Fiscal 2026 Universal Registration Document

1.1

1.2

1.3

7.1

1. INTEGRATED REPORT 3 7. CORPORATE GOVERNANCE 257

   1.3 | Fiscal 2026 performance 24

2. SUSTAINABILITY AT SODEXO 31

   1. | Sodexo Sustainability vision 32

   2. | Sustainability Statement - CSRD 36

      agreements and control governance

      7.2

      7.3

      1.1 | Our fundamentals	4	7.1	| Corporate governance of Sodexo	259
      1.2 | Our growth strategy	16	7.2	| Statements by Directors, related-party	298

      7.3 | Compensation 301

      1. SHAREHOLDERS AND SHARE CAPITAL 327

         8.1

         8.2

         1. | Sodexo share 329

   3. | Additional Information 125

      1. | Financial communications and investor relations

         332

   4. | Statutory Auditors' Report 126

      1. | Shareholders 334

         2.1

         2.2

         2.3

         2.4

         8.3

3. FISCAL 2026 ACTIVITY REPORT 131

   3.1

   3.2

   3.3

   1. | Fiscal 2026 highlights 132

   2. | Fiscal 2026 performance of Sodexo 134

   3. | Consolidated financial position 137

      1. 1. | Additional general information and bylaws of the Company

            8.4

      2. COMBINED

         9.1

         SHAREHOLDERS MEETING OF DECEMBER 16, 2026

         338

         341

4. CONSOLIDATED FINANCIAL

   141

   1. 1. | Agenda 342

         9.2

         STATEMENTS

         4.1

         4.2

         4.3

         4.4

         1. | Consolidated financial statements 142

      2. | Resolutions submitted to the Combined Shareholders Meeting of December 16, 2026

         343

         1. | Notes to the consolidated financial statements

         2. | Additional information and condensed Group organization chart

            148

            197

   2. OTHER INFORMATION 359

      .1

      .2

      .3

      10

      10

      1. | Glossary 360

         1. | Statutory Auditors' Report

            on the consolidated financial statements

            202

      2. | Responsibility for the Universal Registration Document and the audit of the financial statements

         362

5. INFORMATION ON THE ISSUER 207

   1. | Reconciliation tables 363

   5.1

   5.2

   5.3

   5.4

   10

   1. | Sodexo S.A. individual Company financial statements

   2. | Notes to the individual Company financial statements

   3. | Additional information on the individual Company financial statements

      208

      211

      226

   4. | Statutory Auditors' Report 229

6. RISK MANAGEMENT 235

   6.1

   6.2

   6.3

   6.4

   6.5

   6.6

   1. | Definition and objectives of risk management and internal control

   2. | Risk management and internal control organization

      236

      238

   3. | Risk factors 240

   4. | Vigilance plan 247

   5. | Data protection 250

   6. | Group Internal Audit Department 255

This is a translation into English of the (universal) registration document of the Company issued in French and it is available on the website of the Issuer.

The Universal Registration Document was filed on October 30, 2026 with the AMF, as competent authority under Regulation (EU) 2017/1129, without prior approval pursuant to Article 9 of the said regulation.

The Universal Registration Document may be used for the purposes of an offer to the public of securities or admission of securities to trading on a regulated market if completed by a securities note and, if applicable, a summary and any amendments to the Universal Registration Document. The whole is approved by the AMF in accordance with Regulation (EU) 2017/1129.

This Document is a reproduction of the official version of the Universal Registration Document including the 2026 Annual Financial Report prepared in accordance with the European Single Electronic Format (ESEF) and filed with the AMF, available on Sodexo's website, https://www.sodexo.com, and on the AMF website, https://www.amf-france.org

Founded in Marseille in 1966 by Pierre Bellon, Sodexo is the leader in Food and Services, shaping better everyday experiences at every moment in life: work, heal, learn, and play.

Since its creation, Sodexo's founding mission has positioned the company as a pioneer

to meet the challenges of everyday life. The Group stands out for its independence, its founding family shareholding and its business model.

Sodexo develops a unique responsible growth model and an integrated service offering that create value for all its stakeholders.

Key figures

As of August 31, 2026

consolidated revenues

443,000

employees

27,000

client sites

France-based private employer worldwide*

countries

80 million

consumers served daily

8.5 billion euros

in market capitalization

employee engagement rate

Listed on the CAC Next 20, CAC SBT 1.5, FTSE4Good and DJSI.

Source Sodexo | * 2026 Forbes Global 2000 ranking

SODEXO - UNIVERSAL REGISTRATION DOCUMENT | FISCAL 2026 1

1

CHAPTER 1

‌Integrated Report 1.1 Our fundamentals 4

Message from Sophie Bellon 5

Vision and mission 6

Profitable and responsible growth over the long 8

term

Our activities 10

A sustainable value-creation model 12

A long-term vision ensured through founding 14

family shareholding

An experienced Board of Directors 15

Fiscal 2026 highlights 25

Fiscal 2026 performance 28

‌ Message

even stronger, more useful, and better prepared for the decades ahead."

Sophie Bellon

Chairwoman of the Board of Directors

Sodexo's 60th anniversary marks the beginning of a new chapter in its history. Looking back, as milestone celebrations invite us to do, I am struck both by how far we have come and by the responsibility we share to prepare Sodexo for the decades ahead. Above all, I feel a deep sense of pride, pride in seeing a company founded in Marseille become one of the world's leading players in its sector while remaining true to its founding belief: improving quality of life is both a driver of human progress and a source of sustainable performance for organizations.

That belief has never been more relevant.

Our clients operate in an environment that is more complex and uncertain than ever before, shaped by rapid technological change, evolving ways of working, demographic shifts, and rising expectations around responsibility. In this context, the ability to adapt is essential. It is also what our clients expect from us: helping them enhance their attractiveness, improve the experience of those they serve, and accelerate their own transformations.

For the past 60 years, Sodexo has relied on strong foundations: a mission that gives purpose to everything we do, strong values - service spirit, team spirit, and spirit of progress -which make us unique, and a long-term vision made possible by our independence and the enduring commitment of our family shareholders.

After ten years as Chairwoman of the Board of Directors,

I look back with gratitude on the trust placed in me to support Sodexo's development. It has been a profound honor to carry this responsibility.

This decade has been marked by major transformations, led by a constant ambition: to build a clearer, better-equipped Sodexo to capture growth opportunities across its markets. The simplification of our portfolio, our refocusing on food services and facilities management, Pluxee's spin-off, and the strengthening of our governance have all contributed

to reinforcing the Group's foundations for the long term.

I would like to warmly thank our Board members, leadership teams, shareholders, partners, and clients for their trust and commitment.

I also want to pay tribute to our employees around the world who bring our mission to life every day for our clients and consumers. Their dedication to service, commitment, and ability to adapt are Sodexo's true strengths.

I am convinced that, under Thierry Delaporte's leadership, they will play an essential role in writing the next chapters of our story.

Since joining the Group, Thierry has quickly built positive momentum with our teams, our clients, and the Board of Directors. I have complete confidence in his leadership and in his ability to guide Sodexo through this next stage of development. We share the belief that the strength of our mission, the commitment of our teams, and the transformation driven by his leadership team should now enable us to capture the many growth opportunities across our markets and further strengthen our position among the global leaders in our sector.

Thierry Delaporte's arrival in November 2025 marked a new chapter in the Group's governance, restoring the separation of the roles of Chair of the Board and Chief Executive Officer.

