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Prestige & CORPORATE SERVICES

AUTUMN 2013

MAGAZINE FOR FOODIES AND FACILITIES MANAGERS

Racing ahead Olympic champion rower Sir Steve Redgrave talks about the home of rowing, Henley Royal Regatta

Emirates Airline Experience A new phase in attraction management

Launching the Flagship The Co-operative Group opens a new high-tech sustainable head office


AUTUMN 2013

welcome

contents 03. welcome Chris John, Sodexo Prestige and Corporate Services managing director, reveals the autumn issue of Prestige

04. Racing ahead Olympic champion rower Sir Steve Redgrave talks about the future of this amazing sport

08. Prestigious Partnership The Co-operative Group opens a new high-tech sustainable head office

11. FM TRENDS: HOW BRITAIN WORKS Sodexo's FM survey sheds light on the modern workplace

14. The Beautiful Game Brighton & Hove Albion Football Club helps local communities

16. VIRGIN CASE STUDY Staying on-brand with Virgin Atlantic and Virgin Holidays v-room at Manchester Airport

20. In safe hands Expert Jane Farrell presents Sodexo's security services offer

22. Emirates Aviation Experience A new concept of attraction management

24. SCOTLAND IS WHERE IT'S AT The nation is proving to be a heavyweight event destination

26. LISTENING TO CUSTOMERS A new digital portal for presenting venues and events

28. BRITISH FOOD FORTNIGHT Best of British comes under the spotlight

30. GOOD TASTE

W

elcome to Prestige and Corporate Services. As you will see in this edition, our passion for great food and fantastic service has an impact on everything we do.

Our busy summer season saw us achieve success at prestigious events such as The Open Championship, RHS Chelsea Flower Show and Royal Ascot; and we are growing our business with new contracts such as Henley Royal Regatta and Brighton & Hove Albion FC, both featured in this edition. We have celebrated a run of contract successes this year, for both our food and integrated facilities management (IFM) services, thanks to true partnerships with our clients. Our achievements have been made possible by understanding our clients’ needs and working hard to help them achieve their strategic objectives through proactive solutions. Our partnership with The Co-operative is a great example of this.

Recipes from Sodexo’s top chefs

34. 60 SECOND INTERVIEW Thomas Jelley, director of Sodexo Institute for Quality of Life

We are particularly proud of our latest innovative solution, the new, interactive Prestige Venues & Events website – PrestigeVenuesAndEvents.sodexo.com. We invested in this new platform to help increase awareness and drive revenue for our clients’ conference and event venues across the country. I hope you take the time to visit us at our new website.

Chris John Managing Director Sodexo Prestige and Corporate Services UK and Ireland sodexoprestige.co.uk

02 • PRESTIGE • AUTUMN 2013

03


AUTUMN 2013

welcome

contents 03. welcome Chris John, Sodexo Prestige and Corporate Services managing director, reveals the autumn issue of Prestige

04. Racing ahead Olympic champion rower Sir Steve Redgrave talks about the future of this amazing sport

08. Prestigious Partnership The Co-operative Group opens a new high-tech sustainable head office

11. FM TRENDS: HOW BRITAIN WORKS Sodexo's FM survey sheds light on the modern workplace

14. The Beautiful Game Brighton & Hove Albion Football Club helps local communities

16. VIRGIN CASE STUDY Staying on-brand with Virgin Atlantic and Virgin Holidays v-room at Manchester Airport

20. In safe hands Expert Jane Farrell presents Sodexo's security services offer

22. Emirates Aviation Experience A new concept of attraction management

24. SCOTLAND IS WHERE IT'S AT The nation is proving to be a heavyweight event destination

26. LISTENING TO CUSTOMERS A new digital portal for presenting venues and events

28. BRITISH FOOD FORTNIGHT Best of British comes under the spotlight

30. GOOD TASTE

W

elcome to Prestige and Corporate Services. As you will see in this edition, our passion for great food and fantastic service has an impact on everything we do.

Our busy summer season saw us achieve success at prestigious events such as The Open Championship, RHS Chelsea Flower Show and Royal Ascot; and we are growing our business with new contracts such as Henley Royal Regatta and Brighton & Hove Albion FC, both featured in this edition. We have celebrated a run of contract successes this year, for both our food and integrated facilities management (IFM) services, thanks to true partnerships with our clients. Our achievements have been made possible by understanding our clients’ needs and working hard to help them achieve their strategic objectives through proactive solutions. Our partnership with The Co-operative is a great example of this.

Recipes from Sodexo’s top chefs

34. 60 SECOND INTERVIEW Thomas Jelley, director of Sodexo Institute for Quality of Life

We are particularly proud of our latest innovative solution, the new, interactive Prestige Venues & Events website – PrestigeVenuesAndEvents.sodexo.com. We invested in this new platform to help increase awareness and drive revenue for our clients’ conference and event venues across the country. I hope you take the time to visit us at our new website.

Chris John Managing Director Sodexo Prestige and Corporate Services UK and Ireland sodexoprestige.co.uk

02 • PRESTIGE • AUTUMN 2013

03


Sir Steve Redgrave DESTINATION

Racing AHEAD As Sodexo plays an important role in one of Britain’s oldest establishments we talk to rowing champion Sir Steve Redgrave to take a closer look at this incredible sporting institution

owhere is the air more abuzz with the bold and beautiful than at Henley Royal Regatta. Dressed in colourful blazers, rowing enthusiasts and party people alike, don their glad rags to take in the atmosphere at one of England’s most prestigious regattas. Few sporting events can match the rich heritage and history of the Henley Royal Regatta as it pre-dates any national or international rowing organisation, has its own rules and regularly attracts crews from all over the world to take on its head-to-head knock out competitions down the one mile, 550 yards (2,112 m) River Thames course.

was younger and training at Marlow, the cruise ships would plough up and down and give big washes, but because Henley is the home of rowing they were more respectful,” he said.

N

As a Steward of Henley Royal Regatta no one knows the twists and turns of this river better than five-time Olympic gold medallist Sir Steve Redgrave. Bucking the trend of rowing being the sport of private school and university students, Redgrave was from the comprehensive system and heard of rowing through his English teacher. “It was 1976, I was thirteen and had never even thought about rowing, so when my head of English started a boat club I thought, why not. There were only four of us and the sense of camaraderie was brilliant.” To his surprise, Redgrave won his first race and, enjoying Monday morning school assembly notoriety, went on to win all seven junior competitions. “At the age of 17, some of the team 04 • PRESTIGE • AUTUMN 2013

Usually a nice quiet town, Henley comes alive around regatta time, changing character entirely. Known as a ‘rower’s reunion’, it’s as much a sporting spectacle as a social event, with people meeting up from college, university and school rowing clubs. “As a purist sport, unlike horse racing, there are no bookies present. One of my sponsors would encourage people to engage with the racing more as corporate entertainment by letting people choose who they thought would win each race and putting their bets in a kitty for charity.” Redgrave says that a top tip is to look at the previous days results in the back pages of the programme.

thought they had reached their zenith and dropped out, while I started my dream of winning the Olympics,” he said. Now with a hard won level of ability, Redgrave had the perfect balance of challenge and achievement and there was nowhere he loved to train more than at Henley. “Any rower in the world wants to race there at least once in their career, and it was right on my doorstep. When I

Within rowing, Redgrave had always wanted to be a single sculler and admired Finish rower Pertti Karppinen who won three consecutive single titles, Montreal, Moscow and Los Angeles. “I didn’t win much in single sculling, but strangely I'm still reigning Commonwealth Games Champion in single sculls. As it’s now not counted as a sport in the Commonwealth Games, because only the UK, New Zealand, Australia and Canada produce good rowers, no one can beat me!” Going 05


Sir Steve Redgrave DESTINATION

Racing AHEAD As Sodexo plays an important role in one of Britain’s oldest establishments we talk to rowing champion Sir Steve Redgrave to take a closer look at this incredible sporting institution

owhere is the air more abuzz with the bold and beautiful than at Henley Royal Regatta. Dressed in colourful blazers, rowing enthusiasts and party people alike, don their glad rags to take in the atmosphere at one of England’s most prestigious regattas. Few sporting events can match the rich heritage and history of the Henley Royal Regatta as it pre-dates any national or international rowing organisation, has its own rules and regularly attracts crews from all over the world to take on its head-to-head knock out competitions down the one mile, 550 yards (2,112 m) River Thames course.

was younger and training at Marlow, the cruise ships would plough up and down and give big washes, but because Henley is the home of rowing they were more respectful,” he said.

