan coil units• Check, tighten, change belts on motors less than1 HP• Coil, fan cleaning and minor repair• P.M.s as scheduled through Facility Center• Thermostats repairs• Reheat Coil repairs• Check, tighten belt guards in units less than 1HP• Repair CFC and HCFC units• Repair Mixing Boxes• Repair Pneumatic Controls• Clean & replace air filters in mechanical rooms • See Basic Service Limits19-10 Section R Value-Added Services OAK PARK AND RIVER FOREST HIGH SCDHOOL DISTRICT 200

Plumbing• Faucet repairs• Replace toilet seats• Replace shower heads• Use acid drain openers• Unclog main drain lines• Hot water heater repairs• Repair sprinkler heads• Clear clogged J-Traps• Replace or repair flush valves• Clear drain clogs• Service main supply lines• Maintain boilers• Use power augers• General Repairs (See Basic Service Limits)Painting• Maintenance painting to restore and touch up appearance in entries, corridors, classrooms, restrooms,lobbies, lounges.• Repair painting of building exterior trim and entries. School to provide any equipment needed.• Repaint individual offices as required.• Repaint individual student rooms as required.• Repair damaged wallsAdditional Services Managed Also:• Project painting of complete building exterior and interior offices, suites of offices.Exterior• Check roof and building drainage systems on regular schedule• Check, clear exterior drains, gutters, leaders, etc.Other• Manage contract for fire detection and suppression systems• Maintain building heating and cooling systems• Maintain energy management systemsOAK PARK AND RIVER FOREST HIGH SCDHOOL DISTRICT 200Section R Value-Added Services 19-11

Unit Operating System~ ~ ~TABLE OF CONTENTS FROM OUR OPERATIONS MANUAL01 TABLE OF CONTENTSUOSOMINTRODUCTIONUOS1 Cover PageUOS2 Unit Operating System DiagramUOS3 Operating System DiagramOPERATIONS MANAGEMENTOM01 Unit Operating System Diagram(Operations Management)OM02 Cover PageOM10 OverviewOM10-1 Maintenance ManagementSystemOM10-2 Maintenance ManagementSub SystemsOM20 Plant Operations ManagementOM21 Overview DiagramOM22 Standard Operating ProceduresOM22-1 AdministrationOM22-2 Operations ManagementOM22-3 Quality AssuranceOM22-4 Safety and EmergencyOM22-5 Fire Safety/UtilityOM23 ContractsOM23-1 Outside ContractsOM24 Capital ProjectsOM24-1 Elements of Capital ProjectsOM25 DeferralsOM25-1 Deferred Maintenance PlanOM26 ComputersOM26-1 Computer SystemOM26-2 Computer SystemOM26-3 OutlineOM26-4 Computer SystemOM30OM31OM32OM33OM34Housekeeping and CustodialOverview DiagramStandard Operating ProceduresOM32-1 AdministrationOM32-2 Operations ManagementOM32-3 Emergency/Failure PlansContractsOM33-1 Standard Outside ContractsComputersOM34-1 Computer System (Enhance)HRSTRAHUMAN RESOURCESHR01 Unit Operating Systems Diagram(Human Resources)HR02 Cover PageHR1 New HiresHR1-1 Flow ChartHR1-2 Recruitment (1)HR1-3 Recruitment (2)HR1-4 InterviewingHR1-5 HiringHR1-6 Orientation (1)HR1-7 Orientation (2)HR1-8 TrainingHR1-9 Payroll/BenefitsAdministrationHR1-10 1-Employee RelationsHR1-11 2-Employee RelationsHR1-12 ManagementSAFETYST01ST02ST1ST1-4ST1-5ST1-6ST1-7Unit Operating Systems Diagram(Safety)Cover PageSafetyST1-1 Flow ChartST1-2 PolicyST1-3 ServicesProceduresTraining TropicsHazardous CommunicationInfection ControlREGULATORYRA01 Unit Operating SystemsDiagram (Regulatory Agencies)RA02 Cover PageRA1 Regulatory AgenciesRA2 EPA19-12 Section R Value-Added Services OAK PARK AND RIVER FOREST HIGH SCDHOOL DISTRICT 200

Unit Operating System(CONTINUED)~ ~ ~TABLE OF CONTENTS FROM OUR OPERATIONS MANUALSUCRSTART-UPSU01 Unit Operating Systems Diagram(Start-up)SU02 Cover PageSU1 Pre-StartSU1-1 OverviewSU1-2 Pre-Start: Acct. ExecutiveSU1-3 Pre-Start: Senior VicePresidentSU1-4 Pre-Start: DistrictManagerSU1-5 Pre-Start: Unit ManagerSU1-6 Pre-Start: HumanResourcesSU1-7 Pre-Start: Start-upLeaderSU2 Start-UpSU2-1 OverviewSU2-2 Start-up: SL Leader (1)SU2-3 Start-up: SL Leader (2)SU2-4 Start-up: Unit Manager (1)SU2-5 Start-up: Unit Manager (2)SU2-6 Start-up: Project EngineerSU2-7 Start-up: Project EngineerPOMCLIENT RELATIONSCR01 Unit Operating System Diagram(Client Relations)CR02 Cover PageCR1 OverviewCR1-1 Overview DiagramCR1-2 ObjectivesCR2Unit Management Daily ActivitiesCR2-1 Daily RoundsCR2-2 Committee ParticipationCR2-3 Community Involvement --InternalCR2-4 Community Involvement --ExternalCCCR3CR4Unit Documented ActivitiesCR3-1 Unit ProfileCR3-2 Weekly MeetingCR3-3 Administrative ReportCR3-4 Administrative Reports CoverCR3-5 Joint Review CommitteeCorporate ProgramCR4-1 Support StaffCR4-2 Executive ReviewCR4-3 Corporate Client SurveyCR4-4 Award of ExcellenceCR4-5 Service MilestonesCR4-6 Managing Management ChangeCOST CONTROLCC01 Unit Operating Systems Diagram(Cost Control)CC02 Cover PageCC03 ComponentsCC1 OverviewCC1-1 Accounting SystemCC2 LaborCC2-1 Labor OverviewCC2-2 Labor Flow Chart (1)CC2-3 Labor Flow Chart (2)CC2-4 Work LoadCC2-5 Unit Contract Labor StandardCC2-6 Unit BudgetCC2-7 Current Productive LaborStandardsCC2-8 Non-Productive Labor StandardsCC2-9 Duty ListsCC2-10 On/Off RosterCC2-11 Vacation PlanningCC2-12 Sign On/Off SheetsOAK PARK AND RIVER FOREST HIGH SCDHOOL DISTRICT 200Section R Value-Added Services 19-13

Unit Operating System(CONTINUED)~ ~ ~TABLE OF CONTENTS FROM OUR OPERATIONS MANUALCCTRCOST CONTROL (Cont’d)CC3 PayrollCC3-1 Time CardsCC3-2 Daily Variance SheetsCC3-3 Payroll Time SheetsCC4 Cost ReportingCC4-1 Guaranteed Hours ReportCC4-2 Guaranteed Charge Unit BillingCC4-3 Energy DataCC4-4 External ExpendituresCC4-5 W.O.R.TRAININGTR01 Unit Operating System Diagram (Training)TR02 Cover PageTR1 Management Development TrainingTR1-1 MDT Flow ChartTR1-2 IntroductionTR1-3 Individual Development Phase 1TR1-4 Individual Development Phase 2TR1-5 Individual Development Phase 3TR1-6 Accelerated Training Week 2TR1-7 Accelerated Training Week 3TR1-8 Advanced ManagementTR1-9 Continuing EducationTR2 Housekeeping/Custodial TrainingTR2-1 HCT Flow ChartTR2-2 OrientationTR2-3 Programmed InstructionTR2-4 On-Going Development TrainingTR2-5 Individual DevelopmentTR3 Trade TrainingTR3-1 TT Flow ChartTR3-2 OrientationTR3-3 Proficiency EvaluationTR3-4 On-Going DevelopmentTR3-5 Programmed InstructionTR3-6 Individual DevelopmentQAQUALITY ASSURANCEQA01 Unit Operating SystemsDiagram (Quality Assurance)QA02 Cover PageQA1 OverviewQA1-1 QA Overview DiagramQA2 Operations ManagementQA2-1 TrainingQA2-2 Standard MethodsQA2-3 Products/EquipmentQA3 AuditsQA3-1 Daily Informal RoundsQA3-2 Housekeeping/CustodialIndicatorsQA3-3 Cycle Cleaning IndicatorsQA3-4 POM IndicatorsQA3-5 Award of ExcellenceQA4 Client RelationsQA4-1 Weekly ToursQA4-2 Administrative ReportQA4-3 Joint Review CommitteeQA4-4 Regional OperationsDirector VisitsQA4-5 Corporate Client SurveysQA5 Human ResourcesQA5-1 Employee MeetingsQA5-2 Employee SurveysQA5-3 Staff RecognitionQA6 Total Quality ManagementQA6-1 Cover PageQA6-2 OverviewQA6-3 Joiner TriangleQA6-4 Numerical GoalsQA6-5 Deming Chain ReactionQA6-6 PrinciplesQA6-7 TQM Chain Reaction19-14 Section R Value-Added Services OAK PARK AND RIVER FOREST HIGH SCDHOOL DISTRICT 200

Maintenance Procedures~ ~ ~TABLE OF CONTENTS FROM OUR OPERATIONS MANUAL01 TABLE OF CONTENTS02 ALPHABETIC INDEX010 INTRODUCTION100 SYSTEM ORIENTATION101 Support Contacts102 Computer Equipment103 Installation and Set Up104 Network Administration200 PRE-TRAINING START-UP201 Introduction202 Non-Disclosure Agreement203 Maintenance Request Forms204 Create Codes205 Employee Data Collection206 Supplier Data Collection300 MAIN MENU SYSTEM301 Main Menu System400 OPERATING INSTRUCTIONS401 Menu System402 Navigating403 Template404 HELP405 Calendar500 PASSWORDS501 Creating Passwords502 Deleting Passwords503 Scanning Passwords504 Password Levels600 EMPLOYEES601 Creating Employees602 View/Modifying Employees603 Scanning Employees604 Activate/Deactivate Employee700 SUPPLIERS701 Creating Suppliers702 View/Modifying Suppliers703 Scanning Suppliers800 WORK ORDERS801 Work Order Chart802 Creating Work Orders803 View/Modifying Work Orders804 Work Order Requisitions805 Scanning Work Orders806 Material Costs807 Estimated Work Load808 Printing Work Orders809 Completing Work Orders810 Reassigning/CancelingWork Orders900 DAILY TIME SHEETS901 Daily Time Sheet Form902 Creating Daily Time Sheet903 View/Modifying DTS904 Scanning DTS905 Budgeted Hours906 Work Code/Activity1000 REPORTS1001 Generating Reports1002 Deletion Utility1003 Passwords1004 Codes1005 Archiving1006 Set-Up (Installation)1007 Task Library1200 BACK UPS1201 Back Up Schedule1202 Back Up to Tape1203 Back Up to Diskettes1300 PHASE 11301 Phase 1 Checklist1400 EQUIPMENT1401 Tagging Equipment1402 Equipment Data Collection1403 Creating Equipment1404 View/Modifying Equipment1405 Scanning Equipment1406 Printing EquipmentOAK PARK AND RIVER FOREST HIGH SCDHOOL DISTRICT 200Section R Value-Added Services 19-15

GroundsTechnologiesLandscaping/Grounds Standards.Grounds Care/General School ProgramA grounds management program will be developed specifically for the uniqueneeds of Oak Park and River Forest High School District 200.Scheduled grounds care will be provided for the lawns, trees, shrubs, flowerbeds,sidewalks, roadways and parking lots including snow and ice removal whenappropriate to provide a safe and attractive environment. This includes cuttinggrass, trimming and fertilizing of grass and shrubbery. In addition, we will handlethe policing of roadways, walks, leaf removal and trimming trees.OAK PARK AND RIVER FOREST HIGH SCHOOL DISTRICT 200Section R Added Value Services 19-17

Service Levels for Grounds.Scope of Work.Turf CareGrass to be cut on a continual basis approximately every five to seven days or moreoften as needed. Mowing height and frequency to be determined byenvironmental conditions. Grass clippings can be allowed to mulch unlessunsightly clipping residue is evident.Mechanical edging of sidewalks and curbs will be completed monthly or as needed.Foundation trimming around buildings and obstacles to be completed with eachmowing.Fertilization program will be established after a soil analysis is completed, within 60days of the commencement of services.SeedingOverseeding of worn and thin turf areas will be completed between September15th and October 1st, to establish sound root structure to hold soil in place forcool season turf, and between March 15th and August 30th for warm season turf.Weed ControlAs needed according to soil sampling. Fertilization and weed control of turf areaswill be completed on a priority basis as established by client and contractorcollaboration.Broadleaf weed control will be applied in February to all turf areas that exhibitexcessive weed infestation with a second application in late May.Tree and Shrubbery MaintenanceExtensive pruning will be performed in the winter depending on the types ofplants, growth habits and design application. Supportive pruning required tomaintain a neat appearance and to support the design application will beperformed as conditions dictate. Dead and diseased parts will be removed as theyoccur.19-18 Section R Added-Value Services OAK PARK AND RIVER FOREST HIGH SCHOOL DISTRICT 200

Bed areas will be mechanically edged three times per year and trimmed after eachmowing.The application of pesticide will be administered as situations dictate and sprayingwill be initiated upon the first evidence of any pest that threatens the normalgrowth and health of the plant species. Follow-up spraying will be completed asrequired to prevent re-infestation.IrrigationIrrigation will be checked after each mowing. Systems will be checked andupgraded as needed.FertilizationFertilization of all turf areas will be completed semi-annually in the spring and fall.Fertilization of all applicable trees and shrubs will be completed annually in thespring. Fertilizer will be of the type and formulation as recommended for plantspecies based on acceptable horticulture standards.AerationAeration will be completed on an annual basis at the beginning of each growingseason with continued aeration in compacted areas.Snow and Ice RemovalA snow and ice removal plan will be designed and implemented, includingplowing, shoveling, scraping, sweeping, sanding and salting where appropriate ofall paved areas. Full accessibility to all areas by 7:00 a.m. in the event of overnightstorms will be ensured. Clearing operations will begin immediately upon cessationof storms.OAK PARK AND RIVER FOREST HIGH SCHOOL DISTRICT 200Section R Added Value Services 19-19

Monthly Activity Schedule.January• Prune established trees• Plant/transplant trees and shrubs• Major equipment maintenance• Severe renewal pruning of shrubs as neededFebruary• Prune established trees• Prune shrubs as needed• Severe renewal pruning of shrubs as needed• Apply pre-emergent to all beds for weed controlMarch• Prune spring flowering shrubs after blooms fade• Snow and ice removalApril• Prune spring flowering shrubs after blooms fade• Apply pre-emergent weed/grass control to mulch/shrub beds• Plant warm season grasses to renovate bare areas/over seed• Plant annuals - late AprilMay• Prune spring flowering shrubs after blooms fade• Plant warm season grasses to renovate bare areas/over seed• Plant summer annuals• Mow, edge and trim turf areas• Weed and cultivate flower and shrub beds• Water/irrigate annuals• Deep-water new trees and shrubsJune• Prune foliage type shrubs/bushes if necessary• Mow, edge, and trim turf areas• Weed and cultivate flower and shrub beds• Water/irrigate annuals19-20 Section R Added-Value Services OAK PARK AND RIVER FOREST HIGH SCHOOL DISTRICT 200

July• Prune foliage type shrubs/bushes if necessary• Mow, edge, and trim turf areas• Weed and cultivate flower and shrub beds• Water/irrigate annualsAugust• Prune foliage type shrubs/bushes if necessary• Mow, edge, and trim turf areas• Weed and cultivate flower and shrub beds• Water/irrigate annualsSeptember• Mow, edge, and trim turf areas• Weed and cultivate flower and shrub beds• Water/irrigate annualsOctober• Mow, edge, and trim turf areas• Weed and cultivate flower and shrub beds• Water/irrigate annuals• Landscape projects• Plant winter annuals and spring bulbsNovember• Plant winter annuals and spring bulbs• Landscape projects• Optimal time to plant trees and shrubs• Replenish/apply new mulch• Snow and ice removalDecember• Prune established trees• Prune and trim young (new) trees• Snow and ice removal• Replenish/apply new mulchOAK PARK AND RIVER FOREST HIGH SCHOOL DISTRICT 200Section R Added Value Services 19-21

Following is a sample calendar of Sodexo’s School Grounds/Athletic Fields cultural management calendar.School Grounds/Athletic Fields Cultural Management CalendarTASK LOCATION COMMENTSJanuary/FebruaryEquipmentMaintenanceGrounds ShopReview equipment and overhaul as necessary.Shrub/Tree Care School Grounds Continue large scale pruning to deciduous trees, shrubs and ivy.Police up School Grounds Detail clean up of all entrances and grounds.MarchEquipmentMaintenanceShrub/Flower BedMaintenanceGrounds ShopSchool GroundsPrepare grounds equipment for spring start up.Apply Surflan Pre-emergent herbicide at 3 oz./1gallon all bed areas to preventweed seeds from germinating. (Contract out).Insect Control Trees Apply dormant oil insecticide to all trees/shrubs with noticeable scale damage.Temp. should be over 40 0 F for 24 hours. (Contract out if necessary). Scout inearly March for numbers of scale over-wintering trees/shrubs.Police Up School Grounds Detail clean up of all entrances and grounds.Turf Repair School Grounds Replace sod and remove accumulated sand etc. along all shoulders of roads andwalks.Large TreeMaintenanceAprilTree Ring BorderMaintenancePre-emergent WeedControlSchool GroundsSchool GroundsSchoolReview all large trees for safety issues and contract work out where needed.Encircle trunks of trees with 3 foot diameter tree ring mulch border. Depthshould be 2-4 inches. This will protect plants from mechanical damage causedby equipment (line trimmers, mowers), provide weed control assistance, reducestring trimmer man hours and insulate plant root zones during seasonal weatherchanges.If annual weeds were a problem last year, apply Lesco Pre-m to problem areas toField Turf control crabgrass, goose grass, etc. (Contract out if necessary).Police Up School Grounds Detail clean up of all entrances and grounds.Mowing OperationsCommenceSchool GroundsBegin mowing cycles, followed by line trimming.Growth Regulators School Grounds Apply Embark Lite to all grass banks greater than 3:1 to slow growth of grassresulting in more infrequent mowing and improving operator safety of slopemowing. (if applicable).Police Up School Grounds Detail clean up of all entrances and grounds.Proprietary Information19-22 Section R Added-Value Services OAK PARK AND RIVER FOREST HIGH SCHOOL DISTRICT 200

School Grounds/Athletic Fields Cultural Management CalendarTASK LOCATION COMMENTSMayFertilize (5) School/Athletic Fertilize with Lesco 30-3-9 100% Poly S at 1#/1,000 sq. ft. to all turf areas.Fertilize (5) Field & Grounds Around May 20 (earlier if applications were not made last fall).Shrub/Tree Care School Grounds Inspect all plant materials for buildup of insect and diseases. Determineproblem areas by identifying insect/disease and apply appropriate controlmeasures. Prune as necessary. (Contract out if necessary).Plant AnnualFlowersSchool GroundsPlant in key garden beds surrounding main entrances and buildings. Usemarigolds, impatiens, etc. Plant with compost, topsoil and plant fertilizermixture. Reapply liquid fertilizer applications monthly until September. Deadhead flower buds as necessary.Mowing OperationContinuedSpot Weed ControlAerateSchool/AthleticGroundsSchool/AthleticGroundsSchool/AthleticGroundsInclude detail work in mowing cycles.To eliminate undesired vegetation and reduce string trimmer work, applyRoundup/Surflan (3 oz/1,000 sq. ft) mixture around curbs, fence lines,building perimeter walls etc. Also where needed use Lesco 3 Way or Confrontfor SPOT broadleaf weed control in turf areas. (Contract out).Core Aerate 4/5 passes. Over-seed where necessary.Police Up School Grounds Detail clean up of all entrances and grounds.Grub InspectionSchool/AthleticGroundsInspect turf for white grubs, look for mole/skunk damage to turf, they areeating the grubs. Also if numerous starling/blackbirds are poking holes in turf,a grub problem exists. If more than 8 grubs/sq. ft. apply Dylox atrecommended rate, must be watered in. (Contract out).Topdressing Athletic Grounds Topdressing is used to improve soil structure, smooth uneven areas and breakdown thatch.JuneShrub Care School Grounds Trim/prune flowing shrubs (after blooming) and non-flowering shrubs.Spot Weed ControlMoisture InspectionMowing OperationContinuedSchool/AthleticGroundsSchool/AthleticGroundsSchool/AthleticGroundsTo eliminate undesired vegetation and reduce string trimmer work, applyRoundup/Surflan (3 oz/1,000 sq. ft) mixture around curbs, fence lines,building perimeter walls etc. Also where needed use Turflan D or Confront forspot broadleaf weed control in turf areas. (Contract out).Daily inspections of turf, trees, shrubs, and flowers for needed irrigation.Irrigation should never be left on and not monitored.Include detail work in mowing cycles.Proprietary InformationOAK PARK AND RIVER FOREST HIGH SCHOOL DISTRICT 200Section R Added Value Services 19-23

School Grounds/Athletic Fields Cultural Management CalendarFertilize (5)TASK LOCATION COMMENTSJulySpot Weed ControlMowing OperationContinuedSchool/AthleticGroundsSchool/AthleticGroundsSchool/AthleticGroundsMoisture Inspection School/AthleticGroundsCrabgrass Inspection School/AthleticGroundsApply 1# /1,000 sq. ft. of Lesco 21-3-21 100% poly S in early July.To eliminate undesired vegetation and reduce string trimmer work, applyRoundup/Surflan (3 oz/1,000 sq. ft) mixture around curbs, fence lines,building perimeter walls etc. Also where needed use Lesco 3 Way or Confrontfor SPOT broadleaf weed control in turf areas. (Contract out).Include detail work in mowing cycles.Daily inspections of turf, trees, shrubs, and flowers for needed irrigation.Where crabgrass has been determined to be a problem, contact local LescoRepresentative. Note problem areas for Spring pre-emergent applications.Police Up School Grounds Detail clean up all entrances and grounds.AugustMowing OperationContinuedSchool/AthleticGroundsMoisture Inspection School/AthleticGroundsCrabgrass Inspection School/AthleticGroundsInclude detail work in mowing cycles.Daily inspections of turf, trees, shrubs, and flowers for needed irrigation.Where crabgrass has been determined to be a problem, contact local LescoRepresentative. Note problem areas for Spring pre-emergent applications.SeptemberFertilize (5)Mowing OperationContinuedSpot Weed ControlAerationOver-seed TurfSchool/AthleticGroundsSchool/AthleticGroundsSchool/AthleticGroundsSchool/AthleticGroundsSchool/AthleticGroundsApply 1#/1000 sq. ft. of Lesco 30-3-9 100% Poly SCU in early September.Include detail work in mowing cycles.To eliminate undesired vegetation and reduce string trimmer work, applyRoundup/Surflan (3 oz/1,000 sq. ft) mixture around curbs, fence lines,building perimeter walls etc. Also where needed use Lesco 3 Way or Confrontfor SPOT broadleaf weed control in turf areas. (Contract out).Core aerate 4/5 passes.Over-seed existing turf areas with A Rogers/Olathe slot seeder in 2 directions,applying 5# perennial ryegrass 3-way blend.Topdressing Athletic Grounds Topdressing is used to improve soil structure, smooth uneven areas and breakdown thatch (see #7 under notes). (Contract out.)Police Up School Grounds Detail clean up all entrances and grounds.Proprietary Information19-24 Section R Added-Value Services OAK PARK AND RIVER FOREST HIGH SCHOOL DISTRICT 200

School Grounds/Athletic Fields Cultural Management CalendarTASK LOCATION COMMENTSOctoberLeaf Removal School Grounds Begin leaf collection of all area.Mowing OperationContinuedSpot Weed ControlAerationOver-seed TurfSchool/AthleticGroundsSchool/AthleticGroundsSchool/AthleticGroundsSchool/AthleticGroundsInclude detail work in mowing cycles.To eliminate undesired vegetation and reduce string trimmer work, applyRoundup/Surflan (3 oz/1,000 sq. ft) mixture around curbs, fence lines, buildingperimeter walls etc. Also where needed use Lesco 3 Way or Confront for SPOTbroadleaf weed control in turf areas. (Contract out).Core aerate 4/5 passes.Over-seed existing turf areas with slot seeder in 2 directions, applying 5#perennial ryegrass 3-way blend.Bulb Planting School Grounds Plant perennial bulbs in key bed areas.Police up School Grounds Detail clean up all entrances and grounds.NovemberMowing OperationContinuedFertilize (5)School/AthleticGroundsSchool/AthleticGroundsInclude detail work in mowing cycles, until dormant.Apply 1#/1000 sq. ft. of Lesco 30-3-9 100% Poly SCU in early November.Police up School Grounds Detail clean up all entrances and grounds.DecemberTree Care School Grounds Prune dead/cross branches, maintain 8' clearance for trees near walkways.Police up School Grounds Detail clean up all entrances and grounds.Additional Comments:1. Throughout the turf grass growing season inspect turf grass foliage and root system for insect/disease damage.2. Mow turf grass weekly during the growing season never cutting more than 1/3 of grass height per mowing cycle.3. Detail work -curb/walk edging, garden bed weeding, daily policing of grounds, string trimmer work around obstacles,and tree/shrub mulching must be incorporated with weekly ground schedules.4. General equipment maintenance must be performed on a biweekly basis or as required by manufacturer serviceprocedures. For example, oil filter changes, grease fitting lubrication, belt adjustments, sharpen blades etc.5. Every two years, soil tests should be conducted through your LESCO service center. FERTILIZER RATIOS GIVENARE GUIDELINE AND SHOULD BE ADJUSTED WITH LESCO REP. AFTER SOIL TESTS RESULTS.6. Topdressing at a 1/4" with an organic matter product such as ALL GRO or a refined sand should be done beforeaerification. Consult your Sodexo’s Grounds P.E. or county extension agent before trying. Topdressing materialsshould be sent to the nearest soil testing facility for evaluation and recommendations.Proprietary InformationOAK PARK AND RIVER FOREST HIGH SCHOOL DISTRICT 200Section R Added Value Services 19-25

Grounds Inspection Planning Calendar.DESCRIPTION OF WORK MARCH APRIL MAY1 2 3 4 1 2 3 4 1 2 3 4(Spring Season)Soil preparation for annual bedding plantsBy Whom:Soil preparation for flowering bulbs and perennialsBy Whom:Plant annual bedding plantsBy Whom:Plant spring flowering bulbsBy Whom:Spring planting (bulb and burlap)By Whom:Supplemental watering as neededBy Whom:Aerating, seeding and fertilizingBy Whom:Border and mulch planter bedsBy Whom:Repair pot holes on streetsBy Whom:Remove spent blooms on plantsBy Whom:Trim off all shrubs in zoneBy Whom:Mulch shrub bedsBy Whom:Proprietary Information19-26 Section R Added-Value Services OAK PARK AND RIVER FOREST HIGH SCHOOL DISTRICT 200

Grounds Inspection Planning Calendar.DESCRIPTION OF WORK JUNE JULY AUGUST1 2 3 4 1 2 3 4 1 2 3 4(Summer Season)Soil preparation for annualbedding plantsBy Whom:Soil preparation for floweringbulbs and perennialsBy Whom:Preferable time for incorporatingamendmentsBy Whom:Plant annual bedding plantsBy Whom:Supplemental watering as neededBy Whom:Aerating, seeding and fertilizingBy Whom:Border and mulch planter bedsBy Whom:Remove spent blooms on plantsBy Whom:Trim off all shrubs in zoneBy Whom:Mulch shrub bedsBy Whom:Proprietary InformationOAK PARK AND RIVER FOREST HIGH SCHOOL DISTRICT 200Section R Added Value Services 19-27

Grounds Inspection Planning Calendar.DESCRIPTION OF WORK SEPTEMBER OCTOBER NOVEMBER1 2 3 4 1 2 3 4 1 2 3 4(Fall Season)Aerating, seeding and fertilizingBy Whom:Perform sodingBy Whom:Perform fall planting of trees, shrubs,flowers and bulbsBy Whom:Border beds and clean weedsBy Whom:Mulch tree, shrubs and flower bedsBy Whom:Water plants and grassBy Whom:Feed trees and shrubsBy Whom:Spray herbicidesBy Whom:Follow leaf removal programBy Whom:Cut grass, trim shrubs and edge walkwaysBy Whom:Daily schedule of cleaning and haulingrefuge to dump siteBy Whom:Clean exterior drains and window wellsBy Whom:Repair pot holes on streetsBy Whom:Perform fall pruningBy Whom:Cut grass and clean extension propertiesBy Whom:Proprietary Information19-28 Section R Added-Value Services OAK PARK AND RIVER FOREST HIGH SCHOOL DISTRICT 200

Grounds Inspection Planning Calendar.DESCRIPTION OF WORK DECEMBER JANUARY FEBRUARY1 2 3 4 1 2 3 4 1 2 3 4(Winter Season)Clean exterior drain and windowwellsBy Whom:Repair pot holes on streetBy Whom:Leaf removalBy Whom:Cut grass, trim shrubs and edgewalkwaysBy Whom:Haul refuge to dump siteBy Whom:Sharpen blades (mower, edger, etc.)By Whom:Clean, lubricate and adjust powerequipmentBy Whom:Site inspection for eradication ofinvasive plantsBy Whom:Winter equipment maintenanceBy Whom:Walk thru inspections of groundsfor improvementsBy Whom:Proprietary InformationOAK PARK AND RIVER FOREST HIGH SCHOOL DISTRICT 200Section R Added Value Services 19-29

Landscaping Procedures~ ~ ~TABLE OF CONTENTS FROM OUR OPERATIONS MANUALThis manual is designed to provide the landscape crew with the necessary information required forestablishing and maintaining an attractive landscape. The manual covers the care and facilitiesmanagement of turf areas, trees, shrubs, athletic fields and ornamental flowers/flower beds.01 TABLE OF CONTENTS02 ALPHABETIC INDEX010 INTRODUCTION100 AGRICULTURAL INFORMATION SERVICES200 FACILITY201 Zone202 Map203 Vegetation Inventory204 Grounds Work Order300 OPERATIONS301 Policing Grounds302 Servicing Waste Receptacles303 Debris Removal304 Grass Mowing/Small Area305 Grass Mowing/Large Area306 Edge/Trim Grass Weedeater307 Edge/Trim Grass Gas Edger308 Manual Weed Elimination309 Pruning Trees310 Pruning Shrubs311 Pruning Palm Trees312 Irrigation System313 Erosion Control314 Soil Aeration315 Request for Excavation316 Excavation of Earth317 Rotary Spreader/Granular318 Turf Gun Calibration319 Herbicide Boom Spray320 Rig/Sprayer Celebration400 EMERGENCY OPERATIONS401 Storm Debris Removal402 Emergency Snow Removal403 Flood404 Hurricane405 Tornado406 Re-Landscaping Procedures500 EQUIPMENT501 Turf/Grass502 Tree/Shrub503 Fertilizer504 Lawn Sprinkler505 General Landscaping600 MAINTENANCE601 Edger Trimmer602 Edger603 21" Push Mower604 Backpack Blower605 Junior Sod Cutter606 Backpack Sprayer607 Greensaire 24608 Tractor609 72" Front Line Mower610 Irrigation System700 CHEMICAL/FERTILIZERS701 Chemicals702 Chemical Request703 Chemical Edging and Weed Removal704 Chemical Weed Elimination Turf Area705 PH Balancing Soil706 Fertilization: Planting and Grounds707 Fertilization: Turf800 PEST CONTROL801 Tree and Shrub Soil Application802 Turf Area Application803 Outdoor Arthropod Management804 Outdoor Vertebrate Management900 AUDIT AND ANALYSIS901 Audit902 AnalysisProprietary Information19-30 Section R Added-Value Services OAK PARK AND RIVER FOREST HIGH SCHOOL DISTRICT 200

MoreValue-Added ServicesOn the following pages, you will find information regarding moreadded-value services::• Facilities Capital Action Plan Overview (FCAP)• Energy Conservation Program• Sample ADA Study• Safety PlanOAK PARK AND RIVER FOREST HIGH SCHOOL DISTRICT 200Section R Value-Added Services 19-31

Facilities Capital Action Plan Overview.Introduction.Sodexo will develop a Facilities Capital Action Plan for Oak Park and River ForestHigh School District 200 with the basic components of a five-year capital plan.The report and plan will include surveys of the District’s buildings and campusinfrastructure and identify the physical condition deficiencies and programmaticneeds in an integrated multi-year plan for deferred maintenance, capital renewal,capital improvements (modernizations/renovations), and capital construction. Allbuildings and infrastructure will be inspected and their conditions entered into anelectronic database.A three-year cycle of surveys will be updated regularly with additional fieldobservations and changes in recommended project status. In addition, Sodexo’sstaff will meet with you to evaluate strategic academic plans to identify capitalconstruction projects. This will result in the documentation of capital projects incategories of deferred maintenance, capital renewal, capital improvements andcapital construction that will be useful for long-term financial planning andstewardship of Oak Park and River Forest High School District 200’s capital assets.The report format will be divided into two parts to separate high-level data anddetailed descriptions by project category for each recommended project. Part Onewill include an executive summary consolidating data and findings on the status ofconditions and capital needs, an overview with a project background description,campus map, and campus building inventory, methodology description of themethods and terminology used in the facilities survey, an analysis of findings intables and graphs with various summaries of building and infrastructure projects.Part Two will provide detailed project descriptions for use in developing short- andlong-term capital plans.Sodexo is dedicated to the facilities and financial planning needs of Oak Park andRiver Forest High School District 200. It is within this spirit that we offer thisreport as a planning tool.19-32 Section R Value-Added Services OAK PARK AND RIVER FOREST HIGH SCHOOL DISTRICT 200

Project Background.The facilities status report for Oak Park and River Forest High School District200’s buildings and infrastructure will be intended to serve as a comprehensiveplanning database for financial and facilities planning. The approach used bySodexo sorts projects into four categories:• Deferred maintenance projects will be based on Sodexo’s visual fieldobservations for existing physical condition deficiencies supplemented byfacilities management staff interviews.• Capital renewal projects will be prospective life cycle replacements determinedfrom our review of life remaining for building and infrastructure systems andcomponents through data, visual observations and facilities management staffinterviews.• Capital improvement projects will be developed from functionalprogrammatic needs for modernization/renovation through Sodexo’sevaluations, discussions with faculty and inspection of proposed campusimprovement projects in strategic/academic plans. Capital improvementprojects may include deferred maintenance and/or capital renewal for costeconomies.• Capital construction projects will be major additions or new facilities that maybe identified in the campus strategic plan, master plan or other planningdocuments.The thorough assessment of existing conditions and forecasting future capitalrenewal for life cycle replacements will enhance the integration of findings intocapital improvement projects. The survey and cost estimating methodology willprovide identification of projects for deferred maintenance, capital renewal andcapital improvements. An innovative approach will assemble projects for costeconomies and campus operational efficiencies, thereby avoiding duplication ofproject costs in more than one category. This methodology will distribute deferredmaintenance in the early years of a multi-year capital plan. Forecasted capitalrenewal based on predicted life cycles will be placed in appropriate years bypriority. Long-range capital renewal planning will answer the question of “howmuch do we need” after a reduction of deferred maintenance has been brought to amanageable level.The electronic database will provide facilities management staff with a snapshot ofcurrent conditions and identify projects to correct observed deficiencies andforecasted capital renewal. The database will be generated from field inspectionsurvey forms and used to generate reports to describe individual building andinfrastructure conditions as well as overall building conditions. The electronicdatabase format will enable facilities management staff to create a living document,readily updated to reflect changes in project status. Thus, the database can beincorporated into the work management system to schedule and record theexecution and completion of work.OAK PARK AND RIVER FOREST HIGH SCHOOL DISTRICT 200Section R Value-Added Services 19-33

Executive Summary.OverviewOak Park and River Forest High School District 200’s capital assets represent asignificant portion of total institutional assets. As such, the buildings and generalcampus conditions (grounds and infrastructure) reflect the district’s desired level ofservice to the community, image, and quality of programs. The facilities statusreport will provide a management tool to effectively measure the current facilities’condition and quantify, with relative priority, capital needs to appropriatelymaintain the value of institutional capital assets.The basis for the facilities status report will consist of data, interviews andinformation obtained from institutional sources:• Sodexo’s project engineers will review building drawings, specifications andmanufacturers’ equipment data to evaluate capital renewal requirements.• Sodexo project engineers will conduct comprehensive visual inspections ofeach building and infrastructure component to determine current physicalcondition deficiencies and capital renewal. The priority of corrective measuresand estimated costs of those measures will be included.• Sodexo project engineers and institutional staff will inspect facilities todetermine functional suitability deficiencies.• Interviews will be conducted with building users and facilities managementstaff to identify current deferred maintenance, prospective capital renewal andcapital improvement issues.• Cost estimates of recommended projects will be included.• Financial modeling to illustrate cash flow requirements for completion ofrecommended projects will be included.19-34 Section R Value-Added Services OAK PARK AND RIVER FOREST HIGH SCHOOL DISTRICT 200

Project Definitions.Deferred MaintenanceDeferred maintenance, also called unfunded maintenance, backlog of maintenanceand repair, or unaccomplished maintenance, is generally the estimated cost ofmaintenance and repair needed to correct current observed deficiencies to bring afacility up to a minimum acceptable condition. These are projects of an urgentnature, such as a safety problem, eliminating damaging deterioration, or complyingwith life safety, building electrical and environmental codes.The capital plan will acknowledge that funding of all deferred maintenancedeficiencies requires distribution over several years of the plan. Deficienciesidentified in a facilities condition survey as ‘urgent’ will be recommended forcompletion within the plan’s first year. Failure to take action will result inbuilding system failures or creation of hazardous conditions.Capital RenewalBuildings and infrastructure are made up of systems and components with lifecycles that require replacement on a periodic basis. Life cycle replacements vary bythe physical nature of buildings and building uses, including design, age, intensityof use, and climate conditions where a facility is located. These factors influencethe rate at which a building deteriorates through normal aging and use. Efficientpreventive and routine maintenance practices can extend the life of a buildingsystem and/or component. Conversely, inefficient practices can accelerate thedecline of building systems and/or components. The practice of life cyclereplacement is part of a planned maintenance program that includes maintenancetasks whose life cycles exceed one year.Capital renewal work is the cyclic reinvestment in capital assets that extend theuseful life and retain usable condition of buildings and infrastructure. Examples ofcapital renewal are paved area surfacing and replacement of roofs, walls, floors,ceilings as well as electrical and mechanical equipment. Capital renewal projectsextend throughout a multi-year capital plan and are based on the estimated costs tocorrect (1) observed physical condition deficiencies and (2) forecasted annualrenewal allowance for a multi-year capital plan beyond Year 5. A generallyaccepted capital renewal minimum annual allowance is 1.5 percent of currentreplacement value (CRV).NOTE: The capital renewal allowance does not include funding for deferredmaintenance backlogs and is usually applicable to facilities with a manageablebacklog. Deferred maintenance backlog reduction involving a substantialamount of work may require a high level of funding in the initial years of amulti-year capital plan to reduce backlogs to a desired level.OAK PARK AND RIVER FOREST HIGH SCHOOL DISTRICT 200Section R Value-Added Services 19-35