This model strengthens our ability to prepare for the future by combining an Executive Leadership Team focused on strategy execution and operational management with a Board of Directors that provides the perspective, rigor, and long-term vision required to support the Group's development.

After ten years as Chairwoman of the Board, I am delighted to see Nathalie Bellon-Szabo succeed me in this role.

Her operational experience, deep knowledge of the business, and strong commitment to our values will be invaluable assets for Sodexo's future.

On a personal level, I will continue to support Sodexo's long-term vision as a member of the Board of Directors and through my new responsibilities as Chairwoman of the Management Board of Bellon SA.

60 years after its creation, Sodexo can rely on what has always made it distinctive: a mission that remains highly relevant, a strong culture, committed teams, trusted client relationships, and robust governance.

Our collective responsibility is now to pass on to future generations a company that is even stronger, more useful, and better prepared for the decades ahead. It is with this same sense of responsibility, and with deep confidence in Sodexo's future, that I will continue to serve the Group.

Since 1966, Sodexo has delivered a diverse range of services to meet its clients' needs, guided by a founding mission, strong values, and a firm commitment to ethical and responsible business conduct. Together, these foundations build trust with all its stakeholders and enable Sodexo to fulfill its role as a service company, a responsible employer, and a corporate citizen.

Our mission

Since its creation, Sodexo has pursued the mission defined by Pierre Bellon:

"To improve the quality of life of our employees and those we serve, and contribute to the economic, social, and environmental progress in the communities where we operate."

60 years of shaping better everyday experiences

On March 9, 1966, Pierre Bellon founded Société d'exploitation hôtelière in Marseille, the company that would become Sodexo. His idea was clear: employees should be able to eat well at work, and employers should be able to entrust food services to a specialist partner - so they could focus on their core business.

He believed that business should drive both economic and human progress, and built the company around four principles that still shape the Group today: independence, an entrepreneurial spirit,

a culture of service, and innovation. Born from this pioneering vision, Sodexo has grown steadily over the years, continually broadening its scope and expertise, driven by the ambition to serve and innovate and a steadfast commitment to improving people's quality of life and the performance of organizations.

60 years on, this heritage continues to guide Sodexo's direction as it supports clients in increasingly complex and demanding environments. Today, it is reflected in a clear execution plan designed to accelerate Sodexo's growth and restore its competitiveness, delivered with the same pragmatism, commitment, and sense of service that have underpinned its success from the outset.

Our values

Service spirit

Clients and consumers are at the center of everything we do.

Team spirit

Each person's skills combine with other team members' knowledge to help ensure Sodexo's success.

Spirit of progress

Understanding one's successes as well as one's failures is fundamental to continuous improvement.

Our ethical principles

Ethical principles and responsible business practices have been cornerstones of Sodexo's approach from the outset. This commitment is a differentiating factor for clients, guides its decision-making and reinforces the trust it has established with all its stakeholders.

Loyalty

Being a service company means making trust central to relationships with all stakeholders. Sodexo is built on a solid foundation of loyalty to its clients, employees and shareholders, and on honest and open relationships with them.

Respect for people

People are central to our business. Sodexo is committed to acting in favor of equal opportunity, regardless of ethnicity, age, gender, beliefs, religion, or sexual orientation. Ensuring an inclusive workplace means treating each individual with respect, dignity, and consideration.

Transparency

This is one of Sodexo's key principles that applies consistently to all stakeholders: clients, consumers, employees, shareholders, and the general public. We ensure that everyone is informed in a clear and precise manner about our services, commitments and performance.

Integrity

We condemn any practices that are not based on honesty, integrity, and fairness, regardless of where our company operates in the world. We make our position clear to our clients, suppliers, and employees, and expect them to reject corrupt and unfair practices.

Since 1966, Sodexo's mission has guided the day-to-day work of its employees, enabling the Group to achieve sustainable, profitable growth.

1966

Sodexo founded by Pierre Bellon.

1967

First multi-service contract for the CNES (French Space Agency) in Guyana.

1975

Opening of Food Services in schools and hospitals.

1976

First meal voucher.

1983

Initial public offering on the Paris Stock Exchange.

1987

The Group is structured in line with its internationalization with the emergence of client segments.

1992

Creation of the Sodexo Management Institute.

1995

Acquisitions of Gardner Merchant (UK) and Partena (Sweden).

1996

Creation of Stop Hunger.

1998

Creation of the European Works Council.

1998-2001

Acquisition of Marriott Management Services (U.S.).

2000-2005

Launch of new facilities management services, vouchers and card services.

2004

Sodexo's commitment to business integrity and ethics with the publication of its Code of Conduct.

2000-2010

Rapid international expansion: acquisitions of Sogeres and Score (France), Wood Dining Services and Circles (U.S.), Zehnacker (Germany), RKHS Group (India) and VR (Brazil).

2009

Implementation of the first corporate responsibility roadmap, Better Tomorrow.

2010-2020

Development of integrated services, particularly for key global accounts.

2016

Appointment of Sophie Bellon as Chairwoman of the Board of Directors.

2017

Renewal of corporate responsibility commitments (Better Tomorrow 2025).

2018

Sodexo becomes a world leader

in Sports & Leisure with the acquisition of Centerplate.

2019

Sodexo begins refocusing on activities and countries with the greatest potential.

2020

Faced with the Covid-19 pandemic and an unprecedented decline in business, significantly impacting its financial performance, share value and workforce, Sodexo demonstrates the resilience and the relevance of its business model.

2022-2025

Sodexo's activity returns to pre-Covid-19 levels by the end of Fiscal 2022.

Sophie Bellon, appointed Chief Executive Officer, launches a strategic plan to refocus and simplify the Group.

Marking a milestone in the Group's history, Sodexo completes in early 2024 the spin-off and listing of its Benefits & Rewards Services activity, renamed Pluxee, which now operates independently.

Sodexo also sells Sofinsod to Bellon SA, simplifying its shareholder structure.

As of August 31, 2026

24 billion euros consolidated revenues*

443,000

employees*

57.90 euros

Share price

* Data prior to Fiscal 2023 includes the Pluxee business.

Note: stock market price evolution data since 1983 has been restated post-spin-off.

Every day, Sodexo serves more than 80 million consumers around the world through two complementary areas of expertise. Both are delivered across a wide range of environments and settings, to the same high standards.

Leading services for an integrated offering

Food services

Food services have been a core part of Sodexo's business since the Group was founded.

Sodexo designs and operates flexible, accessible food services solutions across multiple channels, tailored to a wide range of environments, including offices, industrial sites, hospitals,

university campuses, museums, and stadiums. From workplace restaurants and vending machines to school cafeterias, these solutions are designed to meet the needs of each client and

the expectations of consumers, while supporting health and well-being.

Facilities management services

These services bring together all the expertise required to keep sites running, maintain them

and ensure they perform effectively. This includes technical maintenance of buildings and equipment, general and healthcare cleaning, energy management, reception

and hospitality services, project management, and more.

As a trusted partner, Sodexo provides its clients with proven, technology-enabled solutions that improve the user experience, site performance, and sustainability of day-to-day operations.

An international presence serving clients around the world

Operating in 43 countries, Sodexo adapts its integrated offering to local specificities while delivering high, consistent service quality worldwide.