N

As a Steward of Henley Royal Regatta no one knows the twists and turns of this river better than five-time Olympic gold medallist Sir Steve Redgrave. Bucking the trend of rowing being the sport of private school and university students, Redgrave was from the comprehensive system and heard of rowing through his English teacher. “It was 1976, I was thirteen and had never even thought about rowing, so when my head of English started a boat club I thought, why not. There were only four of us and the sense of camaraderie was brilliant.” To his surprise, Redgrave won his first race and, enjoying Monday morning school assembly notoriety, went on to win all seven junior competitions. “At the age of 17, some of the team 04 • PRESTIGE • AUTUMN 2013

Usually a nice quiet town, Henley comes alive around regatta time, changing character entirely. Known as a ‘rower’s reunion’, it’s as much a sporting spectacle as a social event, with people meeting up from college, university and school rowing clubs. “As a purist sport, unlike horse racing, there are no bookies present. One of my sponsors would encourage people to engage with the racing more as corporate entertainment by letting people choose who they thought would win each race and putting their bets in a kitty for charity.” Redgrave says that a top tip is to look at the previous days results in the back pages of the programme.

thought they had reached their zenith and dropped out, while I started my dream of winning the Olympics,” he said. Now with a hard won level of ability, Redgrave had the perfect balance of challenge and achievement and there was nowhere he loved to train more than at Henley. “Any rower in the world wants to race there at least once in their career, and it was right on my doorstep. When I

Within rowing, Redgrave had always wanted to be a single sculler and admired Finish rower Pertti Karppinen who won three consecutive single titles, Montreal, Moscow and Los Angeles. “I didn’t win much in single sculling, but strangely I'm still reigning Commonwealth Games Champion in single sculls. As it’s now not counted as a sport in the Commonwealth Games, because only the UK, New Zealand, Australia and Canada produce good rowers, no one can beat me!” Going 05


.0 £1 .4

£1

£ £1

Sir DESTINATION Steve Redgrave

.3

£2

.8

£18

£9.3 £1.1

HOSPITALITY MARKET OUTLOOK

This overview of the UK Corporate Hospitality Market that Sodexo commissioned Allegra Strategies to undertake, explores the outlook of the UK hospitality market and what companies are actually looking for. This market overview is based on comprehensive industry executive interviews with hospitality providers, buyers, clients and consultants. International markets Current trends suggest that alternative markets and new revenue streams need to be assessed in order to optimise revenues. Given the secular shift 1050 in the global economy, the UK hospitality, meetings 3.6% 4.0% and events industry, particularly sports stadia and 2.1% 1025 2.0%target leisure attractions with a strong brand, should 0.5% 0.0% international markets East and 1000 -1.0% – e.g. Asia, the Middle0.0% Russia – to drive growth. -1.0% -2.0%

Corporate hospitality market £ While the market is now expected to recover after years .8 £9.3trajectory will depend of1050decline, the growth £18 on the 4.0% 1025 £9.3 recovery of the broader UK 2.0% economy and underlining 1000 0.0% 1.1 forecasts business confidence. £ Allegra the UK Corporate -2.0% 1 1.975 £Hospitality market will reach £955m in 2013 with -4.0% 950 modest annual 0.5% value -6.0% growth. Market growth is -8.0% 925 expected to pick up with improved economic recovery 900 in 2014 and 2015.

£

1.39 1.36

0.5%

-1.0%

1.2

The long-term market employment growth rate is expected to be 0.5% per annum with 70% of the increase 1.5 High scenario in full time jobs to be taken up by women in the next Medium scenario 10 1.4 years. The increase in women in employment, particularly in full time employment, may well influence Low scenario 1.3 popular corporate hospitality events in the future. There will be continued growth in higher skilled, white 1.2 2008 2009 2010 2011 2012 2013 2014F 2015F collar occupations. This has positive implications for the corporate hospitality market. 1.40

1.37

1.35

1.32

1.30

1.30

1.31

1.31

1.32

1050

-8.0%

2013F £955

2012 £950

-6.0%

2009

1.30

1.31

2010

2011

2012

2013

2015F £1,010

2014F £975

1.31

1.32

2014F 2015F

2.0%

Conclusion 0.0%and the changes in customer behaviour The economy have no -2.0% doubt heightened competition in the hospitality-4.0% and events market. It is critical to have a clear and balanced understanding of the market risks -6.0% and opportunities and the experience to successfully drive sales -8.0% in this dynamic and ever-changing industry.

Annual Growth

1.5 1.5

2015F £1,010 2010 £960

900

2011 £950

2009 £969

925

Market Value

06 • PRESTIGE • AUTUMN 2013

-2.0% -4.0%

2014F £975 2009 £969

950

2.1% 0.5%

-1.0% 0.0% -3.0%

950

2013F £955 2008 £999

-3.0%

-2.0%

-1.0%

2012 £950 2007 £1,020

-2.0%

-1.0%

2.0%

2011 £950

975

4.0% 0.0%

0.5%

-1.0%

975

900

2.1% 0.0%

1000

925

3.6%

1000

2008 £999

were a key factor that contributed to their success in being awarded this contract.” Sodexo adds the Henley Royal Regatta win to its impressive portfolio of hospitality contracts for prestigious events including RHS Chelsea Flower Show; Royal Ascot; Burghley Horse Trials; The Open Championship and AEG Live’s ‘Barclaycard presents British Summer Time Hyde Park’.

1025

2007 £1,020

This summer Sodexo was named the caterer for the official hospitality, to include Fawley Meadows and Temple Island, at Henley Royal Regatta for a five-year period. Daniel Grist, Secretary of Henley Royal Regatta, said: “Sodexo’s creative ideas for Fawley Meadows and Temple Island, offering different price points, packages and experiences that meet the needs of the diverse range of people who visit the Regatta each year,

1025

2010 £960

Big Win

1050

2008

1.30

2015F £1,010

1.30

2014F £975

1.39

Low scenario 1.30

Private vs. corporate business There is also a trend towards private individuals entertaining friends and family to celebrate occasions or enjoy quality time together, which is not always possible considering the busy and hectic lifestyles many people now have. As an example, approximately 25% of the hospitality packages we sold at the London 2012 Olympic and Paralympic Games were to 3.6% individuals not representing corporate businesses. 4.0%

1.48

1.43

1.36

1.35

1.3

2015F £1,010

2014F £975

2013F £955

2012 £950

2011 £950

2010 £960

2009 £969

2008 £999

2007 £1,020

water, I relate it to the rowing conditions. Crossing the Channel to France, I think the choppy waters would be horrible to row on, while driving around Europe I will see a lake like a river and start dreaming.”

1.40 Medium scenario 1.37

1.32

-3.0%

High scenario

1.43

1.4

-1.0%

With the Henley Royal Regatta's 175th anniversary next year it’s set to be an extra special one and, as Redgrave fears he will not make the 200th anniversary, he is all set to attend his favourite waterway. “Although I’ve been retired for over 13 years now, whenever I see a bit of

2012 £950

1.48

18.8

3.6%

-2.0%

2011 £950

.3

1.5£2

2.1%

When Redgrave announced he was going to retire in 2000 after 25 years in the sport, everyone said it would be the most difficult thing he would ever do. He proved critics wrong though. “Stopping the hours of training, week after week, month after month for years and years was actually the easiest thing I ever did. And in a sport of minimal financial gains I now make a living by telling my stories in motivational speeches. With businesses this works well because I’m a long-term success, which is what all businesses want,” said Redgrave. Unfortunately he says there is no magic formula, but there is planning and soul searching and he says if you put in the hours, you will get results. “We live in an ‘instant fame’ society, but the reality is that nothing grounds you more for success than hard graft. I think my kids are on board with this concept as my daughter is in her fifth year as a medical student. Still training and still loving it, which is one of the keys to doing well. The human race doesn’t like doing stuff they are bad at, so find something you are good at and get better at it, while remembering to work on your weaknesses.”

2010 £960

.4

.0 £1

£1

.4

£1

Exhibitions & Trade Shows

2.3

0.0%

-4.0%

2013F £955

£1.0 £1.2

.0

Festival & Cultural Events

£1

£1.0 £1.2

Corporate & Business Events

2009 £969

Sports Events

2008 £999

Music Events

£1.1

-3.0%

the next 10 years, the US and EU are expected -6.0% to lose share of world GDP while Asia and the Middle -8.0% 925 East/North Africa increase share. • Consumer spending is projected to increase 900 significantly in China, India, Russia and South Korea. • The UK is the sixth largest international tourism destination ranked by visitor numbers, with 31 million inbound visitors spending £18 billion in 2011 and projected to reach 40 million visitors by 2020. 2007 £1,020

£1

Outdoor Events

.8

£18

£9.3

-2.0%

• Over 950

Incentive Travel

.3

£2

on to win five Olympic gold medals, choosing a high point in Redgrave’s career isn’t easy and, as a father of three, Redgrave compares it to trying to choose a favourite child. “Each win has its own character and special place, but if you twisted my arm, I would have to say my first Olympic gold in 1984. Once you’ve won that first one, it’s easier to re-achieve success, because you know you’ve done it before.”

975

Corporate Hospitality

.4

£1

.0

£1.0 £1.2

events market The UK events market (including corporate hospitality, incentive travel, outdoor events, music events, sports events, conferences, business events, festivals, cultural events, exhibitions and trade shows) was estimated to be c. £36 billion in 2011, with over 81% of the number of meetings and events held by the corporate sector. The number of events held in the UK fell from 1.36 million to 1.3 million between 2008 and 2011.