Capital ImprovementProjects to modernize and/or renovate a building or infrastructure driven by aprogrammatic functional need to adequately support a program is defined as acapital improvement. The project can be for a portion or all of a building orinfrastructure. Planning of a capital improvement project usually includes deferredmaintenance and/or capital renewal work for cost economies and efficiencies ofschool operations.Capital improvement projects that are program-driven require input fromknowledgeable school sources on prospective modernization/renovation needs toadequately support programs. Projects are reconciled with identified deferredmaintenance and capital renewal projects for project cost efficiencies to avoidduplication in cost summaries. This innovative approach by Sodexo provides avalue-added service to enable the institution to recognize all potential facilitiescapital needs.Capital ConstructionCapital construction is work of a nature that brings about a major change in aninstitution’s asset or expense structure. Capital construction can include newbuildings and infrastructure and major additions or extensions to existing facilities.The distinction between capital improvement and capital construction is the costand complexity of a project and established institutional budgeting and accountingguidelines. Typically, a capital improvement project is funded from institutionalfunds, including annual operating budget or campus financial reserves. A capitalconstruction project usually requires funding from other non-institutional sourcesincluding debt, capital gifts and/or grants.19-36 Section R Value-Added Services OAK PARK AND RIVER FOREST HIGH SCHOOL DISTRICT 200

Project Priority Criteria.Projects defined in the facilities status report are prioritized with the followingcriteria. The priority level corresponds to the year recommended forimplementation.Priority 1 – Immediate PriorityImmediate priority projects are urgent and need to be completed within one year.Failure to take action will result in building system failures or creation of ahazardous condition.Priority 2 – High PriorityHigh priority projects are potentially urgent deficiencies that should be correctedwithin the next 2 years of a capital plan to avoid failure of building systems and/orbuilding integrity, including systems functioning improperly or not at all.Short-term, cost payback projects to reduce operational costs may be included.Priority 3 – Medium PriorityMedium priority project are deficiencies that are not potentially urgent but which,if deferred longer than 3-4 years, will affect the use of the facility or causesignificant damage. Included are building and infrastructure systems andcomponents that have exceeded their expected useful life but are still functioning.Priority 4 – Low PriorityLow priority projects include those where action within the next 4 years isrecommended to avoid failure of building systems considered required to bring thefacility to desired performance, including systems upgrades, aesthetic issues andnon-compulsory regulatory requirements.Priority 5 – Delayed ProjectsDelayed projects include capital renewal projects recommended for avoiding failureof building systems, un-prioritized projects, a facility under consideration forremoval from the building inventory, etc.OAK PARK AND RIVER FOREST HIGH SCHOOL DISTRICT 200Section R Value-Added Services 19-37

Energy Conservation Program.Sodexo’s energy conservation program is a multi-faceted initiative focusing on bothenergy conservation and energy management. The plan follows a well-defined,systematic, strategic approach to increase energy efficiency and reduce associated costs.A. OBJECTIVES1. To operate all Oak Park and River Forest High School District 200 facilities in amanner that minimizes both energy consumption and the associated costs2. To implement conservation measures that do not compromise theenvironmental conditions originally designed into the building by the architectsand engineers3. To create an energy-efficient living and learning atmosphere for both studentsand staff using the facilities4. To involve and educate the campus community regarding the need and methodsfor accomplishing energy conservation5. To review and analyze the applicability of energy management best practices.6. To provide the administration with counsel regarding the effect new legislationwill have on the operation of the campus7. To minimize energy consumption and energy-related costsB. OPERATIONS PLANSodexo will provide the district with an energy management program that focuseson the following:1. Identification of energy consumption centers on each campus, with particularattention paid to large consumption buildings.2. Identification of areas that will provide the district with the largest conservationopportunities.3. Identification of energy conservation opportunities in the following categories:A. Quick fix/waste minimizationB. No-cost/low-cost projectsC. Retrofit/upgrade projectsD. Economically viable capital investment opportunitiesProprietary Information19-38 Section R Value-Added Services OAK PARK AND RIVER FOREST HIGH SCHOOL DISTRICT 200

4. Identification of conservation opportunities that require review by outside engineersand preparation of justification of such expense5. Identification of bottlenecks and operation problems that could potentially delayimplementation of the annual plan. Assistance for removing these roadblocks will bethe joint responsibility of the finance vice president and Sodexo’s facilitiesmanagement director.6. Development of files and information regarding energy and utility consumption foreach building for the past five years7. Development of utility performance benchmarks for future budget planning8. Development of annual energy targets for each utility9. Preparation of an action plan to achieve annual targets, including review of energyrate structures available10. Preparation of a summary of projects that will be undertaken in each fiscal year withidentification of anticipated energy use reduction and justification of expenserequired to effect conservation. The energy management team will be involved inthis process, including a presentation to the board of trustees11. Preparation of responses to federal and state funding initiatives for energy efficiencyefforts12. Preparation of a monthly energy consumption report including reconciliation of allreports with the school’s accounting system13. Establishment of an energy management team that will include representatives fromthe administration, faculty, student body and facilities management staff. The teamwill review the annual conservation targets and action plan, and will agree on a pathforward14. Estimation of project costs including budget estimates and forecasting returns onmajor capital investments15. Implementation of preventive and energy conscious maintenance training seminarsfor facilities management personnelC. IDENTIFICATION OF ENERGY SAVINGS OPPORTUNITIESMembers of our energy management team will assist the facilities management directorin surveying the campuses for energy savings opportunities. The team will implement asystematic, standardized, proactive strategy to review and analyze available opportunities.Individual systems and components will be analyzed; however, a synthesis of theopportunities will often result in total savings being greater than the sum of the parts.The team will examine energy savings opportunities in the following categories:1. Operational issuesA. Reduce unnecessary operating hours of equipmentB. Optimize and control space temperatures, humidity levels and indoor airqualityC. Review and develop standard operating procedures based on seasonal andtime-of-use needsD. Reduce identifiable energy wasteProprietary InformationOAK PARK AND RIVER FOREST HIGH SCHOOL DISTRICT 200Section R Value-Added Services 19-39

2. Lighting systemsReview opportunities to upgrade current internal and outdoor lighting systemswith more efficient systems and controls using grants or economically justifiedcapital investments3. Building envelope issuesA. Where appropriate, conduct thermal heat scans to locate unnecessary orexcessive heat loss/gain through the structureB. Examine opportunities to reduce heat loss/gain through insulation replacementor installationC. Reduce heat loss/gain and ultraviolet deterioration to fixtures and furnishingsby upgrading fenestrations4. Distribution system issuesA. Perform steam trap surveys and replace failed componentsB. Ensure piping and ductwork are internally clean and properly insulatedC. Evaluate variable volume system configurations5. HVAC equipment issuesA. Review design conditions to determine optimal operating proceduresB. Correlate system design and operation with space needs/occupancyC. Establish indoor air quality guidelinesD. Develop building automation control/management programsE. Review opportunities for heat recovery, preheating combustion air/feedwaterand increased condensation recoveryF. Optimize combustion systems for effective operation and emissionminimization6. Water systemsA. Develop and implement scheduled chemical treatment programsB. Reduce hot water temperatures to minimums requiredC. Properly insulate piping and storage tanks7. Electrical power systemsA. Replace oversized motorsB. Investigate opportunities for peak saving and load management programsC. Review primary electrical distribution system stability/capacityD. SODEXO’S COMMITMENTSodexo will use its vast national resources to develop a comprehensive energy savingsprogram for Oak Park and River Forest High School District 200. This program willuse a systematic approach to energy and cost management. The integrated programwill address issues ranging from no-cost, quick fixes to strategic planning for futurecapital investment needs.Proprietary Information19-40 Section R Value-Added Services OAK PARK AND RIVER FOREST HIGH SCHOOL DISTRICT 200

Sample ADA Study.AMERICANS WITH DISABILITIES ACT (ADA)COMPLIANCE EVALUATION SURVEY AND ACTION PLANFacility: __________________________Date: __________________________1. PURPOSE: This survey has been conducted as part of our program to enhance the accessibility of our facilities forstudents, visitors, and employees. The information herein is for planning and prioritized implementation. Thissurvey does not constitute a legal interpretation of the ADA nor does it infer regulatory approval of findings andproposed remedies. The recommended priorities for removal of barriers are as follows:a. Educational and Lodging c. Services and Activitiesb. Sanitary and Nutrition d. Employment2. ADMINISTRATION ALTERNATIVES. As appropriate, administration alternatives should be considered toprovide interim accessibility.3. SURVEY FINDINGSA. SITE ACCESSIBILITY ROUTES P. SANITARY FACILITIESB. PARKING Q. STORAGEC. CURB RAMPS R. AUTOMATED TELLERD. EXT. RAMPS AND HANDRAILS S. SEATING AND TABLESE. WALKS T. AREAS OF REFUGEF. EXTERIOR STAIRS U. SIGNAGEG. ENTRANCES AND DOORS V. DRESSING ROOMSH. FLOORS AND LEVELS W. LODGINGI. CORRIDORS AND AISLES X. KITCHENSJ. WATER FOUNTAINS Y. VISUAL ALARMSK. REACH RANGE Z. CAFETERIAS AND VENDINGL. TELEPHONES AA. MEDICALM. INTERIOR STAIRS BB. BUSINESSN. INTERIOR RAMPS CC. LIBRARIESO. ELEVATORS AND LIFTS DD. ASSEMBLY AREASImmediate Priorities:Codes:A=AccessibleP=Partially AccessibleN=Not AccessibleX=Not Applicable Estimated cost of accessibility $__________________________OAK PARK AND RIVER FOREST HIGH SCHOOL DISTRICT 200Section R Value-Added Services 19-41

FACILITY: __________________________Statement of Findings and Proposed RemediesFindingsProposed RemediesCost & PriorityeIndex and Cost SummaryTab Facility Accessible Comments Cost12345678910111213141516171819202122232425Campus Total19-42 Section R Value-Added Services OAK PARK AND RIVER FOREST HIGH SCHOOL DISTRICT 200

Safety Plan.Safety training is a top priority. Sodexo will provide a comprehensive, ongoing safetytraining program, complemented by additional vendor training for equipment-specifictraining. The Beyond Compliance Hazcom program and Protect Yourself custodialsafety and loss prevention program training will be provided through our SodexoCleaning System.As a priority, safety is treated with the utmost importance at all Sodexo accounts. Onthe following pages are samples of our safety policy manual.All accidentsare avoidableAccident Prevention Statement.Safety is a major concern for all of us and each unit has safety programs and policies tofollow. There may be additional policies specific to each unit.The following pages provide an excerpt from Sodexo’s Safety Policy Manual.OAK PARK AND RIVER FOREST HIGH SCHOOL DISTRICT 200Section R Value-Added Services 19-43

ResponsibilitiesManagement (General) — SP 201SummaryMANAGERS ARE IN CHARGE OF THE WORKINGENVIRONMENT — While safety is everyone's responsibility, control ofthe working environment and control of employees' actions fall directlyunder the manager's responsibility. Only management can implementmethods to control the work force and the work environment. Effectivesafety management starts with top management and extends downwardthrough the organization via regular lines of communication.AccountabilityDELEGATE AUTHORITY — The only way to achieve specificobjectives, whether they be in safety or any other facet of our business, isto assign people to do the job, and give them the capacity, support andauthority to carry it out.SAFETY ACTIVITIES, when properly performed, can have a significantpositive impact on the day-to-day operation of a well-run unit, andenhance peak efficiency, productivity and morale. Therefore, we mustrequire effective performance in this area from all management personnel.Each manager can be measured or held accountable for what their unit isdoing in:• Safety training• Safety meetings conducted• Safety inspection reports• Accident investigations• Support of the safety programThe measuring tools are:• Injury frequency and cost• Safety inspections and audits• Timeliness and quality of reports• Employee opinion surveysSodexo Safety Policy Manual201 p119-44 Section R Value-Added Services OAK PARK AND RIVER FOREST HIGH SCHOOL DISTRICT 200

ResponsibilitiesManagement (General) — SP 201Communicationand Enforcementon Safety PolicySAFETY IS A TOP PRIORITY — Because good safety performance is anessential factor in effective cost and quality control, it is not to besubordinated to other management interests, but must be considered anintegral part of the entire operation. In other words, safety and productivitymust both be given top priority. Both are basic elements of each unit'sprofitability goal.MANAGERS MUST PERFORM THE FOLLOWING — It is theresponsibility of each manager to communicate all safety policies andenforce all safety procedures. To carry out these responsibilities,management must:• Make Safety Part of Every Procedure — Ensure that safety has beenbuilt into each operation and procedure, considering exposure ofemployees, guests or property which may be affected.• Train Employees in Safety — Instruct each employee in the hazards ofhis/her job and how to avoid accidents and resulting injury. Documentthe training provided.• Clarify the Safety Policy — Make clear to each employee that he/she isexpected to work safely and that willful violations of safety procedureswill not be tolerated.• Correct Unsafe Acts/Conditions — Take prompt corrective actionwhen unsafe acts or conditions are observed or reported.• Maintain Adequate Safety Equipment — Ensure that adequateequipment and protective devices are provided for each task, and ensurethe use of personal protective equipment.• Treat and Report All Injuries Immediately — See that all injuries aretreated immediately and the appropriate notification is made.• Investigate All Incidents — Promptly and thoroughly investigate allincidents, whether or not injury has occurred, and complete theappropriate reports where required. Take preventive action to preventreoccurrence.Sodexo Safety Policy Manual201 p2OAK PARK AND RIVER FOREST HIGH SCHOOL DISTRICT 200Section R Value-Added Services 19-45

Responsibilities Management (General) — SP 201Communication andEnforcement onSafety Policy• Limit Liability — Manage general liability claims. Offer to call formedical assistance. Allow the guest to decide the course of action. Takeappropriate steps to limit our liability.• Conduct Monthly Safety Inspections of the operation, seeking to reducehazards and unsafe conditions. See section 402 for additionalinformation.• Support the Safety Program — Give personal support to all aspects ofthe Safety Program; instill safety awareness in each employee by personalexample, one-on-one contact, and group discussions.• Establish a Safety Idea/Suggestion Program — Provide a means foremployees to submit ideas and suggestions to improve safety.• Provide a Safety Bulletin Board — Include the following, as aminimum:» Sodexo’s Safety Policy» Safety Tracking Poster» Safety Committee Members' names» Safety Committee minutes from last meeting» Emergency phone numbers» Incentive program» Emergency plan» Workers Compensation poster if required by state» Previous year's OSHA 200 Log summary during month ofFebruary» OSHA Job Safety and Health Protection poster• Seek Assistance from your Loss Prevention Manager regarding policy orprocedures whenever such assistance is needed.Sodexo Safety Policy Manual201 p319-46 Section R Value-Added Services OAK PARK AND RIVER FOREST HIGH SCHOOL DISTRICT 200

ResponsibilitiesEmployee (General) — SP-202EmployeeResponsibilityEach employee has been hired to perform his/her job and is expected to workas safely as he/she knows how. Each employee should:• Learn Safe Methods — Learn the right (safe) way to do his/her job andshould seek instruction from management when in doubt.• Do Job Safely — Perform each task in a safe manner using theequipment provided and following instructions and establishedprocedures.• Take No Shortcuts — Avoid deviations or "short cuts" from acceptedpractices.• Report All Injuries, no matter how slight, to management immediately.Notify management prior to seeking medical treatment for a workrelated injury.• Report Hazardous Conditions to management. Suggestions as toimproved methods of task performance should be made to management.• Support the Safety Program (See the discussion on EmployeeResponsibilities in the Unit Safety Rules section of the Safety Educationchapter.)Sodexo Safety Policy Manual201 p4OAK PARK AND RIVER FOREST HIGH SCHOOL DISTRICT 200Section R Value-Added Services 19-47

SAFETY STORAGE BINDER1. OSHA — Requirements found in Safety Policy Manual SP901 p4 - OSHA• 200 logs (Keep five years on file)• Recordkeeping2. Safety Committee — Requirements and forms found inSafety Policy Manual SP 301 - OSHA• List of Current Safety Committee Members• Minutes of Meetings (Past six months)• Addendum A - Posting Requirements3. Self-Inspections*• HACCP Daily Taste Panel Chart (one month in binder;five months on file in unit) - HACCP Manual• 24-Point (Food Service - monthly) — HACCP Manual• Food Safety Self-Inspection Guide (within 30 days ofopening new unit or change of top management; allunits annually)• Pest Control Records — HACCP Manual• Monthly Safety Committee Inspection Report withCorrective Action Plans• Quarterly Safety Inspections — SP 402• Physical Safety Audit Form• Hazard Correction• Equipment Inspection/Repair Log4. Hazard Control• TB Requirements (Health Care only) —SP 409 - OSHA• Hearing Conservation Program (Facilities Managementonly) —- SP 407 - OSHA• Respiratory Protection - SP 405 - OSHA• Confined Space (Facilities Management only) - SP 414 -OSHA• Ladders — SP 415 - OSHA• Lock Out/Tag Out — SP 406 - OSHA• At Risk Assessments (all units to complete) — SP 408 -OSHA• Total Floor Care Program• Employee Hazard Report Form• Alleged Foodborne Illness and Foreign MaterialComplaints Reporting Procedures - SP 13005. Hepatitis B (Facilities Only)• Bloodborne Pathogens — Hep B (Health Care musthave written exposure control plan) - SP 408 - OSHA6. Personal Protective Equipment Assessment• Section SP 404 - OSHA7. Safety Education* - All safety training (except ChemicalHazard Communication) will be kept in this section.Training Resource Guide available from Loss PreventionManager. Employee Safety Training Checklists. TrainingRecord Documentation:• Accident Prevention Review (Safety Policy manualSection 502-4/516-1)• Monthly Safety Talks• 5-minute Safety Talks• Training documentation of required training (i.e. BackSafety, Fire Extinguisher)8. Chemical Hazard Communication — SP 1400 - OSHA• Hazardous Chemical Inventory List• Right to Know Training• Chemical Hazard Communication Training Record9. Vehicle Safety — SP 600• Insurance Statement: Business Use of Personal Vehicle• Copies of Current DMV Records (Procedures found inSafety Policy Manual Section SP 601)• Driver’s Responsibility• Safety Talks• Driver’s Vehicle Condition Report (daily/monthlyrequirements)10. Incident/Accident Reports — SP 700• Workers’ Comp. Incident/Accident ReportingInstructions• First Aid Procedures• Case Management• Medical Treatment Authorization (keep copies whenauthorizing treatment)• First Report of Injury• Investigations• DWC-1 (State of CA Employee’s Claim)• Charge Back/Lost Time Reporting• Workers’ Comp./Transitional (Modified) Duty• Accident Review Board Findings11. Emergency Preparedness• Emergency Notification Checklist w/EmergencyPreparedness Guidelines12. Incentive Program (see SP 1000)• Outline of Unit Safety Incentive Program• Safety Suggestions13. Safety Resources• Safety Alert• Important Safety Information• Phone Reference Guide• Safety Materials*Given the size of some sections, storage in a separate binder maybe required. If so, place a cross-reference sheet in the appropriatesection identifying the location of documentation.19-48 Section R Value-Added Services OAK PARK AND RIVER FOREST HIGH SCHOOL DISTRICT 200

List ofReferencesPlease see a comprehensive list of Sodexo’s references on the following pages.OAK PARK AND RIVER FOREST HIGH SCHOOL DISTRICT 200Section S-List of References 20-1

Adlai E. Stevenson High SchoolDr. Eric TwadellSuperintendent847.634.4000One Stevenson Drive, Lincolnshire, Illinois 60069Lake Forest AcademyDr. John StrudwickHead of School847.615.32361500 W. Kennedy Road, Lake Forest, Illinois 60045Benedictine University630.829.6004Mr. Charles GregoryExecutive Vice President5700 College Road, Lisle, Illinois 60532Mundelein High SchoolMr. Gary LunquestBusiness Manager847.949.2200 ext. 2101350 W. Hawley Street, Mundelein, Illinois 6006020-2 Section S-List of References OAK PARK AND RIVER FOREST HIGH SCHOOL DISTRICT 200

RFP ScheduleSodexo acknowledges the RFP schedule as presented in the RFP, Section T.OAK PARK AND RIVER FOREST HIGH SCHOOL DISTRICT 200Section T RFP Schedule 21-1

21-2 Section T– RFP Schedule OAK PARK AND RIVER FOREST HIGH SCHOOL DISTRICT 200

Section UIllinois Public Act095-0241Sodexo acknowledges the items listed in Section U, Illinois Public Act 095-0241.OAK PARK AND RIVER FOREST HIGH SCHOOL DISTRICT 200Section U Illinois Public Act 095-0241 22-1

21-2 Section U Illinois Public Act 095-0241 OAK PARK AND RIVER FOREST HIGH SCHOOL DISTRICT 200

OAK PARK AND RIVER FOREST HIGH SCHOOL DISTRICT 200Section U Illinois Public Act 095-0241 22-3


OAK PARK AND RIVER FOREST HIGH SCHOOL DISTRICT 200Section U Illinois Public Act 095-0241 22-5


Section VDocument ChecklistPlease see Sodexo’s completed Document Checklist below.√√√√√√√√√√√√√√√OAK PARK AND RIVER FOREST HIGH SCHOOL DISTRICT 200Section V Document Checklist 23-1

23-2 Section V Document Checklist OAK PARK AND RIVER FOREST HIGH SCHOOL DISTRICT 200

Section W2008-2009School CalendarSodexo acknowledges the receipt of the 2008-2009 school calendar in Section Was included in the RFP.OAK PARK AND RIVER FOREST HIGH SCHOOL DISTRICT 200Section W School Calendar 24-1

24-2 Section W School Calendar OAK PARK AND RIVER FOREST HIGH SCHOOL DISTRICT 200

OAK PARK AND RIVER FOREST HIGH SCHOOL DISTRICT 200Section W School Calendar 24-3






CompanyOverviewSodexo, Inc. – At a Glance.Sodexo, Inc. (www.Sodexo.com) is the leading provider of integrated food andfacilities management services in the United States, Canada and Mexico, with $7.5billion (USD) in annual revenue and more than 125,000 employees. Sodexoserves more than 10 million customers daily in corporations, health care, long-termcare and retirement centers, schools, college campuses, government and remotesites. We serve 900 educational clients with campus facilities, campus dining,concessions or consulting services, with an average partnership length of 20 years.At present, we currently provide campus facilities management services for morethan 200 colleges, universities and residential independent schools.Sodexo offers innovative outsourcing solutions in plant operations andmaintenance, housekeeping, groundskeeping, asset and materials management,dining services and laundry services to more than 6,000 schools, college campuses,corporations, health care, long-term care and retirement centers, military andremote sites in North America.Sodexo, Inc., headquartered in Gaithersburg, Maryland, is a subsidiary of Sodexo(www.Sodexo.com). Sodexo provides contract management services and alsoremote site management services, service vouchers and tourism services. It is theworldwide leader of food and facilities management services, the second largestsupplier of remote site management and contract food services, as well as thesecond largest issuer of service vouchers. It operates in 80 countries throughout theworld providing services to businesses, healthcare establishments, schools, collegesand universities with sales in excess of $20.5 billion, serving 30,600 sites with morethan 355,000 employees around the world. Sodexo’s headquarters is based inMontigny-Le-Bretonneux, France.Company Mission.To create and offer services that contribute to a more pleasant way of life for peoplewherever and whenever they come together.OAK PARK AND RIVER FOREST HIGH SCHOOL DISTRICT 200Company Overview 25-1

Economic Impact.Geographic Scope of North America: U.S., Canada, MexicoRevenues (FY 2008):$7.5 billion (North America)Number of sites: 6,000Number of meals served per day: 9.3 millionNumber of people served per day: 10 millionNumber of facilities management sites: 700Leading the Industry.Leadership Among Global CompaniesTop-ranked company in Services category of the 2007 Global Outsourcing 100 (ranked bythe International Association of Outsourcing Professionals, published by Fortunemagazine). Ranked #4 overall among global outsourcing companies.Leadership in Diversity and Inclusion• Top 50 Companies for Diversity (#13) 2007 – DiversityInc• 50 Best Companies for Latinas to Work for in the U.S. 2007 – Latina Style magazine• Top Company for African Americans (#9) 2007 – DiversityInc• Top 20 Best Corporations for Asian Pacific Americans 2006 – Asian Enterprisemagazine• 16 diversity industry awards in 2006• 13 diversity excellence awards in 2007 (as of April)Leadership in Corporate Citizenship• Funder of Sodexo Foundation, which has provided more than $7.2 million in grants toprograms that address the issue of hunger in America• First in industry to be a signatory of the U.N. Global Compact• First in industry to be a signatory of the Global Sullivan Principles• Supplier Code of Conduct governs which vendors are used; addresses issues such aschild labor, forced labor, wages and benefits, and health and safety• Ethics hotline, ethics training for employees and other programs to ensure the highestbusiness standards are practiced• FTSE4Good designation — Launched in 2001, the FTSE4Good Index Series is aseries of benchmark and tradable indices for socially responsible investors• First in industry to convert to zero trans fat oils; now converting to thousands ofadditional ZTF products• Industry leader in targeting the obesity epidemic, especially in children25-2 Company Overview OAK PARK AND RIVER FOREST HIGH SCHOOL DISTRICT 200

Leadership in InnovationCommitted to environmental sustainability and preserving the Earth’s resources, Sodexo isdeveloping products and programs related to waste management, energy conservation,sustainable food production and use of green chemicals. Working with our nationaldistribution chain of partners, we provide organic, sustainable and locally-grown productsand leadership for program implementation.• 5 Awards for Innovation in Business Lines from Food Management Magazine: BestManagement Company Concept/Program; Best Renovation; Best New Facility; BestMenu; and Best Special Event, 2006• Award for Most Innovative Recruiting and Staffing from International Quality andProductivity Center, 2006• First company in its industry to receive two Nation’s Restaurant News “Hot Concepts!”awards (Jazzman’s ® Cafe and Pandini’s ® ), 2005• Winner of International Innovation in Diversity by Profiles in Diversity Journal, 2005Leadership in Management• “Five-Star Employer” honors from U.S. Department of Defense, 2006• Top honors in food safety leadership from National Safety Foundation, 2006• Top Ten Companies for Executive Women by DiversityInc, 2006• Largest corporate employer of registered dietitiansGeorge ChavelPresident and CEOCorporate Headquarters9801 Washingtonian BoulevardGaithersburg, Maryland 20878www.SodexoUSA.comOAK PARK AND RIVER FOREST HIGH SCHOOL DISTRICT 200Company Overview 25-3

Support Structure.Consistent with our objective of providing excellent service and ensuring that ouremployees have challenging career opportunities, we have developed the mostcomprehensive support and development system in our industry. We value theopportunity to serve our clients, and appreciate the important role that facilitiesmanagement services plays in today’s competitive education environment. As aSodexo client, your Facilities Management Department is backed by the stabilityand resources of a multi-billion dollar company. We have the leadership, technicalexperience, purchasing power, and sophisticated systems to provide a supportstructure to address the key result areas of:• Employee training and development• Plant operating and maintenance expertise• Department operating systems• Campus-wide procurement• Product and procedure testing• Regulatory requirements including ADA• Recycling• Human resources• Construction/project managementUnderstanding and meeting the needs of the client requires close contact and theability to respond quickly to requests. Consequently, we have developed anoutstanding support team. A review of our corporate support teams follows.25-4 Company Overview OAK PARK AND RIVER FOREST HIGH SCHOOL DISTRICT 200

Facilities Management Resources.AL ALLENPresidentEducation Facilities ServicesTOM LOOBYVice President, SalesBRAD LOZIERVice President, OperationsGREG JOHNSONDirectorBusiness DevelopmentDEB SMILSKIDistrict ManagerOAK PARK AND RIVER FORESTHIGH SCHOOL DISTRICT 200Facilities Management DirectorCapital ProgramManagement Support TeamFacilitiesManagementSupport TeamCampusSolutions• Larry Krison• Jason OwensEnergyManagement• Bill CollinsFCAPFacilities CapitalAction Planning• Gary Kamp• Cedryc Logan• Jeff McCabeCMMSComputerized MaintenanceManagement System• Brian Ketner• Mary Heinecke• Chang ChungPlantOperationsSupportCustodialOperationsLandscapeDesign andMaintenanceHumanResources andLabor RelationsSafetyProgramsBudget PlanningandFinancial Reporting• Vivan Duffy• Sonny Wright• Bill Collins• Cesar Gallardo• Roger Cellini• Bill Call• Scott Boudreau• Frank Pravdik• Scott Westberg• Pat Montoya• John Fik• Kevin Casey• Laurie Tomlins• Joe Burgess• Jim Feingold• Karen Lauer• John Braundmeier• Don Seney• Jim MaloolyOAK PARK AND RIVER FOREST HIGH SCHOOL DISTRICT 200Company Overview 25-5

Division Management Team.Al AllenPresident, Education Facilities ServicesAl started his career as a student manager at Northern Illinois University. Upongraduation he entered the facilities management division, beginning his career with thecompany as a trainee at the Colorado College. Subsequent positions included EveningSupervisor, Assistant Director, Director, District Manager for Midwest Operations,Regional Vice President Northeast, National Vice President and President. Al issupported by a team of senior vice presidents, project engineers, department directors, andmanagers whose common goal is to be the most innovative facilities managementcompany serving the industry.Tom LoobyVice President, SalesTom has more than 25 years of experience in campus facilities management with a focusin mechanical maintenance, construction management, building services, landscapemanagement, custodial operations and code compliance. Tom joined Sodexo in 1993 as aProject Engineer and is currently the Vice President, Sales for Facilities.Tom earned his Bachelor of Science degree in Marine Engineering at MassachusettsMaritime Academy and holds a Masters in Business Administration from the Universityof Rochester.Brad LozierVice President, OperationsBrad Lozier has been with Sodexo for over 16 years. The highlights of his performanceinclude his abilities in long- and short range strategic planning, report and analysispreparation, and effective verbal presentation skills used to communicate to various levelsof many organizations. He is adept in operational efficiencies and developing innovativeprograms to increase quality while reducing expenditures.Specifically, Brad has utilized his effective communication skills throughout his career tomeet and exceed customer expectations developing and implementing programs to ensurecustomer satisfaction, and by planning employee involvement in the operation of the unitin order to develop, and achieve, goals and objectives. He has reorganized custodial,maintenance and plant operation departments, resulting in more efficient and productivedelivery at these sites. As vice president for operations for the Education Division, Bradhas oversight for education facilities business in the Midwest area. He develops strategicselling and operational activities and is supported by a team of district managers, projectengineers and managers who share a common goal of serving their clients.Brad earned his Bachelor’s of Science degree in education from Ball State University inMuncie, Indiana.25-6 Company Overview OAK PARK AND RIVER FOREST HIGH SCHOOL DISTRICT 200

Deb Smilski, CFMDistrict ManagerEducation Facilities ServicesDeb is a Certified Facility Manager, through the International FacilityManagement Association (IFMA), with 20 plus years experience. During her careerDeb has focused on facility management, operational efficiencies and cost effectivestrategies for facilities and real estate portfolios, best practices in the fields ofoperations and maintenance, custodial management, landscaping and grounds andsecurity.Deb comes to Sodexo Campus Services from Sodexo School Services, where, as theresident district manager, she managed a portfolio of two hundred (200) schoolsfor Chicago Public Schools. Currently she is the District Manager for thirteen (13)college/university campuses located in Illinois, Wisconsin, Indiana and Michigan.Deb works closely with our clients and the professional teams responsible forproviding our professional services.Deb has a Masters in Architecture, a Degree in Business, and a Liberal Arts Degree,is a Certified Facility Manager, NATO Top Secret clearance and a Safety & HealthAuditor.Greg JohnsonDirector, Business DevelopmentEducation Facilities ServicesGreg has spent a career spanning more than 20 years in the area of sales, salesmarketing and facility operations. Greg's role as facility sales executive includesclient consultation, strategic planning, and new business development. Meetingand exceeding client goals is Greg's most important objective.OAK PARK AND RIVER FOREST HIGH SCHOOL DISTRICT 200Company Overview 25-7

Capital Program Management Support Team.Campus Solutions.Sodexo’s Campus Solutions department is the industry leader in the planning,design and construction of campus facilities and was created in 1992 in response tothe needs of the operating divisions and our clients. The identified need was for aprofessional, effective team of consultants, designers and developers whounderstood the specific components of contract services and could produce highquality projects on time and on budget. The department includes AIA certifiedarchitects and designers, FCSI food service design/consultants, interior designers,procurement specialists and computer aided drafting (CAD) technicians, coupledwith construction and project management experts. Together, this collection ofpeople allows us to provide the highest level of service and value in the industry.The experience gained and developed over the years is available to Oak Park andRiver Forest High School District 200 as new building projects are considered.We can assist in the design, construction and material selection phases as theSchool Board’s needs require.Larry KrisonVice President, Campus SolutionsSince graduating from Louisiana State University with a Bachelor of Science inConstruction Management, Larry has managed more than $185 million ofconstruction and facility projects. Since joining Sodexo in 1998, Larry hasperformed project management services for numerous educational facility projectsincluding an award winning museum, new student center, new construction andrenovation of 800 plus resident hall rooms for Skidmore College, a $14 millionstate of the art science building for Assumption College, four dining hallrenovations and numerous energy related projects.Larry is a member of the Construction Owner’s Association of America and hasdeveloped design and construction contracts that better represent the owner’sinterests. Larry’s knowledge and experience with all building systems andstructures makes his services valuable from programming, to design, throughbudgeting, bidding and contracting, construction, commissioning, maintenancetraining and user follow-up.25-8 Company Overview OAK PARK AND RIVER FOREST HIGH SCHOOL DISTRICT 200

Energy Management.Bill CollinsProject Engineer, Energy ConservationBill is Sodexo’s specialist in all phases of campus maintenance and energyconservation, devoting his valuable expertise to surveys, start-ups, managementdevelopment, staff training, and client follow-up. Bill has more than 22 years ofexperience in HVAC, electrical, and mechanical systems. He holds engineeringcertificates from various universities and organizations throughout the UnitedStates.OAK PARK AND RIVER FOREST HIGH SCHOOL DISTRICT 200Company Overview 25-9

Facilities Management Support Team.Plant Operations Support.Vivan DuffyProject EngineerVivan serves as the coordinator of our plant operations support team and isresponsible for providing our on-site managers and clients with effectiveimplementation of FacilityCenter and our Unit Operating System for plantoperations. This includes procurement of training, software and hardware systems,facilities inventory, staff orientation, development of ADA studies, and accountdevelopment plans. He has served ,more than 40 higher education institutions inthis capacity, including Western Kentucky University, Simpson College, MarianCollege, Wabash College, Virginia State University, Nazareth College, CaliforniaBaptist College, Scripps College, Beaver College, Colby Sawyer College, andAssumption College.William (Sonny) WrightProject EngineerSonny brings more than 16 years of experience in facilities management to yourcampuses. He will work closely with Vivan Duffy, our on-site management teamand department employees. His on-site involvement will include departmentorganization, preventive maintenance implementation, review of deferredmaintenance needs and assisting with necessary presentations as required byadministration.His experience includes the development and implementation of proactive systemsin the areas of energy management, project management, deferred maintenance,regulatory compliance, landscaping and custodial operations.25-10 Company Overview OAK PARK AND RIVER FOREST HIGH SCHOOL DISTRICT 200

Custodial Operations.William (Bill) CallProject EngineerBill has more than 20 years of technical, custodial and managerial experience in thefacilities management industry. He is responsible for developing and implementing ourcustodial operations. Bill’s duties include meeting with building representatives todetermine the needs and developing staffing assignments that meet those needs, as wellas providing on-site training in techniques, equipment use and safety.Scott BoudreauSenior Project ManagerScott has been in the custodial field for more than 30 years. He has held positions in theindustry including project worker, supervisor, manager, general manager, safetycoordinator, project manager and senior project manager. Scott’s function is to assistmanagers and their teams to improve the quality of their programs to include training,technical support, quality assurance, financial performance and production schedules.Scott also surveys and starts up all new Sodexo accounts.Frank PravdikProject EngineerFrank has 25 years of experience in custodial services, beginning his career with Sodexoin 1978. In his current position, he is responsible for implementing our Unit OperatingSystem, staff training, and development. Frank has served in the capacity of interimmanager at several of the institutions we serve, including East Carolina University,Queens College of Charlotte, South Georgia College and Florida Institute ofTechnology.Scott WestbergProject EngineerScott began his career with Sodexo in 1984 as Assistant Director of EnvironmentalServices. He currently assists in the implementation and maintenance of our UnitOperating System for custodial management. He is responsible for training employeesin our maintenance methods (including floor care, carpet care, restroom, office andgeneral cleaning) for all areas of custodial operations.Scott earned his Bachelor of Science Degrees in Hotel and Restaurant and BusinessAdministration from the University of Wisconsin.OAK PARK AND RIVER FOREST HIGH SCHOOL DISTRICT 200Company Overview 25-11

Landscape Design and Maintenance.Pat MontoyaLandscape ArchitectPat assists our clients in developing systems for maintaining campus landscapes andplanning how to improve campus appearance. He also develops solutions foreffective treatment of sports turf, approaches to integrated pest management andirrigation system design. Pat develops zone maintenance concept and annualservice calendars for weed, feed, pruning and equipment maintenance. He is adegreed landscape architect from New Mexico State and is licensed in NewMexico. Pat will assist in start up and developing ideas regarding how to enhancethe appearance of the campus landscape.John FikHorticulturist/Sports Turf ConsultantJohn has served the industry since 1975 in a variety of campuses from colleges anduniversities to health care and high schools as well as theme parks. He is aCertified Grounds Manager and Certified Sports Field Manager, one of only threein the country to hold this distinction. Furthermore, he has written numerousarticles for national trade journals and has lectured across the country on groundsand sports turf related issues.John assists our clients in developing systems for maintaining campus landscape,effective management of sports turf, development of integrated pest management,and landscape design. He has consulted on RFPs for Campus Master Landscapeplans as well as worked with Landscape Architects, Architects and Engineers on thedevelopment of specifications for the design of natural and synthetic sports fields.He also develops an annual service calendar that addresses proper time for pruningand application of fertilizer, control product applications, and seeding, properpruning times and techniques along with a schedule for equipment maintenanceand replacement.25-12 Company Overview OAK PARK AND RIVER FOREST HIGH SCHOOL DISTRICT 200

Human Resources and Labor Relations.Lauri TomlinsSenior Vice President, Human ResourcesLauri began her career in the hospitality industry 30 years ago working withMarriott. She has served as a general manager, regional trainer, franchiseconsultant, regional operations director, district manager and human resourcesdirector. Lauri earned a Bachelor of Arts degree in political science and economicsfrom the University of Vermont. She is certified as a Senior Professional in HumanResources and is a member of the Society for Human Resources Management.Karen LauerHuman Resource ManagerKaren supports the regional operations director and account management teamsthrough involvement in all phases of human resources. She is responsible forrecruitment, orientation, implementation of the Sodexo Management Performanceand Development Program, training, and related human resource issues. Prior toassuming the Human Resource Manager role, Karen held an operations position atWestern Kentucky University, Lewis University, and St. Mary’s College and servedas a project engineer. She earned her Bachelor’s and Master’s degrees in BusinessAdministration from Western Illinois University.Jim FeingoldVice President of Employee and Labor RelationsJim has more than 30 years of experience in the specialty areas of human resourcesand labor relations management. Jim is responsible for employee/labor relationsfor all services of Sodexo. He has been involved with more than 200 collectivebargaining units throughout the United States and Canada and is also responsiblefor union relations and the employee relations area. Jim is supported by threeemployee/labor relations specialists geographically positioned to provide maximumcustomer support.OAK PARK AND RIVER FOREST HIGH SCHOOL DISTRICT 200Company Overview 25-13

Safety Programs.Jeff PurcellArea Safety ManagerAt the commencement of service, the area safety manager will complete a safetyaudit of all facilities. These audit results will form the action plan for safetyenhancement. The area safety manager will help establish staff employee safetycommittees and provide appropriate training. He will continue to be available towork with the committees and assist with ongoing self-audits. He will establishbenchmark performance targets to incorporate into department operating plans.Budget Planning and Financial Reporting.Jim MaloolyFinance DirectorAs Finance Director for Facilities Management since October 2005, Jim’sresponsibilities include financial reporting and analysis, financial training andmonitoring Sarbanes Oxley compliance. Prior to that, Jim worked as a FinanceDirector for Sodexo in Food Services-Schools from 1998 to 2005. Previous workexperience includes Quaker Oats and G. Heileman Brewing in finance andbusiness analysis roles. Education includes MBA in Financial Management fromLoyola University of Chicago and BBA in Accounting from the University ofNotre Dame.e25-14 Company Overview OAK PARK AND RIVER FOREST HIGH SCHOOL DISTRICT 200