North America

10.5 billion euros in revenues

44% of Group revenues

416 million euros in operating profit

122,029 employees Revenues by segment:

24% 34% 27% 15%

Europe

8.9 billion euros in revenues

37% of Group revenues

300 million euros in operating profit

127,209 employees Revenues by segment:

54% 24% 14% 8%

Rest of the World

Entegra Procurement Services®,

a Sodexo company operating in

12 countries, is a global player in group purchasing for food and non-food services, and performance optimization. With 50 billion dollars in annual purchasing power and a global network of 2,700 suppliers, Entegra supports its clients worldwide, particularly in the lodging, restaurant, leisure, healthcare, and senior living sectors. By combining purchasing power, operational expertise, advisory services,

and digital solutions, Entegra helps its clients optimize their purchasing and improve their operational performance.

To learn more, visit entegraps.com

including Asia-Pacific, the Middle East, Africa, Brazil and Latin America

4.6

billion euros in revenues

19% of Group revenues

184 million euros in operating profit

192,041 employees Revenues by segment:

87% 8% 4% 1%

Data as of August 31, 2026

Expertise tailored to each market

To better address its clients' specific challenges, Sodexo has developed sector-specific expertise across its markets.

Work | Business & Administrations Heal | Healthcare & Seniors

Sodexo helps organizations create positive work experiences that support employee engagement, well-being and productivity. Through its services and ecosystem of solutions tailored to different types of sites, including offices, production facilities and remote locations, Sodexo supports companies and public institutions in designing and operating welcoming food experiences and work environments.

47% of Group revenues

Learn | Schools & Universities

Sodexo supports institutions in fostering attractive educational environments in schools and on campuses, while improving the attractiveness of universities.

The Group provides food services that contribute to the nutritional education of younger generations, as well as facilities management services to support clients in managing their infrastructure.

18% of Group revenues

Sodexo provides high-value-added services across the continuum of care in clinics, hospitals, and senior living facilities. These include nutrition for patients, residents, and employees, retail, health technology maintenance, cleaning, and infection control, services that make the care journey easier and more personalized, while contributing to the smooth operation of healthcare facilities.

25% of Group revenues

Play | Sodexo Live!

Sodexo Live! serves cultural destinations, stadiums and arenas, conference and convention centers, airport lounges, and international events. It provides these clients with tailor-made food, venue marketing, and event ticketing services, helping to transform consumer experiences into unforgettable memories.

10% of Group revenues

Our strengths

A family-owned Group, since 1966, driven

by a founding mission

A founding family shareholding, which guarantees a long-term vision with 43.8% of Sodexo's share capital and 58.8% of the exercisable voting rights held by Bellon SA.

A global player

with a local presence

• 27,000 sites in 43 countries

• 80 million consumers served daily

• Over 50 billion dollars in annual purchasing power

• Offerings tailored to each client's profile and environment

Favorable market trends

• An estimated Food and FM market potential of over 1,000 billion euros

• A market growing by around

  4% per year

• 48% of the market self-operated

Committed, diverse employees

• 443,536 employees

• 80% engagement rate

• 54% of employees are women

• 45% of the Group Senior Executives are women

A sustainable, responsible approach

• A strategy centered on client proximity

• Ethics and integrity at the core of our model

• Innovation insight fueled by an international presence and

  from daily feedbacks from consumers and clients

• An ecosystem of committed stakeholders

Our ambition

"To improve the quality of life of our employees and those we serve, and contribute to the economic, social, and environmental progress in the communities where we operate."

Our values

Service spirit Team spirit Spirit of progress

Our impact

Talents

• #1 France-based private employer worldwide

• 84.9% Employee Retention Rate

• 6.48 Recordable work-related accident rate

Clients and consumers

• 94.4% Client Retention rate

• 43% of countries integrated tools for measuring the carbon footprint of recipes into their food production management systems

Communities

• 2.7 billion euros spend with SMEs

• 1,695 communities supported by Stop Hunger in 2026

Planet

• -36.6% reduction in carbon emissions (vs. Fiscal 2017, absolute scopes 1 and 2)

• 85.8% of Sodexo sites around the world have deployed the WasteWatch program with an average -50% reduction in food waste

• 97.1% renewable electricity in Sodexo direct operations

• 100% certified sustainable palm oil

• 93.1% of seafood purchases from responsible sources

Profit

• 24 billion euros in consolidated revenues (+2% organic growth)

• 810 million euros in Underlying operating profit

• 3.4% in Underlying operating profit margin

• 379 million euros in Free cash flow

• 8.5 billion euros in market capitalization

• 1.74 euros dividend per share proposed for Fiscal 2026

Our ethical principles

Loyalty Respect for people Transparency

Integrity

Data as of August 31, 2026

For more information, see chapters 2 and 3 of the Universal Registration Document.

Sodexo's independence is ensured through the shareholding of the family of Pierre Bellon, founder of the Company. This family-held control ensures a long-term vision and is one of the keys to Sodexo's longevity.

As of August 31, 2026, Bellon SA held 43.8% of Sodexo's capital and 58.8% of the exercisable voting rights.

In June 2015, Mr. and Mrs. Pierre Bellon and their children entered into a 50-year agreement that prevents the direct descendants of Sodexo's founder from freely disposing of their shares in Bellon SA. Bellon SA does not intend to sell its shareholding in Sodexo to third parties.

To ensure this independence, a service agreement was concluded in 1991 between Sodexo and Bellon SA. It has been regularly renewed since and consolidates the position of Bellon SA as the Group's managing holding company.

Sodexo's sustained commitment to developing high-quality services, nurturing lasting client relationships and building a truly international organization reflects Bellon SA's long-term vision.

Capital Structure

As of August 31, 2026

Distribution of Exercisable Voting Rights

As of August 31, 2026

Source : Nasdaq.

Sodexo's Board of Directors determines the Group's strategic orientations and ensures their implementation, taking into account the social, societal and environmental challenges arising from its activities. It oversees management on both financial and non-financial matters and ensures the quality of information provided to shareholders and the market.

Sodexo's Board of Directors reflects the specific features of its shareholding structure while safeguarding the interests of all its stakeholders. Directors are selected for their skills, experience, and knowledge of the strategic challenges faced by the markets in which the Group operates.

The Board relies on the work of specialized committees, each chaired by an Independent Director. Given the diversity of its members' profiles and expertise, the Board is able to fully carry out its role regarding strategic reflection and the oversight of Sodexo's development.

Board of Directors

As of August 31, 2026

Sophie Bellon

Chairwoman of the Board of Directors

François-Xavier Bellon

12 members

60% Independent

Directors*

Chairman of the

ard of

Management Bo

Nathalie Bellon-Szabo

Chief Executive Officer, Sodexo Live! worldwide

Bellon SA

represented by Patrice de Talhouët, Managing Director

Bellon SA

40% women*

2 Directors representing

employees

4 nationalities

Gilles Pélisson Geneviève Bich

Lead Director, Vice-President of President of Lyfe Institut Human Resources, and Unifrance, Senior Metro Inc.

Advisor, Oliver Wyman

Jean-Baptiste Chasseloup de Chatillon

Chief Executive Officer, Apprentis d'Auteuil

Olivier Marchand

Food Tools Expert, Transformation and Technology Department, Sodexo France

98% average attendance

*Excluding Directors representing employees

Françoise Colpron

Independent Director

Federico J. González Tejera

Chief Executive Officer, Radisson Hotel Group

Luc Messier

President of Reus Technologies LLC

Cathy Martin

PMO and strategic planning, Energy & Resources, Sodexo Canada

Chair of a specialized committee Audit Committee member Nominating Committee member Compensation Committee member Sustainability Committee member

Independent Directors

Family Directors

Employee Representatives

Non-independent Director

Through constructive and open dialogue with the Leadership Team, as well as regular meetings with management, Directors are in touch with Sodexo's economic reality and fully informed of all the company's activities, performance, and challenges.