07 1.48

High scenario


.0 £1 .4

£1

£ £1

Sir DESTINATION Steve Redgrave

.3

£2

.8

£18

£9.3 £1.1

HOSPITALITY MARKET OUTLOOK

This overview of the UK Corporate Hospitality Market that Sodexo commissioned Allegra Strategies to undertake, explores the outlook of the UK hospitality market and what companies are actually looking for. This market overview is based on comprehensive industry executive interviews with hospitality providers, buyers, clients and consultants. International markets Current trends suggest that alternative markets and new revenue streams need to be assessed in order to optimise revenues. Given the secular shift 1050 in the global economy, the UK hospitality, meetings 3.6% 4.0% and events industry, particularly sports stadia and 2.1% 1025 2.0%target leisure attractions with a strong brand, should 0.5% 0.0% international markets East and 1000 -1.0% – e.g. Asia, the Middle0.0% Russia – to drive growth. -1.0% -2.0%

Corporate hospitality market £ While the market is now expected to recover after years .8 £9.3trajectory will depend of1050decline, the growth £18 on the 4.0% 1025 £9.3 recovery of the broader UK 2.0% economy and underlining 1000 0.0% 1.1 forecasts business confidence. £ Allegra the UK Corporate -2.0% 1 1.975 £Hospitality market will reach £955m in 2013 with -4.0% 950 modest annual 0.5% value -6.0% growth. Market growth is -8.0% 925 expected to pick up with improved economic recovery 900 in 2014 and 2015.

£

1.39 1.36

0.5%

-1.0%

1.2

The long-term market employment growth rate is expected to be 0.5% per annum with 70% of the increase 1.5 High scenario in full time jobs to be taken up by women in the next Medium scenario 10 1.4 years. The increase in women in employment, particularly in full time employment, may well influence Low scenario 1.3 popular corporate hospitality events in the future. There will be continued growth in higher skilled, white 1.2 2008 2009 2010 2011 2012 2013 2014F 2015F collar occupations. This has positive implications for the corporate hospitality market. 1.40

1.37

1.35

1.32

1.30

1.30

1.31

1.31

1.32

1050

-8.0%

2013F £955

2012 £950

-6.0%

2009

1.30

1.31

2010

2011

2012

2013

2015F £1,010

2014F £975

1.31

1.32

2014F 2015F

2.0%

Conclusion 0.0%and the changes in customer behaviour The economy have no -2.0% doubt heightened competition in the hospitality-4.0% and events market. It is critical to have a clear and balanced understanding of the market risks -6.0% and opportunities and the experience to successfully drive sales -8.0% in this dynamic and ever-changing industry.

Annual Growth

1.5 1.5

2015F £1,010 2010 £960

900

2011 £950

2009 £969

925

Market Value

06 • PRESTIGE • AUTUMN 2013

-2.0% -4.0%

2014F £975 2009 £969

950

2.1% 0.5%

-1.0% 0.0% -3.0%

950

2013F £955 2008 £999

-3.0%

-2.0%

-1.0%

2012 £950 2007 £1,020

-2.0%

-1.0%

2.0%

2011 £950

975

4.0% 0.0%

0.5%

-1.0%

975

900

2.1% 0.0%

1000

925

3.6%

1000

2008 £999

were a key factor that contributed to their success in being awarded this contract.” Sodexo adds the Henley Royal Regatta win to its impressive portfolio of hospitality contracts for prestigious events including RHS Chelsea Flower Show; Royal Ascot; Burghley Horse Trials; The Open Championship and AEG Live’s ‘Barclaycard presents British Summer Time Hyde Park’.

1025

2007 £1,020

This summer Sodexo was named the caterer for the official hospitality, to include Fawley Meadows and Temple Island, at Henley Royal Regatta for a five-year period. Daniel Grist, Secretary of Henley Royal Regatta, said: “Sodexo’s creative ideas for Fawley Meadows and Temple Island, offering different price points, packages and experiences that meet the needs of the diverse range of people who visit the Regatta each year,

1025

2010 £960

Big Win

1050

2008

1.30

2015F £1,010

1.30

2014F £975

1.39

Low scenario 1.30

Private vs. corporate business There is also a trend towards private individuals entertaining friends and family to celebrate occasions or enjoy quality time together, which is not always possible considering the busy and hectic lifestyles many people now have. As an example, approximately 25% of the hospitality packages we sold at the London 2012 Olympic and Paralympic Games were to 3.6% individuals not representing corporate businesses. 4.0%

1.48

1.43

1.36

1.35

1.3

2015F £1,010

2014F £975

2013F £955

2012 £950

2011 £950

2010 £960

2009 £969

2008 £999

2007 £1,020

water, I relate it to the rowing conditions. Crossing the Channel to France, I think the choppy waters would be horrible to row on, while driving around Europe I will see a lake like a river and start dreaming.”

1.40 Medium scenario 1.37

1.32

-3.0%

High scenario

1.43

1.4

-1.0%

With the Henley Royal Regatta's 175th anniversary next year it’s set to be an extra special one and, as Redgrave fears he will not make the 200th anniversary, he is all set to attend his favourite waterway. “Although I’ve been retired for over 13 years now, whenever I see a bit of

2012 £950

1.48

18.8

3.6%

-2.0%

2011 £950

.3

1.5£2

2.1%

When Redgrave announced he was going to retire in 2000 after 25 years in the sport, everyone said it would be the most difficult thing he would ever do. He proved critics wrong though. “Stopping the hours of training, week after week, month after month for years and years was actually the easiest thing I ever did. And in a sport of minimal financial gains I now make a living by telling my stories in motivational speeches. With businesses this works well because I’m a long-term success, which is what all businesses want,” said Redgrave. Unfortunately he says there is no magic formula, but there is planning and soul searching and he says if you put in the hours, you will get results. “We live in an ‘instant fame’ society, but the reality is that nothing grounds you more for success than hard graft. I think my kids are on board with this concept as my daughter is in her fifth year as a medical student. Still training and still loving it, which is one of the keys to doing well. The human race doesn’t like doing stuff they are bad at, so find something you are good at and get better at it, while remembering to work on your weaknesses.”

2010 £960

.4

.0 £1

£1

.4

£1

Exhibitions & Trade Shows

2.3

0.0%

-4.0%

2013F £955

£1.0 £1.2

.0

Festival & Cultural Events

£1

£1.0 £1.2

Corporate & Business Events

2009 £969

Sports Events

2008 £999

Music Events

£1.1

-3.0%

the next 10 years, the US and EU are expected -6.0% to lose share of world GDP while Asia and the Middle -8.0% 925 East/North Africa increase share. • Consumer spending is projected to increase 900 significantly in China, India, Russia and South Korea. • The UK is the sixth largest international tourism destination ranked by visitor numbers, with 31 million inbound visitors spending £18 billion in 2011 and projected to reach 40 million visitors by 2020. 2007 £1,020

£1

Outdoor Events

.8

£18

£9.3

-2.0%

• Over 950

Incentive Travel

.3

£2

on to win five Olympic gold medals, choosing a high point in Redgrave’s career isn’t easy and, as a father of three, Redgrave compares it to trying to choose a favourite child. “Each win has its own character and special place, but if you twisted my arm, I would have to say my first Olympic gold in 1984. Once you’ve won that first one, it’s easier to re-achieve success, because you know you’ve done it before.”

975

Corporate Hospitality

.4

£1

.0

£1.0 £1.2

events market The UK events market (including corporate hospitality, incentive travel, outdoor events, music events, sports events, conferences, business events, festivals, cultural events, exhibitions and trade shows) was estimated to be c. £36 billion in 2011, with over 81% of the number of meetings and events held by the corporate sector. The number of events held in the UK fell from 1.36 million to 1.3 million between 2008 and 2011.

07 1.48

High scenario


The Co-operative DESTINATIONGroup

Prestigious Partnership The Co-operative Group opens a new head office in Manchester that is a prime example of sustainable building

The Co-operative: shared values paving the way to realising shared goals his year is a watershed year for The Co-operative Group as it celebrates its 150th anniversary and settles into its new state-of-the-art head office, One Angel Square.

T

Additionally, 2013 marks a highlight in Sodexo’s 17-year-long relationship with The Co-operative Group as Sodexo Prestige was recently announced as the Best Service Provider in The Co-operative Property Awards 2013 and its account manager for the contract, Jo Kelly, was given the Lifetime Achievement Award. The Best Service Provider Award is given to “an organisation which has provided outstanding service to The Co-operative Group, in turn supporting The Cooperative to provide excellent service to all of customer facing businesses.” The Lifetime Achievement Award is presented to a person who “has consistently demonstrated dedication, passion and collaborative behaviour over a significant period of time, providing outstanding levels of customer service and understanding of clients' needs.”