Additional Services.ProcurementSodexo has a sophisticated and efficient contracting distribution system which isunparalleled in the contract service industry. The system provides purchasingeconomies of scale, an individualized ordering system to accommodate specific unitneeds, a professional staff as well as an extensive quality assurance program.Sodexo negotiates high volume contracts on such items as maintenance, custodialand landscaping supplies, furniture, wall covering, floor covering, and lightfixtures. These contracts will result in significant cost savings to Oak Park andRiver Forest High School District 200. These features can have immediate benefitas you begin new construction projects. A representative is assigned to work withthe campus materials management department to secure the best prices available.Sodexo has developed a Supplier Code of Conduct, a series of standards designedto encourage vendors and suppliers to operate in an ethically and sociallyresponsible manner. Sodexo’s code of conduct outlines standards and expectationsin areas of forced and child labor, wages and benefits, working hours, health andsafety of workers, freedom of association, human rights and fair labor practices, theenvironment, community involvement, ethics, conflicts of interest andcommunications. A complete copy of the guidelines is available from theCorporate Responsibility section of Sodexo’s web site.OAK PARK AND RIVER FOREST HIGH SCHOOL DISTRICT 200Company Overview 25-15

Corporate Responsibilities.Our Commitment to Responsible LeadershipEach day, millions of people from every walk of life across North America comeinto contact with Sodexo people. Our customers range from college faculty andstudents to children entering school for the first time, medical professionals andhospital staff to patients and their families, and corporate executives to companyemployees of every job description. Regardless of the background, occupation orpersonal needs of our customers, our commitment goes well beyond the services weprovide.Our mission is to improve the quality of daily life for all the people we serve andbeing socially responsible is central to this commitment. As we share this goal withour customers, we strive to be the type of company that helps to create the type ofworld we all want for tomorrow. We’re committed to continuing to lead ourindustry on the challenges that are impacting our communities by:• Having Respect for People• Providing Leadership on Food and Nutrition• Respecting for Our Environment• Fighting Against Hunger• Contributing to Our CommunitiesRespect for PeopleWe understand that respect is a key part of treating people well. While we bringthis understanding to how we treat our customers, it is equally important to howwe treat one another within our company. Sodexo is working to create anenvironment where all employees feel valued, respected and have the ability toopenly express their opinions.One of Sodexo’s core strengths is the diversity of our workforce - weemploy people from every state and just about every country in theworld. At some of our locations, as many as 20 different languages arespoken. Over the past several years, we’ve been successful in our effortsto bring more women and minorities into the Sodexo managementranks, but our work isn’t over. In addition to our company’s affirmativeaction program, we continue to implement new policies and programs toensure all our employees have an opportunity to grow.25-16 Company Overview OAK PARK AND RIVER FOREST HIGH SCHOOL DISTRICT 200

Respect also translates into our commitment to supporting appropriate laborpractices. We require all of our vendors to certify that their products are producedwithout the use of sweatshops or child labor.Promise of Respect and Fair TreatmentSodexo is committed to treating all employees with respect and fairness. Todemonstrate our company’s commitment, we guarantee the right of everyemployee:• To voice a complaint or concern• To be heard in an atmosphere of respect and cooperation• To have the complaint acknowledged by a member of management in a timelyway• To have the complaint acknowledged by successively higher levels ofmanagement if the employee is not satisfied with the response or does notreceive it in the appropriate time frame• To have no fear of retaliation for presenting a complaint or concernSODEXO FOUNDATIONGIVES $150,000 GRANTTO THE HISPANICCOLLEGE FUNDFernando Barrueta, Presidentand CEO of the HispanicCollege Fund (HCF) Inc.,announced that the SodexoFoundation has donated$150,000 to help fund HCFscholarships for collegestudents who are in need offinancial assistance.Workforce DiversityWe believe that workforce diversity is essential to our company’s growth and longtermsuccess.Diversity includes all the differences that define each person as a unique individual.Age, culture, disability, education, ethnicity, experiences, gender, language, race,and religion are just a few of the differences that our employees bring into theworkplace. We regard managing diversity at work as a process of inclusion - ameans of achieving superior individual group performance by recognizing andcelebrating each person’s unique contribution.Affirmative ActionSodexo is committed to a policy ofaffirmative action, which will facilitate theplacement of qualified women andminorities at all levels of the organization.We believe that to be successful in themarketplace, Sodexo must employ the bestqualifiedperson for each position whilepromoting diversity within our workforce.THE OUTSIDE WORLD IS TAKING NOTICE OF OUREFFORTS• Sodexo was selected as one of the Latina Style 50for 2007 for the opportunities it provides Latinas.• Nevada’s Governor Kenny Guinn named Sodexo“Employer of the Year” for its work at the Universityof Nevada, Las Vegas, in promoting opportunities forpeople with disabilities.• Sodexo was ranked 20th among the “Top 100Employers” for the Class of 2002 by the BlackCollegian based on its plans to recruit collegegraduates for entry-level positions.OAK PARK AND RIVER FOREST HIGH SCHOOL DISTRICT 200Company Overview 25-17

Women and Minority Growth and DevelopmentWe are committed to supporting women and minority growth and development with theclients, customers and communities we serve. Consistent with this policy, Sodexo hasdeveloped programs designed to directly support the people and business in thesecommunities.Working with strategic organizations and partners, we maximize our inclusive approach inall our business elements.• We actively seek qualified minority-, women- and disabled-owned businesses, as well assmall businesses, to provide products and services to our clients and customers in ateaming agreement with us• We have opened relationships with business organizations representing women,minority, disabled and small businesses, such as the United States Hispanic Chamberof Commerce, Black Enterprise Conference, National Minority Supplier DevelopmentCouncil, National Council of Asian American Business Associations and the MinorityBusiness Roundtable.Darlene Fuller, our director of supplier diversity is focused solely on the development ofour small business opportunities and growth of the supplier diversity programs. Wesupport minority growth and development with the clients, customers and communities weserve. These efforts are producing important advantages for our women and minoritybusiness partners.25-18 Company Overview OAK PARK AND RIVER FOREST HIGH SCHOOL DISTRICT 200

• We strive to maintain an inclusive environment in which our diverse supplierscan grow. As one example of our success, our affirmative action program forcertified minority-and women-owned business partners at Chicago PublicSchools has matured since its inception in July of 1996. Highlights of thisprogram include:» Developing one of our vendor partners into a consulting relationshipwhich enables new vendors to learn how to apply for certification andwork with a large corporation.» Mentoring our minority vendors to help them increase the volume oftheir business.» Our minority vendor business review process, established in 1999,which helps to assure the continued success of minority vendors.» Many of our Sodexo managers and our vendors are acting as mentorsfor students in Chicago Public Schools.» A 37.2% increase in our minority vendor participation in our contractwith Chicago Public Schools since 1996.OAK PARK AND RIVER FOREST HIGH SCHOOL DISTRICT 200Company Overview 25-19

Respect for Our EnvironmentSodexo believes that we have a special responsibility to protect our environment forfuture generations. The right to clean air, clean Earth and clean water isfundamental and unwavering. This responsibility has grown from our uniquerelationship with millions of consumers throughout North America, whose qualityof life tomorrow will be affected by our stewardship of the environment today.Sensitivity to environmental issues is an integral part of Sodexo’s way of doingbusiness so our vendors must demonstrate that their production process is asenvironmentally friendly as possible.Currently, about 20 percent of the disposable items that we purchase are recycledproducts. Our goal is to double that amount over the next two years. Recently,we announced that we’ve begun testing environmentally friendly EarthShellPackaging ® into accounts across the country.We have implemented recycling programs at many of our locations. At our owncorporate headquarters, we’re making plans to make our own cafeteria a modelrecycling facility to showcase the latest and most effective recycling techniques forour employees and visitors.Nationally, we are working with equipment manufacturers and trash-haulingcompanies on waste removal and recycling, as well as with suppliers to identify andimplement source-reduction opportunities. At many locations, we have reducedthe amount of waste we haul to landfills by changing from bulk to processedproduce.25-20 Company Overview OAK PARK AND RIVER FOREST HIGH SCHOOL DISTRICT 200

Providing Leadership on Food and NutritionQuality and food safety are always the most important items on our menu. Westrictly enforce food safety and quality standards that often exceed those set by ourindustry and governments. We carefully screen all our food vendors to ensure theyshare our commitment.As experts in nutrition, we continually research issues impacting food and nutritionquality across the globe providing our clients with information so they can makedecisions on such issues as genetically modified products, vegan and organic foods.To advance good nutrition for children, we also have to understand its ties to theirlifestyles. Recently, Sodexo commissioned a study with the Gallup Organization tobetter understand the eating habits of our children and how a healthy diet can havea positive impact on school performance.OAK PARK AND RIVER FOREST HIGH SCHOOL DISTRICT 200Company Overview 25-21

National Fish and Wildlife FoundationIn our long term partnership with the National Fish and Wildlife Foundation,Sodexo has launched its 14th annual campaign to promote conservation efforts andlimit waste. The Reduce, Reuse, Recycle awareness program will be promoted in900 Sodexo Campus Dining facilities nationwide. Customers can purchaseconservation-friendly mugs with portions of the proceeds benefiting theFoundation. To date the program has raised nearly $250,000.The cultivation of coffee has become an issue with both environmental and humanrights implications. Sodexo is proud to be one of the first in our industry to makeFair Trade Coffee available to all of our customers. Fair Trade Coffee guarantees aminimum price for small farmers’ harvests and encourages organic and sustainablecultivation methods that are safer for communities.Sodexo has donated over $250,000!25-22 Company Overview OAK PARK AND RIVER FOREST HIGH SCHOOL DISTRICT 200

Contributing to our CommunitiesSodexo’s services are an integral part of the quality of daily life in the communitieswhere we do business. Our 125,000 employees are working and living in thesecommunities. Therefore, we believe that it is our obligation to participate incommunity life. Our Sodexo Foundation grants are directed to make a differencein local communities with local programs.The Fight Against HungerSodexo Teams Our People to STOP sm Hunger in North AmericaEvery day, Sodexo serves hundreds of thousands of nutritious meals. Yet in thecommunities we serve, an estimated 36 million people are at risk of hunger everyday, most of them children and the elderly. As the leading provider of contractedservices to schools, campuses, corporations and healthcare facilities throughoutNorth America, we have made fighting hunger the central focus of our communityservice efforts. This is a deeply held commitment that will continue for as long asthe need persists. For many years, Sodexo has supported and, more recently,initiated, programs that provide hunger relief to those in need.This dedication begins with our senior leadership, extends out to our localmanagers and staff, and is embraced by many of our clients and customers. Ourprogram, STOP Hunger, is truly a company-wide team effort. Our employees,clients and customers are all encouraged to join with us in this important fight.We would be pleased to work with you to initiate or enhance a hunger-reliefprogram at your school. Among the components of Sodexo’s STOP Hungerinitiative are:Sodexo FoundationThe Sodexo Foundation was established in 1999 as an independent charitableorganization with a goal of sponsoring and supporting hunger-related initiatives.In just a few short years, the Sodexo Foundation has supported the summerchildren’s meals program, Feeding Our Future, and awarded grants to individualsand groups who are addressing the causes of hunger.No Foundation funds are used to cover administration expenses – fully 100% ofSodexo Foundation contributions go towards hunger relief. The SodexoFoundation is funded by a sizable annual grant from Sodexo, from employeepayroll deductions and contributions, and generous donations from our vendorpartners.OAK PARK AND RIVER FOREST HIGH SCHOOL DISTRICT 200Company Overview 25-23

Food DonationsSodexo continues to make a difference each day as one of the largest donors ofsurplus perishable and non-perishable food to America’s Second Harvest. Westrongly encourage each of our 6,000 account locations to “recycle” surplus foodby donating to local America’s Second Harvest partners supported by the SodexoFoundation.Feeding Our FutureAcross the United States more than 80% of the 26 million children who dependon federal food programs for free and reduced-price lunches during the school yeargo without nutritious lunches in the summer.Poor nutrition is a serious problem in the United States and is particularly harmfulto young children. “Undernutrition,” along with environmental factors associatedwith poverty, can permanently retard physical growth, brain development, andcognitive functioning.To help alleviate this problem, Sodexo established the Feeding Our Future smprogram in 1997. Funded entirely by the Sodexo Foundation, Feeding OurFuture donates the food and labor necessary to provide close to 170,000 summerlunches for children who would otherwise go hungry. We partner with localhunger relief organizations to distribute the meals to various serving locations ineach city. This year, Sodexo brought the Feeding Our Future program to 15 citiesin the United States and Canada.Sodexo and its partners for Feeding Our Future in Washington, DC - TheCatholic University of America and the DC Central Kitchen - were recognizedby the city’s mayor, Anthony Williams, during an event to highlight public/private partnerships that care for the city’s youth. During a pressconference, Mayor Williams announced his Summer Youth ProgramsInitiative, thanking Sodexo for its sponsorship of Feeding Our Future.25-24 Company Overview OAK PARK AND RIVER FOREST HIGH SCHOOL DISTRICT 200

Sodexo ServathonFor one week each April, Sodexo employees across the United States and Canadajoin forces to fight hunger in their local communities. Projects vary from city tocity, including canned food drives, fundraisers, food bank cleaning, free seminarson food safety for food banks, food rescue organizations and homeless shelters.During this year’s Servathon, 30,000 Sodexo employees across North Americahelped to donate over 100 tons of food and prepared over 25,000 meals. Sodexoemployees also sorted food at local relief agencies, donated $160,000 in cash, andhosted food safety seminars.OAK PARK AND RIVER FOREST HIGH SCHOOL DISTRICT 200Company Overview 25-25

Heroes of Everyday LifeEach year, Sodexo recognizes employees who have invested time, talent and spiritin helping some of the 36 million who go hungry every day. These heroes areoutstanding examples of the power of dedication, creativity, leadership and serviceto the community. Nominated by colleagues, supervisors, clients and customers,these everyday heroes are honored at the Sodexo Foundation annual dinner, wheredonations $5,000 in each Hero’s name are given to the hunger charity of his or herchoice.25-26 Company Overview OAK PARK AND RIVER FOREST HIGH SCHOOL DISTRICT 200

Habitat for Humanity® to Make a DifferenceThe Sodexo Foundation has provided a $100,000 grant to Habitat forHumanity International, the non-profit homebuilder widely recognized for itssuccess in enabling hundreds of thousands of low-income families to createbetter lives for themselves through homeownership. The grant will enableHabitat for Humanity to begin construction on single-family houses, whichwill be sold to low-income families through zero-interest mortgages. Potentialsites for the new houses include Atlanta and Baltimore, cities where Sodexo haslarge numbers of employees. Sodexo’s services are an integral part of thequality of daily life in the communities where we do business.Sodexo’s commitment to the communities in which we do business is as strongas our commitment to our clients and customers. We believe Oak Park andRiver Forest High School District 200 will find this focus and dedication anasset both in your school and in your community..OAK PARK AND RIVER FOREST HIGH SCHOOL DISTRICT 200Company Overview 25-27

Embracing Our Local CommunitiesBuilding bridges with our customers and the communities we serve is critical toSodexo’s ongoing success. Sodexo works to strengthen relationships with ourcommunities and to be a leader in corporate responsibility. We pledge to build onthis heritage by listening, learning and striving to help make the world a betterplace. At Oak Park and River Forest High School District 200, we extend thatpledge and look forward to conducting ourselves with those outstanding traits foryour community in the day-to-day way we conduct our business.25-28 Company Overview OAK PARK AND RIVER FOREST HIGH SCHOOL DISTRICT 200

Financial Stability.The following Annual Report is evidence of Sodexo’s financial stability.OAK PARK AND RIVER FOREST HIGH SCHOOL DISTRICT 200Company Overview 25-29

25-30 Company Overview OAK PARK AND RIVER FOREST HIGH SCHOOL DISTRICT 200

Fiscal 2008Reference Document1 - Annual Report+ =

Our Our=expertise passionThe smileof our clientsand shareholders

‡‡ProfileTitre_T2Profil1 - Annual ReportFiscal 2008SummaryPageProfile 3A star + a heart = a smile 4Two activities in the service of the Qualityof Life 5Living our values 601The Sodexo Star, a modelof sustainable growth 9Interview with Michel Landel 10Executive Committee 12A strategy for Quality of Life services 13Cultivating talent, valuing diversity 19Act as a corporate citizen 21Financial Highlights Fiscal 2008 2302PageAt the heart of Qualityof Life services 27Food and Facilities Management Services 28Service Vouchers and Cards 4503The smile of our clientsand shareholders at the heartof our priorities 49The confidence of our clientsthroughout the world 50Transparency, our commitmentto our shareholders 54Contact us throughout the world 75This Reference Document (Registration document) was filed with the Autorité des m archés f inanciers on November 12 , 2008 , inaccordance with Article 212-13 of its G eneral Regulations. It may be used in support of a market transaction if supplemented by aninformation notice approved by the AMF. This document was prepared by the issuer and is under the responsability of its signatories.SODEXO Reference Document Fiscal 2008 - Volume 11

2SODEXO Reference Document Fiscal 2008 - Volume 1

‡‡ProfileTitre_T2ProfilePageA star + a heart = a smile 4Two activities in the service of the Quality of Life 5Food and Facilities Management services 5Service Vouchers and Cards 5Living our values 6Our philosophy 6Who we are 6Our business strategy: organic growth 6Our mission 6Our vision 6Our core values 7Our ethical principles 7Sodexo’s Ambition 2015 8SODEXO Reference Document Fiscal 2008 - Volume 13

‡ Profile‡ A star + a heart = a smileA star + a heart = a smileThis equation expresses our new logo, symbolizing the alchemy of Sodexo. It representsthe formula for a global service leader, capable of bringing a comprehensive responseto our clients’ needs and finding solutions to any situation arising in daily life, evenunder extraordinary and sometimes extreme conditions.The star, which shines day and night in the galaxy of services, illustrates our expertise,the know-how of an expert in services to improve the Quality of Life so that each daybrings a reason to smile.The heart symbolizes the passion of our 355,000 employees engaged in their dailywork. Through their generosity and professionalism, they are our everyday heroes.They are humble, committed and eager to do their job well. Making their clientssmile is their primary concern.The smile is our raison d’être. The smile of our employees radiates all around theworld, turning into the smile of our clients and our consumers. This smile thenbecomes our finest reward.The star, the heart and the smile make all the difference. And that difference is thebest guarantee for our shareholders.4SODEXO Reference Document Fiscal 2008 - Volume 1

‡‡ProfileTwo activities in the service of the Quality of Life13.6 billion euro in consolidated revenues355,000 employees at 30,600 sites in 80 countriesTwo activities in the serviceof the Quality of Life‡FOOD AND FACILITIES MANAGEMENT SERVICESCorporate Services, Defense,Correctional Services, Remote Sites,Health Care, Seniors, Education,Sports and LeisureFoodservicesNo.1 worldwideHEALTH CARESENIORSEDUCATION96% of Group revenues13,027 million euro in consolidatedrevenues19,573 million U.S. dollarsin consolidated revenuesNo.2 worldwideCORPORATE SERVICESREMOTE SITES*Facilities Management servicesToday, Facilities Management services account for 21.6% of Group consolidated revenues.‡SERVICE VOUCHERS AND CARDSNo.2 worldwide4% of Group revenues10.4 billion euro in issue volume596 million euro in consolidated revenues895 million U.S. dollars in consolidatedrevenues370,000 clients (excluding individuals)25.6 million beneficiaries1 million affiliated partnersSource: Sodexo.* Food and Facilities Management services.SODEXO Reference Document Fiscal 2008 - Volume 15

‡ Profile‡ Living our valuesLiving our valuesSodexo was founded in Marseille in 1966 by Pierre Bellon, current Chairman ofthe Board of Directors. Since then, the Group’s employees have shared a commonculture.‡ OUR PHILOSOPHY IS THE FOUNDATION OF OUR SUCCESS, BOTHIN THE PAST AND IN THE FUTUREIt is based on six pillars:• who we are;• our business strategy of organic growth;• our mission;•••our vision;our core values;our ethical principles.‡WHO WE AREOur company is the community of our clients, consumers, employees and shareholders.Our purpose is to exceed their expectations.‡OUR BUSINESS STRATEGY: ORGANIC GROWTHTo reach our goals, we have chosen to focus on achieving organic growth in revenues and earnings.‡OUR MISSIONOur mission is twofold: improve the Quality of Daily Life and contribute to the economic, social and environmentaldevelopment of the cities, regions and countries in which we operate.‡OUR VISIONTo become the premier global outsourcing expert in Quality of Life services.6SODEXO Reference Document Fiscal 2008 - Volume 1

‡‡ProfileLiving our values‡OUR CORE VALUESService spirit“True dignity lies in being of service to others”.• Clients and consumers are the center of everythingwe do.• In order to serve them well, on a daily basis, at alllevels, we have to demonstrate our ability to listen,our capacity to anticipate their expectations, oursense of conviviality, our responsiveness to theirneeds and our pride in satisfying them.• Sodexo has become a large, worldwide company,but we still remain a local company in which eachmanager in the field is a true entrepreneur, closeto their clients and empowered in their decisionmaking.Team spirit• It is an imperative in all of our operations, ourbusiness units and support functions, as well asin our management committees.• Each person’s skills combine with other teammembers’ knowledge to help ensure Sodexo’ssuccess. Teamwork depends on the following:listening, transparency, respect for others,diversity, solidarity in implementing majordecisions, respect for rules, and mutual support,particularly in difficult times.Spirit of progressWe demonstrate the spirit of progress through:• our will, but also the firm belief that one canalways improve on the present situation;• acceptance of the evaluation of our performance,which compares us to our colleagues in thecompany, or with competitors;• rejection of preconceived notions and false alibisfor avoiding change;• self-evaluation, because understanding one’ssuccesses as well as one’s failures is fundamentalto continuous improvement;• a balance between ambition and humility;• optimism, the belief that for every problem thereis a solution, an innovation, or an improvementto be made.‡OUR ETHICAL PRINCIPLESLoyaltyA foundation of trust between Sodexo and itsclients, employees, and shareholders, based onloyal relationships. Trust is one of the cornerstonesof operations in our organization.Respect for peopleHumanity is at the heart of our business.Sodexo is committed to providing equal opportunitiesregardless of race, origin, age, gender, beliefs, religion,or lifestyle choices.“Improving Quality of Life” also means treating eachperson with respect, dignity and consideration.TransparencyThis is one of Sodexo’s major principles, and is aconstant with all stakeholders: clients and consumers,employees and shareholders.Business integrityWe do not tolerate any practice that is not born ofhonesty, integrity and fairness, anywhere in the worldwhere we do business.We clearly communicate our position on this issueto our clients, suppliers, and employees, and expectthem to share our rejection of corrupt and unfairpractices.SODEXO Reference Document Fiscal 2008 - Volume 17

‡ Profile‡ Living our valuesIn November 2006, the Group Executive Committeerecommended to the Board of Directors the adoptionof a “Statement of Business Integrity.” The codeenshrines Sodexo’s core beliefs and practices inthe area of business ethics, so that every employeeunderstands and shares the Group’s commitment tobusiness integrity.Our philosophy and the six progress pillars aboveguide each of us in our daily work.‡SODEXO’S AMBITION 2015We aim to double our Fiscal 2005 revenues.To achieve this objective, we have a clear-cutstrategy:• reinforce our leadership position inFoodservices;• accelerate our development in FacilitiesManagement services;• become the global leader in Service Vouchers andCards.8SODEXO Reference Document Fiscal 2008 - Volume 1

The Sodexo Star, a model of sustainable growth01Titre_T21The Sodexo Star,a model of sustainable growth‡‡PageI nterview with Michel Landel 10Executive Committee 12A strategy for Quality of Life services 13Three strategic objectives 13Significant growth potential 15Quality of Life Services, Sodexo’s offer 15Zoom Countries 16Cultivating talent, valuing diversity 19Becoming a benchmark employer 19Innovative initiatives 19Act as a corporate citizen 21One commitment, three priorities 21Financial Highlights Fiscal 2008 23SODEXO Reference Document Fiscal 2008 - Volume 19

‡ The Sodexo Star, a model of sustainable growth1‡ Interview with Michel LandelInterview with Michel LandelChief Executive Officer, SodexoNovember 7, 2008How is Sodexo evolving in the faceof new global challenges?Looking beyond the current world economic crisis,we are seeing several major trends in the first yearsof this new century:• The aging of the world’s population. Westernnations, along with Russia and Japan, areexperiencing a combination of low birth rates andlonger life expectancy. In contrast, demographicsin the Middle East, Africa, South America andAsia, aside from China, are still very dynamic.• While environmental awareness is increasingglobally, underlying issues remain unresolved,including global warming, diminishing naturalresources, waste recycling and processing, andaccess to drinking water.• The availability, supply and cost of raw materials—both energy and food—is becoming an increasinglycritical question.• The world’s center of economic gravity is graduallyshifting toward the east. Also, we can see that thecapacity to innovate is no longer the exclusivepreserve of Western nations.• At the same time, the battle for talent is intensifyingand is occurring in new geographies; today, twothirdsof the people entering the world’s labormarket come from Asia.• Finally, quality of life and well-being areincreasingly becoming fundamental expectationsin our societies.These major trends, in fact, represent significantgrowth opportunities for Sodexo, if we can continueto anticipate client and consumer expectations andaspirations, keep pace through innovation withsocietal changes and continually challenge ourselvesto improve. It is why we are confident of achievingour “Ambition 2015,” aiming to double our Fiscal2005 revenue in ten years.This ambition is based on three strategic pillars:reinforcing our leadership position in Foodservices,accelerating our development in FacilitiesManagement services and becoming the global leaderin Service Vouchers and Cards.In this context, how areclient expectations changingand how is Sodexo responding?In an increasingly competitive environment, ourclients want both greater efficiency and the abilityto offer their consumers and employees a betterquality of life environment. Throughout the world,our clients increasingly are seeking global solutionsto meet these challenges. Sodexo, thus, is becominga true strategic partner for clients. Through ourcomprehensive service solutions, Sodexo is helpingclients:••increase the satisfaction of their consumers;strengthen the processes, quality and efficiency oftheir organizations;• maximize the use and reliability of theirinfrastructure;• optimize investment of the properties they ownand manage.Sodexo provides an array of services, fromFoodservices to concierge services, from ServiceVouchers and Cards to Facilities Maintenanceservices, and we have earned a reputation for highperformance. This is how Sodexo is becoming theleading global expert in Quality of Life services.To deliver quality of life services to yourclients, what is your Human Resourcesstrategy?Sodexo today is a major employer: second-largest inFrance, sixth in Europe and 22 nd globally. To supportour growth, at a time when the best-trained employeesare increasingly difficult to attract and the new10SODEXO Reference Document Fiscal 2008 - Volume 1

The Sodexo Star, a model of sustainable growthInterview with Michel Landel1‡‡generation has very different expectations of theiremployer, Sodexo wants to be recognized among the“ Best Employers.” We must demonstrate our abilityto attract, retain and mobilize the people we needand to live our commitment to diversity, on a dailybasis. To achieve these goals we are reinforcing our“Employee Value Proposition” through tangible,creative initiatives in the areas of recruitment,integration, the workplace environment, personaldevelopment and recognition.Sodexo serves more than 40 million consumers eachday throughout the world, representing a diversearray of cultures. To respond to the very differentexpectations of consumers, we must recruit andpromote talent within our own organization thatreflects this diversity. Diversity also is an importantsource of the innovation and creativity required todrive progress in our key service activities.It is our 355,000 employees who, each day, assureour success in serving our clients. They are our mostvaluable resource. Reinforcing our attractiveness andresponding to their expectations is therefore essentialfor Sodexo’s future.Can you say a few words about the pastfiscal year?In the context of a deteriorating economy, ourFiscal 2008 financial performance was verysatisfying. We again confirmed the quality of ourfinancial model, with its ability to regularly generatecash, which ensures our independence and ourability to respond to market opportunities. All ofthis enables us to remain confident in our ability toachieve our ambition.In today’s extremely tough businessand financial environment, as youhave emphasized, what is your outlookfor the current fiscal year?growth of around 2% from recent acquisitions (VR,Score Group and Zehnacker). The objective forconsolidated revenue growth for Fiscal 2009, atconstant currency exchange rates, is between 4%and 7%.Why have you set such a broad rangefor organic revenue growth and whatis your objective for operating profitfor Fiscal 2009?We are in a major crisis affecting every sector of theeconomy, one that is going to be felt in all parts of theworld. In the last several months, we have alreadynoted a sharp decline in discretionary spending inthe Corporate Services segment, and since September,lower consumption. In our other segments, whichare usually more resistant, we expect to see ourclients reduce their budgets and investments, soit is reasonable to expect some impact. The rangetherefore reflects these uncertainties.Sodexo’s objective for operating profit is between730 million and 760 million euro at constant currencyexchange rates. This range takes into account thecontinued investment needed to integrate recentacquisitions and a plan for additional cost-savingsof around 50 million euro.Despite the fears weighing on the global economy,giving us considerable cause for prudence at the startof this fiscal year, I remain very confident in ourcapacity to achieve our Ambition 2015 and to becomethe global leader in Quality of Life services.I would like to thank our clients for their loyalty,our shareholders for their continued supportand the 355,000 employees of the Group for theprogress achieved during Fiscal 2008, through theirperformance to the highest standards in delivering ourQuality of Life services. Each and every one of themcontributes to “ Making every day a better day. ”Sodexo’s objective for Fiscal 2009 is organic revenuegrowth in the 2% - 5% range, with additional revenueSODEXO Reference Document Fiscal 2008 - Volume 111

‡ The Sodexo Star, a model of sustainable growth1‡ Executive CommitteeExecutive CommitteeAs of September 1, 2008Sodexo’s Executive Committee comprises nine members and is led by Michel Landel.It defines strategies and policies to fulfill Sodexo’s vision, ambition and objectives,and oversees their implementation. By rolling out a genuine roadmap of companystrategy, it undertakes major Group-wide initiatives and defines key areas of focusfor the operating entities. The Executive Committee monitors the overall Group andoperating entities’ performance and their alignment with the Group strategy. TheCommittee defines the structures necessary for the company’s development andensures that each senior manager has a clearly designated successor. The membersof the Executive Committee also act as the front-line “ambassadors” of the Sodexobrand.The Executive Committee relies on an International Committee, composed of about60 senior functional and operational executives from the Group’s main segmentsand activities. The International Committee assists the Executive Committee inthe identification of trends and opportunities, globally and by client segment. ThisCommittee transforms strategic decisions into action plans and mobilizes the teamsnecessary for deployment. Each member also has a mission to share information,transfer best practices and strengthen adherence to the Group’s values.Michel LandelChief Executive Officer, SodexoPresident, Executive CommitteePresident, Sodexo STOP Hunger AssociationElisabeth CarpentierGroup Executive Vice President and Chief HumanResources OfficerHuman Resources and Internal CommunicationsGeorge ChavelGroup Chief Operating OfficerChief Executive Officer, North America, Food andFacilities Management servicesRoberto CirilloGroup Executive Vice President and Chief OfficerStrategyStrategy, Innovation, Brand and CommunicationsPierre HenryGroup Chief Operating OfficerChief Executive Officer, Service Vouchers and Cards,and South America, Food and Facilities ManagementservicesSiân Herbert-JonesGroup Executive Vice PresidentGroup Chief Financial OfficerPhilip JansenGroup Chief Operating OfficerChief Executive Officer Europe, Food and FacilitiesManagement servicesNicolas JapyGroup Chief Operating OfficerChief Executive Officer, Remote Sites,and Asia/Australia, Food and Facilities ManagementservicesDamien Verdier12SODEXO Reference Document Fiscal 2008 - Volume 1Group Executive Vice President and Chief MarketingOfficerOffer Marketing, Supply Chain and Sustainable Development

The Sodexo Star, a model of sustainable growthA strategy for Quality of Life services1‡‡A strategy for Quality of Life servicesIn 2005, Sodexo launched “Ambition 2015,” seeking to become the premier globalexpert in Quality of Life services. By the year 2015, the Group aims to double itsrevenue and optimize its business portfolio to serve 100 million consumers, comparedwith 40 million today.“Ambition 2015” is mobilizing all Group employees around a clear-cut strategy toreinforce Sodexo’s leadership in Foodservices, accelerate its development in FacilitiesManagement services and become the global leader in Service Vouchers and Cards.To achieve these objectives, Sodexo designs solutions with and for its clients tostrengthen their reputation, enhance their appeal, increase their efficiency andoptimize their resources.‡THREE STRATEGIC OBJECTIVESReinforce Sodexo’s leadershipin FoodservicesWith 40 years of experience and recognized expertisein every area of its original Foodservices business– including gastronomy, well-balanced nutrition,food safety, socially responsible procurement andenvironmental protection – Sodexo possesses all thestrengths required for a growing market in which only45% of services are outsourced today, evidenced bythis year’s key contract wins.Key contract winsCorporate ServicesIndia: Nokia (30,000 employees).USA: Principal Financial Group, Inc., 4 sites(7,200 employees).DefenseSweden: Försvaret Gtbg (1,500 meals/day).Health CareNetherlands: Albert Schweitzer Ziekenhuis, fourhealth care facilities in Dordrecht, Zwijndrecht andSliedrecht (1,500 beds).EducationUSA: University of Arkansas, Fort Smith, Arkansas(6,600 students); Keller Independent School District,Keller, Texas (32 schools, 19,000 students).Sports and LeisureUnited Kingdom: Southwark Cathedral, London(20,000 visitors/year).2007-2008 AwardsPeru: for the 4 th consecutive year, Sodexowas named “Best Company of the Year” inthe “Foodservices” category by the nonprofitAsociación Civil Empresa Peruana del Año.USA: The Governor of Rhode Island hasrecognized Sodexo for its creative approaches towellness programs designed to promote healthybehaviors among schoolchildren.Accelerate Sodexo’s developmentin Facilities Management servicesAt the core of Sodexo’s strategy, the growth potentialof Facilities Management services is even greater thanthat of Foodservices. From its beginning, the Grouphas offered a wide spectrum of services through astructure organized around client segments. ThisSODEXO Reference Document Fiscal 2008 - Volume 113

‡ The Sodexo Star, a model of sustainable growth1‡ A strategy for Quality of Life servicespioneering position, bolstered by the credibilityearned with Foodservices clients, has enabled Sodexoto demonstrate its expertise and generate 21.6% ofits consolidated revenues in Facilities Managementservices in Fiscal 2008.Today, the Sodexo offer ranges from self-serviceFoodservices to maintenance of medical scannersand MRIs, waste treatment, project management andair conditioning maintenance. These offers createsustainable value for clients, making their businessesmore efficient while at the same time improving theQuality of Daily Life for consumers. The acknowledgedexpertise and certified quality of these offers arehelping Sodexo to reinforce its leadership positionthroughout the world.Key contract winsCorporate ServicesCanada: GlaxoSmithKline, Ontario and Quebec(12 services, 5 sites).France: Société Générale (six buildings, 500,000 squarefeet, 3,000 employees).Remote SitesChile: Compania Minera Los Pelambres(3,000 people).Health CareItaly: Ospedale di Mestre, Venice (2 sites,680 beds).SeniorsUnited States: Asbury Communities, Maryland,Pennsylvania, Oklahoma (6 sites, 3,600 residents).2007-2008 AwardsSodexo has been ranked number four overallamong the world’s leading outsourcing servicescompanies by the International Association ofOutsourcing Professionals (IAOP), an industrytrade group. For the third consecutive year,Sodexo is ranked in the top five of the GlobalOutsourcing 100, the benchmark internationalrating by IAOP in the field of services andoutsourcing.Become the global leader in ServiceVouchers and CardsOver the last 30 years, Sodexo has become No.2worldwide in Service Vouchers and Cards. Sodexooffers companies and public authorities innovative,flexible, secure solutions to efficiently manage theirsocial policies. In a constantly changing market,Sodexo relies on three key assets: its innovativecapabilities, its responsiveness and optimizedsynergies with other Group entities. In Fiscal 2008,Sodexo posted very strong growth, higher than themarket as a whole, and for the first time, issue volumewas greater than 10 billion euro.Key contract winsBelgium: ING (Leisure Pass, 11,000 beneficiaries).France: Argic-Arrco (CESU, 20,000 beneficiaries).India: Hindustan Aeronautics (Meal Pass,14,000 beneficiaries).Poland: Telekomunikacja Polska (Gift Pass,11,400 beneficiaries).Uruguay: UCAA of the Ministry of Economy (FoodPass, 51,000 beneficiaries).(See also p. 45 )2007-2008 AwardsBrazil: in the “Foodservices” category, Sodexowon the Top of Mind Suppliers Award given byHuman Resources professionals.Spain: Sodexo received the Alares prize awardedby the Fondation Alares and the EFR (EmpresaFamiliarmente Responsable) certificate ofFundacion+Familia in the “Major Companies”category in recognition of its Human Resourcespolicy to help employees strike a better balancebetween their professional and private lives.14SODEXO Reference Document Fiscal 2008 - Volume 1

The Sodexo Star, a model of sustainable growthA strategy for Quality of Life services1‡‡‡ SIGNIFICANT GROWTH POTENTIAL,ESTIMATED AT 50 TIMES CURRENT SODEXO REVENUESOver250 billion euroEstimated total marketFood and Facilities Management servicesOver 650 billion euroOver200 billion euroOver200 billion euroService Vouchersand CardsOver 85billion euroFoodservicesBusiness Services Infrastructure ServicesSodexo estimate.Market assessments are likely to evolve over time, given the growing reliability of information sources in the various countries.‡QUALITY OF LIFE SERVICES, SODEXO’S OFFERCreate value for our clientsIncrease the satisfactionof customersStrengthen the efficiencyand quality of theirorganizationsMaximize the useand reliability of theirinfrastructureOptimize the real estateinvestments of ownersand managersFood and Facilities Management services(within our clients’ premises)FoodservicesConcierge servicesNutritional education for the youngBio-cleaning of patient rooms“Wellness” programs for seniorsLandscaping and groundskeeping…Meeting rooms events managementHealth, Safety and Environment trainingLaundrySterilization of surgical instrumentsMedical nutritionWaste sorting and recycling…Fitting and maintenance of premisesMechanical and electrical maintenanceSports facility managementMaintenance of diagnostic equipmentHVACSite cleanup…Site rental and marketingRenovation, rehabilitation and regulatorycompliance of premisesOrganization and modulation of spaceAssistance to general contractorsSite relocation management…Service Vouchers and Cards(outside our clients’ premises)Meal PassFood PassChildcare PassLeisure PassHealth Care PassMobility Pass…Gift PassConsultancy PassWorking clothes PassTraining PassCulture PassAssistance and Solidarity Passes…SODEXO Reference Document Fiscal 2008 - Volume 115

‡ The Sodexo Star, a model of sustainable growth1‡ A strategy for Quality of Life services‡ ZOOM COUNTRIESSodexo in BrazilIn 1978, Sodexo began operations in São Paulo, the economic capital of Brazil. Today, it has nearly12,000 employees working throughout the country where the Group is enjoying very strong growth in Food andFacilities Management services as well as Service Vouchers and Cards.Food and Facilities Management servicesIn thirty years, Sodexo has become one of the majorplayers in a rapidly growing market, particularly incorporate services, health care and mines.• After several years of internal growth, Sodexostepped up its development by acquiring ISSFood Services in 1992, Servebem Bimi in 1999and Alimenta in 2000.• Sodexo has continued its geographical expansion,opening new operations in the regions of Paranaand Minas Gerais in 1996, Bahia in 1998 and thenRio Grande do Sul in 2005.• During the same period, Sodexo has enlargedits services offer and signed a major Food andFacilities Management services contract in 2004with Vale do Rio Doce, the country’s leading miningcompany with more than 100,000 employees.• In 2007-2008, Sodexo’s new clients includein Foodservices:• the pharmaceuticals group Novartis: 1,200employees ,• the metallurgy company Villares in the SãoPaulo region: 2,600 employees,• the sugar cane manufacturing company Brencoin the State of Mato Grosso, 6,600 employees;in Food and Facilities Management services:• São Paulo Hospital, 900 consumers.Average annual growth rate of revenuesover the last 5 years: almost 25 %11,838 employees in 9 cities(Belo Horizonte, Campinas, Curitiba,Fortaleza, Manaus, Porto Alegre,Rio de Janeiro, São Paulo, Salvador).575 sites, including 80 new awardsin 2007-2008.Source: Sodexo.16SODEXO Reference Document Fiscal 2008 - Volume 1