‌ Message

"I am confident that Sodexo's strong fundamentals and the momentum we have built over

the past several months will allow us to accelerate growth and strengthen our position among

the global leaders in our industry."

Thierry Delaporte

Chief Executive Officer

When I joined Sodexo a year ago, I spent most of my time meeting with our teams and clients to understand our strengths, our challenges, and the expectations of the market.

I discovered a deeply human company, driven by an exceptional service culture built on care and consideration for every individual: employees, consumers, partners, clients,

and suppliers. I also saw a company that was not fully realizing its potential.

My assessment is straightforward: our market remains attractive, and our challenges are not the result of a lack of opportunities. They are primarily linked to our ability to be closer to our clients, make decisions quickly and execute them with discipline, and regain the commercial intensity that has long been at the heart of Sodexo's success. We chose to face this reality head-on and take action.

In July, we presented Shift & Grow 2030, our roadmap to restore competitiveness and accelerate growth. This ambition has been translated into clear priorities, a simplified organization, and targeted investments in talent, technology, and business development. We have placed the client back at the center of our decisions and our organization.

Fiscal 2026 ends on an encouraging note. Our commercial progress is encouraging, with development at 7.7% and client retention at 94.4%, and we have begun to rebuild a culture that is more focused on winning new business.

The global partnership signed with Meta is a powerful illustration of this momentum. It demonstrates what our Group can achieve when we bring together our expertise and operate as one team in service of the client.

In North America, where I directly oversee the business, the first signs of progress are encouraging, although much remains to be done.

Fiscal 2026 was also marked by significant progress regarding the safety of our teams around the world. Our ambition remains unchanged: to make Zero Harm a reality everywhere, every day.

Our priorities for Fiscal 2027 are clear: restore competitiveness through more disciplined execution, accelerate growth through greater client proximity, and continue investing in the capabilities that will sustainably support our development.

Beyond these priorities, I am convinced that Sodexo's success will also be measured by our ability to have a lasting and positive impact on people. I want Sodexo to be a company where everyone can learn, grow, and seize opportunities, regardless of their background or starting point. A company that continues to offer younger generations opportunities to take their first steps into professional life, develop their talents, build their future, and ultimately find their place in society.

Our social and environmental commitments are an integral part of who we are. They compel us to act responsibly and make the decisions necessary to strengthen the resilience and long-term sustainability of the Group. Because it is by building a stronger company that we will continue to create opportunities and deliver lasting positive impact.

2026 has been a demanding year for our teams. I would like to sincerely thank all our employees for their commitment throughout this particularly intense period of transformation. They are the ones who make the difference for our clients every day, and their talent will ultimately determine the success of Shift & Grow 2030.

I would also like to thank Sophie Bellon and the Board of Directors for their trust. The transformations undertaken in recent years have enabled Sodexo to enter this new phase from a stronger position. I look forward to working with Nathalie Bellon-Szabo in her new role as Chairwoman of the Board of Directors. We share the same ambition: enabling Sodexo to unlock its full potential while remaining true to its mission and values.

I am confident that Sodexo's strong fundamentals and the momentum we have built over the past several months will allow us to accelerate growth and strengthen our position among the global leaders in our industry.

The work ahead remains substantial. We are clear-eyed about the challenges before us. But what I see today gives me confidence: an organization that is regaining energy, commercial intensity, and a winning mindset.

We have set a clear ambition, launched the necessary transformations, and are already seeing the first results. Our focus now is on disciplined execution to translate that ambition into lasting value for our clients, our employees, and our shareholders.

Sodexo always pays close attention to the world's major transformations, with a view to understanding them and adapting better. In a highly competitive environment, analyzing demographic, social, environmental, economic, and technological changes allows Sodexo to fine-tune its strategy and to seize many opportunities for future growth.

Attractive and growing markets

1,000

billion euros

4%

annual growth

Food and FM services markets - Source: Sodexo

48%

self-operated

52%

outsourced

Favorable market trends Sodexo's strengths to address this

Outsourcing growth

Labor shortages, operational complexity and regulatory requirements are prompting organizations to outsource more services to specialist providers.

Supplier simplification

Large organizations are consolidating their supplier base, reducing the number of interfaces and looking for one accountable partner to manage a wide range of services at scale.

A global footprint, enabling operations at scale and ensuring consistent execution worldwide.

An integrated offering of food and facilities management services, able to meet a broad range of needs, including the most complex.

A trusted partner for large organizations, helping them simplify and consolidate their service-provider base.

Demographic trends

An aging population and growing focus on longevity are driving sustained demand for services, particularly in healthcare and seniors.

War for talents

The quality of the workplace experience is becoming an increasingly key driver for employer attractiveness, in all environments.

A client service culture designed to meet the specific needs of each environment.

Sustainability embedded as a driver of differentiation, attractiveness, and employee engagement, and as a means of creating long-term value for all stakeholders.

Tech & AI

They are raising expectations around productivity, transparency and service quality, while creating new growth opportunities - particularly in data centers.

Shift & Grow 2030 places growth and clients at the heart of the company's priorities, with the aim of sustainably strengthening its competitiveness and renewing its performance culture.

Accelerate growth

Restore competitiveness

Rebuild the growth engine

Simplify & standardize the operating model

Reignite a high-performance culture

Invest decisively in tech

Sustainability at the core

A client-centric approach

This dynamic entails making clear choices to create greater value and address each client's specific needs, whether through distinctive expertise, technical services or premium food services, a single global multi-service provider, or an expert partner for managing complex remote sites and environments focused on consumer experience and hospitality.

With Shift & Grow 2030, Sodexo clarifies its positioning, investment priorities, and competitive strategy to focus its efforts on:

• ten core countries where Sodexo will accelerate growth through targeted investment, while maintaining its existing positions in other markets and leveraging its geographical footprint to support major international clients;

• priority global segments with attractive market potential, where Sodexo can build lasting leadership positions (Corporate, Healthcare, Sports & Leisure and lounges), alongside segments offering local growth opportunities (Education in the U.S., Energy & Resources in a few countries, etc.);

• diversified food services, alongside complementary

facilities management services.

Accelerating growth and restoring competitiveness

Sodexo aims to deliver sustained growth, improve profitability with discipline and become the partner of choice for its clients. Its execution plan is organized around three pillars.

Rebuild the growth engine by strengthening the capabilities, processes and commercial mindset needed for sustainable growth.

This requires reinforcing client proximity, proactive account management and business development, disciplined price-to-win competitiveness and a dedicated large-client approach, leveraging Sodexo's distinctive position across both food and facilities management.

Simplify and standardize the operating model to reduce complexity, improve productivity and better leverage Sodexo's scale.

This approach should enable the Group to make execution faster, more consistent, and more scalable through operational excellence, organizational simplification and procurement at scale.

Reignite a high-performance culture to build a company that moves faster, acts more consistently and sets higher standards.

This involves evolving the leadership model, performance management, incentives and talent management to foster greater accountability and stronger execution.