The building is also the biggest single expression of The Co-operative’s values and commitment to the environment. Not only does it demonstrate business leadership on environmental sustainability through its design and on-going operation, it also creates a workplace which brings all of the Group’s businesses under one roof. It provides outstanding, modern working environments for staff, enabling them to work more flexibly and efficiently both inside and away from the building. The building provides a healthy, inspiring environment reflecting a modern, staff-focused business. It creates a work culture that embodies co-operative values, creates shared co-operative spaces and a working community of different teams interacting. One Angel Square is the first phase of NOMA, the £800 million scheme to redevelop 20 acres of the northern side of Manchester city centre. The 10 year programme will create a truly mixed use district, incorporating office space, residential, retail and leisure facilities.

Sodexo Prestige provides catering and hospitality services at the landmark 14-storey One Angel Square building, which was opened by The Co-operative Group in Manchester in February, and is the most sustainable large office space in Europe. Manchester has been the Group’s home for nearly 150 years and the new building is a demonstration of its current success, its confidence in its future and its commitment to Manchester. 08 • PRESTIGE • AUTUMN 2013

L-R: Match of the Day host Gary Lineker, Jo Kelly, Sodexo Prestige account manager, Andrew Finn, business director, England and Wales, Sodexo Prestige, The Co-operative and Countdown’s Rachel Riley.

09


The Co-operative DESTINATIONGroup

Prestigious Partnership The Co-operative Group opens a new head office in Manchester that is a prime example of sustainable building

The Co-operative: shared values paving the way to realising shared goals his year is a watershed year for The Co-operative Group as it celebrates its 150th anniversary and settles into its new state-of-the-art head office, One Angel Square.

T

Additionally, 2013 marks a highlight in Sodexo’s 17-year-long relationship with The Co-operative Group as Sodexo Prestige was recently announced as the Best Service Provider in The Co-operative Property Awards 2013 and its account manager for the contract, Jo Kelly, was given the Lifetime Achievement Award. The Best Service Provider Award is given to “an organisation which has provided outstanding service to The Co-operative Group, in turn supporting The Cooperative to provide excellent service to all of customer facing businesses.” The Lifetime Achievement Award is presented to a person who “has consistently demonstrated dedication, passion and collaborative behaviour over a significant period of time, providing outstanding levels of customer service and understanding of clients' needs.”

The building is also the biggest single expression of The Co-operative’s values and commitment to the environment. Not only does it demonstrate business leadership on environmental sustainability through its design and on-going operation, it also creates a workplace which brings all of the Group’s businesses under one roof. It provides outstanding, modern working environments for staff, enabling them to work more flexibly and efficiently both inside and away from the building. The building provides a healthy, inspiring environment reflecting a modern, staff-focused business. It creates a work culture that embodies co-operative values, creates shared co-operative spaces and a working community of different teams interacting. One Angel Square is the first phase of NOMA, the £800 million scheme to redevelop 20 acres of the northern side of Manchester city centre. The 10 year programme will create a truly mixed use district, incorporating office space, residential, retail and leisure facilities.

Sodexo Prestige provides catering and hospitality services at the landmark 14-storey One Angel Square building, which was opened by The Co-operative Group in Manchester in February, and is the most sustainable large office space in Europe. Manchester has been the Group’s home for nearly 150 years and the new building is a demonstration of its current success, its confidence in its future and its commitment to Manchester. 08 • PRESTIGE • AUTUMN 2013

L-R: Match of the Day host Gary Lineker, Jo Kelly, Sodexo Prestige account manager, Andrew Finn, business director, England and Wales, Sodexo Prestige, The Co-operative and Countdown’s Rachel Riley.

09


The Co-operative Group

TRENDS

How Britain WORKS See what today’s workforce really wants from its workplace in this recent research project commissioned by Sodexo

Alongside The Co-operative’s own food products, Sodexo Prestige has introduced its award winning, premium sustainable food offer, Origo, at One Angel Square. Origo focuses on outstanding quality and the principles of corporate responsibility, sustainability, health and wellbeing. The main point of focus for Origo is that all products are UK and/or Ireland sourced, with known provenance, wherever possible. It uses Red Tractor certified fruit, salads, vegetables and meat, not only giving assurances around the provenance of the produce, but also the quality of animal husbandry, production methods and yields. Menus focus on foods relevant to the British seasonal calendar and ingredient origins are stated on daily menus. Seafood is Marine Stewardship Council certified wherever it is available and only fish from a sustainable source is used. Where possible, products are Fairtrade and/or Rainforest Alliance accredited. All eggs used in dishes made on site are free range. Respectful of The Co-operative Group's Values and Principles, as a supplier, Sodexo has worked to support its culture and ethos to encourage new ideas to tackle issues that are important to its members – from helping the community to changing the world. 10 • PRESTIGE • AUTUMN 2013

Sodexo’s own mission is to improve the Quality of Life of all those it serves and contribute to the economic, social and environmental development of the cities, regions and countries in which it operates. In order to live up to its mission, Sodexo designed a sustainability strategy to 2020, the Better Tomorrow Plan.

in a truly collaborative manner with Co-operative and supplier colleagues. Jo said: “There is very much a one-team ethos at The Co-operative. The one-team approach from all service providers has enabled us to deliver a world class service within One Angel Square.”

For the past three years, Sodexo has achieved a ‘Gold’ band ranking in the prestigious Business in the Community Corporate Responsibility Index. Throughout the move to One Angel Square, Sodexo Prestige successfully maintained catering and hospitality service standards across the Group’s estate in the north west of England as around 3,000 Co-operative staff were relocated to the new building. Jo Kelly has been the main point of contact and the face of Sodexo at The Co-operative for nearly ten years. She is renowned for her team spirit and service ethos which enable her and her whole team to work

Where possible, products are Fairtrade and/or accredited with the Rainforest Alliance

The building – key facts and facilities: • 320,000sq ft of high quality office space. • Café within the atrium provides communal focus and can be re-configured as 400 person conference facility. • Restaurant at 8th floor level with panoramic views over city. • Full accessibility for those with disabilities. • It demonstrates that The Co-operative Group is a leading 21st Century employer

U

p to £135 billion each year is being lost as a result of poorly designed offices; from the high cost of real estate, underutilised space and the wrong furniture solutions to poorly integrated technology.

As an employer of 35,000 people in the UK and Ireland interacting with clients in 2,300 locations, Sodexo is committed to improving the quality of life for its employees, clients, stakeholders and customers. By examining three areas, social, people and space trends, Sodexo has proof that the rise of technology on a personal and commercial level is having an influential effect on how we work. Social trends have shown that while there are more baby boomers in the workplace, the demands and technology used by younger employees have a significant influence on how organisations operate. At the same time more women are occupying senior management roles, with positive results on productivity. A greater emphasis on health and wellbeing mean companies offering employees active and healthy options in the workplace see them more engaged.

People trends revealed that more employees view their work and life as one. Companies supporting employees with flexible working patterns and technology to work anywhere anytime will see a happier, more productive workforce, particularly if allowed to manage their personal lives during traditional office hours. Employees judged on output rather than hours worked are more productive. The survey also highlighted how organisations, offering the welldesigned, shared workspaces and practices which encourage employees to communicate more, will attract and retain talent better. Organisations will look to reduce office space over the next few years as technology means they can become 'thinner'.

To see how these trends are affecting your workplace, download your copy of the report by scanning here

11


The Co-operative Group

TRENDS

How Britain WORKS See what today’s workforce really wants from its workplace in this recent research project commissioned by Sodexo

Alongside The Co-operative’s own food products, Sodexo Prestige has introduced its award winning, premium sustainable food offer, Origo, at One Angel Square. Origo focuses on outstanding quality and the principles of corporate responsibility, sustainability, health and wellbeing. The main point of focus for Origo is that all products are UK and/or Ireland sourced, with known provenance, wherever possible. It uses Red Tractor certified fruit, salads, vegetables and meat, not only giving assurances around the provenance of the produce, but also the quality of animal husbandry, production methods and yields. Menus focus on foods relevant to the British seasonal calendar and ingredient origins are stated on daily menus. Seafood is Marine Stewardship Council certified wherever it is available and only fish from a sustainable source is used. Where possible, products are Fairtrade and/or Rainforest Alliance accredited. All eggs used in dishes made on site are free range. Respectful of The Co-operative Group's Values and Principles, as a supplier, Sodexo has worked to support its culture and ethos to encourage new ideas to tackle issues that are important to its members – from helping the community to changing the world. 10 • PRESTIGE • AUTUMN 2013

Sodexo’s own mission is to improve the Quality of Life of all those it serves and contribute to the economic, social and environmental development of the cities, regions and countries in which it operates. In order to live up to its mission, Sodexo designed a sustainability strategy to 2020, the Better Tomorrow Plan.

in a truly collaborative manner with Co-operative and supplier colleagues. Jo said: “There is very much a one-team ethos at The Co-operative. The one-team approach from all service providers has enabled us to deliver a world class service within One Angel Square.”