The Sodexo Star, a model of sustainable growthA strategy for Quality of Life services1‡‡Service Vouchers and CardsThe restaurant voucher market came into being withthe creation of the “Worker Food Program” in 1976.Since then, Brazil has become the world’s largestservice voucher market.• Sodexo began operating in this market in 1996by acquiring Cheque Cardapio and boosted itsgrowth by taking over Banerj Convênios in 1998,Refeicheque in 1999 and Transcheck in 2000.• In 2008, with the acquisition of VR ServiceVouchers and Cards, Sodexo has become one ofthe leaders in this swiftly growing market.• In 2007-2008, Sodexo’s new clients include:• TNL Contax: Food Pass – 14,000 beneficiaries,• Social-Cultural Center for Teenagers PraiaGrande: Food Pass – 17,200 beneficiaries,• Refrescos Guararapes: Restaurant Pass – 2,250beneficiaries.Average annual growth rate of revenuesover the last 5 years: almost 22 %465 employees43,104 clients3.5 million beneficiaries71,119 affiliatesSource: Sodexo.Brazil: marketThe world’s 5 th largest population: 189 million inhabitants, with 83% living in urban areasA growing middle class : 34% in 2005, 46% in 2007The world’s 10 th largest economyAbundant natural resources and infrastructure needsGDP growth estimated at 150% between 2007 and 2030Source: Sodexo.Sodexo in RussiaSodexo has been present on Russian soil since 1992, where it has been providing Food and Facilities Managementservices to Remote Sites clients. Since then, the Group has rapidly expanded its regional operations and enlargedits offer in the Corporate Services segment, which was supplemented in 2007 by Service Vouchers and Cards.Today, Sodexo is pursuing its development with two major advantages: a thorough knowledge of the Russianmarket where it is the only player capable of offering this threefold expertise.Fifteen years of development• 1992: Sodexo’s adventure in Russia began withRemote Sites. At the time, the Group followedits international clients in the oil, natural gasand mining sectors and has supported theirdevelopment in this buoyant market since then,as the contract signed with Schlumberger in 2007demonstrates.• At the same time, Sodexo has been developing inthe Corporate Services segment. Starting in theearly 1990s, several major companies set up inMoscow such as Gaz de France, Xerox and Coca-SODEXO Reference Document Fiscal 2008 - Volume 117

‡ The Sodexo Star, a model of sustainable growth1‡ A strategy for Quality of Life servicesCola, chose the Group to oversee Foodservices,and in 1995, Sodexo won its first FacilitiesManagement contract with Ericsson.• After a downturn, during which the Groupmaintained its business activities, Sodexo enteredthe Siberian market with national clients such asRusal and pursued its regional expansion.• In 2007, the Group took on a new challenge,launching the Universal Gift Pass in the burgeoningService Vouchers and Cards market, which hasproved to be promising, with Sodexo alreadyboasting 95 clients, 20,000 beneficiaries and1,000 affiliates.In 2007-2008, Sodexo’s new clients include• i n Foodservices:• Rusal, the world’s leading aluminum productioncompany, at one of its largest plants in Ural,• the country’s largest inter-company restaurantat the Moscow City C business center.• i n Facilities Management services:• RosEvroPlaza, the leading business center inthe Siberian capital of Novosibirsk,• Raiffeisenbank, one of the leading foreign banksin Russia.i n Remote Sites, Foodservices, cleaning and laundryservices at the Siberian sites of Schlumberger.• i n Service Vouchers and Cards with the UniversalGift Pass:• Coca-Cola (2,400 beneficiaries),• Gazprombank (2,500 beneficiaries),• GEMoneybank (1,500 beneficiaries),• Sviazbank (3,000 beneficiaries),• Vimelcom (4,000 beneficiaries).Sodexo:a record of continuous growthFood and Facilities Management s ervices:Average annual growth rate of revenuesover the last 5 years: almost 29 %*3,801 employees in 21 cities(Moscow, Saint Petersburg, Novosibirsk,Yuzhno-Sakanalinsk, etc.)107 sites, including 13 with newlyawarded contracts in 2007-2008* Excluding certain remote sites contracts that are not partof the country’s structural growth evolution.Source: Sodexo.Russia: A high-potential marketThe most populated country in Europe with 141.4 million inhabitantsAn urbanization rate of 72% with 20 cities of at least 1 million inhabitantsThe world’s 11 th leading economyAverage annual growth of GDP of about 8% over the last 5 yearsAbundant mining and energy resourcesSource: Sodexo.18SODEXO Reference Document Fiscal 2008 - Volume 1

The Sodexo Star, a model of sustainable growthCultivating talent, valuing diversity1‡‡Cultivating talent,valuing diversityAs ambassadors for the Group and experts in services to improve the Quality of DailyLife, our 355,000 employees are Sodexo’s most valuable asset.To attract and retain the men and women across the globe that make Sodexo grow, weoffer our employees fulfilling professional lives and encourage their diversity.At Sodexo, we are determined to create a competitive advantage through our peopleand their diversity. We aim to be recognized among the “Best Employers” for ourability to attract, develop, engage and retain employees as well as for our commitmentto actively foster diversity and inclusion.‡BECOMING A BENCHMARK EMPLOYERSodexo has played a powerful role as a social ladderever since it was founded. In 2007-2008, more than2,500 employees were promoted to managerialpositions within the Group. The engagement surveyconducted in April 2008 in 50 countries employing97% of the Group’s workforce shows that more than80% of our employees consider Sodexo a betteremployer than its competitors.Buoyed by this positive response, Sodexo is eager tocontinue supporting and encouraging our employeesto shape their own future and grow with the company.All our employees should have the opportunity todevelop their careers both locally and globally acrossour many service areas and have the flexibility toalign the pace of their career with their various lifestages.Our promise – “Your future, so sodexo” – is going tobe implemented concretely through the commitmentswe make to our employees:••••inspiring to join Sodexo;welcoming all new employees as valued membersof our team;enabling all employees to flourish with us;working with them to make their growth ourpriority;• recognizing those who live our values and helpus grow.‡INNOVATIVE INITIATIVESFranceSodexo created an accredited training organization toprepare its employees for Professional QualificationCertification, delivered by the Hotel Industry. In fouryears, this organization has multiplied the numberof employee training sessions by five, particularlythrough the deployment of 150 regional trainers and800 mentors.North AmericaAs part of its multi-generational recruitment strategy,Sodexo is developing a program in schools andcolleges specifically designed for Generation Y(born between 1979 and 1994). Talented studentsare welcomed on the campus upon their arrival andguided by a mentor throughout their studies and onthe-jobtraining. The program is aimed at hiring themanagers of tomorrow.SODEXO Reference Document Fiscal 2008 - Volume 119

‡ The Sodexo Star, a model of sustainable growth1‡ Cultivating talent, valuing diversityTestimonialAfter 20 years in the Group, Patricia Ortlieb,mother to three sons, is now in charge of medicalnutrition at Saint Joseph’s Wayne Hospital in NewJersey.“There is always room for progress, but I am gratefulto Sodexo for allowing me to mold my position tosuit all the needs in my career and my personal lifeover the past 20 years. At other facilities, I wouldnot have been able to have a fulfilling professionallife while raising my disabled son. Over the longterm, I feel Sodexo has done a lot to support itsemployees in terms of flexible work organizationand wonderful benefits like the pension andhealthcare plans.As a manager, I appreciate the assistance I have beengiven in hiring and on-boarding new employees.Above all, I’ve learned a lot about managing peopleand dealing with clients, peers and subordinates.All of these things have made me confident inmyself. Today, I am proud to be a district supportleader mentoring other dieticians in the region. It’san opportunity to see what my colleagues in thefield are doing. It keeps me fresh!”Every year, Sodexo publishes a Human Resources Report available at www.sodexo.com.20SODEXO Reference Document Fiscal 2008 - Volume 1

The Sodexo Star, a model of sustainable growthAct as a corporate citizen1‡‡Act as a corporate citizenOur planet and its resources are a precious heritage entrusted to our care for whichit is our responsibility to preserve for future generations. While the need to livesustainably is perceived unevenly around the world, for Sodexo, we accept it as agiven that sustainability must be integral to our business approach. As a servicescompany, it is imbedded within our Quality of Life mission: improving it for alltoday’s generations, while preserving it for those of tomorrow.Corporate citizenship is at the core of our strategy, illustrated through our numerouspartnerships with international organizations. Sodexo’s 355,000 employees share inand fulfill this commitment through initiatives and actions undertaken every daythroughout the world. To harmonize and more fully leverage these efforts, Sodexofocuses on three main areas: environmental protection, the nutrition, health andenjoyment of our consumers and, involvement in local communities.‡ONE COMMITMENT, THREE PRIORITIESProtecting the environmentEco-friendly business practices, innovative servicesand environmental management systems areconcentrated into Sodexo’s operations through fourkey areas: pollution and carbon emissions prevention,energy efficiency, reduced water consumptionand waste management. Training programs areunderway to help employees and partners developan “environmental reflex.”2007-2008 Indicator92% of subsidiaries have implemented anenvironmental program (scope: 97% of ouractivity).Promoting nutrition, healthand enjoymentA pioneer in encouraging balanced nutrition andhealthy eating habits, Sodexo sponsors awarenesscampaigns adapted to the resources, local traditions,changing lifestyles and specific needs of itsconsumers. As the world’s foremost employer ofdietic ians, Sodexo’s nutritional education efforts tocombat malnutrition and obesity, classified today asa “pandemic” by the WHO, have become a trademarkpart of the Group’s identity.2007-2008 Indicator98% of subsidiaries provide clients, customersand employees with information and trainingon healthy eating habits (scope: 85% of ouractivity).SODEXO Reference Document Fiscal 2008 - Volume 121

‡ The Sodexo Star, a model of sustainable growth1‡ Act as a corporate citizenFostering involvement in localcommunitiesSodexo works side by side with local communities todevelop employability through hiring and training,support business and social activities and fight againsthunger and malnutrition. To combat malnutrition,the Group developed STOP Hunger. Implementedin 24 countries, the program promotes employeevolunteer work, nutritional information and training,food distribution and fundraising.2007-2008 Indicator24 countries have undertaken 298 major initiativesand forged partnerships with 223 NGOs andassociations.Recognized corporate citizenshipSodexo’s corporate citizenship commitment andperformance have been recognized by the leadingsocial responsibility indices that assess companysustainability efforts.• Four listings in socially responsible investmentindices:• Sodexo has been included in the FTSE4Goodindex since its creation. The 2007 index ranksthe Group as a benchmark in its businesssector,• ASPI Eurozone, the index defined by Vigeo,recognizes the Sodexo approach for its coverageof all aspects of corporate citizenship,• In 2007-2008, Sodexo has again been listed inboth the Dow Jones Sustainability World Indexand the Dow Jones STOXX Sustainability Index(Europe) as the leader in its business activity;• 2008 Sustainability Yearbook: threefoldrecognition:Sodexo is one of only ten companies worldwideto earn triple recognition from SustainableAsset Management (SAM), an agency that ratesmajor companies on a combination of businessperformance and sustainability. Sodexo is theonly French company to receive the followingdistinctions:• SAM Worldwide Supersector Leader, inrecognition of the company’s economic,environmental and social success factors,• SAM Gold Class, an acknowledgement ofSodexo’s performance,• SAM Sector Mover, a tribute to Sodexo’sprogress in sustainable development and thestrong momentum initiated by Sodexo in itssector.Each year, Sodexo publishes a Corporate CitizenshipReport available at www.sodexo.com.22SODEXO Reference Document Fiscal 2008 - Volume 1

The Sodexo Star, a model of sustainable growthFinancial Highlights Fiscal 20081‡‡Financial h ighlights Fiscal 2008Strong F iscal 2008 performance; continued strong cash flow generationRobust o rganic growth: +7.7%Operating profit up : +15.3% at constant currency exchange ratesGrowth in n et income : +16.4 % at constant currency exchange ratesNew improvement in net operating cash flowsProposed +10% increase in the dividend per shareConsolidated revenuesRevenues by activityEUR millionsUSD millions*2003-2004 11,494 13,8552004-2005 11,693 14,8802005-2006 12,798 15,6762006-2007 13,385 17,6942007-2008 13,611 20,449* Calculated at the average exchange rate for each year; forFiscal 2008 1 euro = 1.502 U.S. dollars.Organic growth was 7.7% for the year, well in excessof the Group’s average annual growth objective. AllFood and Facilities Management services segmentscontributed to this performance. The Service Vouchersand Cards activity maintained its level of organicgrowth, with 18.1%.Revenues by regionNorth America 37 %Continental Europe 37 %United Kingdom andIreland 11%Rest of the world 15%Organic growth in revenues in Continental Europeresulted from strong increases in all segments, inparticular, in Corporate Services, Health C are, andEducation, where Sodexo had major commercialsuccesses in Facilities Management.FOOD AND FACILITIES MANAGEMENTSERVICES 96%Corporate Services 38%Defense 3%Correctional Services 2%Remote Sites 6%Health Care 19%Seniors 6%Education 22%SERVICE VOUCHERS AND CARDS 4%For the second consecutive year, growth was morethan 7%, in line with the Group’s medium-termobjective. This performance mainly resulted fromthe following:• continued solid progress in Health C are andSeniors: +7.3%;• growth in Corporate Services accentuated byperformances in Sports and Leisure, notably withthe success of the Rugby World Cup contract:+8.1 %;• good performance maintained in Education:+5.5%.Facilities Management services grew strongly duringFiscal 2008 and now represent 21.6% of consolidatedrevenues as compared to 18.1% in Fiscal 2007.SODEXO Reference Document Fiscal 2008 - Volume 123

‡ The Sodexo Star, a model of sustainable growth1‡ Financial Highlights Fiscal 2008Number of employeesOperating profit2003-2004 312,9752004-2005 324,4462005-2006 332,0962006-2007 342,3802007-2008 355,044Number of operating sites2003-2004 24,8662004-2005 26,6342005-2006 28,2342006-2007 28,8962007-2008 30,584Employees by regionNorth America 35% 124,598 employeesContinental Europe 26% 92,081 employeesUnited Kingdomand Ireland 12% 43,603 employeesRest of the world 27% 94,762 employeesEmployees by activityFOOD AND FACILITIESMANAGEMENT SERVICES 99%Corporate Services 39%Defense 4%Correctional Services 1%Remote sites 8%Health Care 15%Seniors 4%Education 25%Shared Structures 3%SERVICE VOUCHERS AND CARDS 1%EUR millionsUSD millions*2005-2006 605 7412006-2007 640 8462007-2008 690 1,036* Calculated at the average exchange rate for each year; forFiscal 2008 1 euro = 1.502 U.S. dollars.At 690 million euro, operating profit increased by7.8% compared to the prior year (15.3% at constantexchange rates), exceeding the objectives determinedby the Group at the beginning of the year.The operating margin was 5.1% compared to amargin of 4.8% for Fiscal 2007. This increase ofthree percentage points resulted in particular fromthe following:• the improvement in operating margin in NorthAmerica;• the contribution from the Rugby World Cuphospitality contract; and• increases in volumes in the Service Vouchers andCards activity.Group net incomeEUR millionsUSD millions*2005-2006 323 3952006-2007 347 4592007-2008 376 565* Calculated at the average exchange rate for each year; forFiscal 2008 1 euro = 1.502 U.S. dollars.At 376 million euro, Group net income increasedby 8.4 % (16.4 % excluding exchange rate effects).This significant increase results primarily from thefollowing:•••strong growth in operating income;relative stability in financial expense; anda continued stable effective tax rate of approximately34%.24SODEXO Reference Document Fiscal 2008 - Volume 1

The Sodexo Star, a model of sustainable growthFinancial Highlights Fiscal 20081‡‡Dividends paidEUR millionsUSD millions*2005-2006 151 1942006-2007 183 2502007-2008** 200 295* Calculated at the closing exchange rate for each year; forFiscal 2008 1 euro = 1.473 U.S. dollars.** Subject to approval by the Annual Meeting of the Shareholderson January 19, 2009.In view of the good results and the level of freecash flow generated, the dividend submitted toshareholders’ approval will be 1.27 euro per share,10% higher than the dividend paid in the prioryear.Net cash flow provided by operatingactivitiesNet debt as a percentageof shareholders’ equity*(Including minority interests)2005-2006 21%2006-2007 5%2007-2008 21%* Debt net of cash and financial assets related to Service Vouchersand Cards activity, less bank overdrafts.Earnings per share (in euro)2005-2006 2.072007-2008 2.222007-2008 2.42EUR millionsUSD millions*2005-2006 488 5982006-2007 753 9952007-2008 780 1,172* Calculated at the average exchange rate for each year; forFiscal 2008 1 euro = 1.502 U.S. dollars.For Fiscal 2008, net cash flows provided by operatingactivities are up by 27 million euro compared to theprior year, illustrating the quality of the Group’sfinancial model.SODEXO Reference Document Fiscal 2008 - Volume 125


At the heart of Qualityof Life servicesAt the heart of Quality of Life services02Titre_T22‡‡PageFood and Facilities Management s ervices 28Corporate Services 28Defense 30Correctional Services 32Remote Sites 34Health Care 36Seniors 38Education 41Sports and Leisure 43Service Vouchers and Cards 45SODEXO Reference Document Fiscal 2008 - Volume 127

‡ At the heart of Quality of Life services2‡ Food and Facilities Management ServicesFood and FacilitiesManagement s ervices‡CORPORATE SERVICESNo.2 worldwide in Foodservices5,192 7,800 38% 139,057 15,726million euroin revenuesSource: Sodexo.million U.S. dollarsin revenuesCreating solutions that make the differenceShare of Grouprevenues Employees SitesSodexo teams contribute to corporate clients’ successes while enhancing the daily life of their employees. Asexperts in Quality of Life services, our employees work closely with clients to anticipate their changing needs andpropose tailored solutions that help create value. Through its teams, Sodexo can act as a global strategic partnerdelivering world-class, integrated services that promote efficiency, health and safety as well as environmentalprotection, making a difference every day.AchievementsAcquisitionsFranceSodexo continues its development in Quality of Lifeservices, acquiring a minority interest in West Born,a specialist in concierge services to corporate clientsand employee incentive and loyalty programs. Keyto this relationship are numerous synergies with allSodexo client segments in both activities.United StatesSodexo reinforced its expertise in Quality of Lifeservices, acquiring Circles, a leader in conciergeservices to corporate clients in the United States.PartnershipUnited StatesSodexo formed a strategic partnership with therenowned Mayo Clinic (Rochester, New York) toexpand its Quality of Life services allowing clientsto improve employee health and well-being at workand at home through health management tools andpersonalized counseling.Key contract winsChinaNokia chose Sodexo for its new head office in Beijing.The contract includes a wellness program for the2,300 employees, concierge services on each floor, abusiness center and Foodservices.28SODEXO Reference Document Fiscal 2008 - Volume 1

At the heart of Quality of Life servicesFood and Facilities Management Services2‡‡FranceSociété Générale selected Sodexo to provide a widerange of Facilities Management services across495 ,000 square feet in six buildings housing morethan 3,000 employees at the Val-de-Fontenay sitein the Paris area.United KingdomSodexo Laboratory Instrument Services won the“Premises and Facilities Management ExpertServices Award 2007” for its quality partnership withGlaxoSmithKline Research and Development.AwardsPolandFor the second year in a row, Sodexo was rankedas the top company in Facilities Management andFoodservices by the Warsaw Business Journal.Corporate citizenship initiativeUnited KingdomConverting used cooking oil into biodieselIn partnership with Honda, the Sodexo team atSwindon commissioned and installed a plant toconvert used cooking oil into biodiesel for use in sitevehicles. The plan is to convert 5,000 liters annuallyto replace the equivalent amount of petroleum diesel.In addition to recycling organic waste, the initiativewill result in a nearly 80% reduction of carbondioxide.Market trendsRising spending on employee wellbeingTo cut healthcare costs and ensure employee wellnessand motivation, companies are investing in a fullarray of services that improve the Quality of Life atwork and promote a better work-life balance.A fast-growing trend towards outsourcingAs building operations become more complex,companies are seeking trusted partners to assist themin managing their facilities.Widespread demand for sustainable businesspractices becoming a pre-requisiteClients are placing sustainability principles at thecore of their development strategies and expect acommitment to sustainable practices from theirpartners that is equal to their own.Reducing energy consumptionIn order to cope with steadily rising energy costs,companies are looking for expert assistance indesigning, implementing and maintaining energyefficientsystems.Source: Sodexo.Key market figuresOver 250 billion euro in estimated totalmarket value*, including: 85 billioneuro in Foodservices:• outsourcing rate: more than 70% (among thehighest rates: UK and Japan above 90%; amongthe lowest rates: Australia around 20%);• outsourced market average annual growth rate:between 1 and 2% over the next three years.(*) The market value for Facilities Management services(excluding Foodservices) is more than double that ofFoodservices alone.Sodexo estimate.SODEXO Reference Document Fiscal 2008 - Volume 129

‡ At the heart of Quality of Life services2‡ Food and Facilities Management ServicesPZU Tower - PolandNot just an expert, but a real FacilitiesManagement partnerIn Warsaw, Sodexo handles Facilities Managementservices for properties of PZU Group, Poland’slargest insurance company.Since 2000, Sodexo has enjoyed a solid relationshipwith PZU Tower Sp. z o.o., a subsidiary of PZUGroup. The client’s top priority was to have one,stable partner to manage services at two prestigiousproperties centrally located in Warsaw: the 29-stor y PZU Tower, the headquarters for PZU Groupcompanies, and a 269 ,000-square-foo t multi-tenantbuilding, City Gate.Sodexo is responsible for the efficient functioning ofFacilities Management services including technicalmaintenance, HVAC, technical repairs, receptionand coordinating of cleaning and security services,etc. to ensure smooth building operations, the healthand safety of the people who work and a positivecorporate image for PZU Tower.The long-term partnership is the fruit of the dayto-dayexpertise demonstrated by an extremelystable, flexible, responsive Sodexo team coordinatedseamlessly by building manager Agnieszka Jagóra.Over the years, thanks to her excellent ability tounderstand and anticipate client expectations as wellas thorough understanding of the installations andequipment, she has established a dialogue of mutualtrust with the client resulting in a wider scope ofservices provided by Sodexo.For PZU Tower, Sodexo is synonymous with thesecurity of the properties, the wellbeing of theemployees and tenants and business continuity.By contributing to their Quality of Daily Life, safeenvironment, efficiency and performance, Sodexois also reaffirming its commitment to creatingsustainable value.PZU TowerOne of the highest buildings in Warsaw592 ,000 square feet11 elevatorsAround 2,000 employees‡DEFENSE438 659 3% 13,382 1,510million euroin revenuesSource: Sodexo.million U.S. dollarsin revenuesShare of Grouprevenues Employees SitesServing the armed forcesSodexo is committed to putting their skills and experience to work for armed forces at home and on peacekeepingmissions abroad. Trained to handle the special requirements of military communities, employees give priorityto improving the Quality of Life for the soldiers and their families living on bases across the world. Fromaccommodations to sophisticated logistical operations, Sodexo’s service offers are tailored to optimize theefficient use of defense resources. Thanks to Sodexo’s know-how and flexibility, military forces can focus ontheir mission.30SODEXO Reference Document Fiscal 2008 - Volume 1

At the heart of Quality of Life servicesFood and Facilities Management Services2‡‡AchievementsAwardsSingaporeThe Minister for Defense Award was bestowed onSodexo in recognition of its outstanding, consistentcontributions towards Singapore’s civil defense.United States• Major General Lehnert thanked the Sodexo team“who demonstrated determination, perseveranceand steadfastness in keeping with the highesttraditions of the Marine Corps” by continuingFoodservices as fires swept across SouthernCalifornia in 2007.• For the second year in a row, Sodexo received theMajor General WPT Hill Memorial Award for theservice quality at Duncan Hall located at the U.S.Marine Corps Recruit Depot in San Diego.PartnershipFranceSodexo and the Ministry of Defense signed apartnership agreement to facilitate the reemploymentof civilian and military personnel and access toemployment for their families.Corporate citizenship initiativeAustraliaEnhancing the environment and skillsSSDS, a Sodexo subsidiary, once again partneredwith Greening Australia to deliver a “Green Corps”project at the Liverpool Military Area in New SouthWales. Ten volunteers will join with local andindigenous groups to control weeds and enhancenative vegetation along the riparian zone of theGeorges River. Team members will learn valuableskills and earn a certificate in Conservation andLand Management. SSDS also offers participants theopportunity for permanent employment.Market trendsFaced with budget constraints and the need tobuild professional armies, armed forces expect theirpartners to provide attractive services for militarypersonnel while controlling expenditures.Recruiting and retaining military personnelDefense ministries are looking for comprehensive,innovative, cost-effective solutions to help recruitand retain troops. High value-added Quality of Lifeservices and facilitating employment for soldiers andtheir families are priority demands.Seamless logistics during military operationsMilitary operations abroad call for complex logisticsservices. To keep military personnel in frontlinepositions, armed services depend on the experience,flexibility, reliability and rapid deploymentcapabilities of their partners in support roles.Source: Sodexo.Key market figuresOver 20 billion euro in estimated totalmarket value*, including 6.5 billion euroin Foodservices:• outsourcing rate: more than 35% (among thehighest rates: Italy around 75%; among thelowest rates: Finland: around 6%);• outsourced market average annual growth rate:around 2% over the next three years.**(*) The market value for Facilities Management services(excluding Foodservices) is about 2.5 times that ofFoodservices alone.(**) As and when additional governments adopt a moreproactive outsourcing approach, market evaluations andgrowth rates will increase.Sodexo estimate.SODEXO Reference Document Fiscal 2008 - Volume 131

‡ At the heart of Quality of Life services2‡ Food and Facilities Management ServicesColchester Garrison – United KingdomQuality of Life in the barracksThe Colchester Garrison, home to the 16 th Air AssaultBrigade, has been completely rebuilt to offer anoutstanding degree of comfort. A key participant inthe redevelopment project, Sodexo is now engagedin whole-life management every day.The Colchester renovation project, under way since2004, has resulted in 139 brand new buildings.The project (Private Finance Initiative) is the fruitof a partnership between the Ministry of Defenseand a consortium of companies joined together toimprove the Quality of Life of military personnel ata reasonable cost.Sodexo’s involvement reaches well beyond thecleaning and Foodservices it was already providingto include responsibility for all office and livingaccommodation and overall Facilities Management atthe garrison. In addition, Sodexo oversaw constructionof a central food production unit equipped to prepare7,500 meals daily as well as on-site leisure and retailfacilities.Today, more than 500 Sodexo employees are workingat Colchester. Among them is Paul Raven, the QualityAssurance and Planning Manager, who is a formerBritish Army Warrant Officer. Paul’s task is tomaintain top quality service standards by organizingsome sixty audits per year. The rigorous systems hehas developed play a vital role in ensuring the evergreatersatisfaction of everyone living on the site.139 buildings on 457 acres3,600 soldiers and 700 civilians1,500 rooms fitted and equipped inJune 2008 ahead of scheduleSome twenty “Quality of Life”services provided‡CORRECTIONAL SERVICES219 329 2% 3,159 122million euroin revenuesSource: Sodexo.million U.S. dollarsin revenuesShare of Grouprevenues Employees SitesReinventing a futureRehabilitating offenders so they can return successfully to society is the goal of Sodexo at correctional facilities.Drawing on the experience of Sodexo’s specialized subsidiaries, nearly 3,000 employees work closely withpenitentiary personnel to improve the living conditions of inmates and prepare them for their return intosociety. By focusing on the resettlement of ex-offenders, Sodexo is helping to reduce the rate of recidivism andbuild a safer society.AchievementUnited KingdomKalyx, Sodexo’s subsidiary specializing in the design,construction and management of correctional facilities,received the prestigious Beacon Partner Status Awardin the category of “Reducing Re-offending”. Theaward was given for Sodexo’s contribution to crime32SODEXO Reference Document Fiscal 2008 - Volume 1

At the heart of Quality of Life servicesFood and Facilities Management Services2‡‡prevention through the Bolton BeSafe partnership,which includes the Greater Manchester Police, localgovernment and the Probation Service.“In 28 years of policing, I have never knownsuch an effective partnership as that enjoyedwith HMP Forest Bank, one that makes a realdifference to the communities we serve.”David Lea, Superintendent, BeSafe Chair.Corporate citizenship initiativeFrancePassport to employmentJobseekers without a driver’s license are at adisadvantage in seeking employment. To remedythis situation, Siges, a French subsidiary of Sodexospecializing in correctional facilities management,created and funded a driving school within theBapaume detention center in Nord-Pas-de-Calais. Theinnovative initiative, which prepared 25 prisoners forthe driver’s license exam in 2008, also emphasizescitizenship and respect for the law.Market trendsFor ethical reasons, Sodexo provides services onlyin democratic countries where there is no deathpenalty and where the ultimate aim of imprisonmentis rehabilitation. Sodexo personnel are not armed.In these countries, the prison population is rising andgovernments are reviewing building new correctionalfacilities. At the same time, there is increasingdetermination to raise prison conditions and reducethe rate of re-offending.Source: Sodexo.HMP Forest Bank – United KingdomObjective: resettlementHMP Forest Bank, located near Manchester, hasintroduced a pioneering resettlement program, fullymanaged by Kalyx since 2000.In addition to managing the services required forthe day-to-day operation of correctional facilities,the Group’s subsidiary Kalyx also has a mission tohelp reduce re-offending. Corrections authoritieshave been particularly impressed by Sodexo’s highquality, holistic prison-based interventions aimedat enabling offenders to start afresh in society upontheir release.Kalyx employees offer prisoners the opportunityto build a future for themselves through social andeducational programs and training targeted to developkey skills. Acting as an interface with the outsideworld, they play the role of ambassadors buildingnew relationships with the local community.Steve Taylor, Deputy Director at HMP Forest Bank, isa prime example of this approach. He devotes much ofhis time to forging partnerships with the authorities,associations and local companies so that ex-offenderswill not only find jobs but also accommodation, socialassistance and family support – all key factors forsuccessful resettlement.1,160 inmates430 employeesIn 2007, 256 ex-offenders were releasedfrom Forest Bank with a job or training,housing and a bank account.SODEXO Reference Document Fiscal 2008 - Volume 133

‡ At the heart of Quality of Life services2‡ Food and Facilities Management Services‡REMOTE SITESNo.2 worldwide in Food and Facilities Management services848 1,274 6% 29,036 1,261million euroin revenuesSource: Sodexo.million U.S. dollarsin revenuesSupporting people in extreme environmentsShare of Grouprevenues Employees SitesCompanies are continually pushing the envelope to meet the demand for energy and raw materials. Onshoreand offshore, Sodexo employees provide their expertise in engineering, designing, building, operating anddismantling camps to support their clients under the harshest conditions. Through their know-how, combinedwith their diverse professional and cultural backgrounds, Sodexo teams ensure the safety, comfort and wellbeingof people who live and work at the ends of the earth, while contributing to the sustainable developmentof local economies.AchievementsOpening of operations in Guinea-Conakry for RioTinto’s largest mining project in the world.Key contract winsNorwayA worldwide framework agreement was signedwith Seadrill, an offshore drilling and servicescompany, covering 11 offshore drilling units on sixcontinents. The six-year contract covers Foodservices,housekeeping and laundry services.QatarThe Veolia-Saipem-Al-Jaber consortium awardedSodexo Group a contract for the Pearl GTL (Gas ToLiquids) development project in Qatar, one of theworld’s largest liquefied natural gas productioncomplexes. The Group will provide FacilitiesManagement services at the 2,250-person camp.AwardsAustraliaSodexo received the Rio Tinto Safety Award togetherwith recognition for its Equal Opportunity for Womenin the Workplace report.GabonSodexo was recognized by Shell for “Excellence inHazard Awareness”.MadagascarSodexo was honored by Rio Tinto for achievingtwo million work hours without an accident.PeruSodexo was voted “Best Company of the Year 2007”by the Asociac ió n Civil Empresa Peruana del Añ o.United KingdomThe British Safety Council bestowed the InternationalSafety Award on Sodexo for the 9 th consecutive yearand two Sodexo chefs placed first and second in theGrampian Contract Chef of the Year competition.34SODEXO Reference Document Fiscal 2008 - Volume 1

At the heart of Quality of Life servicesFood and Facilities Management Services2‡‡Corporate citizenship initiativeLearning a trade at the end of the earthTwo young apprentice cooks from the Paris suburbshad a unique workplace experience on SakhalinIsland in the Russian Far East, on a site that Sodexohas been operating since 2004. After receiving heathand safety training, they gained valuable experiencefor their future occupation on this site with 650 peoplefrom 15 different countries. This unparalleledexperience, which illustrates the Group’s pro-activeefforts to promote employment opportunities,developed through a partnership between Sodexoand the Arc-de-Seine Employment Centre in Issyles-Moulineaux,France, site of the Sodexo Group’snew headquarters.Market trendsGrowing need for energy and other naturalresourcesStrong global demand, led by countries such as Chinaand India, along with record profits in the oil, gasand mining industries, are stimulating long-terminvestment and the construction of new remotesites.Ongoing mergers among energy playersMergers and repositioning of key oil, gas, and miningcompanies, resulting in more extensive projects andinternational invitations to tender, are opening upnew opportunities for the development of FacilitiesManagement services.Rising number of large-scale civilengineering projectsThe growing number of civil engineering projects inthe Middle East and Asia today is boosting the marketfor remote site management services.Source: Sodexo.Key market figure10 billion euro of estimated total marketvalue (Food and Facilities Managementservices).Sodexo estimate.Intensifying search for new energy sourcesAs fossil fuels become increasingly scarce, the searchfor sustainable, low-polluting energy sources is alsogenerating major investment projects.Total – CongoLiving comfortably 2 8 km offshoreOff the coast of Pointe-Noire, Congo, the Olympiabarge-hotel accommodates the teams working onTotal oil rigs.Ten offshore sites, a 500-bed barge-hotel, 22,900 mealsper month and 7.8 kilometers of corridors… thesefigures reveal the challenging scale of Sodexo’spartnership with Total in the Congo. Sodexo has longprovided services to the Total Group on a numberof remote locations around the world, and nowdelivers its expertise on the Olympia barge-hotelanchored offshore. Responsible for a wide array ofservices, from housekeeping and maintenance to foodand laundry, Sodexo employees aim to offer oil rigworkers the same comfortable living conditions theywould expect from an onshore hotel.Sodexo’s special strengths lie in the service spiritand know-how of its 230-member team, assisted byHealth, Safety and Environment (HSE) Manager MikeNkouka and his department. Mike and his team seeto it that Sodexo employees are trained to observestrict hygiene, food safety, occupational health andenvironmental regulations. He travels to each offshoresite twice a month and participates in numerousmeetings with the client.SODEXO Reference Document Fiscal 2008 - Volume 135

‡ At the heart of Quality of Life services2‡ Food and Facilities Management ServicesMike’s HSE team is dedicated to creating value forTotal. Despite the offshore location of this highlyunusual hotel, they ensure full compliance with coldfood chain requirements, generate awareness abouthealthy and balanced nutrition among Total employeesand manage waste sorting… just a few of the areas ofexpertise that make Sodexo a unique partner for Totalin the Congo and around the world.500 beds located 28 km offshore22,900 meals per month7.8 km of corridors to maintain40-55 tons of laundry washed andpressed per monthMore than 800 tons of waste sorted eachyear‡HEALTH CARENo.1 worldwide in Foodservices2,577 3,871 19% 53,235 4,003million euroin revenuesSource: Sodexo.Caring for allmillion U.S. dollarsin revenuesShare of Grouprevenues Employees SitesReception and information desks, Foodservices and free time activities, hygiene and environmental quality,medical equipment, maintenance… Sodexo’s specialized teams provide an increasing range of services at publicand private health care facilities, services that contribute directly to the client’s reputation and competitivenessand the well-being of patients, visitors and hospital staff. Sodexo’s “Hospitality” offer touches everyone stayingor working in health care facilities, creating an efficient, attractive environment and making daily life morecomfortable and reassuring.AchievementsKey contract winsBelgiumSodexo is helping to fit out a three-story Foodservicesbuilding for the University Hospital of Ghent.Sodexo will provide Foodservices for more than1,000 patients, staff and visitors and manage a cateringservice, cafeterias and vending machines.NetherlandsSodexo has signed Foodservice contracts with fourof the largest hospitals in the country, including thenewly-opened, ultramodern Orbis Medical Park(Sittard).ThailandSodexo and its Clinical Technology Managementservices team are now responsible for the morethan 4,200 pieces of medical equipment at the fivestarSamitivej Sukhumvit and Samitivej Srinakarinhospitals and their satellite clinics.36SODEXO Reference Document Fiscal 2008 - Volume 1

At the heart of Quality of Life servicesFood and Facilities Management Services2‡‡United KingdomHillingdon Hospital, a major facility in the suburbsof London, selected Sodexo to provide Foodservicesfor patients, staff and visitors as well as cleaning andmaintenance services.United StatesSaint Vincent’s Catholic Medical Center in NewYork chose Sodexo’s Facilities Management servicesoffer specifically adapted to meet the expectations ofpatients, visitors and hospital staff.AwardsBrazilSodexo won the Top Hospitalar Award as the companythat has “made a difference” in the hospital sector.ItalySodexo has obtained ISO 14001 environmentalcertification for its food and cleaning services.Corporate citizenship initiativeThailandSaving energyBangkok General Hospital, the country’s largestprivate hospital, and Bumrungrad InternationalHospital, which serves over a million patientsannually, called on Sodexo to audit their electricityconsumption and propose plans to improve energyefficiency. Sodexo experts performed audits of plantand equipment at both facilities over several months,identifying potential achievable savings of more than22% per year while underscoring their commitmentto corporate citizenship.Market trendsIncreasing concentrationConstantly rising health care costs and increasinglyexpensive technology investments are drivingconsolidation as facilities seek to reinforce theirexpertise and boost their attractiveness.Labor shortagesHospital managers are facing a shortage of competentnursing and facility management staff, who are nowin a position to choose their employer on the basisof reputation and the quality of care and servicesprovided.Growing importance of value-added servicesHigh value-added services respond to a doubledemand: from increasingly well-informed – anddemanding – consumers; and from hospital executivesfacing growing competition who seek ways to growtheir business.Source: Sodexo.Key market figuresOver 150 billion euro in estimated totalmarket value*, including45 billion euro in Foodservices:• outsourcing rate: more than 30% (highest rate:Spain, around 70%; among the lowest rates:Brazil, around 10%);• outsourced market average annual growth rate:around 4% over the next three years.(*) The market value for Facilities Management services(excluding Foodservices) is about 2.5 to 3 times that ofFoodservices alone.Sodexo estimate.SODEXO Reference Document Fiscal 2008 - Volume 137