Accelerate investment in tech and data

To enable its plan, Sodexo is investing decisively in tech, data, and scaling digital and AI to support

growth, productivity, decision-making and execution across the Group.

Through Sodexo Spark, the Group's global digital, data, and AI platform, Sodexo is leveraging technology to enhance service quality, operational efficiency and personalization.

This approach combines technology with the expertise of its teams, while continuously strengthening their digital and AI capabilities.

A financial trajectory aligned with the execution plan

The execution plan is structured in two phases: first, restoring competitiveness, followed by accelerating growth, strengthening margins and improving return on investment.

For Fiscal 2027, Sodexo expects:

• Organic revenue growth of +2% to +3%

• Underlying operating margin broadly in line with Fiscal 2026 (at 3.4%), reflecting continued investment to strengthen capabilities and restore competitiveness

Fiscal 2026-2027

Rebuild foundations & restore competitiveness

• Restore commercial momentum & improve execution discipline

• Simplify the organization & reduce complexity

• Invest in critical capabilities (people, systems)

For Fiscal 2030, Sodexo expects to deliver:

• Above +5% organic revenue growth, including net new business above +3%

• Underlying operating margin above 5%

Fiscal 2028-2030

Scale the model & drive profitable growth

• Accelerate top-line growth

• Leverage earlier investments

• Improve profitability more meaningfully

Better Tomorrow 2028, Sodexo's commitment to sustainability

Embedded in Shift & Grow 2030, sustainability and positive impact are core drivers of Sodexo's client differentiation, supporting employee attractiveness, and engagement and long-term value creation.

Sodexo is therefore pursuing its Better Tomorrow roadmap to accelerate the social, societal, and environmental impact of its activities. By placing employees at the heart of the approach, engaging the Group's entire ecosystem and adapting to local realities, this implementation plan positions sustainability at the core of Sodexo's operating model and makes it a genuine driver of performance.

Better Tomorrow 2028 is structured around three pillars, each with concrete, measurable commitments.

Commitment 1: nurture employees' well-being and development.

Commitment 2: better sourcing from a responsible and trusted supply chain;

Commitment 3: better meals that taste good and do good;

Commitment 4: better resource management for energy, water and waste.

Commitment 5: reduce pressure on climate and nature;

Commitment 6: act for a hunger-free world.

Sodexo operates in a constantly changing environment and is exposed to risks that could affect its operations, financial position and reputation. Anticipating and managing these risks rigorously is essential to making sound business decisions, protecting the Group's assets and delivering on its strategic priorities.

Sodexo's framework for proactive risk management

Sodexo has put a well-defined process in place for identifying, assessing and managing risks at different levels within the organization, from its employees working in the field to its leaders (see diagram).

Measures to manage the risks identified are implemented at site, country, regional, or global level depending on their nature. The progress of these action plans is monitored and reported to senior management on a regular basis.

Operational managers are assisted by transversal support functions, which define the procedures and standards and

Main risks

Each year, a risk profile is established based on the risk assessments performed by senior management with regard to the main entities, and also on interviews with senior executives.

The risks considered to be the most significant for Sodexo as of August 31, 2026, are presented in this table.

Compared with the previous year, geopolitical and economic-environment risk has been added and classified as a medium-level risk, reflecting international tensions that could affect the market.

provide tools and processes to help manage risks. Internal Audit carries out an independent assessment of risk management and makes recommendations for improvement. Overall responsibility for the robustness of risk management procedures lies with the Sodexo Global Executive Team, while the Board of Directors and the Audit Committee provide risk oversight, ensuring that procedures are functioning effectively.

Identification of risks that could impact business and financial objectives at all levels of the organization

Risk assessment taking into account their likelihood of occurrence and their impact

Development of controls and execution of risk mitigation actions

Review of plans put in place to ensure their relevance and regular reporting of their progress

GROWTH

Client contract execution

Technology and information security

Client retention and consumer satisfaction

Bidding risks

Competition

OPERATIONS

Talent retention and development

Staff shortages and recruitment

PEOPLE

People and food safety

Sodexo environmental impact

SUSTAINABILITY

Compliance with laws and regulations

Climate disruption exposure

Geopolitical and economic environment

EXTERNAL ENVIRONMENT

MEDIUM LEVEL

HIGH LEVEL

The Sodexo Global Executive Team implements the strategy established by the Board of Directors and oversees Sodexo's operations worldwide. Led by Thierry Delaporte, Chief Executive Officer, it comprises

11 members whose combined cross-functional expertise and skills representative of the range of activities and regions in which the Group operates.

Thierry Delaporte

Group Chief Executive Officer and North America Chief Executive Officer

Nathalie Bellon-Szabo

Chief Executive Officer Sodexo Live! worldwide

Nicolas Lannuzel

APMEA Chief Executive Officer

Sébastien

de Tramasure

Chief Financial Officer

Patrick Boulier

Latin America Chief Executive Officer

Sophie

Néron-Berger

France Chief Executive Officer

Ulf Wretskog

Continental Europe Chief Executive Officer

Alice Guéhennec

Group Tech Officer

Agnès Park

Group Chief Human Resources Officer

Andrea Krewer

Brazil Chief Executive Officer

Jean Renton

United Kingdom & Ireland Chief Executive Officer

Key figures

As of August 31, 2026

11 members

55% women

27% non-French

4 nationalities

55 years average age

15 years average seniority

Expansion driven by targeted acquisitions in priority markets

Major contracts driving commercial momentum

Collaboration with Meta to deliver food services across its global portfolio

| GLOBAL

Meta has selected Sodexo to provide food services across more than 130 locations worldwide. This enterprise partnership, one of the largest single global workplace food services contracts secured by Sodexo to date, spans more than 30 countries and encompasses a highly diverse range of environments, including corporate offices, large campuses, data centers, conference hubs, and smaller office locations. Sodexo will deliver integrated workplace food services through a structured global operating model, combining consistent global standards with local execution and innovation, whilst leveraging advanced digital and data capabilities. By combining Meta's workplace vision brand standards with Sodexo's global expertise in food services and hospitality, the partnership delivers an integrated food program -designed to support human connection, productivity and employee experience, at scale.

Entegra continues to expand through targeted acquisitions | UNITED KINGDOM, FRANCE/ITALY

Entegra Procurement Services® continued its growth through several targeted acquisitions, strengthening its presence and expertise in the hospitality market. In the United Kingdom, Entegra acquired Prestige Purchasing, a procurement specialist serving restaurants, pubs and leisure operators, with particular expertise in beverage categories and data insight services.

In France and Italy, Entegra acquired Cadhi, a leading purchasing organization serving restaurants and independent hotels, as well as Clorofil, its carbon footprint measurement tool. Cadhi supports more than 3,600 establishments, including over 170 Michelin-starred restaurants and more than 150 five-star hotels/palaces.

Strengthening food capabilities and offering

| EUROPE

In Europe, Sodexo is strengthening its position by bringing in strong local offerings, solid client relationships, and capabilities that complement its existing portfolio. To this end, Sodexo acquired Antell*'s restaurant businesses in Finland, a family-owned business founded in 1880, expanding its geographic footprint in key cities such as Oulu, Turku, Kuopio, and Tampere, as well as the Helsinki region. In Sweden, Sodexo also bolstered its school food services by acquiring SkolFood AB. Founded in the mid-1990s, SkolFood has extensive experience in developing and delivering meals to private schools in several cities, including Stockholm, Gothenburg, and Malmö. Meanwhile, Sodexo is strengthening its presence in the German corporate segment through the acquisition of Menü 2000*. This family-owned company, founded in 1969, operates approximately 250 sites for nearly 200 clients across various sectors, enhancing Sodexo's existing offerings and production capabilities in the country. Sodexo is also reinforcing its workplace offering in the United Kingdom with the acquisition of Olive Catering*, one of the country's leading independent players, which provides tailored food services to nearly 150 clients.