For the past three years, Sodexo has achieved a ‘Gold’ band ranking in the prestigious Business in the Community Corporate Responsibility Index. Throughout the move to One Angel Square, Sodexo Prestige successfully maintained catering and hospitality service standards across the Group’s estate in the north west of England as around 3,000 Co-operative staff were relocated to the new building. Jo Kelly has been the main point of contact and the face of Sodexo at The Co-operative for nearly ten years. She is renowned for her team spirit and service ethos which enable her and her whole team to work

Where possible, products are Fairtrade and/or accredited with the Rainforest Alliance

The building – key facts and facilities: • 320,000sq ft of high quality office space. • Café within the atrium provides communal focus and can be re-configured as 400 person conference facility. • Restaurant at 8th floor level with panoramic views over city. • Full accessibility for those with disabilities. • It demonstrates that The Co-operative Group is a leading 21st Century employer

U

p to £135 billion each year is being lost as a result of poorly designed offices; from the high cost of real estate, underutilised space and the wrong furniture solutions to poorly integrated technology.

As an employer of 35,000 people in the UK and Ireland interacting with clients in 2,300 locations, Sodexo is committed to improving the quality of life for its employees, clients, stakeholders and customers. By examining three areas, social, people and space trends, Sodexo has proof that the rise of technology on a personal and commercial level is having an influential effect on how we work. Social trends have shown that while there are more baby boomers in the workplace, the demands and technology used by younger employees have a significant influence on how organisations operate. At the same time more women are occupying senior management roles, with positive results on productivity. A greater emphasis on health and wellbeing mean companies offering employees active and healthy options in the workplace see them more engaged.

People trends revealed that more employees view their work and life as one. Companies supporting employees with flexible working patterns and technology to work anywhere anytime will see a happier, more productive workforce, particularly if allowed to manage their personal lives during traditional office hours. Employees judged on output rather than hours worked are more productive. The survey also highlighted how organisations, offering the welldesigned, shared workspaces and practices which encourage employees to communicate more, will attract and retain talent better. Organisations will look to reduce office space over the next few years as technology means they can become 'thinner'.

To see how these trends are affecting your workplace, download your copy of the report by scanning here

11


DESTINATION How Britain Works

2001

SOCIAL TRENDS

96%

People trends

2012

2011

22%

Working anytime, anywhere:

2025

75%

The composition of the workforce is changing:

2001 2001

96% 96%

2011

%

2011 2011

2012 2012

2012

22% 22%

22%

2025 2025

75% 75%

2025 Between 2001 and 2011 there was a 96 per cent rise in workers aged 65 and over

11.6%

2011

22%

14.5%

2012

2012

2011

FLEXIBLE WORKING

22%

2012

96% from late 1980s to the early 75% 2001 Y (birthdates Generation Women in CEO and MD 22% posts in the UK have 2011 75% 2001 2000s) represents 22 per96% cent of workforce now and increased by 25 per cent in one year will grow to 75 per cent of workforce by 2025 2025 (11.6 per cent to 14.5 per cent in 2012)

2011 2011

14.5% 14.5%

20%

2012 2012

changes dictate the way we work: 2%2012Technological 22%

2012

Technology will not only influence devices, 22% but design of workplaces – in 2013 cloud 14.5% 2012 will account for a third of IT expenditure

75%

% 2025

75%2011

2025

75% 11.6% 75%

11.6% 2011

14.5%

The way people work dictates technology changes in the workplace – Bring Your Own Device (BYOD). Travel reductions and flexible working means people are using technology more and companies are investing in this.

2012 14.5%

10% 10% 20% 20% The world wants to be a healthier place:

2012

O2 case study and other studies show that people working remotely add 15-20 working hours a week 2008

£135 £135

2008 2008

£135

15-20 HOURS

2012

2020

Happy workers are up to 12 per cent more productive, unhappy workers are 10 per cent less productive

FLEXIBLE WORKING

12% 10%

billion

2012

2020

2020

20%

20%

Physical activity shown to have a direct impact on the workforce. Physically healthy employees are 20 per cent more productive and twice as likely not to be ill

% 0%

0%

10% 20%

TOP 100

OTHERS

One in three people eat lunch ‘al desko’

Topbillion 100 places to work outperform others by 2012 2-4 per cent a year 2020

FTSE companies that track wellbeing outperform others by 10 per cent

OTHERS

12% 10% 38% 50%

32% 38%

32 per cent of people leave work for more money. In London 38 per cent leave due to lack of work/life balance

TOP 100

Well-lit, well-ventilated and comfortable workplaces increase productivity by as much as 16 per cent and job satisfaction by 24 per cent

£135 billion

2012

£135 billion £135

25%

Staff retention: 50 per cent last more than two years, one in four leave in first six months

2020

38%

2020

£135 billion

50%

2012

OTHERS

2020

billion

25%

70 per cent of office space is individual and 30 per cent collaborative, in 2020 that will be reversed

94 per cent of ideas are generated outside of individual space

94%

Individual

32%

38%

TOP 100

Collaborative 50% 94%

25%

TOP 100

OTHERS

2020 £135b is lost every year on poorly designed offices

50% 25%

2020

32%

10%

94%

12% 10% 12% 10% 94%

94% Workplace optimisation for the future:

10% 10%

2012

TOP 100

32%

£135 £135 OTHERS billion

10% 10%

billion

Number of self-employed has been growing since 2008, and profiles are changing. It used to be women and over 65s, now more men and 50-65 year olds

94%

Space trends

TOP 100

£135

2008

2012

To be the best, attract the best:

10%

2012 2012

billion 10% Rising power of people:

75%

billion billion

£135

Department of Work and Pensions study found that 65 per cent of employers said flexible working was positive for recruitment and retention; 58 per cent of small medium-sized enterprises (SMEs) have seen improvement in productivity through flexible working; 42 per cent said it was positive for recruitment; and 70 per cent noticed an improvement in employee relations

2012

FLEXIBLE FLEXIBLE WORKING WORKING

75%

2025 11.6% 11.6%

Post Olympic survey said that 2 in 5 workers work remotely for at last half the week

FLEXIBLE WORKING

15-20 15-20 HOURS HOURS

15-20 HOURS

Open spaces create open cultures: OTHERS

2012 2020

2020

32%

38%

32%50%

38%25%

Citrix report says by 2020 organisations will reduce office space by a fifth with seven desks for every 10 workers. Each person will access IT from six devices

94%

50%

The role of the restaurant is changing from subsidised canteen to an eating, meeting, informal space

25%

TOP 100

12 • PRESTIGE • AUTUMN 2013

OTHERS

2020

13


DESTINATION How Britain Works

2001

SOCIAL TRENDS

96%

People trends

2012

2011

22%

Working anytime, anywhere:

2025

75%

The composition of the workforce is changing:

2001 2001

96% 96%

2011

%

2011 2011

2012 2012

2012

22% 22%

22%

2025 2025

75% 75%

2025 Between 2001 and 2011 there was a 96 per cent rise in workers aged 65 and over

11.6%

2011

22%

14.5%

2012

2012

2011

FLEXIBLE WORKING

22%

2012

96% from late 1980s to the early 75% 2001 Y (birthdates Generation Women in CEO and MD 22% posts in the UK have 2011 75% 2001 2000s) represents 22 per96% cent of workforce now and increased by 25 per cent in one year will grow to 75 per cent of workforce by 2025 2025 (11.6 per cent to 14.5 per cent in 2012)

2011 2011

14.5% 14.5%

20%

2012 2012

changes dictate the way we work: 2%2012Technological 22%

2012

Technology will not only influence devices, 22% but design of workplaces – in 2013 cloud 14.5% 2012 will account for a third of IT expenditure

75%

% 2025

75%2011

2025

75% 11.6% 75%

11.6% 2011

14.5%

The way people work dictates technology changes in the workplace – Bring Your Own Device (BYOD). Travel reductions and flexible working means people are using technology more and companies are investing in this.

2012 14.5%

10% 10% 20% 20% The world wants to be a healthier place:

2012

O2 case study and other studies show that people working remotely add 15-20 working hours a week 2008

£135 £135

2008 2008

£135

15-20 HOURS

2012

2020

Happy workers are up to 12 per cent more productive, unhappy workers are 10 per cent less productive

FLEXIBLE WORKING

12% 10%

billion

2012

2020

2020

20%

20%

Physical activity shown to have a direct impact on the workforce. Physically healthy employees are 20 per cent more productive and twice as likely not to be ill

% 0%

0%

10% 20%

TOP 100

OTHERS

One in three people eat lunch ‘al desko’

Topbillion 100 places to work outperform others by 2012 2-4 per cent a year 2020

FTSE companies that track wellbeing outperform others by 10 per cent

OTHERS

12% 10% 38% 50%

32% 38%

32 per cent of people leave work for more money. In London 38 per cent leave due to lack of work/life balance

TOP 100

Well-lit, well-ventilated and comfortable workplaces increase productivity by as much as 16 per cent and job satisfaction by 24 per cent

£135 billion

2012

£135 billion £135

25%

Staff retention: 50 per cent last more than two years, one in four leave in first six months

2020

38%

2020

£135 billion

50%

2012

OTHERS

2020

billion

25%

70 per cent of office space is individual and 30 per cent collaborative, in 2020 that will be reversed