‡ At the heart of Quality of Life services2‡ Food and Facilities Management ServicesCHPL de Saint-Etienne – FranceImproving the health care experiencePartner of the Loire Private Hospitalization Center(CHPL), Sodexo delivers all services aimed atimproving the Quality of Life for patients, visitorsand staff.The 300-bed CHPL is one of the largest private healthcare facilities in the Rhône-Alpes region, formedfrom four clinics in the metropolitan Saint-Etiennearea. Built in 2005, the hospital encompasses stateof-the-artcare, top-flight medical staff and highquality services while also offering employmentopportunities for the economically disadvantagedneighborhood. From reception to Foodservices forpatients, staff and visitors, bio-cleaning of patientrooms and 16 operating rooms, maintenance andwaste management, Sodexo has been providinga unique combination of services since CHPL’sopening.Fully integrated into CHPL operations, Sodexo’s90 employees share the hospital’s objectives andvalues, ensuring patient safety, reassuring visitors andfacilitating the efforts of caregivers. Exemplifying thisdedication is the work of Mohamed Benhadi, whosecharisma and sense of service have made him a keyfigure at CHPL. Like 20% of the team, Mohamed comesfrom the local neighborhood. Hired by the Group asa dishwasher in 1996, he now manages the facility’s“Free Time” business, including entertainmentsystem distribution, the “Stand Up” boutique, fastfood service, the Coffee Shop and automatic vendingmachines. Known by all by his nickname “Momo,”he makes the day-to-day health care experience morepleasurable through the sale of flowers, gifts, hygieneproducts, newspapers and visitor kits.His skill and ability to anticipate the needs of theCHPL community are a perfect illustration of Sodexo’scommitment, at its client’s side, to serving patients.40,000 patients per year488 employees430,000 square feet12 menu offerings‡SENIORSNo.1 worldwide in Foodservices792 1,191 6% 14,110 2,833million euroin revenuesSource: Sodexo.million U.S. dollarsin revenuesShare of Grouprevenues Employees SitesHelping seniors live wellServing seniors requires special dedication and expertise. Committed to enriching the lives of seniors, Sodexoteams create friendly, respectful environments that support well-being and health. A promise that Sodexodelivers through a complete portfolio of services: dining services that encourage both sound nutrition andsocial interaction, clinical nutrition services that enhance Quality of Life and provide dignity for the very frail,support and facility services that assure a safe and secure environment and wellness programs that encourageengagement and independence.38SODEXO Reference Document Fiscal 2008 - Volume 1

At the heart of Quality of Life servicesFood and Facilities Management Services2‡‡AchievementsBelgiumSodexo is fitting out a central kitchen in Meulebekeequipped to serve eight residences and 800 mealseach day.United StatesSodexo was awarded a contract with AsburyCommunities, Inc., a retirement living system with sixlocations in Maryland, Pennsylvania and Oklahoma,serving more than 3,600 seniors. Sodexo provides:dining and nutrition services, housekeeping, laundry,maintenance and HealthAbility, its s eniors wellnessoffer.Corporate citizenship initiativeUnited StatesTherapeutic nutrition programsAs part of its partnership with Centers for MedicareServices, Sodexo, the world’s leading privateemployer of dietic ians, designs nutritional programsfor people with diabetes and kidney disease. Astudy of 3,200 seniors who participated in Sodexo’sMedical Nutritional Therapy program shows aperceptible reduction in patient body weight andblood sugar level, two essential factors in treatingthese illnesses.Market trendsThe aging population is changing the marketLonger life expectancy is giving rise to an increasedneed for individualized assistance and specializedservices, drawing new players into the market andforcing public policy makers to find new ways ofensuring a viable health care system.Seniors are more demanding…Enjoying better health and more fully a part oftheir communities, seniors are leading more active,independent lives whether in their own homes orin environments in which they expect to continuesimilar lifestyles.…and more frailMore people are living longer and require the deliveryof both medical care and significant, individualizedservices to address malnutrition, social and emotionalisolation and increased dependence.equipment, the increasing cost of end-of-life care anda shortage of qualified caregivers.Source: Sodexo.Key market figuresClose to 90 billion euro in estimatedtotal market value*, including30 billion euro in Foodservices:• outsourcing rate: around 20% (highest rate:France more than 40%, among the lowest rates:Netherlands around 5%);• outsourced market average annual growth rate:around 4% over the next three years.(*) The market value for Facilities Management market(excluding Foodservices) is about twice that of Foodservicesalone.Sodexo estimate.New problems confront decision-makersManagers in the Seniors segment are facing newchallenges including obsolete infrastructure andSODEXO Reference Document Fiscal 2008 - Volume 139

‡ At the heart of Quality of Life services2‡ Food and Facilities Management ServicesPeople with disabilitiesImproving the daily life of people withdisabilitiesAs an expert in the health care and social servicessector, Sodexo endeavors to make daily life saferand easier for people with disabilities. The Groupplays an active role in facilitating their integrationinto mainstream society and in helping changeattitudes.AchievementFranceAs part of the Group’s involvement in developmentprojects at 800 home for people with disabilities,Sodexo participated for the 11 th year in a row inthe national week for encouraging employment ofpeople with disabilities, organized in partnershipwith ADAPT.Corporate citizenship initiativeFrance - Promoting employment of peoplewith disabilitiesSodexo is committed to doubling the number ofits employees who have disabilities by 2009. Thisambitious aim stems from the Disabilities Agreementsigned by the Group in 2006 to “Make room foreveryone’s skills.” Promising results have alreadybeen achieved through a new participatory approachincluding:• a clear policy regarding the employment ofindividuals with disabilities;••priority for awareness campaigns;creation of a network for people withdisabilities.Grand Hotel Philadelphia – The NetherlandsTraining for young people with mentaldisabilitiesThe Grand Hotel Philadelphia in Rotterdam,managed by Sodexo since 2007, is a unique initiativeproviding accommodation and professional trainingfor young people with mental disabilities to preparethem for future employment.Located in the busy entertainment and shoppingdistrict of Rotterdam, the Grand Hotel Philadelphiafeatures twenty 4-star rooms, the Grand Café,banqueting facilities and the Philly bakery. The hotel’sarchitecture may be classical, but there is nothingtraditional about its management concept.Indeed, the Grand Hotel Philadelphia, an initiativeof the Philadelphia Foundation, is partly staffed byyoung people with mild mental disabilities who arethere to prepare for permanent employment in thelabor market. Under the direction of fifteen Sodexoprofessionals, they work with operating teamsin housekeeping, Foodservices and bakery sales,learning the skills they will need in the hotel industry.They also receive professional coaching through thePhiladelphia Foundation.Ysbrand Roobol, who joined Sodexo in 2007, is incharge of the Philly bakery, where he supervisestrainees, teaching social and vocational skills andsharing his passion for the bakery trade that heentered at the age of 14. He finds great satisfaction inworking with his students and in helping to changepeople’s views about disabilities – in other words, inliving Sodexo’s values.40SODEXO Reference Document Fiscal 2008 - Volume 1

At the heart of Quality of Life servicesFood and Facilities Management Services2‡‡‡EDUCATIONNo.1 worldwide in Foodservices2,962 4,450 22% 89,534 5,129million euroin revenuesSource: Sodexo.million U.S. dollarsin revenuesPreparing young people for the futureShare of Grouprevenues Employees SitesIn stimulating intellectual development and providing learning opportunities, schools and colleges play a crucialrole in the development of each individual. Sodexo employees are natural partners of educational institutions,with the knowledge and experience to support this growth process from childhood to adulthood. By assuring asafe, comfortable environment, nutritional education programs and a variety of Foodservice offerings adaptedto the age and specific needs of each group, Sodexo teams are helping to shape the well-balanced, fulfilledadults of tomorrow.AchievementsPartnershipsUnited KingdomSodexo took part in “The Year of Food and Farming”awareness campaign by running 500 workshops toteach elementary schoolchildren where bread comesfrom and explain its nutritional benefits.United StatesMarvin Woods, the celebrated television host andcookbook author has teamed with Sodexo helpingto promote its nutritional education initiative in theAtlanta public high schools.Key contract winsFranceThe towns of Agde, Amiens and Cholet chose Sodexoto manage Foodservices in their public schools.IrelandSodexo is a member of a consortium that has wonthe first private finance initiative contract to design,build, finance and operate four secondary schools.SingaporeAlready a partner of five international schools, Sodexosigned a Foodservice contract with the prestigiousBritish Tanglin Trust School with a student body ofmore than 2,200.United StatesSodexo won the contract to provide Foodservices formore than 30,000 students at 34 public schools in theMillard School District near Omaha, Nebraska.AwardUnited StatesThe Governor of Rhode Island recognized Sodexofor its creative approaches to wellness programsdesigned to promote healthy behaviors amongschoolchildren.SODEXO Reference Document Fiscal 2008 - Volume 141

‡ At the heart of Quality of Life services2‡ Food and Facilities Management ServicesCorporate citizenship initiativeChinaAvoiding plasticAs a partner of the West Academy of Beijing whereit provides all Foodservices, Sodexo is committedto environmental protection and preserving naturalresources. Concretely, it has introduced a seriesof actions aimed at reducing the use of plastic byreplacing plastic bottles with water jugs, plasticstirrers with wooden ones, plastic sandwich packagingwith sheets of paper and disposable dishware withchinaware.Market trendsIncrease in global demandWhile public education continues to be provided freeof charge, the number of private schools and for-profituniversities is rising to take advantage of the globalsurge.Expansion in AsiaDemand for education is rising sharply in Asia andthe Middle East, where students are eager to benefitfrom the best possible education. To meet theirexpectations, Western colleges and universitiesare opening local campuses that meet the higheststandards.A call for sustainable solutionsPrompted by the widespread commitment tosustainability, educational communities aredemanding environmentally responsible practicesin the construction and day-to-day management oftheir facilities.Source: Sodexo.Key market figuresOver 150 billion euro in estimated totalmarket value*, including60 billion euro in Foodservices:• outsourcing rate: around 30% (highest rate:Canada around 70%; among the lowest rates:Japan around 25%);• outsourced market average annual growth rate:3% to 4% over the next three years.(*) The market value for Facilities Management services(excluding Foodservices) is nearly double that ofFoodservices alone.Sodexo estimate.Adlai E. Stevenson High School – United StatesA total commitmentA partner of the prestigious Adlai E. Stevenson HighSchool since 1982, Sodexo is responsible for Foodand Facilities Management services for the wholecampus in Lincolnshire (Illinois).Adlai E. Stevenson High School (ASHS), one of thetop 100 high schools in the United States, is a highprofileinstitution with a reputation for the excellenceof its faculty, student body and campus. Sodexo is incharge of Foodservices for more than 4,500 students,upkeep and maintenance of the one-million-squarefootfacility as well as event management.Thanks to its reliable, seasoned employees, theirthorough knowledge of the premises and seamlesscooperation with the ASHS team, Sodexo worksproactively to exceed the client’s expectations andensure the high quality environment and servicesdemanded by the school’s administration, facultyand staff.42SODEXO Reference Document Fiscal 2008 - Volume 1

At the heart of Quality of Life servicesFood and Facilities Management Services2‡‡Alfredo Acosta is emblematic of the dedication ofSodexo teams to ASHS, as well as its unstintingprofessionalism. Alfredo began his career as acustodian in 1977. Today, he is utility supervisor forall school events, including athletics. Universallyappreciated by the Adlai E. Stevenson High Schoolcommunity and recipient of the 2007 ExcellenceAward from the Illinois State Board of Education,Alfredo is a key participant in event planning andperformance and truly cares about the safety, wellbeing and success of the students.The added value clearly demonstrated by AlfredoAcosta is further supported by Sodexo’s determinationto help reduce the school’s carbon footprint. WithSodexo’s assistance and expertise, ASHS hasundertaken specific, tangible actions to improveenergy efficiency and expand the use of sustainablepractices.4,500 students1-million-square-foot facility21,000 visitors and more than 10,000events a year‡SPORTS AND LEISUREMaking the experience unforgettableAn expert at the center of major athletic and cultural events worldwide, Sodexo is recognized for the solidexperience of its teams in marketing, logistics and technical management, and for their artistic talent. Theyplace their imagination, hospitality skills and savoir-faire at the service of a demanding clientele in search ofexcellence and refinement.AchievementsChinaFor the three-week, 10,000-kilometer St. Petersburg-Beijing Transoriental Rally, it was Sodexo China’sRemote Sites team that provided logistics support andfood supplies for 800 participants in very challengingenvironments, as well as organizing a Chinese banquetin Turpan City and a VIP dinner for 1,000 guests atthe end of the race.France• With the acquisition of “Yachts de Paris”, one ofthe most prestigious Seine River cruise brands,Sodexo strengthened its presence in the heart ofParis, enriching its upscale offerings.• Completely renovated and modernized by Sodexoand the Alain Ducasse Group, the legendary “JulesVerne” restaurant, reopened in December 2007 onthe second floor of the Eiffel Tower, as the lastestgastronomic venue in Paris.United Kingdom• Following record-breaking results at the 2007 RugbyWorld Cup, with 108,000 corporate hospitalitypackages and 185,000 travel packages provided,Rugby Travel and Hospitality Ltd, a joint ventureof Sodexo and the Mike Burton Group, was chosento offer the same services for the 2011 Rugby WorldCup in New Zealand.• The Royal and Ancient Golf Club of St. Andrews,organizers of the Open Golf Championship,awarded Sodexo exclusive rights for marketing,sales and delivery of all food and hospitalityservices on the site.SODEXO Reference Document Fiscal 2008 - Volume 143

‡ At the heart of Quality of Life services2‡ Food and Facilities Management ServicesCorporate citizenship initiativeUnited KingdomGreen initiatives in the GardenSodexo implements environmentally friendly andhealthy eating initiatives at the Royal Botanic GardenEdinburgh (RBGE) through local food sourcing,biodegradable packaging and education programsto teach children the benefits of a wholesome diet.In 2009, Sodexo teams will provide Foodservicesat a restaurant newly-renovated according tosustainability principles as well and managecorporate and private events organized at the site.Sodexo again demonstrated its ability to combineculinary talent with event organization and respectfor the environment.Nynäs Havsbad Hotel and Spa – SwedenLuxury, calm and serenityOpened in 1907, the Nynäs Havsbad Hotel andSpa has reopened its doors a century later. Sodexowas selected to manage this exceptional site in thesouthern part of Stockholm’s unique archipelago.With its century-old history and outstanding location,the Nynäs Havsbad Hotel and Spa is a one-of-a-kindplace. The spa’s clients and stakeholders expectsuperlative quality and attentive, refined servicerequiring a highly qualified staff who greet guestspersonally and are prepared in every detail.Sodexo delivers a full spectrum of savoir-faire inmanaging the site. Emphasis is placed on internalcompetency development by broadening andincreasing team skills in the various services offered.All employees must master at least two work areas toensure the constant well-being of guests who cometo the Nynäs Havsbad Hotel and Spa for work orrelaxation.Carina Follinger, who has been at the spa since itreopened in 2003, is a role model for this profilerequirement. As a professional therapist, sheoversees the quality of spa treatments and spa staffdevelopment and also works at receptions. She ishighly popular with guests, helping to perpetuate therenown of this legendary hotel.44SODEXO Reference Document Fiscal 2008 - Volume 1

At the heart of Quality of Life servicesService Vouchers and Cards2‡‡Service Vouchers and CardsNo.2 worldwide596 895 4% 4,709 370,000* 10.4million euroin revenues* Excluding individuals.Source: Sodexo.Achievementsmillion U.S. dollarsin revenuesShare of Grouprevenues Employees ClientsFacilitating daily life, boosting performanceBillion euroin issue volumeChanging lifestyles, competitive pressures and the quest for a more pleasant life all are driving companies andpublic authorities to seek secure, transparent solutions to manage their compensation and benefits programsefficiently. Sodexo teams are meeting these expectations through a choice of innovative, value-added services:vouchers, cards, telephone and Internet-based solutions. For meals, transportation, health care, sports andcultural activities, and more, a Pass from Sodexo helps simplify daily life.Acquisitions• The Service Vouchers and Cards business of theVR Group in Brazil, making Sodexo one of theleaders in this market;• Salesprize in Belgium, specializing in the designof turnkey incentive and loyalty programs forcompanies;• Tir Groupé, the French leader in issuing giftvouchers.Service Vouchers and Cards opensi n Indonesia, Russia and the United States .Key contract winsBelgiumThe Belgian Employment Office (ONEM) choseSodexo as its exclusive partner for its Vouchers forServices program, signing the largest such contractin the world.Brazil300,000 cinema voucher booklets were distributed in30 cities during the “Go to the Cinema” operation bythe State Secretariat for Culture of São Paulo.ItalyPublic authorities adopted the Assistance Pass to aidthe unemployed.United KingdomThe Ministry of Defence chose Childcare Pass for its240,000 employees and reservists.AwardsBrazilEditora Gestão e RH awarded Sodexo the prize for“Best Human Resources Services Supplier”.SODEXO Reference Document Fiscal 2008 - Volume 145

‡ At the heart of Quality of Life services2‡ Service Vouchers and CardsRomaniaThe National Blood Transfusion Center honoredSodexo as a “Company with a Big Heart” for its blooddonation campaign among clients and employees.SpainThe Alarès Group recognized Sodexo for improving thequality of life in the workplace for its employees.Corporate citizenship initiativeLuxembourg: Combining health andsolidarityThe double challenge is a simple idea proposed bySodexo Service Vouchers and Cards to its clients withFruit@Office, developed in partnership with Grosbuch:clients can promote balanced nutrition among theiremployees by offering easy access to fresh, seasonalfruit delivered in single-use recyclable boxes. Foreach box of 35 pieces of fruit, the equivalent of oneeuro is donated in kind to charities. In just a fewmonths, one ton of fruit already had been distributedto four associations under the STOP Hunger program(See page 22 ).Market trendsLifestyles are rapidly changingThere is growing demand for practical solutions tomake daily life simpler and more pleasant, both inemerging economies where people are seeking abetter standard of living and in developed nationswhere employees are eager to improve their worklifebalance.Companies are vying for a competitive edgeIn the context of the “talent war” forecast by humanresources experts, companies are seeking innovative,personalized solutions to attract and retain the bestemployees. A parallel trend shows countries turningto tax incentives to improve workforce purchasingpower.Public authorities are placing a premium onefficiencyTo cope with economic and social changes,governments are increasingly delegating themanagement and monitoring of social aid programs.Their expectations: provide traceability of aidand reduce the time between aid allocation anddistribution.Driven by these long-term trends, the market isbooming, even in “mature” countries.Source: Sodexo.Key market figuresOver 85 billion euro estimated totalmarket value25.6 million beneficiaries:• 20.2 million employees enjoy Daily Lifesolutions;• 3.9 million beneficiaries use Motivation andRetention solutions;• 1.5 million citizens benefit from public aidthrough Sodexo solutions.1 million Sodexo affiliated partners.Sodexo estimate.46SODEXO Reference Document Fiscal 2008 - Volume 1

At the heart of Quality of Life servicesService Vouchers and Cards2‡‡Pfizer – BrazilWhen a quality relationship makes thedifferenceSince Sodexo began working with Pfizer in 2007,their partnership has continued to expand. Today,Sodexo provides numerous services for employeesof the pharmaceuticals group in São Paulo.Sodexo has gradually developed a whole range ofservices to meet the expectations of Pfizer’s HumanResources Department, from Auto Pass for managers,Restaurant Pass for employees who are not allocatedat the main building, Food Pass for staff members withthe lowest wages, and later Toy Pass and Gift Pass.From the initial group of 400 employees enjoyingsome of these advantages, the number of Sodexo Passusers at Pfizer is now nearly 2,000.According to Monica Nepomuceno, the RelationshipSupervisor, the key factors in this success have beenthe close cooperation between the two companies,continuous visits to keep in touch with the operationalpeople from Pfizer and the fully transparentrelationship at all levels.Solange de Lourdes da Silva, Sodexo’s RelationshipConsultant, is the prime contact person for thePfizer Human Resources team. With her depth ofexperience and understanding of the market, she hasbeen receptive, responsive and pro-active in meetingPfizer’s needs. As a result, Sodexo has been able todevelop high value-added incentive and retentionorientedservices that are widely appreciated bycompany employees.SODEXO Reference Document Fiscal 2008 - Volume 147


The smile of our clients and shareholders at the heart of our priorities03Titre_T23The smile of our clientsand shareholders at the heartof our priorities‡‡PageThe confidence of our clientsthroughout the world 50Among our clients… 50Transparency, our commitmentto our shareholders 54Corporate governance 54The financial year 60Financial communication 71Contact us throughout the world 75Food and Facilities Management services 75Service Vouchers and Cards 77SODEXO Reference Document Fiscal 2008 - Volume 149

‡ The smile of our clients and shareholders at the heart of our priorities3‡ The confidence of our clients throughout the worldThe confidence of our clientsthroughout the worldClient loyalty drives business growth. It implies strong, lasting partnerships nourishedthrough constant exchange and communication, that enable us to progress together,day after day. Since the beginning, Sodexo’s clients have been at the center of ourorganization, our decisions, our actions. Our goal: help our clients enhance theirefficiency and attractiveness by leveraging the diversity of expertise and cultures ofour teams and a shared approach to listening and progress.This proactive approach, conceived to reinforce the quality and effectiveness ofour service offer, relies on tools to identify each client’s needs, anticipate clientand consumer expectations, propose solutions and measure results. More thana methodology, it is an approach characterized by a spirit of progress and a dailycommitment synonymous with value creation for each client and an improvedQuality of Life for all.‡AMONG OUR CLIENTS…Corporate ServicesAdidas, 3 sites, Germany.AkzoNobel, Netherlands, Russia, Sweden.Areva, 12 sites, France.AstraZeneca, 7 sites, UK.AXA, Australia, Belgium, France, Germany, Spain, UK,USA.CEA, 6 sites, France.Coca Cola, Brazil, Chile, Colombia, Costa Rica, Venezuela.EADS, 5 sites, France.Ericsson, Belgium, Russia, Sweden, USA.ExxonMobil, Australia, Belgium, Italy, Netherlands, USA.Ford, Austria, Belgium, France, Russia, Sweden, UK, USA.France Telecom, 50 sites, France.General Electric, Canada, China, Finland, India, Norway,Poland, Russia, Sweden, UK, USA.GlaxoSmithKline, Austria, Belgium, Canada, Chile, China,Colombia, Costa Rica, Ireland, Morocco, Netherlands, Poland,UK.HSBC, China, France, India, UK, USA.IBM, Chile, Colombia, Costa Rica, Peru, Venezuela.KLM, 80 sites, Schipol, Pays-Bas.Novartis, Brazil, Canada, Costa Rica, USA.Pfizer, 2 sites, UK.PSA, 6 sites, France.Sanofi-Aventis, Colombia, France, India, Italy, Netherlands,Spain, UK, USA.Schering Plough, Canada, France, Ireland, Poland, USA.Société Générale, Czech Republic, France, Luxembourg,Morocco, Poland, USA.Tata Consultancy Services, 5 sites, India.Toyota, 3 sites, Belgium.Unilever, Brazil, Costa Rica, France, Russia, South Korea,UK.Westpac, 22 sites, Australia.DefenseAir Force Communications Site, Tikkakoski (Finland).American Federal Institutions, 15 clients (United States).Astilleros y Maestranzas de la Armada Naval Base [ASMAR],Temuco (Chile).Australian Defense Force, 52 bases [6 contracts](Australia).British Ministry of Defense, Riyadh (Saudi Arabia).British Sovereign Base Area [SBA], (Cyprus).Civil Defense Force Basic Rescue Training Centre andAcademy (Singapore).Garrisons of Aldershot, Catterick, Colchester, Salisbury Plain,York and FRM bases in SW England (United Kingdom).50SODEXO Reference Document Fiscal 2008 - Volume 1

The smile of our clients and shareholders at the heart of our prioritiesThe confidence of our clients throughout the world3‡‡Military Hospital, Antofagasta and Naval Hospitals,Concepcion, Talcahuano, Vina del Mar (Chile).Military Medical Institute, Warsaw (Poland).RSI Army Club, Pune and Naval Officers Club, Delhi(India).Spanish Army, Army HQ in Madrid and EmergencyDeployment Force HQ in Torrejon near Madrid.Swedish Defense Forces, Skovde Garrison, 5 sites in theNorrbotten region and the Karlskrona Naval Base (Sweden).US Army Hospitals, 10 sites (United States).US Marine Corps, 53 mess halls and 8 retail operations(United States).US Navy Hospitals, 8 retail operations (United States).In theater military forcesUS Defense Logistics Agency (South Korea).Correctional ServicesBelgiumMinistry of Justice, 10 prisons (Foodservices).ChileMinistry of Justice, 3 prisons (Food and Facilities Managementservices – SIGES).FranceMinistry of Justice11 prisons (Food and Facilities Management services -SIGES).6 prisons (Foodservices – Sogeres).GermanyJVA Brandenburg, 1 prison (Foodservices).ItalyMinistry of Justice, 16 prisons (Foodservices.)NetherlandsMinistry of Justice, 39 correctional facilities, including 4immigrant centers (Foodservices).SpainCatalonian Government, 5 prisons (Foodservices).United KingdomHome Office, Ministry of Justice and the Scottish PrisonService, 4 prisons and 1 detention center (Full SpecialistIntegrated Facilities Management services - Kalyx).Remote SitesOil and GasBP, Argentina, Indonesia, Norway, Russia, United Kingdom,USA (Alaska) and Gulf of Mexico .ConocoPhillips, Australia, United Kingdom, USA (Alaska,on-shore) and Gulf of Mexico (offshore).ExxonMobil, Angola, Australia, Canada, Norway, Netherlands,Russia, Saudi Arabia, Singapore, USA (on-shore) and Gulf ofMexico (offshore), Venezuela.Noble Drilling, Denmark, Gulf of Mexico, Qatar, United ArabEmirates, United Kingdom.Saudi Aramco, Saudi Arabia.Schlumberger, Alaska, Nigeria, Qatar, Russia, Venezuela.Shell, Gabon, Gulf of Mexico, Nigeria, Netherlands, Qatar,Russia, Sultanate of Oman, Venezuela.Statoil, Norway.Total, Angola, Cameroon, Congo, Gabon, Gulf of Mexico,Indonesia, Nigeria, Norway, Netherlands, Qatar, Venezuela.Transocean, Inc., Gulf of Mexico, India, Nigeria, Norway,Thailand.MiningBarrick Gold, Australia, Canada, Peru,Tanzania.BHP Billiton, Australia, Canada, Peru.INCO, Australia, New Caledonia, USA (Alaska).Rio Tinto, Australia, Guinea Conakry, Madagascar, Peru.Engineering and ConstructionBechtel, Qatar.Fluor Daniel, Peru, Qatar, Saudi Arabia.SNC Lavalin, New Caledonia, Qatar, United Arab Emirates,Venezuela.Technip, Angola, Kuwait.Health CareBangkok Dusit Medical Services, Bangkok (Thailand).Clinica Alemana, Santiago (Chile).Clinica Parque San Antonio, Adeslas Group, Malaga(Spain).Diakonische Dienste in der Heide, Soltau (Germany).Grupo Unimed, 8 sites (Brazil).Hillingdon & Mount Vernon Hospitals, NHS Trust (UK).KCS Klinikum Catering Service, Darmstadt (Germany).Medi-Partenaires, 22 sites (France).Nuffield Hospitals, 38 sites (UK).Orbis Medical Park, Sittard (Netherlands).Pantai Hospital group (Malaysia).Privatklinik Rudolfinerhaus, Vienna (Austria).Stockholm County Council (Sweden).The Nebraska Medical Center, Omaha (USA).University Hospital of Ghent, Ghent (Belgium).SODEXO Reference Document Fiscal 2008 - Volume 151

‡ The smile of our clients and shareholders at the heart of our priorities3‡ The confidence of our clients throughout the worldSeniorsCentro Medico P. Richiedei, Palazzolo, Brescia (Italy).Covenant Retirement Communities (USA).Domain Aged Care, 6 sites, Queensland (Australia).Eichenhöhe Nursing Home (Red Cross), Hamburg(Germany).Fondation Caisses d’Epargne pour la Solidarité, 75 sites(France).Fundacion Sociosanitaria de Barcelona, 9 sites (Spain).Grand Hotel Philadelphia, Rotterdam (Netherlands).Korian, 104 sites (France).Maison Marie Immaculée, 5 sites, Neufvilles (Belgium).Maison de Soins de Bettembourg (Luxembourg).Pension Schloss Kahlsperg in Oberalm, Salzburg (Austria).Retirement Homes, Stockholm Municipality (Sweden).Shepherd Village, Toronto, Ontario (Canada).Unitingcare Ageing-Northern Sydney Region, New SouthWales (Australia).Wellwood, Newport (UK).EducationAbilene Independent School District, Texas (USA).Andrès Bello University, Santiago (Chile).Australian Institute of Management, Melbourne, Perth,Sydney (Australia).Brock University, St. Catharines, Ontario (Canada).Budapest University of Technology and Economics(Hungary).Campus Sainte Thérèse, Ozoir-la-Ferrière (France).Kuninkaantie HighSchool, Espoo (Finland).Pontificia Universidad Catolica del Peru (Per u).Texas A&M University (Qatar, USA).University of Bradford (UK).University of Cagliari (Italy).University of Technology, Eindhoven (Netherlands).University of Vermont (USA).French Lycées: Buenos Aires (Argentina); Antwerpen(Belgium); Hong Kong (China); Frankfurt (Germany); Moscow(Russia); Riyadh (Saudi Arabia); Singapore; Johannesburg(South Africa); Seoul (South Korea); Madrid (Spain); Istanbul,Izmir (Turkey); Bethesda (USA).International Schools: Perth (Australia); Helsinki (Finland);Bonn, Düsseldorf, Frank fu rt, Munich, Wiesbaden (Germany);Izmir (Turkey); Raha British International School (Abu Dhabi);Hong Kong International School, International School ofBeijing, Western Academy of Beijing (China); Colegio ColomboBritanico, Cali (Colombia); Black Forest Academy Kandern(Germany); American School of Bombay, Mumbai (India);Sotogrande (Spain).Jesuit Institutions: Colegio Antonio Viera, PontificiaUniversidad Catolica (Brazil); Colegio San Ignacio (Chile);Ecole de Provence (France); Georgetown University (Qatar);Deusto University (Spain); Creighton University, FairfieldUniversity, Fordham University, Gonzaga University LoyolaMarymount, Loyola of Baltimore, Loyola University NewOrleans, Regis University, Rockhurst University, St. Peter’sCollege (USA).Sports and LeisureAthletic and cultural activitiesAscot Racecourse, Berkshire (UK).ATP Master, November 2007, Shanghai (China).Children’s Museum of Indianapolis, Indiana (USA).Cincinnati Zoo and Botanical Gardens, Ohio (USA).Dallas Museum of Art, Dallas, Texas (USA).Davis Cup, Febuary 2008, Lima (Peru).Detroit Institute of Art, Michigan (USA).Epsom Downs Racecourse, Epsom (UK).Le Tour de France.Murrayfield Stadium, Edinburgh, Scotland (UK).Olympique Lyonnais, Lyon (France).Olympique de Marseille (France).Parc de Loisirs du Puy du Fou, Vendée department(France).Racecourses of Auteuil, Enghien, Longchamp, Maisons-Laffitte, Vincennes (France).Rugby World Cup, September-October 2007 (France, UK).Seattle Aquarium, Seattle, Washington (USA).The French F ootball Federation Training Center,Clairefontaine (France).The John G. Shedd Aquarium, Chicago, Illinois (USA).Prestige RestaurantsArt Café (Modern Art Museum restaurant), Strasbourg(France).Blenheim Palace, Oxfordshire (UK).Café Carlu, restaurant of the Centre of Architecture andHeritage, Paris (France).Huntington Library Gardens Café, Pasadena, California(USA).L’Atelier Renault, Paris (France).Le Jardin du Petit Palais, Paris (France).Le Roland Garros, Paris (France).Les restaurants de la Tour Eiffel, Paris (France).St. Bartholomew’s Church, New York City, New York (USA).Swarovski, New York City, New York (USA).The Churchill Museum & Cabinet War Rooms, London(UK).52SODEXO Reference Document Fiscal 2008 - Volume 1

The smile of our clients and shareholders at the heart of our prioritiesThe confidence of our clients throughout the world3‡‡Private Clubs, Associations and ConferencecentersBlack Canyon Conference Center, Phoenix, Arizona (USA).Centre d’Affaires Étoile Saint-Honoré, Paris (France).Conference Center at NorthPointe, Columbus, Ohio (USA).Desert Willow Conference Center, Phoenix, Arizona (USA).Johnson Space Center, Houston, Texas (USA).La Maison des Polytechniciens, Paris (France).Les Salons de la Maison des Arts et Métiers, Paris (France).San Ramon Valley Conference Center, California (USA).Tecnológico de Monterrey (Mexico).The Parkway Hotel at the Barnes Jewish Medical Center,St. Louis, Missouri (USA).Directors Tables, Executive Dining RoomsBank of America, Ottawa (Canada).BAT, London (UK).BNP Paribas, Head Office, Paris (France).EADS, Head Office, Paris (France).ING Bank, London (UK).Service Vouchers and CardsBanks and consultingBNP Paribas Group: Bulgaria, Germany, Spain, Tunisia.Société Générale: Bulgaria, Hungary, Mexico, Romania,Spain, Tunisia.PriceWaterHouseCoopers: Colombia, Germany, Hungary,Mexico, Russia, Slovakia.IT-ElectronicsHewlett-Packard: Belgium, Colombia, France, Hungary,Tunisia.IBM: Colombia, Hungary, Tunisia, Venezuela.Microsoft: Colombia, France, Hungary, India, Romania,Slovakia, Tunisia, Venezuela.Samsung Electronic: Argentina, Brazil, Colombia, Germany,Mexico, Romania, Slovakia, Tunisia.Consumer goodsCoca-Cola: Argentina, Belgium, Hungary, Indonesia,Luxembourg, Slovakia.Nokia: Colombia, Hungary, Romania, Tunisia, UnitedKingdom, Venezuela.Unilever: Argentina, Belgium, Hungary, Slovakia, Tunisia.IndustryJohnson & Johnson: Argentina, Colombia, Mexico, Slovakia.Merck: Argentina, Brazil, Colombia, Hungary, Mexico,Romania.Pfizer: Brazil, Colombia, Hungary, Spain, Tunisia,Venezuela.Renault Group: Argentina, Belgium, Colombia, France,Luxembourg, Romania.Siemens: Colombia, Germany, Hungary, Romania, Slovakia,Tunisia.Public servicesPublic Authorities: ONEM (Belgium), Steel Authority ofIndia (India), The office of the P resident of Slovak republic(Slovakia), Cominidad de Madrid (Spain), Ministry of Defense(UK), Ministerio de Salud (Venezuela).National Services: La Poste (Belgium), SNCB (Transportservice - Belgium), RATB (Transport service - Romania).SODEXO Reference Document Fiscal 2008 - Volume 153

‡ The smile of our clients and shareholders at the heart of our priorities3‡ Transparency, our commitment to our shareholdersTransparency, our commitmentto our shareholders‡CORPORATE GOVERNANCESodexo respects the principles of good corporate governance, conducts an active riskmanagement policy, pursues an ambitious approach to improve internal controls andis particularly vigilant as to the accuracy and relevance of its financial communication.Our aim: Ensuring all shareholders receive the same information at the same time.Sodexo’s corporate governance structure is compliantwith prescriptions of French law and with the rulesestablished by the Autorité des Marchés Financiers(AMF). In addition, Sodexo complies with theCorporate Governance Code of the AFEP-MEDEF ineffect.Consequently, Sodexo considers that its approach tocorporate governance is appropriate and conformsto the best practices in corporate governance inFrance.The Board of DirectorsSodexo is administered by a Board of Directors,chaired by Pierre Bellon, founder of Sodexo.The Board of Directors comprises 14 members.Ten are French nationals, two are American, one isCanadian and one British. Six directors qualify asindependent in accordance with accepted corporategovernance criteria. Directors are chosen for theirability to act in the interests of all shareholders andfor their expertise, experience and understanding ofthe strategic challenges in markets where Sodexooperates.The composition of the Board is intended to reflectthe geographic mix of the business (as far as possible),to provide a range of technical skills, and to includeindividuals with in-depth knowledge of Sodexo’sactivities. Directors hold office for a term of threeyears.The Chairman of the Board of Directors represents theBoard and organizes and directs its work, on whichhe reports to the Shareholders at the Annual Meeting.The Chairman oversees the functioning of all facets ofthe Company and in particular, ensures that the boardmembers are able to fulfil their mission.In addition to the company’s bylaws, the Board ofDirectors is governed by the Board’s Internal Rules,which define the Board’s mission, set the number ofBoard members, establish the Directors’ Charter, anddetermine the minimum number of Board meetingsand the allocation of directors’ fees. The InternalRules also set assessment criteria for the performanceof the Board, organize the delegation of powers tothe Chief Executive Officer, and define the policy forissuing guarantees.The Board of Directors establishes corporate strategyand defines Group policy, appoints corporate officersto run the business, supervises the management ofthe business, assesses internal control procedures,and oversees the quality of information providedto shareholders and to the financial markets in thefinancial statements and in connection with majorfinancial transactions.As required by law, the Board of Directors finalizes thefinancial statements, proposes dividends, and makesdecisions on investments and financial policy.At least three days ahead of Board meetings, eachBoard member is given briefing documents so thathe or she can review or investigate the issues to bediscussed.54SODEXO Reference Document Fiscal 2008 - Volume 1

The smile of our clients and shareholders at the heart of our prioritiesTransparency, our commitment to our shareholders3‡‡The Group’s senior executives keep the Boardinformed on a regular basis of market conditions,strategy, the resources used in their activities, andaction plans implemented to meet objectives.The Board of Directors performs periodic in-depthreviews of the financial statements at meetingsattended as necessary by members of the Group’soperational and functional management teams andby the external auditors.The Board of Directors is also kept regularly informedof questions, comments and criticisms raised byshareholders, whether at shareholders’ meetings orby mail, e-mail or telephone.Each Director must personally own at least 400 Sodexoshares.Except in cases of force majeure , all Directors ofSodexo must attend shareholders’ meetings.Directors are required to disclose to the Board allactual or potential conflicts of interest and mustabstain from voting on those matters.Any Director of Sodexo who obtains unpublishedinformation during the course of his or her duties isbound by a duty of confidentiality. Directors are alsoprohibited from trading in Sodexo securities:• during a period commencing thirty calendar daysbefore the Board meeting that finalizes the interimconsolidated financial statements and endingtwo business days after the publication of thosefinancial statements;• during a period commencing September 1 andending two business days after publication of theannual consolidated financial statements.Transactions by Directors in the company’s sharesmust be disclosed to the public. Consequently,Directors are required to inform the Chief FinancialOfficer of all transactions in Sodexo shares.The Board of Directors met eight times duringFiscal 2008, fulfilling the minimum requirement offour meetings per year as stated in the Internal Rules.The average attendance rate during Fiscal 2008 was91%.Subsequent eventsFrançois Périgot, Sodexo Board member sinceFebruary 2, 1996 and the Chairman of the NominatingCommittee, has informed the Chairman of the Boardof Directors of his decision to resign for personalreasons. The Board of Directors was informed ofthis decision at its November 6, 2008 meeting andthe resignation will take effect on January 19, 2009at the Annual Shareholders’ Meeting.On his own behalf as well as that of the Boardof Directors and all of the shareholders, PierreBellon would like to thank François Périgot for hisdedication and loyalty to Sodexo, for the eminentrole he played as Director, in particular in the areaof Human Resources and also as Chairman of theNominating Committee.Charles Milhaud, whose term ends at the present AnnualShareholders’ Meeting, has made known his decisionnot to renew his term. The Chairman of the Boardthanks him for bringing his significant experienceto assist the Board during the last six years.Michel Landel has been Chief Executive Officer ofSodexo since September 1, 2005. He has carriedout this function for three years, to the satisfactionof the Board of Directors, clients, employees, andshareholders. Because of this very good performance,the Board of Directors has proposed to nominate himto join the Board. This nomination will reinforce hisauthority and the confidence in him held by clients,employees and shareholders.The Board has also proposed that Patricia Bellinger,whose competence in human resources, careermanagement for executives, and diversity isrecognized worldwide, be named Chairperson of theNominating Committee, replacing Franç ois Périgot.Board CommitteesTo support its decision-making process, the Board hascreated three Committees, each with its own Charter.Broadly, their role is to examine specific issues aheadof Board meetings, and to submit opinions, proposalsand recommendations to the Board.SODEXO Reference Document Fiscal 2008 - Volume 155