* transactions closed at the beginning of Fiscal 2027

Acquisition of Grupo Mediterránea

| SPAIN

Sodexo completed the acquisition of Grupo Mediterránea, significantly strengthening its presence in Spain. The combined organization now brings together more than 21,000 employees across 1,700 sites and serves over 500,000 consumers daily, making Sodexo one of the key players in the Spanish food services market.

Extension of the partnership with Adventist Health | UNITED STATES

Sodexo is extending its 23-year relationship with Adventist Health to 15 new sites in California, Hawaii and Oregon, bringing the total number of sites it manages for this longstanding partner to 26. A dedicated Sodexo team will focus on hygiene, patient comfort, and operational efficiency, supported by advanced technologies including its proprietary Experiencia® solution.

Extension of the contract with Portsmouth naval base | UNITED KINGDOM

Sodexo renewed its contract at His Majesty's Naval Base (HMNB) in Portsmouth, home to almost two-thirds of the Royal Navy's surface ships, for a further two years. Its team provides essential services including food services, retail, leisure activities, cleaning, and grounds maintenance. Since the contract began five years ago, Sodexo has led several flagship initiatives, including changes to the retail facilities, the introduction of the Mindful Active program for staff health and well-being, and of its WasteWatch food waste reduction program.

New contract with Arkansas Tech University

| UNITED STATES

Arkansas Tech University selected Sodexo as its new Food Services partner. Together, they will create a new dining experience designed with and for students. The offering includes the One & All residential dining program at Chambers Dining Hall, alongside student-favorite brands such as Slim Chickens, Tacos 4 Life and Jerry's Diner. The goal is to modernize campus dining and to create more welcoming spaces for students.

Resumption of the collaboration at Antamina mining complex | PERU

Sodexo has resumed operations at Antamina, one of the world's largest mining complexes, strengthening its leadership in Peru's mining and energy sector. The Group will provide food services, hospitality, and recreational facilities for approximately 6,500 users daily. The contract renews a relationship with Antamina, as Sodexo initiated its operations in 1998, and underlines the company's ability to operate in highly complex environments.

Partnership with Clariant to deliver global integrated workplace services | GLOBAL

Sodexo signed a five-year global partnership with Clariant, one of the world's leading specialty chemical companies. The scope covers more than 50 sites in 13 countries across Europe, the Americas and Asia-Pacific. The agreement includes a wide range of facilities management services,

from cleaning, building and grounds maintenance to technical support, in diverse environments, including industrial and production sites, laboratories and offices. Through this partnership, Sodexo will help Clariant enhance operational performance and strengthen service consistency across its global estate portfolio.

Extension of the partnership with Nokia | GLOBAL

For over 25 years, Sodexo and Nokia have built a collaborative relationship aimed at enhancing the daily experience of Nokia employees by optimizing service performance and fostering

a strong workplace safety culture. A new agreement extends this partnership, covering facilities management services across 90 sites in 20 countries and expanding the scope of services to include data center maintenance, reception and workplace experience services, and IT support.

Sodexo Live! strengthens its leadership in airport lounges | FRANCE / UNITED STATES

With a presence in over 180 airport lounges worldwide, Sodexo Live! continues to build its leadership in premium lounge hospitality. A new gourmet offering by chef Yves Camdeborde now enhances Air France's long-haul lounges at Terminal 2E of Paris-Charles-de-Gaulle Airport.

The partnership is set to expand internationally in 2027 with the opening of the airline's future flagship lounge at Terminal 1 of JFK Airport in New York.

Sodexo Live! and Seattle Mariners extend hospitality partnership

at T-Mobile Park | UNITED STATES

Sodexo Live! extended its partnership with the Seattle Mariners at T-Mobile Park, built on a relationship that began in 1997. The renewal includes significant investment to elevate the fan experience through innovative culinary offerings, enhanced technology such as Amazon Just Walk Out, and upgraded amenities throughout the stadium. The agreement also provides for a Sodexo Live! Academy to train employees and drive service excellence on site.

Recognized sustainability commitment Cook for Change! 2026

CDP awarded Sodexo an "A List" rating in its Climate assessment, placing the Group among the world's leading companies for environmental transparency and performance. Only 4% of the more than 22,000 companies assessed in 2025 achieved this top score, and Sodexo was the only company in its sector to achieve this distinction. The score reflects both the ambition of Sodexo's climate strategy, aligned with

the Science-Based Targets initiative (SBTi) to achieve Net Zero by 2040, and the rigor, transparency and execution of its environmental disclosures.

For the third consecutive year, Sodexo has been named as one of the World's Most Ethical Companies®, an accolade conferred by Ethisphère to 138 organizations across 17 countries and

Stop Hunger celebrates 30 years

Founded in 1996 by Sodexo employees in the United States, Stop Hunger marks 30 years of commitment to fighting hunger in 2026. The anniversary coincides with a defining milestone: more than 100 million people supported since 2015 through a network of more than 400 NGO partners. Stop Hunger is now

calling for greater private-sector action, convinced that businesses can be a powerful force for good. It is also launching the Impacters Coalition, which connects employees of partner companies with its global network of NGOs in 65 countries.

For more information, see https://www.stop-hunger.org.

40 industries in 2026. Sodexo was one of only two Food Services companies recognized this year, reflecting how deeply its ethical principles are embedded in the day-to-day work of its employees worldwide.

EcoVadis awarded Sodexo a score of 82 out of 100, up three points on its previous assessment, placing the Group among the top 3% of all companies assessed across all industries and within the top 2% in its sector. EcoVadis once again recognized Sodexo as a "Carbon Leader" for its strong performance of its carbon emissions management. The results confirm Sodexo's position as a leader to make sustainability a driver of performance for the company and its clients.

For the seventh consecutive year, Sodexo achieved Advocate status in the 2026 Workplace Pride Global Benchmark, with a score of 93.3%. This achievement reflects Sodexo's continued commitment to building a culture where every employee, at every stage of their journey, feels safe, valued, and empowered to contribute and thrive.

Cook for Change! international final

On March 24, 2026, Sodexo hosted the international final of the fourth edition of Cook for Change!, its internal culinary challenge celebrating delicious, healthy and sustainable food - which saw over 500 chefs from 30 countries take part over several months. In the final, held in London, nine chefs from eight countries competed before a jury of renowned chefs and experts to create a tasty, healthy and creative recipe with a low environmental impact. Robert Janse (Netherlands) was named 2026 Chef of the Year. Gordon Carberry won the Culinary Innovation Award, and Randall Prudden the Large-Scale Impact Award.

A year of reset and action

Fiscal 2026 consolidated revenues

Evolution of consolidated revenues and organic growth

Key figures by zone (as of August 31, 2026)

North America

• €10.5bn in revenues

  reached 24 billion euros, down -0.5% year-on-year. Organic growth of +2.0% and a positive net contribution from acquisitions and disposals of +0.5% were offset by a negative currency impact of

  -3.0%, mainly due to the U.S. dollar.