94 per cent of ideas are generated outside of individual space

94%

Individual

32%

38%

TOP 100

Collaborative 50% 94%

25%

TOP 100

OTHERS

2020 £135b is lost every year on poorly designed offices

50% 25%

2020

32%

10%

94%

12% 10% 12% 10% 94%

94% Workplace optimisation for the future:

10% 10%

2012

TOP 100

32%

£135 £135 OTHERS billion

10% 10%

billion

Number of self-employed has been growing since 2008, and profiles are changing. It used to be women and over 65s, now more men and 50-65 year olds

94%

Space trends

TOP 100

£135

2008

2012

To be the best, attract the best:

10%

2012 2012

billion 10% Rising power of people:

75%

billion billion

£135

Department of Work and Pensions study found that 65 per cent of employers said flexible working was positive for recruitment and retention; 58 per cent of small medium-sized enterprises (SMEs) have seen improvement in productivity through flexible working; 42 per cent said it was positive for recruitment; and 70 per cent noticed an improvement in employee relations

2012

FLEXIBLE FLEXIBLE WORKING WORKING

75%

2025 11.6% 11.6%

Post Olympic survey said that 2 in 5 workers work remotely for at last half the week

FLEXIBLE WORKING

15-20 15-20 HOURS HOURS

15-20 HOURS

Open spaces create open cultures: OTHERS

2012 2020

2020

32%

38%

32%50%

38%25%

Citrix report says by 2020 organisations will reduce office space by a fifth with seven desks for every 10 workers. Each person will access IT from six devices

94%

50%

The role of the restaurant is changing from subsidised canteen to an eating, meeting, informal space

25%

TOP 100

12 • PRESTIGE • AUTUMN 2013

OTHERS

2020

13


Brighton & Hove Albion Football Club

A perfect match

Beautiful game the

Brighton & Hove Albion Football Club is working harder than ever on innovative ways to give back to the local community and prove that football can be a powerful tool for change

ootball has long been heralded as a beautiful game for the precision, accuracy and team work displayed by its players. Now it is the imagination of those off the field that is impressing fans and footballers alike. Using its in-house club charity Albion in the Community, Brighton & Hove Albion Football Club is delivering cutting-edge projects in the areas of health, education, disability and social inclusion to increase participation, create opportunities, tackle inequalities and improve health.

F

One such programme, Kickz, takes young people from disadvantaged backgrounds and organises football coaching and tournaments with them. As CEO of Albion in the Community (AITC), Michael Edwards, takes a chief role in implementing and overseeing such programmes and explains that the effects can be immediate. “One of our funders is the local police force because they can see that by taking young people off the streets, it keeps them on the straight and narrow,” he says. The Albion Goals project helps young people aged 16 and over who are disengaged from education. “Young people often feel disenfranchised, so we provide them with a structured weekly sporting programme and a meal, and we talk to them about potential employment. We have success in preparing these people for the workplace and getting them into different areas of

14 • PRESTIGE • AUTUMN 2013

employment. With youth unemployment a continuing issue in the area, this is increasingly a more significant part of what we do.” AITC aims to give young people with a lack of academic qualifications, the opportunity to gain vocational skills and learn how to present themselves to potential employers." Local resident Josh Greenfield, who bagged a hat-trick in his last match, says, "It was brilliant to play in a match like this and to get a hat-trick as well was a real bonus. Next week I'm hoping to start my Community Sports Leadership Award (CSLA) training course, and who knows, I may be a coach one day." Very few places attract an attendance of 30,000 on a regular basis, and many young boys under 16 have an aspiration deep inside them to become a centre forward some day. This is why Michael believes it is vital that football clubs use their positions at the centre of city life for the benefit of the local community. “We’ve done a lot of work in Kenya and Costa Rica in the past, but this current year we’ve suspended international work because we feel that there’s more we can do in our local area and that must take priority,” says Michael. Brighton is famous for its free-thinking entrepreneurial spirit, which is reflected

Sodexo’s commitment to supporting the Brighton and Hove Albion Football Club in these CSR initiatives was a huge part of its five-year £25m contract win. Supporters visiting the club on match days are able to enjoy its food from award-winning local suppliers. As part of the contract, Sodexo also took responsibility for non match day sales and will build on the strength of the club’s community positioning using our national and international marketing experience. Sodexo brings a wealth of experience from existing partnerships with Everton, Newcastle United and Aberdeen football clubs, and Hampden Park. Simon Williams, Albion’s head of commercial development, said: “We undertook a comprehensive tendering process and were extremely excited by Sodexo Prestige’s innovation and attention to detail.”

in the work of the club. A new careers fair at the stadium regularly brings together companies from different sectors including financial services, construction, hospitality, tourism, leisure, technology and media with potential employees. One of the club’s most popular initiatives involves the players themselves. With a number of Spanish players on the team, they have launched Spanish Double Club, which helps local children learn Spanish through football. The clubs run at the Amex Stadium and schools across Sussex with 90 minute lessons taught in two 45 minute halves, replicating a football match. During the first ‘half’ in the classroom, the children are given special workbooks which

feature guides in Spanish on Brighton & Hove Albion Football Club, the stadium and how to play the game. The second ‘half’ is spent on the pitch playing football, learning training drills and exercises in the language. “The players teach what they know and the students learn about what they love – football,” says Michael. With the tremendous status of football, it seems this successful engagement between the club and the community will continue to grow, and it is forward-thinking sporting organisations such as the Albion, which can really make a difference. The club and AITC recently hosted one of nine regional Homeless FA Training Centres across the UK. The programme saw 30

Tapestry of life

young people from homeless backgrounds take part in a four-week football coaching and personal development programme at the Amex Stadium. Four people from the group were chosen to play for England at various international tournaments including the Homeless World Cup in August. “Being part of this programme and getting the opportunity to compete on an international stage gave a lot of these people confidence in their abilities, which they may not have had before,” says Michael. Continuing this great work, next year AITC will be focusing more on disability and activities around social inclusion.

COOKING UP A STORM To help young people learn life skills, youth squad members with Aberdeen Football Club are enrolled in a 10-week kitchen survival guide, which starts with the basics of how to cook eggs. By the end of the culinary skills course they can prepare a nutritionally-balanced meal, as well as understand food safety and hygiene. The four-year-old course is led by top chefs from Sodexo Prestige, who oversee all catering and hospitality at the football club’s home, Pittodrie Stadium.

This June the Sodexo team at Scotland’s National Stadium did its bit for charity, by offering up food and drink at an event to raise funds and awareness for Alzheimer Scotland. As part of the Hampden Park Quilt Challenge, which tied in with the charity’s ‘Yes we can – together’ project, the pitch at Hampden Park was covered with over 5,000 quilts. Each had been stitched with stories and memories from people all over Scotland, with many signed by celebrities such as Billy Connolly and Jackie Charlton.

15


Brighton & Hove Albion Football Club

A perfect match

Beautiful game the

Brighton & Hove Albion Football Club is working harder than ever on innovative ways to give back to the local community and prove that football can be a powerful tool for change

ootball has long been heralded as a beautiful game for the precision, accuracy and team work displayed by its players. Now it is the imagination of those off the field that is impressing fans and footballers alike. Using its in-house club charity Albion in the Community, Brighton & Hove Albion Football Club is delivering cutting-edge projects in the areas of health, education, disability and social inclusion to increase participation, create opportunities, tackle inequalities and improve health.

F

One such programme, Kickz, takes young people from disadvantaged backgrounds and organises football coaching and tournaments with them. As CEO of Albion in the Community (AITC), Michael Edwards, takes a chief role in implementing and overseeing such programmes and explains that the effects can be immediate. “One of our funders is the local police force because they can see that by taking young people off the streets, it keeps them on the straight and narrow,” he says. The Albion Goals project helps young people aged 16 and over who are disengaged from education. “Young people often feel disenfranchised, so we provide them with a structured weekly sporting programme and a meal, and we talk to them about potential employment. We have success in preparing these people for the workplace and getting them into different areas of

14 • PRESTIGE • AUTUMN 2013

employment. With youth unemployment a continuing issue in the area, this is increasingly a more significant part of what we do.” AITC aims to give young people with a lack of academic qualifications, the opportunity to gain vocational skills and learn how to present themselves to potential employers." Local resident Josh Greenfield, who bagged a hat-trick in his last match, says, "It was brilliant to play in a match like this and to get a hat-trick as well was a real bonus. Next week I'm hoping to start my Community Sports Leadership Award (CSLA) training course, and who knows, I may be a coach one day." Very few places attract an attendance of 30,000 on a regular basis, and many young boys under 16 have an aspiration deep inside them to become a centre forward some day. This is why Michael believes it is vital that football clubs use their positions at the centre of city life for the benefit of the local community. “We’ve done a lot of work in Kenya and Costa Rica in the past, but this current year we’ve suspended international work because we feel that there’s more we can do in our local area and that must take priority,” says Michael. Brighton is famous for its free-thinking entrepreneurial spirit, which is reflected