‡ The smile of our clients and shareholders at the heart of our priorities3‡ Transparency, our commitment to our shareholdersAudit CommitteeChairman: Robert Baconnier,Members: Mark Tompkins and François Périgot.Met four times during Fiscal 2008, with a 93%attendance rate.Issues addressed during Fiscal 2008 by the Committeeincluded:• approval of the Internal Audit Plan forFiscal 2008;• review of the principal accounting policies appliedby the Group;• organization of the finance function within theGroup;• reports issued by the Internal Audit department,and progress reports on the implementation ofinternal audit recommendations;• progress reports on the program to assess internalcontrols (CLEAR Project – see below);• supervision of the independence and work of theexternal auditors. The Committee also approvedthe terms of engagement and fees of the auditors ofSodexo and its subsidiaries in connection with theaudit of the consolidated financial statements forFiscal 2008. The Audit Committee also approvedin advance all other engagements performed bythe Group’s auditors and by member firms of theirinternational networks.The Audit Committee reviewed the annualconsolidated financial statements for Fiscal 2007,and the interim consolidated financial statements forthe Fiscal 2008 half year. In addition to three formalmeetings, the Chairman of the Audit Committee alsohad periodic meetings during Fiscal 2008 with theGroup Chief Executive Officer, the Group InternalAudit Director, the Group Chief Financial Officer andthe external auditors.Nominating CommitteeChairman: François Périgot.Members: Patricia Bellinger, Nathalie Szabo, PierreBellon and Rémi Baudin.Met two times during Fiscal 2008 with an attendancerate of 90%.This Committee:• examines proposals made by the Chairman of theBoard;• advises the Board on the appointment of Directors.The Committee reviews nominees prior to theirelection as Directors, and where it sees fit assessesthe position of Directors by reference to thecriteria related to the composition of the Boardspecified in the relevant legislation and in theBoard’s Internal Rules. For compliance reasons,the Committee also provides the Board of Directorsfrom time to time with a list of Directors qualifyingas independent;• provides an opinion to the Board on the nominationof the Chief Executive Officer and as appropriateone or more Chief Operating Officers.It also:• examines proposals made by the Chief ExecutiveOfficer on succession plans for members of theExecutive Committee and other key executives,and advises the Board on these proposals; and• ensures that the Chief Executive Officer is ableto propose potential replacements to the Boardin complete confidence at any time if a positionsuddenly becomes vacant.During the Fiscal year, the Nominating Committeemet to study succession plans for members of theExecutive Committee.Compensation CommitteeChairman: Rémi Baudin.Members: Patricia Bellinger, Pierre Bellon andBernard Bellon.The Committee met two times in Fiscal 2008 with anaverage attendance rate of 100%.This Committee makes proposals relating tocompensation packages for corporate officers,executive compensation policy, performance-basedincentives (including stock option plans), andemployee stock ownership plans. The principles andrules applied by the Board of Directors in determiningthe compensation and benefits of any nature providedto the executive officers are set out on pages 14, 15and 33 of Volume 2 of the Reference Document.The Compensation Committee met twice to makerecommendations to the Board on issues such asthe launch of the International Savings Plan, theimplementation and plan rules of a new stockoption plan, a review of executive incentive tools,and compensation packages for the Chairman and56SODEXO Reference Document Fiscal 2008 - Volume 1

The smile of our clients and shareholders at the heart of our prioritiesTransparency, our commitment to our shareholders3‡‡the Chief Executive Officer. The Committee alsorecommend ed to the Board the granting of 1.6 millionstock options to 500 senior managers under the2008 plan and advised on the proposals for individualgrants made by the Chief Executive Officer.Committee of Independent Directors(temporary)During Fiscal 2008 Sodexo considered a proposalto repurchase its own shares through a SimplifiedTender Offer process. In connection with thisproposal, a committee comprised of all of theindependent directors was created in order to overseethe discussions and work Tender offer and to approvethe decision to implement it. The committee alsoappointed an independent expert in connection withthis transaction.This committee met twice and the attendance ratewas 83%.Members of the Board of DirectorsPierre BellonBorn January 24, 1930Nationality: French.First elected: November 14, 1974Term expires: 2010In 1966, he founded Sodexho SA, which becameSodexho Alliance SA in 1997 (Sodexo since January2008). He served as Chairman and Chief ExecutiveOfficer until August 31, 2005, when the roles ofChairman and CEO were separated. Pierre Bellonremained as Chairman of the Board of Directors, aposition he still holds. He has been Chairman of theSupervisory Board of Bellon SA since February 2002.Pierre Bellon and his children control 68.5% of BellonSA, which holds 37.65% of Sodexo.Number of Sodexo shares held: 12,900.Robert BaconnierBorn April 15, 1940Nationality: French.First elected: February 8, 2005Term expires: 2011He is currently Chairman and COO of ANSA,the French National Association of Joint StockCompanies.Number of Sodexo shares held: 410.Rémi BaudinBorn October 19, 1930Nationality: French.First elected: February 25, 1983Term expires: 2010Rémi Baudin helped Pierre Bellon to create Sodexo.He is Vice-Chairman of the Board of Sodexo and Vice-Chairman of the Supervisory Board of Bellon SA.Number of Sodexo shares held: 5,016.Patricia BellingerBorn March 24, 1961Nationality: Dual American and British.First elected: February 8, 2005Term expires: 2011Patricia Bellinger is Company DirectorNumber of Sodexo shares held: 400.Astrid BellonBorn April 16, 1969Nationality: French.First elected: July 26,1989Term expires: 2010Astrid Bellon is a member of the Management Boardof Bellon SA.Number of Sodexo shares held: 36,723.Bernard BellonBorn August 11, 1935Nationality: French.First elected: February 26,1975Term expires: 2009Bernard Bellon founded Finadvance SA, a venturecapital company of which he has been Chairman sinceits creation. He is also a member of the SupervisoryBoard of Bellon SA.Number of Sodexo shares held: 323,732.François-Xavier BellonBorn September 10, 1965Nationality: French.First elected: July 26,1989Term expires: 2010François-Xavier Bellon is CEO of Bright Yellow GroupPlc, a British company providing home assistancefor seniors.He is also a member of the ManagementBoard of Bellon SA.Number of Sodexo shares held: 36,383.SODEXO Reference Document Fiscal 2008 - Volume 157

‡ The smile of our clients and shareholders at the heart of our priorities3‡ Transparency, our commitment to our shareholdersSophie ClamensBorn August 19, 1961Nationality: French.First elected: July 26,1989Term expires: 2010Sophie Clamens is President of the Corporate ServicesSegment of Sodexo France. She is also Chairman ofthe Management Board of Bellon SA.Number of Sodexo shares held: 7,964.Paul JeanbartBorn August 23, 1939Nationality: Canadian.First elected: February 13, 1996Term expires: 2011Co-founder, partner and Chief Executive Officer ofthe Rolaco group since 1967. He is also ExecutiveDirector of Rolaco Holding SA.Number of Sodexo shares held: 400.Charles MilhaudBorn February 20, 1943Nationality: French.First elected: February 4, 2003Term expires: 2009Charles Milhaud is Chairman of the ManagementBoard of Caisse Nationale des Caisses d’Epargne(CNCE) and Vice-Chairman of Groupement Européendes Caisses d’Epargne.Number of Sodexo shares held: 400.Note: On October 8, 2008, Mr. Charles Milhaud made known hisdecision to not seek the renewal of his term as director.Nathalie SzaboBorn January 26, 1964Nationality: French.First elected: July 26, 1989Term expires: 2010Nathalie Szabo is Managing Director of SodexoPrestige, and Managing Director of L’Affiche. Sheis also a member of the Management Board ofBellon SA.Number of Sodexo shares held: 1,147.Peter ThompsonBorn September 15, 1946Nationality: American.First elected: February 8, 2005Term expires: 2011Peter Thompson is a private investor and a Directorof Syngenta AG. He is also a member of Syngenta AGaudit committee.Number of Sodexo shares held: 400.H. J. Mark TompkinsBorn November 2, 1940Nationality: British.First elected: February 5, 2002Term expires: 2011Mark Tompkins is a company director.Number of Sodexo shares held: 400.François PérigotBorn May 12, 1926Nationality: French.First elected: February 13,1996Term expires: 2011He is Honorary President of MEDEF and MEDEFInternational.Number of Sodexo shares held: 400.Note: François Périgot has informed the Chairman of the Boardof Directors of his decision to resign from the Board for personalreasons, with effect immediately following the January 19, 2009Annual Shareholders’ Meeting.58SODEXO Reference Document Fiscal 2008 - Volume 1

The smile of our clients and shareholders at the heart of our prioritiesTransparency, our commitment to our shareholders3‡‡Assessment of Board operatingproceduresIn September 2007, the directors were sent an evaluationform containing approximately 50 questions on theoperating procedures of the Board of Directors andthe various committees. During the January 22, 2008meeting, the results of this evaluation were presentedand were as follows: the rules and missions of the Boardare clear, and the information received was determinedto be satisfactory by the board members. Nonetheless,the directors requested to be more closely involved inthe Group’s strategic reflections. Accordingly at theSeptember 9, 2008 session, the members of the Group’sExecutive Committee presented the three year plan foreach of their entities. Board members also reaffirmedtheir desire to meet more frequently with the membersof the Group’s Executive Committee. As such, it wasdecided to dedicate a portion of each Board meeting tothe activities of one member of the Executive Committee.This measure was implemented starting with the March12, 2008 meeting: the Chief Executive Officer of Europepresented the Food and Facilities Management servicesin France and in the United Kingdom, and the GroupExecutive Vice President, Marketing and Supply ChainManagement explained the action plans implementedin the areas under his responsibility. During the April15, 2008 meeting, the Chief Executive Officer of ServiceVouchers and Cards presented an update on the strategyand current initiatives in that activity.Chairman’s ReportThe Chairman’s report on the operating proceduresof the Board of Directors and on internal controlprocedures is contained in Volume 2 of theReference Document filed with the AMF, on page 15 .This report contains a description of the Group’sactivities and the composition of the Board of Directors.It also describes the general organization of the internalcontrol system implemented by the Group, based onGroup values and policies and as implemented by eachsubsidiary after taking into account local factors.Compensation of DirectorsThe information regarding Directors’ fees as well asother forms of compensation granted to Directors ispresented on page 15 of Volume 2 of the ReferenceDocument and on the corporate website: sodexo.com.Assessment of internal controlproceduresThe internal controls put in place by management,are part of an ongoing process (CLEAR) of identifying,evaluating and managing the Group’s risk exposures.This initiative covers the five components: controlenvironment (integrity, ethics, competencies, etc.),evaluation of risks (identification, analysis andmanagement of risks), control activities (methodsand procedures), information and communication(collection and sharing of information), andmonitoring (follow-up and eventual updating ofprocesse s). Strongly endorsed by the Chief ExecutiveOfficer and Group Chief Financial Officer, the CLEARinitiative was approved by the Board of Directors andthe Audit Committee, and also received the backingof the Group’s Executive Committee.This initiative has an objective of continuous progressin identifying risks and implementing an effectiveinternal control system. The Audit Committee andthe Board of Directors as well as various functionswithin the Group and the external auditors have beenregularly informed of the progress of this initiativeand the chosen methodologies.Since its launch, CLEAR has mobilised more than700 employees in the various Group subsidiariesand functions. Each entity, which is responsible formanaging its risks, has designated a CLEAR contact.This individual liaises with his/her network of contactswithin the Business Unit, and regularly updates theBusiness Unit’s risk matrix, the documentation ofprocesses and existing controls, as well as performingor coordinating the tests of operational effectivenessof these controls.Sodexo has confirmed its commitment to continueworking on the effectiveness of the internal controlprocedures within the Group. In fact, continuousimprovement of internal controls and managementprocedures remains an essential priority for the Group.This is why the CLEAR initiative is permanent andcovers an increasingly greater scope of subsidiaries.Group senior management is commitment topermanently reinvesting a portion of the savings fromthe delisting from the New York Stock Exchange, inthe significant improvement of its internal control .Risk ManagementSodexo has a pro-active approach to risk management,with the aim of protecting its employees and clientsand safeguarding the interests of the Group and itsshareholders.SODEXO Reference Document Fiscal 2008 - Volume 159

‡ The smile of our clients and shareholders at the heart of our priorities3‡ Transparency, our commitment to our shareholdersThe Group has for some time put in place specificprocedures designed to ensure that risks are evaluatedand managed at the appropriate level within theorganization. As such, a list of risks is prepared eachyear by the Executive Committee, and presented tothe Audit Committee.In this context, the Group Risk Management andInsurance Department works closely with subsidiariesto:• put in place appropriate insurance coverage toprotect the interests of the Group;• identify and evaluate the key risk exposures facedby Sodexo, with particular attention focused onthe emergence of new risk factors associated withchanges in our activities, especially in FacilitiesManagement;• reduce contractual risk, in particular by usinglimitation of liability clauses or hold-harmlessagreements;• achieve the right balance between risk retention(self-insurance) and the insurance market incovering the potential financial consequences ofSodexo’s risk exposure.‡FINANCIAL SUMMARY“Sodexo achieved an excellent performance in Fiscal 2008, reflecting the remarkableefforts of our 355,000 employees around the world. This solid performance illustratesthe relevance of our strategic choices and efficiency in their implementation. OurService Vouchers and Cards activity as well as Facilities Management servicescontinued to grow rapidly. During Fiscal 2008, Sodexo made several strategicacquisitions, reinforcing our offering and leadership in Quality of Life services andpositioning us well for the future. Finally, the quality of Sodexo’s financial modelwas demonstrated once again, with regular free cash flow generation and a solidbalance sheet that enable us to approach the future with confidence.”Michel LandelChief Executive OfficerActivity Report Fiscal 2008For the second consecutive year, organic growthof 7.7% in Fiscal 2008 was well above the averageannual target of 7% set by the Group in its “Ambition2015”. The share of Facilities Management in Group’sconsolidated revenues increase during the year to21.6% from 18.1% in Fiscal 2007. A highlight wasalso the success of the Rugby World Cup hospitalitycontract.Service Vouchers and Cards also contributed to thisexcellent organic growth performance with a rise of18.1%.Operating profits were up 15.3%, at constant currencyexchange rates, in particular as a result of:• strong growth in issue volume in the ServiceVouchers and Cards activity;••improvement in profitability in North America;the significant contribution of the Rugby WorldCup hospitality contract.At constant currency exchange rates, this growthoutpaced the 12% target set at the beginning of thefiscal year.Productivity enhancement initiatives at Sodexo’s sitesenabled the Group to continue to make investments infuture growth as well as to improve the consolidatedoperating margin which increased by 0.3 percentage60SODEXO Reference Document Fiscal 2008 - Volume 1

The smile of our clients and shareholders at the heart of our prioritiesTransparency, our commitment to our shareholders3‡‡points reeching 5.1% in Fiscal 2008, versus 4.8% theprevious year.Net cash flows from operating activities amountedto 780 million euro. This strong cash generationstems from the rise in operating profit and a furtherimprovement in working capital, demonstrating onceagain the quality of the Group’s financial model.Sodexo has used this liquidity to invest in a widearray of areas, including modernizing and rebrandingof the Sodexo name, pursuing a series of humanresources initiatives, deploying management toolsto enhance operational productivity, making severalacquisitions of companies, and undertaking a stockrepurchase program.Consolidated Income StatementThe financial statements for Fiscal 2008 were prepared in accordance with International Financial ReportingStandards (IFRS).(in millions of euro)Fiscal2008Fiscal2007Changeat currentexchangeratesChangeat constantexchangeratesRevenues 13,611 13,385 1.7% 8.4%Cost of sales (11,486) (11,396)Gross profit 2,125 1,989 6.8% 12.6%Sales department costs (194) (174)General and administrative costs (1,245) (1,181)Other operating income and charges 4 6Operating profit 690 640 7.8% 15.3%Net financing costs (102) (100)Share of profit of associates 11 7Profit for the period before tax 599 547 9.5% 17.7%Income tax expense (202) (184)Profit for the period 397 363Profit attributable to minority interests 21 16PROFIT ATTRIBUTABLE TO EQUITY HOLDERSOF THE PARENT 376 347 8.4% 16.4%Earnings per share (in euro) 2.42 2.22 9% 17.1%Dividend per share (in euro)* 1.27 1.15 10.4%*Proposed at the January 19, 2009 Annual Shareholders Meeting.The currency impact is calculated by applying theaverage exchange rates for the previous fiscal yearto the current year figures.In Fiscal 2008, the effect of movements in theexchange rate of the U.S. dollar against the euro wasto decrease revenues by 674 million euro, operatingprofit by 34 million euro and profit attributable toequity holders of the parent by 16 million euro.The effect of movements in the exchange rate of euroagainst the pound sterling was to decrease revenueby 170 million euro, operating profit by 9 millioneuro and profit attributable to equity holders of theparent by 6 million euro.Finally, the effect of movements in the exchange rateof euro against the Brazilian real was to increaserevenue by 20 million euro, operating profit by 2million euro and profit attributable to equity holdersof the parent by 2 million euro.Overall, activities outside the euro zone accountedfor 69% of Fiscal 2008 revenue (36% of this amountwas in U.S. dollars) and 83% of operating income(of which 36% was in U.S. dollars).SODEXO Reference Document Fiscal 2008 - Volume 161

‡ The smile of our clients and shareholders at the heart of our priorities3‡ Transparency, our commitment to our shareholdersRevenues: very robust growthSodexo’s revenues grew by 226 million euro ascompared to the prior year, to 13,611 million euro.The increase in revenues comprises the following:•••organic growth: +7.7%currency impact: -6.7%changes in scope of consolidation: +0.7%Sodexo’s key metrics evolved as follows during theyear:• the client retention rate was 93.4%. While in NorthAmerica the rate remains close to Sodexo’s 95%target, the Group has reinforced its investmentsand implemented action plans in order for theUnited Kingdom and Ireland and ContinentalEurope to attain this level;••comparable unit growth was again around 5%;the business development rate (i.e. new contractwins) was close to 9%, reflecting the momentumof Sodexo’s sales teams.As a result, Sodexo reported numerous advances inorganic growth throughout the Food and FacilitiesManagement s ervices activities, including:• 4.2% organic growth in North America afteradjusting for the effect on the current year of theinclusion of an additional week in the prior year.The main growth drivers in this region remainHealth C are, Seniors and Education;• accelerated growth in Continental Europe, withrevenue up 7.2%, particularly from FacilitiesManagement services;• revenue growth in the United Kingdom was up12.9%, strongly influenced by the Rugby WorldCup hospitality contract;• continued strong activity in the Rest of the World(+13.5%) spurred by double-digit growth in LatinAmerica, the Middle East, Asia, Australia, and inRemote Sites.Finally, the Service Vouchers and Cards activitysustained a very high level of organic growth, withrevenues up 18.1%. Including acquisitions, revenuesincreased by 33% relative to Fiscal 2007 and issuevolume exceeded 10 billion euro for the first time,at 10.4 billion euro versus 7.5 billion euro for theprevious fiscal year.Growth in operating profitOperating profit rose by 7.8% over the prior year to690 million euro, and by 15.3% at constant currencyexchange rates, exceeding the average annual growthtarget of 11% set in Ambition 2015.The operating margin was 5.1% compared with 4.8%for Fiscal 2007. This increase of 0.3% percentagepoints stems from improved margins in NorthAmerica, the contribution of the Rugby World Cuphospitality contract and rising volumes in ServiceVouchers and Cards.Analysis of trends in revenues and operating profit by activityRevenues by activity(in millions of euro) Fiscal 2008 Fiscal 2007Changeat currentexchangeratesChangeat constantexchangeratesFood and Facilities Management servicesNorth America 5,107 5,492 (7.0)% 5.0%Continental Europe 4,701 4,388 7.1% 7.0%United Kingdom and Ireland 1,504 1,475 2.0% 12.9%Rest of the World 1,715 1,591 7.8% 12.4%TOTAL 13,027 12,946 0.6% 7.5%Service Vouchers and Cards 596 447 33.3% 35.3%Elimination of intragroup revenues (12) (8)TOTAL 13,611 13,385 1.7% 8.4%62SODEXO Reference Document Fiscal 2008 - Volume 1

The smile of our clients and shareholders at the heart of our prioritiesTransparency, our commitment to our shareholders3‡‡Operating profit by activity(in millions of euro) Fiscal 2008 Fiscal 2007Changeat currentexchangeratesChangeat constantexchangeratesFood and Facilities Management servicesNorth America 247 253 (2.4)% 10.7%Continental Europe 231 214 7.9% 7.5%United Kingdom and Ireland 78 72 8.3% 19.4%Rest of the World 33 41 (19.5)% (12.2)%TOTAL 589 580 1.6% 9.0%Service Vouchers and Cards 191 135 41.5% 45.2%Corporate expenses (78) (67) 16.4% 16.4%E limination (12) (8)TOTAL 690 640 7.8% 15.3%Food and Facilities Management servicesThis activity contributed 95.7% of consolidatedrevenues and 75.6% of consolidated operating profitbefore corporate expenses.North AmericaRevenues in North America were 5.1 billioneuro. Although on the surface organic growth wasonly +4.2%, the previous fiscal year included theeffect of a 53 rd week of activity, following commonindustry practice in North America. After adjustingthe previous year to a comparable 52-week basis,organic growth in North America was in fact +5.4%for Fiscal 2008.The effect of the unfavorable trend in the averageexchange rate of the U.S. dollar against the euroyear-on-year is purely a translation effect, with noassociated operational risk. However, this currencyeffect masks the progress made during Fiscal 2008.The performance of the Corporate Services segment(+0.8% or +2.7% after adjusting Fiscal 2007 to acomparable 52-week year) results from:• the full year impact of major contracts won duringthe previous year;• increased patronage at U.S. Marine Corps militarybases;• good growth in the Sports and Leisure segment,with contract wins at sites;• a reduction in discretionary spending bybusinesses and consumers in the current economicenvironment.Organic growth of +6.9% (or +9.2% after adjustingthe prior year to a comparable calendar year) inHealth C are and Seniors was mainly driven by:••sustained excellent client retention;strong revenue growth on existing sites as a resultof a global offering specifically geared to the needsof clients, patients and visitors, and to increasingrevenues from contracts won the previous year;• new contracts.Finally, Education reported organic growth of +3.7%,and continues to benefit from increased studentenrollment, higher patronage in cafeterias and fromthe strong client retention achieved in Fiscal 2007.However, growth in Facilities Management serviceswas more modest than in Fiscal 2007, a year thatwas marked by extensive reconstruction projectsin the wake of Hurricane Katrina in Louisiana. Inaddition, the application of revenue recognitioncriteria to certain contracts weighed on the growthrate for Fiscal 2008.Operating profit was 247 million euro, up 10.7%at constant currency exchange rates compared tothe prior year, and the operating margin was 4.8%,compared with 4.6% in Fiscal 2007.SODEXO Reference Document Fiscal 2008 - Volume 163

‡ The smile of our clients and shareholders at the heart of our priorities3‡ Transparency, our commitment to our shareholdersThis strong growth in operating profit at a time ofsoaring food prices was attributable to improvedprofitability in Health C are and Seniors, increasedpatronage in Defense, and to productivity gainsin Corporate Services and Education followingcontinued deployment of a powerful productivitymanagement system on Sodexo sites.Continental EuropeRevenues in Continental Europe totaled 4.7 billioneuro, with organic growth of +7.2%, a net accelerationas compared to the prior year.Highlights of Fiscal 2008 included strong developmenton sites and accelerating growth in FacilitiesManagement services, more than twice the rate inFoodservices.The Corporate Services segment had organic growth of+6.1%, accelerating over Fiscal 2007. This reflects:• the contribution of the KLM contract in theNetherlands (36 different Food and FacilitiesManagement services for the 80 buildings on theSchiphol airport site in the Netherlands);• the opening of a large number of contracts inScandinavia, Spain and Central Europe;• rapid growth in the Sports and Leisure segmentin France.Strong organic growth of +8.1% in Health C are andSeniors , more vigorous than in Fiscal 2007, resultedfrom:••strong growth on existing sites;robust business development in the prior yearthrough the beginning of the year, especially inFrance.The strong acceleration in organic growth in theEducation segment (+9.9%) stems largely from prioryear contract wins, including the contract withthe City of Rome schools in Italy, awarded at thebeginning of the year.Operating profit was 231 million euro, an increase of7.5% at constant currency exchange rates, a slightlyhigher rate of increase than revenue. The operatingmargin of 4.9% reflects:• good control of food cost inflation in most countries,with the exceptions of Italy and Spain, where thepublic sector represents a larger proportion ofSodexo’s client portfolio;• improving purchasing productivity as a result ofa number of action plans implemented under theFive Star program; and• better profitability in the Sports and Leisuresegment in France.United Kingdom and IrelandRevenues in the United Kingdom and Ireland were 1.5billion euro, with an organic growth of +12.9%. Themain factor behind this exceptional performance wasthe contribution made by the hospitality contract forthe Rugby World Cup, which took place in Septemberand October 2007 and represented revenues of 140million euro.This contract was also the main driver of the +15.6%organic growth registered in the Corporate Servicessegment. The International Rugby Cup (IRB) hasawarded Sodexo together with its partner the MikeBurton Group the hospitality contract for the nextRugby World Cup in 2011 in New Zealand.At the same time, Food and Facilities Managementservices revenues in Corporate Services remainedstable, while in Defense revenues benefited fromthe ramp-up of the Sovereign Base military contractin Cyprus. Revenues in Correctional Services alsoregistered solid growth.The +6.3% organic growth in Health C are and Seniorsstemmed from satisfactory revenue growth at anumber of sites and the ramp-up of contracts openedin Fiscal 2007 and 2008.In Education, Sodexo registered 3.3% organic growth,signaling a resumption of growth in this segment forthe first time in four years. This improved performancereflects recent contract wins at universities and thesuccess of balanced nutritional Foodservices offeringsserved in schools.Operating profit was 78 million euro and theoperating margin was 5.2%, compared with 4.9% inFiscal 2007, reflecting:•••ongoing initiatives to boost profitability at sites;tight control on overheads;and, of course, the important contribution of theRugby World Cup hospitality contract.64SODEXO Reference Document Fiscal 2008 - Volume 1

The smile of our clients and shareholders at the heart of our prioritiesTransparency, our commitment to our shareholders3‡‡Rest of the WorldRevenues in the Rest of the World were 1.7 billioneuro.The +13.5% organic growth reflects double-digitorganic growth in Latin America, the Middle East,Asia and Australia and notably in Remote Sites.Continued increasing demand for energy and othernatural resources, high commodity prices, as well asmultiple large civil engineering projects contributedto this momentum.In Latin America, Sodexo benefited greatly from themining industry boom, registering significant growthin Peru, Colombia, Brazil and Chile.Finally, Sodexo continued its rapid growth in Chinaand India, both in Foodservices and in FacilitiesManagement services.Operating profit was 33 million euro and theoperating margin was 1.9%. Profitability improvedin India, the Middle East and Africa, but the declinein operating margin relative to the prior year wasdue to:• particularly high inflation rates in some countries,notably in Latin America; and• significant mobilization costs associated withthe start-up of several contracts in Chile and inAustralia.Service Vouchers and CardsRevenues for Fiscal 2008 totaled 596 million euro.Sodexo’s issue volume (face value multiplied by thenumber of vouchers and cards issued) surpassed the10 billion euro mark in Fiscal 2008, rising to 10.4billion euro, as a result of acquisitions and majorcontract wins, including:• the acquisition of Tir Groupé in France (GiftVouchers), with an annual issue volume of around300 million euro;• the acquisition of Grupo VR’s Vouchers andCards business in Brazil (consolidated for sixmonths) representing a full-year issue volume ofapproximately 1.4 billion euro;• the contribution since January 2008 of the five-yearcontract signed with Belgium’s ONEM (Bureauof Labor) for its innovative Vouchers for Servicesprogram, with an annual issue volume estimatedat over 1.2 billion euro.The strong organic growth in revenues (+18.1%)reflected:• continued vigorous demand for traditional services(Restaurant Pass and Food Pass) not only in LatinAmerica but also in Europe, an increase in thenumber of beneficiaries and in the face value ofvouchers issued in many geographies, and newclient wins;• the development of innovative offerings in theareas of Motivation and Assistance, especially inEurope.Operating profit rose 45.2% to 191 million euro atconstant currency exchange rates. The operatingmargin of 32.0% (1.8% of issue volume) compares with30.2% for Fiscal 2007. This excellent performancestemmed primarily from the operational leverageon processing costs driven by higher issue volumes.Acquisitions (Tir Groupé over 11 months, and VRover six months) also made a modest contribution tothe growth in operating profit. Figures for the prioryear were unfavorably affected by the settlement oflitigation in Brazil.Steep rise in profit attributable to equityholders of the parentProfit attributable to equity holders of the parentincreased by 8.4% to 376 million euro, or 16.4% atconstant currency exchange rates.This significant increase was primarily attributableto:••the strong growth in operating profit;the relative stability in financing costs and theeffective tax rate.Earnings per share for Fiscal 2008 were 2.42 euro, anincrease of 9% compared with Fiscal 2007 earningsper share of 2.22 euro.At the Annual Shareholders Meeting on January19, 2009, the Board of Directors will propose toshareholders the distribution of a dividend of 1.27euro per share, an increase of 10% as comparedto the prior year. This proposal is justified by theGroup’s excellent results and reflects the Board’sstrong confidence in the Group’s ability to continue topursue profitable sustained growth and its willingnessto share the benefits of this growth with shareholders.The dividend distribution ratio (dividends as apercentage of net income) is 53%.SODEXO Reference Document Fiscal 2008 - Volume 165

‡ The smile of our clients and shareholders at the heart of our priorities3‡ Transparency, our commitment to our shareholdersOutlookAt the November 6, 2008 meeting of the Board ofDirector, chaired by Pierre Bellon, Michel Landel,the Chief Executive Officer of Sodexo, presented theoutlook for Fiscal 2009.The banking and financial crises have led to a severeeconomic downturn which is likely to continue into2009 and 2010 in the majority of countries in whichSodexo operates ; some will be in recession, otherswill register lower growth.In this uncertain climate, the Group ExecutiveCommittee has taken stringent measures to limitgrowth in overheads and to freeze hiring of staffwho do not work on operating sites, guided by twoprinciples:• not to reduce expenditures designed to support thedevelopment of our businesses; and• to review all other costs in terms of their:• contribution to providing added value forclients, and• increasing the Group’s earnings.This savings plan amounting to 50 million euroshould allow general and administrative expense toremain stable in Fiscal 2009 as compared to Fiscal2008.Sodexo’s objective for Fiscal 2009 is to grow revenueorganically within the range of 2% to 5%, withadditional revenue growth of around 2% from recentacquisitions (VR, Score Group and Zehnacker). Theobjective for total consolidated revenue growth forFiscal 2009, at constant currency exchange rates, isbetween 4% and 7%.Sodexo has also set an objective for operating profitof between 730 million and 760 million euro atconstant currency exchange rates.A continuation of the U.S. dollar to euro exchangerates at the current level of around USD 1.30 = EUR 1for the remainder of Fiscal 2009 would clearly havea favorable impact on performance.Fiscal 2008 HighlightsFive-year consolidated Financial SummaryFiscal 2008 (1) Fiscal 2007 (1) Fiscal 2006 (1) Fiscal 2005 (1) Fiscal 2004 (2)(in millionsof U.S. dollars )(in millionsof euro ) (in millions of euro )Revenues 20, 449 13, 611 13, 385 12, 798 11, 693 11, 494Year on year growthat current exchange rates 1. 7 % 4. 6 % 9. 4 % 1. 5 % (1. 6) %at constant exchange rates 8. 4 % 8. 3 % 6. 6 % 3. 9 % 4. 2 %Percentage of revenuesgenerated outside France 83. 6 % 84. 2 % 84. 5 % 84 % 84. 2 %Profit for the period 596 397 363 333 221 197• Profit attribuable to equityholders of the parent565 376 347 323 212 183• Profit attribuable minorityinterests32 21 16 10 9 14Cash provided by operatingactivities net of workingcapital 451Net cash providedby operating activities 1, 172 780 753 488 677Dividend payout 200 183 151 119 111(1) Fiscal year items are presented in IFRS.(2) Fiscal year items are presented in French GAAP .66SODEXO Reference Document Fiscal 2008 - Volume 1

The smile of our clients and shareholders at the heart of our prioritiesTransparency, our commitment to our shareholders3‡‡Fiscal 2008 (1) Fiscal 2007 (1) Fiscal 2006 (1) Fiscal 2005 (1) Fiscal 2004 (2)(in millionsof U.S. dollars )(in millionsof euro ) (3) (in millions of euro )Number of employeesat August 31 355, 044 342, 380 332, 096 324, 446 312, 975Number of sites 30, 584 28, 896 28, 234 26, 634 24, 866Average numberof shares outstanding 155, 489, 727 156, 113, 136 156, 050, 771 155, 869, 510 159, 022, 697Earning per share 2. 42 2. 22 2. 07 1. 36 1. 15Dividend per share 1. 27 1. 15 0. 95 0. 75 0. 70Share price at August 31 46. 26 48. 38 41. 61 28. 18 21. 58(1) Fiscal year items are presented in IFRS.(2) Fiscal year items are presented in French GAAP .(3) Per share data is stated in euro.Consolidated Income StatementFiscal 2008 Fiscal 2007(in millionsof U.S. dollars ) (1)(in millionsof euro ) (in millions of euro )Revenue 20,449 13,611 13,385Cost of sales (17,257) (11,486) (11,396)Gross profit 3,193 2, 125 1,989Sales department costs (291) (194) (174)General and administrative costs (1,870) (1,245) (1,181)Other operating income 26 17 24Other operating expenses (20) (13) (18)Operating profit before financing costs 1,037 690 640Financial income 107 71 78Financial expenses (260) (173) (178)Share of profit of associates 17 11 7Profit before tax 900 599 547Income tax expense (303) (202) (184)Net result from discontinued operations 0 - -Profit for the period 596 397 363Minority interests 32 21 16GROUP PROFIT FOR THE PERIOD 565 376 347Earnings per share (in euro) 2.42 2.22Diluted earnings per share (in euro) 2.40 2.19(1) Calculated at the average exchange rate for Fiscal 2008: 1 euro = USD 1.502.SODEXO Reference Document Fiscal 2008 - Volume 167

‡ The smile of our clients and shareholders at the heart of our priorities3‡ Transparency, our commitment to our shareholdersConsolidated Balance SheetASSETSAugust 31, 2008 August 31, 2007(in millionsof U.S. dollars ) (1)(in millionsof euro ) (i n millions of euro )Non-current assetsProperty, plant and equipment 685 465 440Goodwill 5,587 3,793 3,515Other intangible assets 424 288 122Client investments 239 162 149Associates 59 40 37Financial assets 147 100 88Other non-current assets 19 13 13Deferred tax assets 127 86 136Total non-current assets 7,287 4,947 4,500Current assetsFinancial assets 12 8 11Derivative financial instruments 10 7 0Inventories 298 202 185Income tax 80 54 48Trade receivable 3,852 2,615 2,089Restricted cash and financial assets related to the Service Vouchersand Cards activity 711 483 454Cash and cash equivalents 2,348 1,594 1,410TOTAL CURRENT ASSETS 7,310 4,963 4,197TOTAL ASSETS 14,597 9,910 8,697(1) Calculated at the year end rate as of August 31, 2008: 1 euro = USD 1.473 .68SODEXO Reference Document Fiscal 2008 - Volume 1

The smile of our clients and shareholders at the heart of our prioritiesTransparency, our commitment to our shareholders3‡‡LIABILITIES AND EQUITYAugust 31, 2008 August 31, 2007(in millionsof U.S. dollars ) (1)(in millionsof euro ) August 31, 2007Shareholders’ equityCapital 927 629 636Share premium 1,653 1,122 1,186Undistributed net income 960 652 633Consolidated reserves (380) (258) (178)Total group shareholders’ equity 3,160 2,145 2,277Minority interests 38 26 23TOTAL SHAREHOLDERS’ EQUITY 3,198 2,171 2,300Non-current liabilitiesBorrowings 1,713 1,163 1,839Employee benefits 283 192 232Other liabilities 125 85 79Provisions 78 53 53Deferred tax liabilities 66 45 35TOTAL NON-CURRENT LIABILITIES 2,265 1,538 2,238Current liabilitiesBank overdraft 46 31 33Borrowings 1,993 1,353 111Derivative financial instruments 3 2 1Income tax 90 61 57Provisions 53 36 49Trade and other payable 3,875 2,631 2,618Vouchers payable 3,074 2,087 1,290TOTAL CURRENT LIABILITIES 9,134 6,201 4,159TOTAL EQUITY AND LIABILITIES 14,597 9,910 8,697(1) Calculated at the year end rate as of August 31, 2008: 1 euro = USD 1.473.Net debt* represents 21% of shareholders’ equity.* Debt net of cash and financial assets related to the Service Vouchers and Cards activity minus overdrafts.SODEXO Reference Document Fiscal 2008 - Volume 169

‡ The smile of our clients and shareholders at the heart of our priorities3‡ Transparency, our commitment to our shareholdersConsolidated Cash Flow StatementFiscal 2008 Fiscal 2007(in millionsof U.S. dollars ) (1)(in millionsof euro )(in millionsof euro)Operating activitiesOperating profit 1,037 690 640Elimination of non-cash and and non-operating itemsDepreciation and amortization 306 204 186Provisions (26) (17) (1)Losses/(gains) on disposal and other (2) (1) 3Dividends received from associates 6 4 4Change in working capital from operating activities 236 157 188Change in inventories (33) (22) (21)Change in accounts receivable (703) (468) (210)Change in trade and other payables 68 45 284Change in vouchers payable 947 630 161Change in financial assets related to the Service Vouchers and Cardsactivity (42) (28) (26)Interest paid (186) (124) (113)Interest received 56 37 30Income tax paid (255) (170) (184)NET CASH PROVIDED BY OPERATING ACTIVITIES 1,172 780 753Investing activitiesAcquisitions of property, plant & equipment and intangible assets (343) (228) (229)Disposals of property, plant & equipment and intangible assets 47 31 32Change in client investments (33) (22) (11)Change in financial assets (24) (16) 2Effect of acquisitions of subsidiaries (924) (615) (18)Effect of dispositions of subsidiaries 5 3 3NET CASH USED IN INVESTING ACTIVITIES (1,273) (847) (221)Financing activitiesDividends paid to parent company shareholders (269) (179) (149)Dividends paid to minority shareholders of consolidated companies (26) (17) (10)Change in treasury shares (48) (32) (61)Reduction of common stock and additional paid in capital (110) (73)Proceeds from borrowings 883 588 524Repayment of borrowings (33) (22) (448)NET CASH USED IN FINANCING ACTIVITIES 398 265 (144)CHANGE IN NET CASH AND CASH EQUIVALENTS 297 198 388Net effect of exchange rates and other effects on cash (18) (12) (17)Net cash and cash equivalents at beginning of period 2,069 1,377 1,006NET CASH AND CASH EQUIVALENTS AT END OF PERIOD 2,348 1,563 1,377(1) Calculated at the average exchange rate for Fiscal 2008: 1 euro = USD 1.502.For a detailed analysis of the consolidated cash flow statement, refer to note 4.22.70SODEXO Reference Document Fiscal 2008 - Volume 1