  Organic growth was supported by pricing of around +2.4% and like-for-like volume growth of around +0.6%, including strong Sodexo Live! activity.

  Net new business remained slightly

  €23,798m

  (+7.9%)

  €24,074m

  (+3.3%)

  €23,963m

  (+2.0%)

• 44% of Group revenues

• €416m in UOP

• 122,029 employees

  Europe

• €8.9bn in revenues

• 37% of Group revenues

• €300m in UOP

• 127,209 employees

  negative, while the reclassification of a North American contract had a negative impact of approximately 70 basis points. North America recorded organic growth of -1.0%, impacted by prior contract losses in Education and Business & Administrations, as well as the contract reclassification. Europe delivered +2.1% organic growth, supported by Healthcare & Seniors, while Rest of the World achieved +9.7%, driven by strong momentum in India, Australia and Brazil.

  Commercial performance showed encouraging progress, with client retention reaching 94.4% and development increasing to 7.7%, including the major global food services contract awarded by Meta.

  Underlying operating profit amounted to 810 million euros, with a margin of 3.4%, down 130 basis points year-on-year.

  This reflected operational challenges, increased investments, and the impact of the review of certain contracts and assets.

  Group net profit amounted to

  Fiscal 2024 Fiscal 2025 Fiscal 2026

  Evolution of Underlying Operating Profit and Operating Margin

  €1,109m €1,139m

  €810m

  4.7%

  4.7%

  3.4%

  Fiscal 2024 Fiscal 2025 Fiscal 2026

  Net debt to EBITDA ratio

  2.4x

  Rest of the World

• €4.6bn in revenues

• 19% of Group revenues

• €184m in UOP

• 192,041 employees

  Key stock indicators

• Total number of shares:

  147,454,887 shares

• Closing price: 57.9 euros

• Market capitalization:

8.5 billion euros

• Sodexo share price trend during Fiscal 2026: +12.8%

• CAC 40 trend during Fiscal 2026:

  +7.9%

• Underlying earnings per share:

  3.48 euros

• Dividend per share, submitted for approval at the Shareholders Meeting of December 16, 2026:

1.74 euros

304 million euros, while Underlying net profit reached 508 million euros.

Free cash flow totaled 379 million euros, and net debt stood at 2.9 billion euros, representing a net debt to EBITDA ratio of 2.4x.

1.7x

1.8x

Fiscal 2024 Fiscal 2025 Fiscal 2026

Continued progress in sustainability

During Fiscal 2026, Sodexo continued to implement its Better Tomorrow roadmap, achieving tangible results across its three pillars.

Ensuring the safety of employees

Sodexo places the health and safety of its employees at the heart of its priorities, and pursues its Zero Harm ambition by strengthening its culture of prevention, and safety across all its operations.

6.48 Rate of recordable work-related accidents (-15% vs. Fiscal 2025), representing the lowest level ever recorded by Sodexo

Improving the quality of life and advancing employees

Sodexo encourages each of its talents to progress, to develop a career plan, and to take advantage of the multiple professional opportunities, due to the diversity of its activities and professions.

• 84.9% Employee retention rate

• 13.6 hours of training per employee on average

• 4.9% of employees promoted internally

  Ensuring an inclusive culture

  Sodexo is committed to providing an inclusive environment throughout the world and continues its long-standing commitment to increasing the number of women in its teams.

• 54% of women among total workforce

• 45% of women

  among Group Senior Executives

• 2.7% of disabled employees

  Pillar 2 | Clients

  Sodexo supports its clients in their transition by leveraging three key areas: responsible purchasing with suppliers, better and more sustainable and responsible meals, and optimized resource management.

  Responsible sourcing

• 2.7 billion euros

  spent with SME suppliers

• 100% of certified sustainable palm oil

• 93.1% of sustainable fish and seafood (in kg)

  Healthy and sustainable food

  In the first year of the initiative's implementation, 43% of countries integrated tools for measuring the carbon footprint of recipes into their food production management systems

  Fight against food waste

• 85.8% of WasteWatch sites deployment coverage*

• -50.1% of food waste reduction in these sites

  Pillar 3 | Planet and Society

  In line with its ambition, Sodexo has been committed to reducing carbon emissions linked to its operations since 2017. Today, Sodexo is mobilizing its entire ecosystem to reduce the Group's carbon footprint.

• -36.6% reduction in carbon emissions scopes 1 and 2 (vs. 2017**)

• -15.6% reduction in carbon emissions scope 3 (vs. 2017**)

• -31.2% reduction in carbon global emissions intensity vs. revenues (vs. 2017**)

• 97.1% of renewable electricity in direct operations

Through Stop Hunger, Sodexo

takes action against food insecurity and fosters the empowerment of the most vulnerable people.

1,695 communities supported

in 2026

* as a percentage of Group raw material cost

** in absolute value

at Sodexo

ACTIONS

• SuccessFactors, the Group's global learning management system, is now deployed across all countries, ensuring that all employees have access to development opportunities. The training offering combines global programs and locally tailored learning pathways, bringing together e-learning and practical workshops to strengthen skills and operational performance.

• Prevention of serious accidents was reinforced through the deployment of Safety Nets, a set of life-saving safety rules addressing the Group's main risks, including driving, electricity, equipment, slips, trips and falls, and supported by regular on-site controls.

By 2028, in the purchasing categories most exposed to ESG risks, achieve 35% of our spend with key suppliers demonstrating advanced and verified sustainability performance. This performance is evidenced by an EcoVadis score of 65 or above, or by an approved equivalent independent standard.

By 2028, Sodexo is committed to providing 15 hours of training per year to all its employees worldwide and to continuing the rollout of Vita, its global benefits program, which establishes a global minimum standard for employees across all regions.

During fiscal year 2026, the average number of training hours reached

13.6 hours per employee, and Vita had already been implemented in more than 77% of the countries in which Sodexo operates.

These actions reflect a clear ambition: to empower every Sodexo employee to develop, fulfil their potential and contribute to a more sustainable and inclusive future.

The Supplier Code of Conduct provides a common foundation for all our contracted suppliers. For key suppliers, Sodexo strengthens its sustainability performance requirements, which are independently assessed. In 2026, the baseline year for this new indicator, 31.7% of purchases from assessed key suppliers were made with suppliers meeting the expected performance level.

In addition, Sodexo spent over €2.7 billion with SMEs and €680 million with diverse suppliers, thus contributing to a more inclusive supply chain that generates economic opportunities.

COMMITMENT 3

Better meals that taste good & do good

The global food system generates one-third of carbon emissions worldwide(1). Sodexo is accelerating its food transformation, with a dual objective: promoting the adoption of healthy, low-carbon meals and empowering consumers to make informed choices.

ACTIONS

• Implementation of a robust and auditable methodology to define and monitor low-carbon meals;

• Deployment of carbon calculation tools such as Eaternity and Klimato;

• Pilot rollout of the "Greener by Default" approach across 35 Nuffield Health hospitals.

(1) Source: FAO - Food and Agriculture Organization of the United Nations.

Extend the deployment of recipe carbon footprint measurement tools to cover 50% of the Group's food-related emissions by 2028, enabling data-driven management of the transition towards low-carbon meals.

Sodexo also aims to ensure that 70% of low-carbon main dishes are planned within its central menus by 2030. A low-carbon dish is defined as a dish generating 900g CO₂e or less.