Sodexo’s commitment to supporting the Brighton and Hove Albion Football Club in these CSR initiatives was a huge part of its five-year £25m contract win. Supporters visiting the club on match days are able to enjoy its food from award-winning local suppliers. As part of the contract, Sodexo also took responsibility for non match day sales and will build on the strength of the club’s community positioning using our national and international marketing experience. Sodexo brings a wealth of experience from existing partnerships with Everton, Newcastle United and Aberdeen football clubs, and Hampden Park. Simon Williams, Albion’s head of commercial development, said: “We undertook a comprehensive tendering process and were extremely excited by Sodexo Prestige’s innovation and attention to detail.”

in the work of the club. A new careers fair at the stadium regularly brings together companies from different sectors including financial services, construction, hospitality, tourism, leisure, technology and media with potential employees. One of the club’s most popular initiatives involves the players themselves. With a number of Spanish players on the team, they have launched Spanish Double Club, which helps local children learn Spanish through football. The clubs run at the Amex Stadium and schools across Sussex with 90 minute lessons taught in two 45 minute halves, replicating a football match. During the first ‘half’ in the classroom, the children are given special workbooks which

feature guides in Spanish on Brighton & Hove Albion Football Club, the stadium and how to play the game. The second ‘half’ is spent on the pitch playing football, learning training drills and exercises in the language. “The players teach what they know and the students learn about what they love – football,” says Michael. With the tremendous status of football, it seems this successful engagement between the club and the community will continue to grow, and it is forward-thinking sporting organisations such as the Albion, which can really make a difference. The club and AITC recently hosted one of nine regional Homeless FA Training Centres across the UK. The programme saw 30

Tapestry of life

young people from homeless backgrounds take part in a four-week football coaching and personal development programme at the Amex Stadium. Four people from the group were chosen to play for England at various international tournaments including the Homeless World Cup in August. “Being part of this programme and getting the opportunity to compete on an international stage gave a lot of these people confidence in their abilities, which they may not have had before,” says Michael. Continuing this great work, next year AITC will be focusing more on disability and activities around social inclusion.

COOKING UP A STORM To help young people learn life skills, youth squad members with Aberdeen Football Club are enrolled in a 10-week kitchen survival guide, which starts with the basics of how to cook eggs. By the end of the culinary skills course they can prepare a nutritionally-balanced meal, as well as understand food safety and hygiene. The four-year-old course is led by top chefs from Sodexo Prestige, who oversee all catering and hospitality at the football club’s home, Pittodrie Stadium.

This June the Sodexo team at Scotland’s National Stadium did its bit for charity, by offering up food and drink at an event to raise funds and awareness for Alzheimer Scotland. As part of the Hampden Park Quilt Challenge, which tied in with the charity’s ‘Yes we can – together’ project, the pitch at Hampden Park was covered with over 5,000 quilts. Each had been stitched with stories and memories from people all over Scotland, with many signed by celebrities such as Billy Connolly and Jackie Charlton.

15


Virgin Atlantic

On brand:

Virgin and Sodexo

irgin Atlantic began a journey in 2009 to outsource the catering for all its Clubhouse lounges for Upper Class passengers and Flying Club Gold members across the globe. The airline sought a strong catering partner with a truly global presence, a proven track record in the aviation industry and forward-thinking approach towards food and drink, combined with strong ethical and environmental corporate principles.

V

The most important criterion, however, was finding a service partner that could uphold its famous iconic brand and the values it represents. The sensitivity Sodexo demonstrated to the Virgin Atlantic brand was a key factor in being appointed to the contract. Looking after 520,000 Virgin Atlantic Upper Class passengers – across nine Clubhouses in four countries and 10 airports, including London Heathrow, London Gatwick, New York JFK and Hong Kong – for 365 days a year is no mean undertaking. It requires a dedicated team of Sodexo staff who all fully understand the Virgin Atlantic brand. While the chefs speak the Virgin Atlantic brand through their food, the front of house staff communicate through their appearance, body language, knowledge and mannerisms. To achieve this, each new member of the Sodexo team receives a service induction covering everything from how to carry food and drink to taking orders. The thorough process is designed to leave no stone unturned and to instil complete confidence in new staff members about the airline they are representing and how to best personify it. Matthew Callard, head of Clubhouses, Virgin Atlantic Airways Ltd, explains: “Sodexo employees are interacting with our passengers on a daily basis, so the challenge for them operationally is to ensure that every time one of our passengers touches the brand, it has the Virgin feel about it. “Getting the Sodexo staff into the Virgin mindset was very important and that happened over a period of time. People here at Virgin shaped our Sodexo account managers to understand the expectations that we have of the account and the expectations that our passengers have. So Sodexo thinks very much like we do now in terms of delivering the end experience for our customers and understanding what we require from a brand experience perspective.” Marrying Virgin’s ‘elegant comfort’ vision for service and food with Sodexo‘s passion for good food and service has seen inspiration drawn from all over the world. 16 • PRESTIGE • AUTUMN 2013

Our challenge is that we have to appeal to a wide variety of people

“Our challenge is that we have to appeal to a wide variety of people with different expectations who come through the Clubhouses. The food vision is to be extremely innovative, on trend and to push the boundaries in terms of what we have done in the past. “We have to bear in mind that we have a very high number of regular passengers and they will expect Virgin as a brand to be innovative and exciting and we expect that to be reflected in our food offering,” continues Matthew. From comfort foods such as burgers to more sophisticated dishes such as pan-fried salmon fillet with fennel, orange and pine nut salad, the food is modern, seasonal and fresh. Training videos are made of the dishes which are then uploaded on YouTube to allow Sodexo’s Clubhouse chefs around the world to deliver excellence, consistency and continuity. “The key thing for me is consistency. We want a global solution that provides a very high element of consistency, so that our passenger experience is never compromised and Sodexo is able to offer that. “I have a very strong relationship with Nigel Scott, our Sodexo global account manager. Our partnership is extremely collaborative. The Sodexo team understand the challenges that we have as a business and work very closely with us to overcome those challenges, whilst they are always very receptive to the innovative ideas that we may have.

“Clearly it would be easier for Sodexo if we did not change the menu and the concept as often as we do, but they work very enthusiastically with us in order to deliver those ideas to the passenger and I think that is what really sets them apart from the people that we have used in the past,” says Matthew.

Matthew Callard, head of Clubhouses, Virgin Atlantic Airways Ltd

17


Virgin Atlantic

On brand:

Virgin and Sodexo

irgin Atlantic began a journey in 2009 to outsource the catering for all its Clubhouse lounges for Upper Class passengers and Flying Club Gold members across the globe. The airline sought a strong catering partner with a truly global presence, a proven track record in the aviation industry and forward-thinking approach towards food and drink, combined with strong ethical and environmental corporate principles.

V

The most important criterion, however, was finding a service partner that could uphold its famous iconic brand and the values it represents. The sensitivity Sodexo demonstrated to the Virgin Atlantic brand was a key factor in being appointed to the contract. Looking after 520,000 Virgin Atlantic Upper Class passengers – across nine Clubhouses in four countries and 10 airports, including London Heathrow, London Gatwick, New York JFK and Hong Kong – for 365 days a year is no mean undertaking. It requires a dedicated team of Sodexo staff who all fully understand the Virgin Atlantic brand. While the chefs speak the Virgin Atlantic brand through their food, the front of house staff communicate through their appearance, body language, knowledge and mannerisms. To achieve this, each new member of the Sodexo team receives a service induction covering everything from how to carry food and drink to taking orders. The thorough process is designed to leave no stone unturned and to instil complete confidence in new staff members about the airline they are representing and how to best personify it. Matthew Callard, head of Clubhouses, Virgin Atlantic Airways Ltd, explains: “Sodexo employees are interacting with our passengers on a daily basis, so the challenge for them operationally is to ensure that every time one of our passengers touches the brand, it has the Virgin feel about it. “Getting the Sodexo staff into the Virgin mindset was very important and that happened over a period of time. People here at Virgin shaped our Sodexo account managers to understand the expectations that we have of the account and the expectations that our passengers have. So Sodexo thinks very much like we do now in terms of delivering the end experience for our customers and understanding what we require from a brand experience perspective.” Marrying Virgin’s ‘elegant comfort’ vision for service and food with Sodexo‘s passion for good food and service has seen inspiration drawn from all over the world. 16 • PRESTIGE • AUTUMN 2013

Our challenge is that we have to appeal to a wide variety of people

“Our challenge is that we have to appeal to a wide variety of people with different expectations who come through the Clubhouses. The food vision is to be extremely innovative, on trend and to push the boundaries in terms of what we have done in the past. “We have to bear in mind that we have a very high number of regular passengers and they will expect Virgin as a brand to be innovative and exciting and we expect that to be reflected in our food offering,” continues Matthew. From comfort foods such as burgers to more sophisticated dishes such as pan-fried salmon fillet with fennel, orange and pine nut salad, the food is modern, seasonal and fresh. Training videos are made of the dishes which are then uploaded on YouTube to allow Sodexo’s Clubhouse chefs around the world to deliver excellence, consistency and continuity. “The key thing for me is consistency. We want a global solution that provides a very high element of consistency, so that our passenger experience is never compromised and Sodexo is able to offer that. “I have a very strong relationship with Nigel Scott, our Sodexo global account manager. Our partnership is extremely collaborative. The Sodexo team understand the challenges that we have as a business and work very closely with us to overcome those challenges, whilst they are always very receptive to the innovative ideas that we may have.