The smile of our clients and shareholders at the heart of our prioritiesTransparency, our commitment to our shareholders3‡‡‡FINANCIAL INFORMATIONSodexo sharesSodexo shares are listed on NYSE-Euronext Paris(Euroclear code: FR 0000121220), and are includedin the Next 20 index. Since its voluntary delistingfrom the New York Stock Exchange in 2007, SodexoAmerican Depositary Receipts (ADRs) are traded onthe over the counter (OTC) market, ticker SDXAY,each ADR representing one Sodexo share.The initial listing was on March 2, 1983 at anadjusted price of 1.55 euro. As of August 29, 2008,the closing share price was 46.26 euro. Over theperiod, the value of the share has multiplied by 30,whereas the CAC 40 index has multiplied by only12, which means Sodexo’s shares have outperformedthe CAC 40 by a wide margin.Since listing on the stock exchange Sodexo’s shareshave registered an average annual appreciation of14.6%, excluding dividends.During the last fiscal year, Sodexo’s share pricedeclined by 5.2% compared with a 21% decline forthe CAC 40 index. As of August 31, 2008 the marketcapitalization of Sodexo was 7.3 billion euro.Adjusted Sodexo share price trendsFrom September 1, 2007 through August 31, 2008 (in euro)60.0055.0050.0045.0040.0035.0030.0025.00Oct.Nov.Dec. Déc.Janv.Janv.MarsAvrilMay MaiJuinJuilletAoût* Trends of Sodexo share based on trend of CAC 40 index.Source: Sodexo.SODEXO Reference Document Fiscal 2008 - Volume 171

‡ The smile of our clients and shareholders at the heart of our priorities3‡ Transparency, our commitment to our shareholdersDividendIn euro Fiscal 2008 Fiscal 2007 Fiscal 2006 Fiscal 2005Total payout 199,557,672* 178,918,994 149,034,320 117,310,833Net dividend per share 1.27* 1.15 0.95 0. 75* Subject to approval at the Annual Shareholders’ Meeting on January 19, 2009.Earnings per share (1)Dividend per share (2)In euro Fiscal 2008 Fiscal 2007 Fiscal 2006 Fiscal 2005Earnings per share 2.42 2.22 2.07 1.36Dividend per share 1.27 1.15 0.95 0.75(1) Based on quarterly average number of shares outstanding.(2) Based on the number of shares outstanding at August 31.An independent groupSodexo remains an independant Group.On August 31, 2008, Sodexo had 52,193 shareholders.Of these, 22,257 were members of our employeestock ownership plans.Bellon SA 37.7%Employees 0.7%Treasury shares 2.3%French shareholders 24.2%Individual 2.8%Institutional 21.4%Non-French shareholders 35.1%72SODEXO Reference Document Fiscal 2008 - Volume 1

The smile of our clients and shareholders at the heart of our prioritiesTransparency, our commitment to our shareholders3‡‡Controlling interests as of August 31, 2008* Including Arnhold and S. Bleichroeder Advisers 7.33% and Caisse des Dépôts et Consignations 3.11%.SODEXO Reference Document Fiscal 2008 - Volume 173

‡ The smile of our clients and shareholders at the heart of our priorities3‡ Transparency, our commitment to our shareholdersNote BookHow to obtain information• On the Sodexo website www.sodexo.com• By phone or fax• Investor Relations• Tel. and Fax +33 (0)1 57 75 80 54• By e-mailfinancial.communication@sodexo.com• By mailSodexoInvestor Relations255, quai de la Bataille de Stalingrad92866 Issy-les-Moulineaux Cedex 9FranceInvestor Diary DatesFirst quarter revenues January 7, 2009Annual Shareholders’ Meeting January 19, 2009Ex-dividend date January 28, 2009Record date January 30, 2009Payment of dividend February 2, 2009Half-year interim results April 23, 2009Nine-month revenues July 1, 2009Full-year earnings releaseNovember 5,2009Annual Shareholders’ Meeting January 18, 2010ContactsFor further information call:• Société Générale Nantes (France) : +33(0)2 51 85 52 47• Sodexo: +33 (0)1 57 75 80 54or visit the Société Générale website: nominet.socgen.com.PublicationsThis document is an English-language version of theDocument de référence filed with the Autorité desMarchés Financiers (AMF) in accordance with itsGeneral Regulation. The French-language Documentde Référence can be consulted on the AMF website(www.amf-france.org).Because Sodexo is no longer listed on the New YorkStock Exchange, as of July 16, 2007, we no longerpublish an English-language Form 20-F undersection 13 of the Securities Exchange Act of 1934,which was previously filed with the Securities andExchange Commission (SEC). Nevertheless, thefull text of the Forms 20-F through Fiscal 2006 areaccessible via the EDGAR section of the SEC website(www.sec.gov) as well as on the Sodexo website(www.sodexo.com).These dates are purely indicative, and maybe subject to change without notice. Regularupdates are available in the calendar on our website,www.sodexo.com.Benefits of being a registered shareholderRegistered shareholders do not have to pay custodyfees, are automatically invited to shareholders’meetings, and receive regular news updates aboutSodexo.Our registered shareholders’ accounts are managedby Société Générale, which also acts as transfer agentfor all Sodexo shares.74SODEXO Reference Document Fiscal 2008 - Volume 1

The smile of our clients and shareholders at the heart of our prioritiesContact us throughout the world3‡‡Contact us throughout the world‡FOOD AND FACILITIES MANAGEMENT SERVICESEach country’s website and business activities are available through Sodexo’s Group web site: sodexo.comALGERIAACSRemote SitesHASSI-MESSAOUDTel. +213 29 73 70 42Fax +213 29 73 66 48ANGOLASODEXORemote SitesLUANDATel. +244 222 39 58 03Fax +244 222 39 51 62ARGENTINASODEXOBUENOS AIRESTel. +54 11 43 45 60 00Fax +54 11 43 45 42 20AUSTRALIASODEXOSYDNEYTel. +61 2 9461 6100Fax +61 2 9461 6111SODEXORemote SitesPERTHTel. +61 8 9242 0700Fax +61 8 9242 0766AUSTRIASODEXOVIENNATel. +43 1 32 86 057Fax +43 1 32 86 057-300BANGLADESH(SINGAPORE OFFICE)SODEXORemote SitesSINGAPORE REGIONAL OFFICETel. +65 6463 9052Fax +65 6465 7489BELGIUMRESTAURABRUSSELSTel. +32 2 679 12 11Fax +32 2 679 14 56SODEXOBRUSSELSTel. +32 2 679 12 11Fax +32 2 679 14 56BRAZILSODEXOSAÕ PAULOTel. +55 11 5693 5000Fax +55 11 5686 8400CAMEROONSODEXORemote SitesDOUALATel. +237 33 428 280Fax +237 99 684 995CANADASODEXOBURLINGTON, ONTel. +1 905 632 8592Fax +1 905 681 3021CHILESIGESSODEXOSANTIAGO DE CHILETel. +56 28 100 100Fax +56 28 100 470CHINASODEXOBEIJINGTel. +86 10 5924 0588Fax +86 10 5924 0300SODEXOHONG KONGTel. +852 2388 8682Fax +852 2780 1262SODEXOSHANGHAITel. +86 21 2325 6008Fax +86 21 2325 6009COLOMBIASODEXOSANTA FE DE BOGOTATel. +57 1 62 90 805Fax +57 1 62 91 365CONGOSODEXORemote SitesPOINTE-NOIRETel. +242 94 19 70Fax +242 94 09 29COSTA RICASODEXOSAN JOSÉTel. +506 229 16 949Fax +506 229 63 687CZECH REPUBLICALTYSPRAGUETel. +420 2 27 02 74 74Fax +420 2 27 02 74 57SODEXOPRAGUETel. +420 2 27 02 74 74Fax +420 2 27 23 04 23DENMARKSODEXOHead OfficeMIDDELFARTTel. +45 63 41 02 22Fax +45 63 41 02 33SODEXORemote SitesESBJERGTel. +45 75 12 97 00Fax +45 75 12 97 05FINLANDABRAHELSINKITel. +358 424 9241Fax +358 424 924 299SODEXOHELSINKITel. +358 105 407 000Fax +358 105 407 110FRANCEALTYSNANTERRETel. +33 1 55 69 32 32Fax +33 1 55 69 32 67BATEAUX PARISIENSPARISTel. +33 8 25 01 01 01Fax +33 1 45 56 07 88L’AFFICHEBOULOGNE- BILLANCOURTTel. +33 1 46 99 35 00Fax +33 1 46 05 35 48LIDOPARISTel. +33 1 40 76 56 10Fax +33 1 45 61 19 41SCORE GROUPEScore Services, Ascoger,GM Restauration,Sud-Ouest Restaurationet SherpasBEZONSTel. +33 1 34 34 53 00Fax. +33 1 34 34 53 01SODEXOGroup Head OfficeSODEXO EUROPE, Head OfficeSODEXO AMECAAHead Office Remote Sites,And Asia / AustraliaISSY-LES-MOULINEAUXTel. +33 1 30 85 75 00SODEXOFrance Head OfficeCorporate Services, Health C areand SeniorsSIGESMONTIGNY-LE-BRETONNEUXTel. +33 1 30 85 75 00Fax +33 1 30 85 51 15SODEXOEducationPLAISIRTel. +33 1 30 07 62 00Fax +33 1 30 07 62 01SODEXO ALTYSNANTERRETel. +33 1 55 69 73 80Fax +33 1 55 69 73 90SODEXO PRESTIGEBOULOGNE- BILLANCOURTTel. +33 1 46 99 25 50Fax +33 1 46 99 35 48SOGERESBOULOGNE- BILLANCOURTTel. +33 1 46 99 33 33Fax +33 1 46 99 55 59YACHTS DE PARISPARISTel. +33 1 44 54 14 70Fax +33 1 44 54 14 75FRENCH GUYANASODEXOKOUROUTel. +33 5 94 32 72 21Fax +33 5 94 32 87 57GABONSODEXORemote SitesGAMBATel. +241 55 94 06Fax +241 56 94 49GERMANYSODEXOHOCHHEIMTel. +49 61 46 90 60 20Fax +49 61 46 90 49 29GUADELOUPESODEXOPOINTE-À -PITRETel. +33 5 90 38 24 62Fax +33 5 90 25 08 87GUINEASODEXOCONAKRYTel. +44 117 370 8002 # 102HUNGARYSODEXOBUDAPESTTel. +36 1 80 10 900Fax +36 1 80 10 901INDIASODEXOMUMBAITel. +91 22 4421 4421Fax +91 22 4421 4403Universal Remote Sites ServicesRemote SitesMUMBAITel. +91 22 2871 7200Fax +91 22 2871 7201INDONESIAUNIVERSAL SODEXHORemote SitesJAKARTATel. +62 21 788 45 866Fax +62 21 458 73/75IRELANDSODEXOCORKTel. +353 21 432 7210Fax +353 21 431 2678SODEXODUBLINTel. +353 1 283 3654Fax +353 1 283 3991SODEXO Reference Document Fiscal 2008 - Volume 175

‡ The smile of our clients and shareholders at the heart of our priorities3‡ Contact us throughout the worldSODEXOBELFASTTel. +44 28 9049 1000Fax +44 28 9049 1514ITALYSODEXOCINISELLO BALSAMO( MILANO )Tel. +39 02 69 68 41Fax +39 02 68 87 169KAZAKHSTANSODEXORemote SitesSHARJAH (UAE)Tel. +971 6 57 50 771Fax +971 6 57 50 427KUWAITTARIQ AL GHANIMRemote SitesAL SHUWAIKHTel. +965 488 00 34Fax +965 489 47 45LAOSSODEXORemote SitesVIENTIANETel. +856 21 313 723Fax +856 21 313 723LEBANONSODEXOBEIRUTTel. +961 1 611 186/7Fax +961 1 611 188LUXEMBOURGSODEXOBERTRANGETel. +352 26 109 200Fax +352 26 109 209MADAGASCARSODEXORemote SitesFORT-DAUPHINTel. +261 55 22 77Fax +261 56 56 53MALAYSIASODEXOPETALING JAYATel. +603 7954 1024Fax +603 7954 1319MEXICOSODEXOMEXICO DFTel. +52 55 1054 6095Fax +52 55 1054 6096MOROCCOSODEXOCASABLANCATel. +212 22 99 00 51Fax +212 22 98 27 75NAMIBIASODEXOWINDHOEKTel. +264 61 257 252Fax +264 61 262 907NEW CALEDONIARESTAURATION FRANÇAISENOUMÉ ATel. +687 41 45 80Fax +687 41 45 81SODEXORemote SitesNOUMÉ ATel. +687 28 80 16Fax +687 28 80 06NEW ZEALANDSODEXOAUCKLANDTel. +64 9 255 0270Fax +64 9 255 0271NIGERIASODEXORemote SitesPORT HARCOURTTel. +234 803 555 1 444 - # 101or 102Fax +234 803 555 1 444 # 119NORWAYABRAOSLOTel. +47 81 53 30 90Fax +47 23 39 69 10SODEXOOSLOTel. +47 22 08 91 00Fax +47 22 08 91 01SODEXORemote SitesTANANGERTel. +47 51 70 71 72Fax +47 51 70 71 73OMANSOCATRemote SitesMUSCATTel. +968 244 00 700Fax +968 244 00 777PERUSODEXOLIMATel. +51 1 70 52 500Fax +51 1 22 20 793POLANDSODEXOWARSAWTel. +48 22 338 96 00Fax +48 22 338 96 01PORTUGALSODEXOLISBONTel. +351 21 371 5204Fax +351 21 386 0222QATARTEYSEER SERVICESCOMPANYRemote SitesDOHATel. +974 468 2274 / 2278Fax +974 468 8658REUNION ISLANDSODEXOSAINTE-CLOTILDETel. +33 2 62 73 18 32Fax +33 2 62 73 18 40RUSSIASODEXOMOSCOWTel. +7 495 745 50 85Fax +7 495 745 50 54UNIVERSAL SODEXHORemote SitesYUZNO SAKHALINSKTel. +7 4242 727 008Fax +7 4242 727 011SAUDI ARABIANCMSRemote SitesAL KHOBARTel. +966 3 868 3582Fax +966 3 868 2522SINGAPOREUNIVERSAL REMOTE SITESSERVICESSODEXO ASIA PACIFICSODEXO FACILITIESMANAGEMENT SERVICESRemote SitesTel. +65 6463 9052Fax +65 6465 74 89SLOVAKIASODEXOBRATISLAVATel. +421 2326 60 272Fax +421 2326 60 270SLOVENIASODEXOLJUBLJANATel. +386 142 05 800Fax +386 142 05 852SOUTH AFRICASODEXORIVONIATel. +27 11 803 66 00Fax +27 11 803 66 03SOUTH KOREASODEXOSEOULTel. +82 25 94 29 43Fax +82 25 94 29 44SPAINALTYSBARCELONATel. +34 93 540 5435Fax +34 93 540 9780SODEXOBARCELONATel. +34 93 635 2200Fax +34 93 630 8885SWEDENSODEXOSTOCKHOLMTel. +46 8 5788 40 00Fax +46 8 5788 40 10SWITZERLANDSODEXOZURICHTel. +41 44 305 80 60Fax +41 44 305 80 69TANZANIASODEXORemote SitesDAR ES SALAMTel./Fax +255 222 120 250THAILANDSODEXOBANGKOKTel. +66 2 714 1661Fax +66 2 714 0788UNIVERSAL AMARITCATERING COMPANYRemote SitesSongkhlaTel. +66 74 338 543Fax +66 74 338 541THE NETHERLANDSSODEXOCAPELLE AAN DEN IJSSELTel. +31 10 288 42 88Fax +31 10 288 42 22SODEXORemote SitesHOORNTel. +31 229 232 344Fax +31 229 238 808TUNISIASABARemote SitesTUNISTel. +216 71 862 777Fax +216 71 860 333TURKEYSODEXOISTANBULTel. +90 216 474 97 40Fax +90 216 474 97 38UNITED ARAB EMIRATESKELVIN CATERING SERVICESRemote SitesABU DHABITel. +971 2 673 47 80Fax +971 2 673 48 75SODEXORemote SitesSHARJAHTel. +971 6 57 50 771Fax +971 6 57 50 427UNITED KINGDOMBATEAUX LONDONLONDONTel. +44 20 7839 3572Fax +44 20 7839 1034KALYXLONDONTel. +44 20 7725 7210Fax +44 20 7725 7211SODEXODefenceALDERSHOTTel. +44 1252 353 100Fax +44 1252 353 101SODEXOHead OfficeCorporate ServicesLONDONTel. +44 20 7535 7400Fax +44 20 7535 7401SODEXOEducationSWINDONTel. +44 1793 512 112Fax +44 1793 615 075SODEXOHealth C areSTEVENAGETel. +44 1438 341 400Fax +44 1438 341 541SODEXOPrestigeALPERTONTel. +44 20 8566 9222Fax +44 20 8991 9636SODEX ORemote SitesABERDEEN, SCOTLANDTel. +44 1224 324 388Fax +44 1224 324 425UNITED STATESDOYON UNIVERSALSERVICESRemote SitesANCHORAGE, AKTel. +1 907 522 1300Fax +1 907 522 3531SODEXOHead OfficeGAITHERSBURG, MDTel. +1 301 987 4000Fax +1 301 987 4438SODEX ORemote SitesHARAHAN, LATel. +1 504 733 5761Fax +1 504 731 1679VENEZUELASODEXOCARACASTel. +58 212 205 1403Fax +58 212 953 3495SODEX ORemote SitesMARACAIBOTel. +58 212 205 14 11Fax +58 212 205 14 90YEMENSODEXORemote SitesSANA’ATel. +967 1 430 389Fax +967 1 414 87076SODEXO Reference Document Fiscal 2008 - Volume 1

The smile of our clients and shareholders at the heart of our prioritiesContact us throughout the world3‡‡‡SERVICE VOUCHERS AND CARDSEach country’s website and business activities are available through Sodexo’s Group web site: sodexo.comARGENTINASODEXOBUENOS AIRESTel. +54 11 4345 6000Fax +54 11 4345 4220AUSTRIASODEXOVIENNATel. +43 1 328 60 60-0Fax +43 1 328 60 60-200BELGIUMSODEXOBRUSSELSTel. +32 2 547 55 11Fax +32 2 547 55 12VIVABOXESZAVENTEMTel. +32 2 710 11 10Fax +32 2 710 11 11BRAZILSODEXOSAÕ PAULOTel. +55 11 3704 4700Fax +55 11 3078 4953BULGARIASODEXOSOFIATel. +359 2 9769 800Fax +359 2 9769 888CHILESODEXOSANTIAGOTel. +56 2 687 0200Fax +56 2 687 0205CHINASODEXOSHANGHAITel. +86 21 6209 6001Fax +86 21 6209 6002COLOMBIASODEXOBOGOTÁTel. +57 1 64 14 100Fax +57 1 64 14 160CZECH REPUBLICSODEXOPRAGUETel. +420 2 33 11 34 11Fax +420 2 33 11 34 00FRANCESODEXOLA DÉ FENSETel. +33 1 41 25 26 27Fax +33 1 41 25 26 97SODEXOService Vouchers and Cards,Head OfficeISSY-LES-MOULINEAUXTel. +33 1 30 85 75 00TIR GROUPÉNANTERRETel. +33 825 049 049Fax +33 1 41 97 05 21VIVABOXESPARISTel. +33 1 42 44 40 64Fax +33 1 49 26 09 76GERMANYSODEXOFRANKFURTTel. +49 69 73 996-0Fax +49 69 73 996-6001HUNGARYSODEXOBUDAPESTTel. +36 1 434 58 10Fax +36 1 434 58 00INDIASODEXOMUMBAITel. +91 22 6741 6700Fax +91 22 2685 5973INDONESIASODEXOJAKARTATel. +62 21 789 1600Fax +62 21 789 1601ITALYSODEXOMILANTel. +39 02 38 05 71Fax +39 02 38 00 30 44LUXEMBOURGSODEXOBERTRANGETel. +352 26 109 200Fax +352 26 109 209MEXICOSODEXOMEXICO DFTel. +52 55 52 62 29 04/05Fax +52 55 52 62 30 31MOROCCOSODEXOCASABLANCATel / Fax +212 2 22 98 88 73PERUSODEXOLIMATel. +511 513 2800Fax +511 421 1488POLANDSODEXOWARSAWTel. +48 22 535 1000Fax +48 22 535 1020ROMANIASODEXOBUCHARESTTel. +40 21 204 46 46Fax +40 21 208 91 00RUSSIASODEXOMOSCOWTel. +7 495 745 50 85Fax +7 495 745 50 54SLOVAKIASODEXOBRATISLAVATel. +421 2501 06 111Fax +421 2501 06 117SPAINSODEXOMADRIDTel. +34 90 201 2000Fax +34 91 594 1758THE PHILIPPINESSODEXOMANILATel. +632 687 5817Fax +632 687 7967TUNISIASODEXOTUNIS BELVEDERETel. +216 71 845 755Fax +216 71 849 793TURKEYSODEXOISTANBULTel. +90 212 216 91 80Fax +90 212 337 44 27UNITED KINGDOMSODEXOCAMBERLEYTel. +44 1276 687 000Fax +44 1276 687 005UNITED STATESSODEXOGAITHERSBURGTel. +1 301 987 4987Fax +1 301 987 4458URUGUAYTICKET TOTALMONTEVIDEOTel / Fax +59 82 902 4855VENEZUELASODEXOCARACASTel. +58 212 206 55 11Fax +58 212 206 54 34Sodexo Headquarters255, quai de la Bataille de Stalingrad92130 Issy-les-Moulineaux – FranceSodexo, Dockside Conference Center and Restaurant:226, quai de la Bataille de Stalingrad92130 Issy-les-Moulineaux – FranceTelephone: +33 1 30 85 75 00www.s odexo.comSODEXO Reference Document Fiscal 2008 - Volume 177

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12008 Annual Diversity& Inclusion Report

“Living Our Diversity & Inclusion Commitment”It gives me tremendous pride to welcomeyou to our 2008 Annual Diversity andInclusion Report – it has been anotherexceptional year! At Sodexo, diversity andinclusion is fundamental to achievingoutstanding business results because it drivesour ability to identify and develop the besttalent, create an inclusive culture where ourworkforce can thrive, and deliver quality of lifesolutions to our clients and customers. Simplyput, our continuous commitment to advancingdiversity and inclusion differentiates Sodexoand gives us a clear competitive advantagethat cannot be replicated because it formsthe core of who we are.As an organization, Sodexo has worked hard tointegrate diversity and inclusion into all aspectsof our approach to business – our workplace, ourclients, customers and share-holders, and ourcommunity. Our profound success has inspiredus to vigorously pursue educating our customersand assisting our clients with their owndiversity and inclusion strategy development.When employees feel respected and valued theirproductivity, innovation, and creativity thriveand that translates into bottom-line results forour clients, customers, and communities.Every day, in everything we do, Sodexostrives to create a culture that embracesdiversity and celebrates unique ideas,perspectives, experiences, and life stages.I continually challenge our teams to be leadersand not just managers of diversity and inclusion.In fact, our most recent employee engagementsurvey found that 71% of employees respondedfavorably when asked if their individualdifferences were valued at Sodexo. It is throughour differences that we, as an organization,are able to reason and react faster, approachchallenges and solve problems more effectively,make valuable suggestions and informeddecisions, and identify and pursue exceptionalopportunities. Tapping into diverse perspectivesand creating a culture of inclusion ensures ourcontinued superior business performance andthat of our clients.George ChavelPresident & Chief Executive OfficerS o d e xo2

“Our People, Our Promise, Our Priority”As a service company, Sodexo has alwaysbeen an organization that revolves aroundpeople – our employees, our customers, ourclients, and our community members. Ourcommitment to people can be seen ineverything we do, from our service standardsto our mission and values to our laser focuson building an inclusive culture that embracesdiversity as one of our strongest competitiveadvantages. It is our people that make us aleader in providing quality of life solutionsand therefore our challenge goes beyond simplycompeting for business; it is also about competingfor the diverse and highly skilled talent that willhelp our business success.Sodexo’s diversity and inclusion journeyhas continued to evolve and our progress hasbeen the benchmark for many organizations.With the introduction of our Employee ValueProposition we are again raising the bar on whatcan be accomplished when people feel valuedand empowered to focus on their strengths,honor their differences, and celebrate theircontributions.Sodexo’s Employee Value Proposition is ourpromise to always strive to inspire, value,develop, respect, and reward our people. Thispromise underscores the importance Sodexoplaces on the personal and professionaldevelopment of our people. It also increasesour ability to recruit, retain, and develop adiverse talent pool while simultaneouslyensuring all employees feel engaged,challenged, and fulfilled.The commitment to diversity and inclusion isingrained in the Sodexo culture. As this reportwill demonstrate, we made significant progressand reached many milestones on our diversityand inclusion journey. Most notably, since theimplementation of our diversity and inclusionstrategy we have seen double-digit increases inour growth rates for women and minorities.However, in essence, our journey has only justbegun. As we celebrate our achievements let usnot forget that there is more work ahead of us.Dr. Rohini AnandSenior Vice President &Global Chief Diversity OfficerSodexo3

About SodexoSodexo is a leading integrated food andfacilities management company providingquality of life services. Sodexo’s 120,000employees serve more than ten millioncustomers daily in corporations, healthcare, long-term care and retirement centers,schools, colleges, government, and remotesites. Headquartered in Gaithersburg,Maryland, Sodexo is a member of SodexoGroup (www.sodexo.com). The SodexoFoundation (www.sodexofoundation.com)is an independent charitable organizationthat, since its founding in 1999, has mademore than $9.2 million in grants to fighthunger in America.4

“We are pleased to have contracted with Sodexo for its food and facilitiesmanagement and the company’s diversity value added services. Diversity andinclusion is important to Moses Cone and we appreciate the opportunity to learnand grow with Sodexo.”Noel BurtChief Human Resources OfficerMoses Cone Health System, Sodexo ClientDiversity & Inclusion MissionAt Sodexo, diversity and inclusion is a business imperative and ethical and socialresponsibility grounded in our core values of team spirit and the spirit of service andprogress. In our continuing effort to attain an inclusive organization, we embrace, leverage,and respect the diversity of our workforce, our clientele, and the communities in which welive, work, and serve.Diversity & Inclusion VisionDiversity and inclusion is an inherent part of ourculture and business growth. With diversity andinclusion as a competitive advantage, Sodexo is anemployer and business partner of choice and thebenchmark for customers, clients, communities,and shareholders globally.For OurCommunitiesFor OurPeopleImprovingthe Quality ofDaily LifeFor OurCustomers,Clients &Shareholders5

Our Commitment to Diversity & InclusionJust as Sodexo is a leader in the integrated food and facilitiesmanagement industry, we are committed to promoting and fosteringequal opportunities in all operations of our company. Sodexo believesthat diversity and inclusion is a fundamental and indispensableobjective which strengthens our company, maximizes the investmentof our shareholders, and prepares us to lead in the 21st century.Sodexo is fully committed to ensuring not only compliancewith the equal opportunity laws, but also adeeper commitment to the principlethat diversity and inclusion willhelp us realize our greatestCulturepotential as a company, andChange forComplianceDiversity &maximize the potential ofInfrastructureInclusion& Positioningall our employees.ExternalRelationsSodexo’s Diversity JourneyLeveragingDiversity forBusinessGrowthIntegrationGlobalEmbeddingDeeperin OurOrganizationFY 2003 FY 2004 FY 2005 FY 2006 FY 2007 FY 2008 FY 20096

Integrated Diversity StrategySodexo has integrated diversity and inclusioninto all aspects of our approach to business.Our integrated diversity strategy links all ofour initiatives to the organization’s overarchingbusiness strategy and values. The diversity andinclusion strategy sets expectations, drivesinitiatives, and identifies opportunities for ouremployees, customers, clients, shareholders, andthe communities we serve.Working with Sodexo’s leadership, the Officeof Diversity determines the diversity andinclusion strategy and coordinates departmentand division activities in support of the strategy.At the grassroots level our integrated diversitystrategy comes to life through the commitmentand enthusiasm of our people. Diversity andinclusion is a fundamental component of ourlong-term growth strategy and a competitiveadvantage for Sodexo.“Since my mother is asingle parent with both sons incollege, the Sodexo scholarshipwas not only a blessing to me,but my whole family, byrelieving some of my family’sfinancial burden associated with school. Thescholarship aided me in graduating with anapproximate 3.5 GPA from my school’s honorsprogram with a degree in Political Science. ”Mikel WoodUnited Negro College Fund, Sodexo ScholarUniversity of Maryland7

Your future, so sodexoSodexo’s Employee Value PropositionThis year Sodexo elevated its global commitment to diversity and inclusionby imbedding it in our Employee Value Proposition:At Sodexo, we support and encourage our employeesto shape their own future and grow with the company.This simple statement clearly defineswhat Sodexo expects of our peopleand what our people can expect ofus. We’ve committed to provideemployees with an authentic andcompelling employment experience thatinspires the delivery of outstandingresults. The foundation of the EmployeeValue Proposition is that every employeecan determine his or her ownprofessional destiny based onneeds, expectations, and life stage.By giving people at all levels theopportunity to align the pace of theircareer with their personal priorities,Sodexo is poised to attract and retain adiverse, highly skilled, and committedworkforce focused on success.Sodexo’s Employee Value Propositionis brought to life through five clearlydefined commitments to employees.These commitments underscorethe importance Sodexo places onour people.8

RecruitingWe will inspire you to join SodexoRecruiting diverse and highly skilled talent is a cornerstoneof Sodexo’s diversity and inclusion strategy. In fact, 91% ofour candidate slates contain gender and/or ethnic diversity.We recognize that our competitive advantage is our people.Our focus to become the “Employer of Choice” is drivenby an aggressive and innovative recruiting strategythat uses multiple communication channels includingsocial media and new technologies to reach potentialemployees. In the coming year, we will be launching a MilitarySourcing team to identify and recruit former military personnel.InternProfileLyndon ThweattCorporateCommunicationsIn addition, we have a robust internship program and aggressiverecruiting strategy focused on historically black colleges anduniversities, Hispanic-serving institutions, and Asian-servinguniversities. Sodexo has also put in place a diversity-focusedrecruitment team to develop and manage strategic relationshipswith diverse schools and associations.The results are positive – 38% of individuals posting to Sodexopositions represent an ethnic or racial minority candidate and 32%represent female candidates.“My mother and I cannot thank Sodexo enough forthis scholarship that has taken me a step closer tomy dreams. As an immigrant, I have pushed throughbarriers. Your generosity has enabled me to finish myBachelor of Arts degree without worrying about payingmy tuition. What Sodexo and the Hispanic CollegeFund do for students is unforgettable and one day I’ll be able to giveback to my community and help many fulfill their dreams.”Lyndon Thweatt has been an intern in Sodexo’s corporatecommunications department for two summers. A senior at BucknellUniversity, he is majoring in Business Administration and Managementwith a minor in International Relations focusing on East Asia. Lyndonlearned about Sodexo’s internship program through The PosseFoundation, which administers his scholarship program. During hisinternship, Lyndon worked on Sodexo’s internal and external Websites. Lyndon was even featured in aSodexo advertising campaign.According to Lyndon, interningwith Sodexo has given himthe experience he will need tobe successful in any new position.Annery PulgarHispanic College Fund, Sodexo ScholarUniversity of Miami 9

WelcomingYou will be welcomed as avalued member of our teamSodexo’s diverse and inclusive culture embraces differencesand celebrates distinct ideas, perspectives, backgrounds,and experiences.Our six Employee Network Groups, with 2,305 members in48 regional chapters and eight local chapters, play a criticalrole in welcoming new employees and have brought ourinclusive culture to life. Network Group members receiveunique networking and learning opportunities and acquire practicalproject management skills.Network Group officers and committee members receive hands-onleadership development that typically expands beyond their regularjob responsibilities. Sodexo believes that Network Groups are a catalystfor ensuring a fully inclusive and open environment that providesopportunities for all employees to contribute to our business success.The company supports the formation and operation of networks that:• Provide professional and personal growth for all employees.• Provide education and awareness for participants andother employees.• Drive the company’s mission, core values, and diversity strategy.“At Sodexo, our employees are our greatestsustainable resource. We are committed to fosteringan environment where the best people want to work,where new ideas are valued, and where opportunitiesto grow are widely available.”Rick BrocklandChief Operating Officer & Market PresidentSodexo Education10

African AmericanLeadership Forum (AALF)Chair: Mike Grey, Vice President, Operations,School ServicesCo-Chair: Sonia Suber, Vice President,Health Care Information Systems and TechnologyExecutive Sponsor: George Chavel, President & Chief Executive OfficerMembership: 490 • Regional Chapters: 172008 Achievements4 Established AALF Advisory Board4 Advanced AALF’s Signature Development Program4 Originated AALF Links Networking initiative4 Improved communications internally and externally4 Provided $20,000 in scholarships4 Conducted national meeting at Bowie State University4 Partnered with The SEED School in Washington, D.C.4 Initiated Power Lunch series with noted guests Dick Macedonia,Pat Connolly, George Chavel, and Lorna Donatone4 Opened chapters in Florida and Michigan“I have grown tremendously from myinvolvement in AALF. I applaud Sodexo forcreating a culture where this kind of initiativecan be sustained. I also salute those involvedin the AALF Leadership over the years fordedicating themselves to bringing value toour members.”Mike GreyAALF Chair and Vice President, OperationsSchool ServicesPan Asian Network Group(PANG)“PANG has been a very rewarding experiencefor me personally and professionally. I havemet new people and formed new relationships.And at the same time it has given me a forumto contribute to our members’ and company’sgrowth!”Nitu GuptaPANG Chair and Vice PresidentProduct DevelopmentHealth CareChair: Nitu Gupta, Vice President, ProductDevelopment, Health CareCo-Chair: Liz Kinniburgh, Director ofBusiness Development, Corporate ServicesExecutive Sponsors: Michael Norris, Chief Operating Officer &Market President, Corporate Services and Pat Connolly, ChiefOperating Officer & Market President, Health CareMembership: 310 • Regional Chapters: 82008 Achievements4 Hosted third annual meeting4 Continued developing four fundamental programs• PANG-TAG - 61 new hires and seven interns• Art of Networking - featured three guest speakersrepresenting different networking strategies• Toastmaster’s Club – added 20 new participants• Established Peer2Peer mentoring program4 Supported Partnerships and Alliances with:• Asians for Miracle Marrow Matches• Atlanta Community Food Bank• South Asian Americans Leading Together (SAALT)• National Association of Asian American Professionals (NAAAP)11

12People RespectingIndividuality, Diversity,and Equality (PRIDE)“I’m proud to be employed by a company thatbelieves in an inclusive engaging environmentwhere everyone is encouraged to ‘bring theirwhole self to work.’ PRIDE, the Sodexo GLBTANetwork Group, is an example of the powerthat can be realized when we engage ourdifferences.”Joe HoffmanPRIDE Chair and DirectorInformation Systems and TechnologyChair: Joe Hoffman, Director, InformationSystems and TechnologyCo-Chair: Jude Medeiros, District Manager, Corporate ServicesExecutive Sponsors: Al Allen, President, EducationFacilities and Steve Brady, Senior Vice President, CorporateCommunicationsMembership: 2402008 Achievements4 Grew participation in Peer2Peer mentoring4 Recognized as a finalist for Ally of the Year by Out and Equal(Janet Miller-Eveland)4 Participated in PRIDE parades in Washington, D.C., Illinois,New York, Philadelphia, and Ohio4 Introduced STORM, a GLBT-focused college recruiting program4 Established the Ally Advisory Board4 Recognized as a finalist for Employee Resource Group of the Yearby Out and Equal4 Partnered with CenterLink, a coalition supporting the developmentof GLBT youth centers4 Participated in AIDS walks in California and New YorkSodexo Organizationfor disAbilitiesResources (SOAR)Co-Chair: Adrienne Vadell Sturges,Vice President & Assistant General CounselCo-Chair: Mike Connor, Area General Manager, Senior ServicesExecutive Sponsors: Bob Stern, Senior Vice President & GeneralCounsel and Dick Desrochers, President, HospitalsMembership: 1652008 AchievementsThe SOAR Network Group was launched in March 2008;early accomplishments include:4 Established leadership team and goals4 Joined forces with Office of Diversity and Sodexo University tocreate new disability awareness e-learning course4 Identified and evaluated strong partners to assist Sodexo in itsrecruitment of individuals with disabilities4 Celebrated National Disability Employment Awareness Month“SOAR’s focus is to help Sodexo promote thefull acceptance and inclusion of employees withdisabilities. SOAR members have a real voiceand are able to provide direct input regarding thedirection the company takes in its diversity andinclusion initiatives.”Adrienne Vadell SturgesSOAR Co-Chair and Vice President& Assistant General Counsel

Sodexo Organizationof Latinos (SOL)“2008 marks an important milestone in thedevelopment of SOL as we celebrate our fifthyear as a formal Network Group. Our successis driven entirely by the active engagement andparticipation of our members who come togetherthrough SOL to advance diversity and enhancethe quality of life for Hispanics at Sodexo.”Rolddy LeyvaSOL Chair and Market SegmentSenior Director of DiversityCorporate & Government ServicesChair: Rolddy Leyva, Market Segment SeniorDirector of Diversity, Corporate & GovernmentServicesCo-Chair: Ricardo Diaz, Director of BusinessDevelopment, School ServicesExecutive Sponsors: Lorna Donatone, President, School Services andMichael Montelongo, Senior Vice President & Chief Administrative OfficerMembership: 370 • Regional Chapters: 62008 Achievements4 Launched a company-wide Hispanic Heritage Month awarenesscampaign featuring regional and cross-network events4 Launched Peer2Peer mentoring program4 Partnered with Hispanic College Fund to select scholarship recipients4 Launched new chapters in western New York, Oklahoma,and Arizona4Released strategic plan focusing on a new Membership Experienceinitiative4 Commemorated SOL’s five year anniversary with a year-long“SOLebration” campaign4 Released the SOLodex, an online networking tool for SOL members4 Increased SOL membership by 100%Women’s Network Group(WiNG)Chair: Sandi Clark-Martin, Senior ProjectDirector, Corporate & Employee RelationsCo-Chair: Tracy Kelly, Director, StrategicPlanning, Corporate ServicesExecutive Sponsors: Peri Bridger, Senior Vice President &Chief Human Resources Officer and James Taylor, President,Senior ServicesMembership: 750 • Regional Chapters: 102008 Achievements4 Launched three new WiNG chapters4 Introduced Mentoring Circles in six regions with 40mentors/mentees4 Awarded third annual Veronica Smith Memorial Scholarship4 Raised $80,000 to support breast cancer researchand education4 Conducted suit drives to support local women returningto the workplace4 Actively involved with Women’s Foodservice Forum, Society forFood Services Management Women’s Council, and Catalyst“Through skill development and leadershipopportunities, WiNG supports Sodexo’s focuson recruiting and retaining top talent. Sodexoand WiNG proudly made a difference in thecommunities we serve by raising $80,000to support breast cancer awareness andresearch. “Sandi Clark-MartinWiNG Chair and Senior Project DirectorCorporate & Employee Relations13

14We will enable you toflourish with usImproving the quality of daily lifebegins with a fully engaged andinspired workforce ready to deliveroutstanding results. One way wedo this is through flexible workarrangements. According to ouremployee engagement survey, 61%of employees feel they have a balance betweenpersonal and professional commitments. Bygiving managers at all levels the opportunityto align their career with their personalpriorities, Sodexo is poised to attract andretain a highly skilled and committedworkforce focused on success.Living“The paradox of a globaleconomy is that you realizehow small our world reallyis. It’s important to nurtureand respect the individualityof all people whether they beour customers, our employees, or our communitypartners so that we can fully deliver on ourpromise of “Making Every Day a Better Day.”Michael NorrisChief Operating Officer & Market PresidentSodexo Corporate ServicesCase StudyFlexible Work ArrangementCorporate ServicesSharon Ciaramitaro was a high-performing generalmanager running a very visible facility at Ford MotorCompany’s World Headquarters. When she found out shewould be having her first child, Sharon began to design aschedule that would work for her and Sodexo.After Sharon proposed some options, her DistrictManager, Jacalyn Hillman, agreed to a 90-day trial ofa four-day or 80% part-time schedule with 30-, 60-, and90-day evaluations.This flexible work arrangement has resulted in:4 Consistent managerial coverage and highclient satisfaction4 Development opportunities for both Sharonand her staff4 Savings from Sharon’s reduced position havehelped to improve marginsAccording to Sharon, she is much more efficient andher time and energy are spent on high value work.Both she and Jacalyn agree the arrangement kept avaluable employee who simply needed a differentway to contribute.