COMMITMENT 5

Reduce pressure on climate & nature

ACTIONS

• Scope 3 emissions account for 99% of the Group's carbon footprint. Of these emissions, 90% are directly linked to food activities. Through responsible sourcing, healthier and lower-carbon meals, and the reduction of food waste, Sodexo is committed to achieving carbon neutrality by 2040.

• As part of Better Tomorrow 2028, Sodexo will continue to measure reductions in its direct and indirect emissions.

Sodexo has committed to achieving carbon neutrality by 2040, becoming the first company in its sector to make this major commitment in the fight against climate change. Better Tomorrow 2028 is fully aligned with this trajectory, which has been validated by the SBTi.

43% of countries with 3rd party recipe carbon tools contributing to the objective of reaching 70% low-carbon main dishes by 2030.

COMMITMENT 4

Better resource management for energy, water & waste

Food waste accounts for up to 10% of global greenhouse gas emissions2. Sodexo has a significant role to play in reducing food waste and preserving natural resources.

The ambition is to further optimize water consumption at sites, particularly in regions exposed to water stress, and to collaborate with clients to effectively reduce on-site energy consumption.

Accelerate the decarbonization of direct operations by continuing the transition of the fleet towards low-emission vehicles and contributing to the Net Zero 2040 pathway.

The climate roadmap achieved a new milestone in 2026, with low-emission vehicles accounting for 33.7% of the fleet, contributing to a

-36.6% reduction in Scope 1 and 2 emissions and a -15.6% reduction in Scope 3 emissions compared with 2017 levels.

COMMITMENT 6

Act for a hunger-free world

ACTIONS

• Sodexo is continuing the deployment of the WasteWatch program, with targeted objectives set for 2028.

• A gradual transition towards a cleaner vehicle fleet is also underway. The Group will monitor electric, hybrid and alternative fuel vehicles across the 10 main countries representing 80% of the fleet directly operated by Sodexo.

Since 1996, Sodexo has been committed to combating food insecurity through Stop Hunger, its sole philanthropic cause.

ACTIONS

Through Stop Hunger, Sodexo supports vulnerable communities by:

• implementing economic empowerment programs for vulnerable women and young people in partnership with local NGOs and the Stop Hunger network ;

• supporting communities affected by food insecurity through food assistance, skills development and local resilience-building programs.

Sodexo is continuing the deployment of WasteWatch, with the objective of covering at least 85% of raw material costs and reducing food waste by 50% by 2028.

WasteWatch covers 85.8% of raw material costs, slightly exceeding its coverage target, and has enabled an average reduction of 50.1% in food waste at sites where the program has been deployed, bringing performance close to the 2028 target.

By 2028, support 1,000 communities annually through Stop Hunger programs, fostering the empowerment of women and young people and strengthening efforts to address food insecurity.

In 2026, a year marked by strong mobilization to celebrate Stop Hunger's 30th anniversary, 1,695 communities were supported across more than 60 countries, thanks to the commitment of over 400 NGO partners. This momentum enabled the 2028 target to be exceeded as early as 2026, and it will be reassessed accordingly.

(2) GIEC, Climate Change and Land: An IPCC Special Report on Climate Change, Desertification, Land Degradation, Sustainable Land Management, Food Security, and Greenhouse Gas Fluxes in Terrestrial Ecosystems, 2019

Composition and role of the administrative, management and supervisory bodies [GOV-1]

The Sodexo Board of Directors defines the Group's long-term strategy, ensuring that environmental, social, and governance priorities are integrated. Drawing on diverse international expertise, the Board oversees financial and sustainability performance, with the support of specialized committees chaired by independent directors. Regular dialogue with management keeps the Board closely connected to Sodexo's operations, enabling responsible decision-

making that aligns with stakeholder expectations and promotes sustainable growth.

The detailed composition of the Board of Directors and its committees, as well as their respective competencies and experiences can be found in chapter 7, sections 7.1.4 and 7.1.5.

FISCAL 2026 FISCAL 2025

(1) % of women is calculated based on the total number of directors, including the directors representing employees. This differs from the method presented in section 7.1.4, which is prepared in accordance with French law and the AFEP-MEDEF Code. In this method, directors representing employees are excluded from the calculation of men's and women's representation on the Board, as well as the percentage of independent director.

To reinforce its commitment to sustainable and responsible business conduct, Sodexo has established a dedicated Sustainability Committee within its Board of Directors, effective October 2024.

This newly formed specialized committee plays a strategic role in overseeing the integration of sustainability into Sodexo's governance model and long-term value creation.

Information provided to and sustainability matters addressed by Sodexo's administrative, management and supervisory bodies [GOV-2]

Chaired by an independent Director, the Sustainability Committee is composed of five members of Sodexo's Board of Directors, selected for their recognized expertise in sustainability, ethics and corporate governance. The Sustainability Committee supports the Board in overseeing Sodexo's CSR roadmap and ensuring compliance with an evolving regulatory landscape, including the CSRD.

Information flows and frequency

The Sustainability Committee met three times during Fiscal 2026. Meetings were convened by the Chairman of the Committee and the Chief Sustainability Officer and supported by presentations from members of the Sodexo Executive Committee, subject matter experts, and external advisors where relevant.

The Committee receives regular reporting on IROs identified through Sodexo's double materiality assessment, as well as on the implementation of due diligence processes across the value chain.

Progress against Sodexo's Better Tomorrow 2028 commitments and the deployment of the CSRD project were standing agenda items.

Topics addressed during the reporting period

In Fiscal 2026, the Sustainability Committee specifically addressed the following topics:

• Multi-year strategic sustainability priorities and the Better Tomorrow 2028 roadmap;

• Climate transition plan;

• Implementation of the CSRD and expectations of investors and ESG rating agencies;

• Sustainability criteria applicable to the Chief Executive Officer's annual and long-term variable compensation;

• Diversity and inclusion, and Health, Safety and Environment (HSE) policies;

• Sodexo's sustainability positioning relative to its peers.

Further information on the Sustainability Committee's responsibilities, composition and activities during fiscal year 2026 is provided in Section 7.1.6, "The Sustainability Committee", of this Universal Registration Document.

Governance overview

This approach ensures that sustainability matters are not treated in isolation, but form an integral part of Board of Directors and Executive Committee deliberations. The governance framework is illustrated in the diagram below, showing the interaction between the

Board of Directors, the Executive Committee, and the Sustainability Committee in overseeing sustainability strategy, risks, and performance.

Governance Operational

OPERATIONS (REGIONS, COUNTRIES) TRANSVERSAL FUNCTIONS

Brings the sustainability roadmap to life by implementing operational actions down to sites, adapted to local contexts, and turning global commitments into measurable results.

Functions: Sustainability Supply

HR

Marketing Ethics & Compliance

Health & Safety Communications & Public affairs

Operations: Site employees Site managers

District managers Country

leadership

GROUP EXECUTIVE TEAM

Defines and implements the sustainability strategy,

translating the Board's guidance into operational priorities, measurable targets,

and accountability across the business.

Regions Finance

HR

Tech

Sodexo Live!

BOARD OF DIRECTORS

Provides strategic oversight on sustainability,

ensuring that climate and social priorities are fully integrated

into the company's longterm vision, governance, and performance monitoring.

Audit committee

Sustainability committee

Compensation committee

Nominating committee

Additional details on the composition and role of the Sodexo Sustainability Committee and Executive Committee can be found Chapter 7, section 7.1.