Case StudyFlexible Work ArrangementHealth CareFlexible Work ArrangementsFlextime – Employees may vary the start and end times of theirstandard work day.Telecommuting – Employees have designated office space but maywork from home or another off-site location.At Manchester Manor, a skilled nursing facility, DietitianDiane Alves and Dietitian Tracey Luciani are part of asuccessful long-term job share. In 1996, Diane Alves’Remote Work – Employees work exclusively from a home office orother work site.part-time position expanded to full-time. Diane taughtClinical Dietetics at the University of Connecticut and didPart-time – Employees work less than a regular full-time schedulewith salary and benefits prorated.not want to give it up. Colleague Monica Pacheco also wantedto work part-time. With their district manager’s approval,Diane and Monica began a job share.Job Sharing – Two employees divide the tasks and responsibilitiesof one full-time position, with salary and benefits prorated.Together they worked out a schedule, agreed to vacationcoverage for each other, and worked out a communicationstrategy. When Monica decided to leave her position, Traceyreplaced her.This flexible work arrangement has resulted in:4 Retention of highly talented staff4 Integration of outside nursing and teachinginnovations4 Application of two unique and fresh perspectives toprocedures and problemsAccording to General Manager Bill Ostrowski, he prefers thisjob share to a full-time position and both Diane and Traceyare delighted with the arrangement.15

16Diversity LearningStrategyProviding employees with theopportunity to strengthen knowledge,enhance awareness, and developnecessary skills for today’s increasinglydiverse workplace is at the heartof Sodexo’s diversity learning strategy.Our multifaceted approach fosters anenvironment of professional developmentand personal growth while leveragingthe diversity of our workforce.• Hosted 110 Spirit of Diversity classes,training 2,111 managers• Trained 1,974 managersin 81 Diversity Learning Labs• Trained 24,499 frontline employeesin Equal Employment Opportunity• Trained 18,506 frontline employeesin Diversity AwarenessGrowingWe will work with you to make your growth our priorityOur diverse and talented workforce is our greatest sustainable advantage in themarketplace. By focusing on the continuous growth and development of our people,we are empowering them to take risks, build their knowledge base, develop theirleadership style, and maximize their performance. In fact, the recent employeeengagement survey found that 63% of employees responded favorably when askedabout opportunities for growth with the company. The growth and development ofour people fuels the growth and development of our business.Disseminating Our Message GloballyThe concept of diversity and inclusion can have widely different interpretations in differentparts of the world. To effectively introduce and align all of Sodexo’s 342,000 employees toour diversity and inclusion initiative, Sodexo created the I am Sodexo video. The video,accompanied by a facilitator’s guide translated into 12 languages, was cascaded globallyto all managers.Global Webinar SeriesBeing part of a global team means Sodexo employees must understand the issues andopportunities related to diversity and inclusion faced by their peers in other countries. Tohelp inform and educate our people, Sodexo introduced a quarterly Global Webinar Series thatfocuses on topics and issues applicable across borders and business lines. Topics includedGenerations in the Workplace, People with Disabilities, Gender, and Ethnic Minorities.“Our Sodexo partnership sends a powerful message to employees and to theindustry that Sodexo believes in the power of gender-diverse leadership. As anon-profit organization, Women’s Foodservice Forum (WFF) is grateful for thefinancial support and energy from our sponsors which are used to create richprofessional development programming for women leaders. In return, Sodexo’sown employees benefit as members and volunteers of WFF by honing criticalbusiness skills and strengthening their core competencies to make them strongercontributors at work.”Linda PharrChair, Women’s Foodservice Forum

Diversity & Inclusion Learning LabsBridging the Gender GapBringing Your WholeSelf to WorkCross CulturalCommunicationCross CulturalCommunication forHealth Care & SeniorServicesCultural Competence forFrontline EmployeesCultural Competence forHealth CareCultural Competencefor ManagersDiversity and Inclusion inHigher Education - GainingInsights to Making aDifferenceDiversity Awareness forFrontline EmployeesGenerations in the WorkplaceGenerations in the Workplacefor Frontline EmployeesImproving Team EffectivenessThrough InclusionMicroInequities: ThePower of SmallOuch! That Stereotype Hurts17

“Diversity at Sodexo isabout leveraging therichness of our differencesto build a better, strongercompany. Individuallywe each possess uniquebackgrounds, abilities, life experiences, andstyles of thinking that make us diverse insome way. Collectively, these differencesmake us a more flexible, versatile, andcapable company, fueling our innovationand enabling greater market leadership.”John BushChief Operating Officer & Market PresidentSodexo Mexico, Canada, andGovernment ServicesSodexo’s Spirit of Mentoring initiative is a strategicinvestment in our people. The initiative is designed toprepare employees, at all levels of the organization, forfuture leadership roles and underscores the value Sodexoplaces on development and retention.A strong mentoring relationship, whether formal or informal, provides the opportunity tostrengthen organizational relationships. Mentees gain access to a broader organizationalperspective, enhanced knowledge and skills, and ownership over their development.Mentors benefit by building or strengthening their coaching skills, demonstratingleadership, and contributing to the professional development of others.“I am truly gratefulfor the relationshipI have with mymentor. I credithim for helping meto confidentlypursue, negotiate,and accept a newposition withinthe organization that is both excitingand challenging.”Elizabeth BullSenior Area Retail ManagerCorporate ServicesIMPACT 2008 Mentee“My mentor and Iquickly establishedtrust by exploringour backgrounds.This trustcreated the rightenvironment forme to communicateopenly and sharemy vulnerabilities. As a result,I have been able to focus ondevelopment that will catapultme forward versus just focusingon day to day challenges.”Ivan GutierrezVice PresidentEquipment Services & SuppliesSupply ManagementIMPACT 2008 Mentee“As a mentor, I bringwho I am to therelationship andshare my personalexperiences whileremaining focusedon my mentees’needs. Theserelationships haveproven rewarding and many haveextended into lasting friendships.”Sonia SuberVice PresidentHealth Care InformationSystems and TechnologyIMPACT 2008 Mentor“I’ve had thevery good fortuneto serve as amentor in a numberof cross-culturalmentoringpartnerships.By sharing myinsight andexperience it helped my menteesto achieve their goals, and I grewboth personally and professionally.”Jeff WilsonVice PresidentHuman ResourcesHealth CareIMPACT 2008 Mentor18

2008 MentoringInitiativesIMPACT is Sodexo’s formal mentoringprogram. Both mentors and mentees applyfor the opportunity to be part of this year-longstructured mentoring experience. To datenearly 650 employees have participated.Peer2Peer is an informal programoffered by the Employee Network Groups.Open to all Network Group members, thisprogram pairs mentors and mentees togetherand provides guidance on how to structureand cultivate a successful relationship thatis mutually beneficial.BRIDGE programs are informal mentoringrelationships that are tailored by every divisionto best fit the needs of their people, frommanagers to frontline employees.19

Rewarding20You will be recognizedfor living Sodexo’s valuesand for helping us growWe celebrate special achievements at work! Employeerecognition is more than a nice thing to do, it is a toolthat reinforces and rewards the outcomes we wantfor our business.Champions of DiversityAcross the company our employees are embracing Sodexo’scommitment to diversity in many ways, from the smallest of effortsto large-scale regional activities. Through our award-winningChampions of Diversity program, employees are honored for goingabove and beyond to advance diversity and inclusion at Sodexo.Education“I was honored to be recognized for my diversityefforts, but more importantly to be able to set a goodexample for my children. I believe that diversity isthe spice of life and the main ingredient for a bettertomorrow.”Patty StargenskyResident DirectorRensselaer Polytechnic Institute, Troy, NYPatty Stargensky is highly involved in her community. She serves on theBoard of Directors for the Joseph’s House Homeless Shelter and is active withSTOP Hunger efforts at Rensselaer Polytechnic Institute. She coordinatesthe annual Crop Walk and is always the top contributor of donations/sponsorships. Patty teaches a course and works with school-to-workprograms at Troy High School. She gathered 660 lbs of canned goods forCaring Cans and is involved in hiring, training, and integrating disabledemployees into the food service program. Many of her peers, employees,customers, and clients have praised Patty for her community work.Education Facilities“I am honored and very flattered to receive theChampions of Diversity award. It demonstrates thededication that our team has toward diversity, andit shows Sodexo’s commitment to recognizing ourteam’s excellent efforts to excel and create a diverseenvironment.”Victor Tovar, General Manager andStaff Members Maria Pacheco, Annie Rogers, andMel Solis, University of New Mexico, Albuquerque, NMVictor Tovar and his team at the University of New Mexico are a greatexample of people making a difference. Their workforce is comprised of138 predominantly Hispanic custodians, many of whom have language andeducational barriers. When Victor and his team learned the custodians werenot feeling genuinely respected or accepted they sought out solutions.They worked with the University to offer ESL classes, create a mentoring/on-boarding program, and identify resources for GED completion. Manyemployees are now bilingual, have received their high school educationequivalency, and have been accepted in the University’s management andsupervisory class for internal advancement. And best of all, Victor and histeam have significantly improved their employee retention rates.

Government Services“I was very proud and honored to be selected as aChampion of Diversity. Each of us should create aninclusive environment on a daily basis as diversity isa part of everyone.”Donna PeaseDistrict Executive ChefCamp Lejeune, NCDonna Pease works closely with the Academy for Career Excellence (ACE)located in Beaufort County, South Carolina. ACE serves at-risk studentsstruggling to achieve their high school diploma. Donna conducts career fairsand serves on a fund-raising committee for the school. Donna also soughtlocal government resources and equipment for ACE. Donna was recognizedas the school’s “Business Partner of the Year.” She also works closely withGoodwill Industries and Service Source, and coaches individuals who aredevelopmentally disabled. Donna works hard to help each person she comesin contact with reach his or her full potential.Health Care“I am proud that I have the opportunity to work withwonderful people from all walks of life, and that Iwork for a company which supports, believes in,and drives such an important initiative. Diversity isa priceless gift to us all.”Sue DelezDistrict Manager, Senior ServicesWest RegionSue Delez has been a very strong supporter for all of Sodexo’s diversityinitiatives. She is a member of the Northern California WiNG regionalchapter and actively drives participation for its networking events. As adistrict manager, Sue has made diversity and inclusion a regular topic onher monthly conference calls. She welcomes opportunities to leverage crossnetwork group activities and recently participated in the Hispanic Heritagecelebration in Northern California. She is a strong proponent of the Sed deSaber program and encourages her units to utilize it. Most importantly, Sueleads by example by creating an open and inclusive work environment.She embraces the diverse backgrounds of her employees and clients, andleverages the unique strengths that each individual has to offer.Diversity ScorecardSodexo’s diversity and inclusion initiative is a systematic processof organizational change. Our progress is measured by and bonuspayout is based on the Sodexo Diversity Index (SDI). The SDI isan innovative scorecard that tracks both quantitativeand qualitative results. Through the scorecard, weare measuring and rewarding the outcomes as wellas the efforts that make Sodexo a diverse andinclusive environment.All members of Sodexo’s executive teamhave 25% of their incentive bonus linkedto progress in diversity and inclusion.Additionally, all bonus-eligible managers have10% to 15% of their incentive compensation tiedto qualitative efforts that deliver diversity resultsand quantitative outcomes. Since this scorecard was introduced,Sodexo’s CEO has made the commitment to pay out the diversity bonusregardless of financial results. This sends a powerful message regardingSodexo’s commitment to diversity and inclusion.21

Part of what makes SodexoMAGIC anunbeatable partnership is communitycommitment. This year Earvin “Magic”Johnson and Sodexo hosted eight communityservice events. In May, Johnson visited theCamp Pendleton Armed Services YMCA tohold a basketball clinic for nearly 70 childrenenrolled in Operation Hero, a mentoringprogram for children of Navy and Marineservice members. The event was geared topromote an active and healthy lifestyle andincrease self-esteem for military kids.Johnson said, “It was an honor to join withSodexo, the ASYMCA, the United StatesMarine Corps and these wonderful children.We all need to do our part to support thechildren and their deployed military parentswho protect us and our freedom. Sodexo andI share a commitment to make every day abetter day.”Partnerships Equal Success, SodexoMAGIC and NMSSodexoMAGIC, LLC, is the result of two great teams comingtogether to offer a single source management solution forclients and customers looking for the strengths of Sodexoand the power of Magic Johnson Enterprises. Earvin “Magic”Johnson serves as president of SodexoMAGIC and owns 51%of the company.SodexoMAGIC offers an unparalleled combination of management capabilities, as well astechnical and operational expertise. Its portfolio of services includes total management of foodand dining services, housekeeping, grounds keeping, plant operations and maintenance, assetmanagement, environmental services, and laundry services.In 1998, Sodexo joined forces with NANADevelopment Corporation to create NANAManagement Services (NMS) to deliver integratedfacilities management services to the people ofAlaska and beyond. NMS is 51% owned by NANADevelopment Corporation, whose shareholders arethe Inupait people of northwest Alaska, and 49%owned by Sodexo. Last year NMS was nationallycertified as a minority business enterprise.NMS offers a wide range of integrated facilities management services including health, safety,and security services, remote site camp management, hotel management, employee leasingand training systems, and wastewater management. NMS provides jobs for more than 280shareholders and generates more than $150 million in annual revenue.22

$300.0$250.0$200.0$150.0Supplier Diversity SpendCelebrating SuccessSodexo’s strategic diversity and inclusionefforts resulted in 35 awards, honors, andrecognitions this year. Many Sodexo teammembers also earned individual accolades fortheir commitment to diversity and inclusion.$100.0$50.00.0FY 03 FY 04 FY 05 FY 06 FY 07 FY 08Dollar Spend in MillionsSupplier Diversity Facts• Increased Sodexo’s diversity spendby more than 10%• Established 14 new contracts withdiverse vendors• Conducted WMBE Industry Day to connectminority vendors with decision-makersDiverse Vendor of theYear Award 2008BD Imports was recognized as Sodexo’sDiverse Vendor of the Year. BD Importsworked diligently with the Retail Brand Groupto develop a line of Jazzman’s NoteworthyCoffees TM . The product has exceededexpectations and set new standardsfor excellence. Since 1999, BD Imports hasassisted Sodexo in defining a quality coffeeprogram while communicating sustainability.4 Top 50 Companies for Diversity,DiversityInc 2004, 2006, 2007, 20084 Top 10 Companies for African Americans,DiversityInc 2007, 20084 Top 10 Companies for Latinos, DiversityInc 20084 Top 10 Companies for People with Disabilities,DiversityInc 2005, 2006, 20084 Top 10 Companies for Recruitment and Retention,DiversityInc 20084 Corporate Equality Index and Best Places toWork – 100% Rating, Human Rights Campaign2007, 20084 Top 40 Best Companies for Diversity,Black Enterprise Magazine 2008Supplier DiversitySodexo is committed to providing small businesses and minority- and women-ownedcompanies with growth and development opportunities. Every year, Sodexo continues toincrease the number of small and minority- and women-owned business enterprises thatprovide us with products and services that meet our high standards of quality, competitivepricing, and service. We currently partner with 1,859 diverse suppliers.“I have been extremely pleased with the work of the Sodexo EducationDiversity and Inclusion team. Their diversity consulting and award winningprograms will be very beneficial for our campus as we begin in earnest atraining program on diversity and inclusion.”Richard HurleyActing President & Chief Financial Officer, University of Mary WashingtonSodexo Client4 Top 20 Best Corporations for Asian PacificAmericans, Asian Enterprise Magazine 2006,2007, 20084 Top 60 Companies for Hispanics, HispanicBusiness Magazine 2005, 2006, 2007, 20084 Best Company for the GLBT Community,The Advocate 20084 Innovations in Diversity Award, Profiles inDiversity Journal 2005, 2006, 2007, 20084 Top 50 Corporations for Supplier Diversity,United States Hispanic Chamber of Commerce2007, 20084 Jackie B. Trujillo SOAR Award, Women’sFoodservice Forum 200823

Client ProfileJohn SciortinoSenior Vice President & Chief Operating Officer, New York Hospital“At New York Hospital of Queens we pride ourselves on providing superb clinicalcare and service excellence to each patient. Our hospital is located in one of themost culturally diverse counties in the country, which creates unique challengesfor our organization. In our quest to provide the highest quality care we are always open to new ideas thatwill enhance our ability to exceed expectations.Sodexo’s Cultural Competency Diversity Training was excellent. In particular, I found the session onpatient diversity and how the quality of care provided to non-English speaking patients can be enhancedthrough cultural understanding and the proper use of a translator, tremendously valuable.I was so impressed that I asked Sodexo to present to my team. The response from the initial group ofmanagers was overwhelmingly positive. They appreciated both the richness of the knowledge sharedand the practicality and immediacy of how we could apply it. We all can learn a great deal fromorganizations, such as Sodexo, that have had experience dealing with many of the complexities thatwe face in health care delivery.”“Our clients andcustomers view Sodexoas the benchmark fordiversity and inclusionbecause of our successincorporating it intoevery aspect of our organization. Ourcommitment to diversity and inclusionhas become a brand differentiator thatis earning the interest and respect of newclients and customers that were previouslynot familiar with Sodexo.”Pat ConnollyChief Operating Officer &Market PresidentSodexo Health CarePartnering with our ClientsAs we strive to make every day a better day, we are also reaching out to help our customers andassist our clients with their own diversity and inclusion strategy development. Our diversityefforts have strengthened our relationships with existing clients. We are offering innovativeand value added services for new and existing clients.Professional Development Conference“Leveraging Diversity for Collaboration, Innovation, and Integration,” Sodexo’s third annualProfessional Development Conference and Client Roundtable, was held at the Desert WillowConference Center in Phoenix, Arizona. Over 480 attendees, including invited guests andemployees, participated in the three-day event which offered workshops, panel discussions,networking opportunities, and noted speakers.Strategic Partnerships & AlliancesSodexo is committed to diverse strategic partnerships and alliances that offer substantial valueand advance our primary mission of equality, education, health and wellness, leadership, andcommunity development. We currently have partnerships or alliances with over 65 civic andcommunity-based organizations.24

Sodexo Community PartnershipsPartnerships and alliances enable Sodexo to focuson programs that build awareness and educateminorities on the vast career opportunities availablewith Sodexo in the field of Integrated FacilitiesManagement. Some of these initiatives include:United Negro College Fund(UNCF)Sodexo providesscholarships for theUNCF, the nation’s largest,oldest, and most successfulminority higher educationassistance organization.Hispanic Association ofColleges and Universities(HACU)Every year Sodexo worksdirectly with HACU toplace high-achievingcollege students ininternship positionsthroughout theorganization.National Organization onDisabilities (NOD)Sodexo partners withNOD to help organize andfacilitate our efforts aroundthe abilities task forcewhich later evolved intoour Employee NetworkGroup, SOAR. NOD suppliedresources, educationalmaterials, historicalknowledge, workforceintegration strategies,and advocacy guidance.The ACT-SO CompetitionNational Association for theAdvancement of ColoredPeople (NAACP)The Afro-Academic, Cultural,Technological, and ScientificOlympics is a major youthinitiative of the NAACPwhich Sodexo is activelyinvolved in. The programshowcases students frominner-city schools competingfor scholarships.Student ShowcasesMulticultural Food &Hospitality Alliance (MFHA)Every year Sodexo ishonored to host fourshowcases with theMFHA. Theseshowcases provideunique opportunities tointroduce and educatestudents on the tremendousopportunities availablein the culinary andhospitality industry.Out and Equal SummitOut and Equal is focusedon creating an environmentof equality in the workplacefor the gay, lesbian,bisexual, and transgendercommunity. Sodexo is anongoing sponsor of theannual Summit andhosts a recruiting andresource booth.The Asian and Pacific IslanderAmerican Scholarship Fund(APIASF)Sodexo actively supportsthe APIASF, a nationalorganization devoted solelyto the financial scholarshipneeds of Asian and PacificIslander American students.Escalera & Lideres ProgramsNational Council of La Raza(NCLR)Sodexo actively supportsthese initiatives designedto promote personaldevelopment and economicmobility as well as increasethe number, capacity, andinfluence of young Latinoleaders.Hispanic College Fund (HCF)Sodexo supports the HCFwhich provides talented andunder-privileged Hispanicyouth with vision, mentors,resources, and scholarships.Regional Connects SeriesWomen’s Foodservice Forum(WFF)Every year Sodexo sponsorsRegional Connect eventsto offer WFF members andguests the chance to buildimportant local businessconnections and honetheir leadership skills.25

Student Scholar ProfileVang XiongAsian and Pacific Islander AmericanScholarship Fund, Sodexo ScholarStanford University“Growing up in an impoverished community, Ihad first hand experiences with poverty, racialdiscrimination, and political misrepresentation.These experiences and observations led me to want to build a strongnetwork of socially and politically active students from around theworld to fight for progressive changes in our society. I am especiallyinterested in promoting political awareness and activism in the AsianAmerican community and all groups that have been historicallydisenfranchised in the American political arena.I will be forever grateful to Sodexo and the Asian and Pacific IslanderAmerican Scholarship Fund; it is because of opportunities like thesethat we are able to succeed and prosper.”“Diversity and inclusion is an integral component of ZooAtlanta’s mission, vision and values. It is a pleasureworking with an organization (Sodexo) that is not onlyprofessionally competent in providing food service andcatering, but is a corporate leader in global diversity.”Cary S. Burgess, CPPSenior Vice President, Operations & Guest Services, Zoo AtlantaChair of the AZA Diversity Committee, Sodexo ClientGlobal InitiativesGlobally, Sodexo employs 342,000 people in 80 countries servingnearly 50 million people a day. It is imperative to our businesssuccess that we build a comprehensive diversity strategy that createsan environment inclusive of all talent. We partner with a variety ofglobal organizations including:DIVERSEUROPEThis organization was created and led by Sodexo with the purpose ofcreating a network of French global companies that can work togetherand support each other in the countries where we do business.CatalystCatalyst is an organization working globally to build inclusiveworkplaces and expand opportunities for women and business. Inaddition to being a global member, Sodexo has partnered with Catalystto present a special symposium in Paris this coming year.ORC Worldwide Global Diversity ForumSodexo is an active member of the Global Diversity Forum, anorganization that provides global companies with information, insight,and best practices on effective global diversity strategies. Dr. RohiniAnand sits on the advisory board.26

International Women’s ForumThe International Women’s Forum is anorganization of preeminent women thatpromotes dynamic leadership, leverage globalaccess, and maximize opportunities forwomen to exert their influence. Sodexo is amember of this organization and Dr. RohiniAnand spoke at the recent conferencein Argentina.Serving our CommunitiesThe Sodexo Foundation (www.sodexofoundation.org) is an independent charitableorganization that is leading the fight against hunger by supporting initiatives that focuson eliminating the root causes of hunger in the United States. Administrative costs arepaid by Sodexo to ensure that 100% of funds raised are directed to those in need. Sinceits inception, the Foundation has raised and contributed more than $9.2 million tohunger-related and advocacy organizations nationwide.Women’s Forum for the Economy and SocietyThe Women’s Forum for the Economy andSociety promotes women’s vision on theeconomic and social issues that matter most.Sodexo has been a major sponsor of thisconference and Michel Landel, presidentand chief executive officer of Sodexo, wasinvited to speak at the first Women’s Forumheld in Asia.“The Asian Health CareLeaders Association (AHCLA)is very fortunate tohave the participationand support of Sodexo. Westarted AHCLA a year agoand targeted health care companies that havedemonstrated the importance of diversity andleadership development in the culture of theirorganizations. Sodexo continues to provide usthe time, talent, and treasure needed tosuccessfully launch a start-up organization.”Feeding Our FutureFeeding Our Future providesfree nutritious meals tochildren at risk for hungerduring the summer months.This year the program providedmore than 350,000 meals in 20cities. Since launching in 1997,nearly two million free summerlunches have been served.Heroes of Every Day LifeEach year Sodexo employeesare recognized for investingtheir time, talent, and servicespirit in making a differencein the fight against hunger.Heroes are honored and agrant is presented to theirlocal charity.STOP Hunger ScholarshipsSTOP Hunger Scholarshipsrecognize and reward studentsin kindergarten throughgraduate school who havemade a significant impacton the fight against hungerin their communities. Thispast year five national and20 regional students wererecognized for demonstratingan exemplary spirit of service.Anthony A. ArmadaFACHE ChairmanAsian Health Care Leaders Association27

“In partnership withthe National UrbanLeague’s Black ExecutiveExchange Program,Sodexo has establisheditself as an employerof choice for students that attendhistorically black colleges and universitiesand as a leader in corporate volunteerism.Sodexo distinguishes itself as a companythat cares about the communitiesit serves.”Mark MonteverdiVice President, National Urban LeagueBlack Executive Exchange ProgramEqual Employment Opportunityand Affirmative ActionWe are committed to affirmative action and pledge our full support to equal employmentopportunities for all individuals regardless of race, color, religion, gender, national origin,marital status, sexual orientation, gender identity, age, disability, veteran status, or any otherprotected group as defined by the law or Sodexo policy. We strive to make certain that allhiring, promotion, and other personnel decisions comply with federal and local equalopportunity laws and regulations.Promise of Respect and Fair TreatmentSodexo is committed to the fair treatment of all employees. Our policies and practices provideprotection and specific investigative procedures to ensure that employee complaints are heardin an environment of respect and concern. We have a zero tolerance policy for discrimination,harassment, or retaliation of any kind, and Sodexo employees have a variety of ways to reportand resolve any of the aforementioned.28

“Sodexo has been anextremely valuable partnerfor the Hispanic College Fundand a large number of verybright, hardworking, anddeserving students. WithSodexo’s generous contributions and support,many lives have been changed. Our communityhas benefited substantially, and the needs ofthe American economy are being filled in avery effective way. There are few corporatecitizens as committed and effective as Sodexo.”Fernando BarruetaChief Executive Officer, Hispanic College FundThe Office of Employment RightsThe Office of Employment Rights (OER) hasbeen in operation for five years. Its centralmission is to reinforce Sodexo’s policiesagainst discrimination, harassment, andretaliation in the workplace. The OERenforces the policies by providing neutralhuman resources professionals to thoroughlyinvestigate EEO-related concerns byall employees in management andprofessional positions, as well asemployees in administrative positionsoutside the unit. In addition, the OERoffers employees the option of internalmediation to resolve concerns.29

2000Census0.93.612.312.5--24.975.150.949.6Total Sodexo Population2004 2005 2006 2007 2008American Indian638 692 772 788 775Asian Pacific Islander 4,376 4,453 5,184 5,668 5,773Black/African American 25,464 25,647 27,741 28,656 29,500Hispanic Latino18,389 18,100 18,719 19,184 20,436Native Hawaiian- - - 99 189or Pacific IslanderTwo or More Races- - - 125 383Minority48,867 48,892 52,416 54,520 57,056White53,464 52,520 56,607 55,845 56,771Women60,432 60,310 65,382 65,989 67,784Men41,899 41,102 43,641 44,376 46,043Total102,331 101,412 109,023 110,365 113,827% Sodexo Population2004 2005 2006 2007 2008American Indian0.62 0.68 0.71 0.71 0.68Asian Pacific Islander 4.28 4.39 4.75 5.14 5.07Black/African American 24.88 25.29 25.45 25.96 25.92Hispanic Latino17.97 17.85 17.17 17.38 17.95Native Hawaiian- - - 0.09 0.17or Pacific IslanderTwo or More Races- - - 0.11 0.34Minority47.75 48.21 48.08 49.40 50.13White52.25 51.79 51.92 50.60 49.87Women59.06 59.47 59.97 59.79 59.55Men40.94 40.53 40.03 40.21 40.45Our Commitment to Affirmative ActionSodexo is committed to a policy of affirmative action andfacilitates the placement of qualified women, minorities,people with disabilities, and veterans at all levels of theorganization. Through our affirmative action plans, weidentify the good faith efforts the company will taketo achieve the appropriate representation of womenand minorities in our workforce. All of Sodexo’saffirmative action plans include targeted research,recruitment, upward mobility initiatives, annual goals,and timetables for women and minorities required byExecutive Order 11246 and other federal, state, andlocal affirmative action laws and regulations.All managers are responsible for complying with federalaffirmative action regulations. This includes complyingwith site-specific affirmative action plans and ensuringthat there are no artificial barriers to the advancement ofqualified women, minorities, veterans, and people withdisabilities anywhere in our company. These plans aremonitored by senior management and updated annually.Our ProgressSodexo’s efforts to create a diverse and inclusive cultureare yielding results. Since forming the Office of Diversityand implementing our formal diversity and inclusionstrategy, Sodexo has seen a steady growth trend in ourfemale and minority populations. Minority growth rateshave increased 23% and female growth rates haveincreased 11% in both frontline and managerial ranks.Footnotes:Data has been updated from previously published numbers to reflect the following:1. For FY 2007, additional EEOC Race Categories were added.2. For FY 2008, HR data migration to new HR systems.30

Sodexo Management Population2004 2005 2006 2007 2008American Indian52 54 58 62 64Asian Pacific Islander474 496 496 519 564Black/African American 1,729 1,761 1,798 1,846 1,907Hispanic Latino834 837 888 954 1,024Native Hawaiian- - - 3 9or Pacific IslanderTwo or More Races- - - 19 46Minority3,089 3,148 3,240 3,403 3,614White11,125 11,001 10,978 11,188 11,654Women6,157 6,186 6,259 6,414 6,870Men8,057 7,963 7,959 8,177 8,398Total14,214 14,149 14,218 14,591 15,268Sodexo Management Population2004 2005 2006 2007 2008American Indian0.37 0.38 0.41 0.42 0.42Asian Pacific Islander3.33 3.51 3.49 3.56 3.69Black/African American 12.16 12.45 12.65 12.65 12.49Hispanic Latino5.87 5.92 6.25 6.54 6.71Native Hawaiian- - - 0.02 0.06or Pacific IslanderTwo or More Races- - - 0.13 0.30Minority21.73 22.25 22.79 23.32 23.67White78.27 77.75 77.21 76.68 76.33Women43.32 43.72 44.02 43.96 45.00Men56.68 56.28 55.98 56.04 55.00Sodexo Frontline Population2004 2005 2006 2007 2008American Indian586 638 714 726 711Asian Pacific Islander 3,902 3,957 4,688 5,149 5,209Black/African American 23,735 23,886 25,943 26,810 27,593Hispanic Latino17,555 17,263 17,831 18,230 19,412Native Hawaiian- - - 96 180or Pacific IslanderTwo or More Races- - - 106 337Minority45,778 45,744 49,176 51,117 53,442White42,339 41,519 45,629 44,657 45,117Women54,275 54,124 59,123 59,575 60,914Men33,842 33,139 35,682 36,199 37,645Total88,117 87,263 94,805 95,774 98,559Sodexo Frontline Population2004 2005 2006 2007 2008American Indian0.67 0.73 0.75 0.76 0.72Asian Pacific Islander4.43 4.53 4.94 5.38 5.29Black/African American 26.94 27.37 27.36 27.99 28.00Hispanic Latino19.92 19.78 18.81 19.03 19.70Native Hawaiian- - - 0.10 0.18or Pacific IslanderTwo or More Races- - - 0.11 0.34Minority51.95 52.42 51.87 53.37 54.22White48.05 47.58 48.13 46.63 45.78Women61.59 62.02 62.36 62.20 61.80Men38.41 37.98 37.64 37.80 38.2031

SodexoOffice of Diversitywww.sodexoUSA.com

EXCEPTIONS LISTSodexo America, LLC ("Contractor”) has reviewed the Request for Proposal for custodial services for OakPark and River Forest High School, District 200 (“District”) and is submitting its Proposal conditioned uponthe incorporation of the following modifications:1. Contractor requests clarification of Section 12, page 3, and throughout in that any renewalsshall be mutually agreed upon by the parties and that the following shall apply termination ofthe agreement to reflect mutual rights of termination:Termination For Cause. If either party breaches a material provision hereof ("Cause"), the nonbreachingparty shall give the other party written notice of such Cause. If the Cause isremedied within ten (10) days in the case of failure to make payment when due or sixty (60)days in the case of any other Cause, the notice shall be null and void. If such Cause is notremedied within the specified period, the party giving notice shall have the right to terminate thisAgreement upon expiration of such remedy period. The rights of termination referred to in thisAgreement are not intended to be exclusive and are in addition to any other rights available toeither party at law or in equity.Termination For Convenience. After one (1) year, either party may terminate this Agreement atany time upon giving sixty (60) days' prior written notice to the other party.2. Contractor requests clarification of the Section B.6, entitled Performance Bond, page 7 of Termsand Conditions, and throughout the RFP in that the following shall apply to any requiredPerformance Bonds:“Contractor wishes to negotiate a Performance Bond amount that is reasonable to guaranteethe services it will be performing when awarded the contract.Contractor’s performance bonds are written on an annually renewable basis. No forfeiturelanguage is allowed for Contractor’s bonds. Contractor will use its surety's, Travelers, final bondform or Contractor will add the following conditional language to Obligee's form, as follows:"The term of the bond shall be one year, and it may be extended by the Surety by ContinuationCertificate. However, neither nonrenewal by the Surety, nor the failure or inability of Contractorto file a replacement bond in the event of nonrenewal, shall itself constitute a loss recoverableunder the bond or any renewal or continuation thereof."3. Contractor requests modification of section B.10.b.iii. to read as follows:“iii. Umbrella Policy - $8,2,000,000.00 to cover personal…listed above”Member of Sodexho Alliance

4. The Contractor requests that the following language be added to the end of Section C.8.a:“,provided any such request is made in writing, not in violation of any Federal, State or localemployment laws, and is administered in accordance with the Contractor’s personnel policiesand procedures.”5. Contractor requests deletion of Section C.24, subsections a and b and the following substitutedtherefore:“[a][b] District shall pay Contractor installment payments of the Contract Price in equal amountspayable monthly, the first such payment being due on or before the first of each month for theupcoming month Payment shall be made by bank transfer into a bank account designated byContractor. District shall complete the Electronic Debit Authorization form. District shall payinterest on amounts not paid when due at the lesser of one and one-half percent (1.5%) permonth or the highest interest rate allowed by applicable state law.”6. Contractor requests the addition of the following provisions:Agreement Not To Hire. District shall not, without Contractor's written consent, hire or make anyemployment agreement with any person who has been a Contractor management employeeinvolved with the Services within the earlier of one (1) year after such employee terminatesemployment with Contractor or within one (1) year after termination of this Agreement. Districtagrees that Contractor’s management employees have acquired special knowledge,information, skills and contacts as a result of being employed with and trained by Contractor. IfDistrict hires or makes any agreement with any such employee within the restricted period, it isagreed by District that Contractor shall suffer damages, and District shall pay Contractor asliquidated damages an amount equal to two times the annual salary of each Contractormanagement employee hired by District. This sum has been determined to be reasonable byboth parties after due consideration of all relevant circumstances. This provision shall survivethe termination of this Agreement.Condition of Premises and Equipment. The Premises and equipment provided by District foruse in the Services operation shall be in good condition and maintained by District to ensurecompliance with applicable laws concerning building conditions, sanitation, safety and health(including, without limitation, OSHA regulations). District agrees to be responsible for anyliability or assessment, including related interest and penalties, arising from District's breach ofthe aforementioned obligations, and District shall pay reasonable collection expenses,attorneys' fees and court costs incurred in connection with the enforcement of such indemnity.District further agrees that any modifications or alterations to the workplace or the Premises(whether structural or non-structural) necessary to comply with any statute or governmentalregulation or at District’s request shall be the responsibility of District and shall be at theDistrict's expense.District represents and warrants that the Premises does not contain any hazardous levels ofasbestos or asbestos containing materials. If District becomes aware or receives notice or othercommunication concerning the presence of hazardous levels of asbestos or asbestos containingmaterials in the Premises, District shall deliver to Contractor, within fifteen (15) days of receipt ofMember of Sodexho Alliance

such notice, a copy of any such notice or communication. In addition, District shall, at its solecost and expense, promptly take all actions required by any governmental agency or which arereasonably necessary to mitigate any unsafe environmental condition caused by the presenceof asbestos or asbestos containing materials.District agrees to be responsible for any and all liabilities, losses or claims resulting from thepresence of asbestos or asbestos containing materials in the Premises. This obligation shallinclude, without limitation, the burden and expense of defending all claims, suits andadministrative proceedings (even if such claims, suits or administrative proceedings aregroundless, false or fraudulent) resulting from the presence of asbestos or asbestos containingmaterials in the Premises. This provision shall survive the termination of this Agreement.Trade Secrets and Proprietary Information. During the term of the Agreement, Contractor may grantto District a nonexclusive right to access certain proprietary materials of Contractor, survey forms,software (both owned by and licensed to Contractor), and similar items regularly used in Contractor’sbusiness operations (“Proprietary Materials”). In addition, District may have access to certain nonpublicinformation of Contractor, including, but not limited to, management guidelines andprocedures, operating manuals, personnel information, purchasing and distribution practices, pricingand bidding information, financial information, surveys and studies, and similar compilations regularlyused in Contractor's business operations ("Trade Secrets"). Trade Secrets shall not include (i) anyinformation which at the time of disclosure or discovery or thereafter is generally available to andknown by the public or the relevant industry (other than as a result of a disclosure directly or indirectlyby District), or (ii) any information which was available to District on a non-confidential basis from asource other than Contractor, provided that such source was not bound by an agreement prohibitingthe transmission of such information, or (iii) any information independently developed or previouslyknown without reference to any information provided by Contractor.District shall not disseminate any Proprietary Materials or disclose any of Contractor's TradeSecrets, directly or indirectly, during or after the term of the Agreement. District shall not photocopyor otherwise duplicate any such material without the prior written consent of Contractor. AllProprietary Materials and Trade Secrets shall remain the exclusive property of Contractor and shallbe returned to Contractor immediately upon termination of the Agreement. Without limiting theforegoing, District specifically agrees that all software associated with the operation of the Services,including without limitation, accounting systems, and other software, are owned by or licensed toContractor and not District. Furthermore, District's access or use of such software shall not createany right, title interest, or copyright in such software, and District shall not retain such softwarebeyond the termination of the Agreement. Any signage, servicemark or trademark proprietary toContractor shall remain the exclusive property of Contractor and shall be returned to Contractorimmediately upon termination of this Agreement. In the event of any breach of this provision,Contractor shall be entitled to equitable relief, including an injunction or specific performance, inaddition to all other remedies otherwise available. This provision shall survive termination of theAgreement.Member of Sodexho Alliance

Member of Sodexho Alliance

FACILITIES – EMPLOYEE CONTRIBUTIONS2009 HOURLY BENEFITS ELIGIBILITY AND PLAN RATE INFORMATIONPLAN YEAR: JANUARY 1 – DECEMBER 31, 2009Oak Park / River Forest School District Employee ContributionBenefits Eligibility and Full-Time Requirements: 30 Hours Per Week (6 out of 13-week quarter)Waiting Period for Benefits Coverage: Hourly: First of Month following 90 Days of Hire DatePLAN NAMEMonthly CostEmployee Only Employee + One Family CoveragePPO PLAN $68.34 $142.83 $194.91Empire BlueCross BlueShieldwww.empireblue.com/nationwidePPO PLAN with deductible buy up $93.95 $193.92 $271.53PPO PLAN with coinsurance buy up $142.61 $304.20 $406.99PPO PLAN with both buy ups $168.09 $355.29 $483.69DEFINITY HEALTH $66.78 $137.84 $187.72Definity Healthwww.definityhealth.comUser ID: SodexhoPassword: HealthBASIC NET $10.10 $20.54 $27.91Strategic Resource Companywww.beechstreet.comDENTAL $15.34 $30.68 $51.70VISION $5.11 $10.18 $14.00PLAN NAMEEmployee OnlyMONTHLY COSTEmployee + OneFamily CoverageAetna HMO $75.75 $158.12 $217.79

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