“Clearly it would be easier for Sodexo if we did not change the menu and the concept as often as we do, but they work very enthusiastically with us in order to deliver those ideas to the passenger and I think that is what really sets them apart from the people that we have used in the past,” says Matthew.

Matthew Callard, head of Clubhouses, Virgin Atlantic Airways Ltd

17


DESTINATION v-room

Virgin Holidays v-room at Manchester Airport

irgin Holidays v-rooms at Gatwick and Manchester Airport are leisure lounges available exclusively to Virgin Holidays’ customers which cater to all demographics.

V

Sodexo has been operating the Virgin Holidays v-room lounge at Manchester Airport for two years serving an average of 22,000 passengers per year. The concept behind each v-room is to give holidaymakers an exclusive space in which they can ease into their holidays by escaping from the busy main departure lounge – where, true to the ethos of Virgin Holidays, they can begin to ‘unleash their mojo’. In both locations, guests will find there is something for everyone with the light, bright lounges split into areas comprising a café and dining area, bar

and adults only spaces, a family area, an interactive games zone and children’s soft play – as well as a wide selection of complimentary hot and cold buffet items and drinks. Knowledge of the challenges of operating in an airport environment and the Virgin brand are important factors in Sodexo’s success as catering partner. Scott Percy, Virgin Holidays v-room service manager, Gatwick and Manchester, explains: “We’re both a demanding brand and a demanding client and we like to push Sodexo. I think that Sodexo quite enjoy that side of things – that we can challenge them to come up with new ideas and innovations. So, as much as we go to Sodexo, Sodexo comes to us with new things that they can offer our customers.

Virgin is quite a demanding brand and quite a demanding client and we like to push Sodexo and I think that Sodexo quite enjoyS that side of things

18 • PRESTIGE • AUTUMN 2013

“For example, we want the v-room at Manchester Airport to have a local twist – to be quite funky and cool and related to Manchester and the North. We try and get our chefs to come up with ideas as they are local, see our customers every day and know what they want. We know cocktails are popular here and so you’ll find v-room regional stunners like the ‘Manc-Tini’ – the classic vermouth, gin and vodka with an olive. “On a practical level, it hard for people to truly understand how difficult it is to get things into an airport. It is not like a restaurant where you can pop out to the supermarket and pick up a pint of milk and bring it back to your unit because you cannot bring any liquid over more than 100ml into an airport unit. “It has to be sent to a consolidation site five or six miles away and then it has to be brought in. Some items require permits for admission. So it is a real challenge working in an airport and fully understanding that side of things – Sodexo does.”

19


DESTINATION v-room

Virgin Holidays v-room at Manchester Airport

irgin Holidays v-rooms at Gatwick and Manchester Airport are leisure lounges available exclusively to Virgin Holidays’ customers which cater to all demographics.

V

Sodexo has been operating the Virgin Holidays v-room lounge at Manchester Airport for two years serving an average of 22,000 passengers per year. The concept behind each v-room is to give holidaymakers an exclusive space in which they can ease into their holidays by escaping from the busy main departure lounge – where, true to the ethos of Virgin Holidays, they can begin to ‘unleash their mojo’. In both locations, guests will find there is something for everyone with the light, bright lounges split into areas comprising a café and dining area, bar

and adults only spaces, a family area, an interactive games zone and children’s soft play – as well as a wide selection of complimentary hot and cold buffet items and drinks. Knowledge of the challenges of operating in an airport environment and the Virgin brand are important factors in Sodexo’s success as catering partner. Scott Percy, Virgin Holidays v-room service manager, Gatwick and Manchester, explains: “We’re both a demanding brand and a demanding client and we like to push Sodexo. I think that Sodexo quite enjoy that side of things – that we can challenge them to come up with new ideas and innovations. So, as much as we go to Sodexo, Sodexo comes to us with new things that they can offer our customers.

Virgin is quite a demanding brand and quite a demanding client and we like to push Sodexo and I think that Sodexo quite enjoyS that side of things

18 • PRESTIGE • AUTUMN 2013

“For example, we want the v-room at Manchester Airport to have a local twist – to be quite funky and cool and related to Manchester and the North. We try and get our chefs to come up with ideas as they are local, see our customers every day and know what they want. We know cocktails are popular here and so you’ll find v-room regional stunners like the ‘Manc-Tini’ – the classic vermouth, gin and vodka with an olive. “On a practical level, it hard for people to truly understand how difficult it is to get things into an airport. It is not like a restaurant where you can pop out to the supermarket and pick up a pint of milk and bring it back to your unit because you cannot bring any liquid over more than 100ml into an airport unit. “It has to be sent to a consolidation site five or six miles away and then it has to be brought in. Some items require permits for admission. So it is a real challenge working in an airport and fully understanding that side of things – Sodexo does.”

19


SECURITY DESTINATION completed the course. The partnership between Sodexo, Jobcentre Plus and View Training gave five Hackney residents an opportunity to get back into the workplace as well as reduce costs to the taxpayer by approximately £50,000.

IN SAFE HANDS Sodexo has a security offering that provides unparalleled on-site professional and bespoke security services. Jane Farrell, development manager for Secure tells us why Sodexo is different JANE FARRELL Secure development manager, Sodexo Sodexo’s security offering is a market leading proposition, so what is different about Secure? Secure is a complete security offer aimed at client organisations seeking a bespoke response to their on-site security needs. We combine electronic and physical solutions to deliver visible and measurable results. Whether it’s a general hospital, university campus, corporate head office or manufacturing facility, we are proud to provide executive security, security at AGMs and events, alongside the ability to provide in-depth investigations, boardroom sweeps, electronic tracking and emergency response.

Q

Behind the scenes at Royal Ascot Secure’s involvement at Royal Ascot starts a month prior to Royal week. Sodexo's officers’ role involves patrolling the site, watching over the bars and temporary structures, control of the radio room, issuing and charging the radios used by the Sodexo teams on site, checking the staff out of the site once they finish their shifts, supporting the cellar teams with stock and taking responsibility for the movement of one of the trophies used by Channel 4 racing. Sodexo officers work alongside the racecourse's security team to ensure a professional and seamless operation and

the support works both ways. Our officers may be called to get involved with an investigation by Sodexo’s HR team or be asked to escort a member of staff from site. All relief officers are trained beyond the training hours recommended by the SIA (Security Industry Authority) and proudly wear our Secure uniform. This year Sodexo delivered over 734 hours of support to the teams at Ascot, often starting at 6am and some officers finishing at 10pm, but despite the long days, the officers get a real buzz out of Royal week at Ascot.

Q How do you develop staff to deliver a seamless operation for the client? Sodexo security officer retention rates of more than 95% are industry leading and testament to the career paths that are open to our officers through the Secure development programme. This is a modular based learning programme created with the help of industry specialists. Our aim is to have security professionals who are trained, mentored and continuously developed to exceptional standards. We strongly believe in rewarding our officers when they do their job well or achieve a new qualification and in the past five years we have held our Service Excellence awards at Ascot so our officers can gain recognition and see the wider Sodexo picture and services we provide. Q Does Sodexo ever work in conjunction with any other organisations in the community to find staff? View Training worked in partnership with Sodexo to develop an intensive course where security learners were referred by Jobcentre Plus. Sodexo presented to the learners on day one, and guaranteed an interview for each person who

Q What makes an outstanding security officer? Being tactful, courteous, assertive, alert, diplomatic and honest are just a few qualities. Due to the diverse nature of the security industry there are many options available to officers who want to develop their skills. Advanced courses and practical development through working in different environments, such as 'Royal week' at Ascot help this. Our officers come into their own at this event and thrive on demonstrating their professional skills in an exciting environment. Q Why did you choose a career in the security sector and what is your role like now? My journey started as a management trainee 31 years ago in catering and hospitality followed by finance and facilities management, so I have always had strong capabilities in attention to detail, planning, customer focus and organisation, which are key skills transferrable to the security sector. My career in security started five years ago and has developed by using my management skills and desire to assist other people in their development. A career in security isn't just about patrols, barriers and cameras. It is about delivering a first class service to the customer, protecting property and people in a safe environment, remaining compliant with legislation and interacting with industry specialists. A career in security is exciting as no one day is ever the same! Q What are your award wins and why are these particularly important for women in the industry? In May this year, I won the prestigious Women in Security Industry Award at the International Fire and Security Exhibition Conference (IFSEC) event held in Birmingham. I was nominated for promoting professionalism and enhancing training available for colleagues and frontline officers at our clients' sites. It is important to me to have been recognised, especially by the security industry, as this has given me great confidence to build foundations to promote women and careers in the industry. I have spearheaded the Sodexo Women in Security Group, which has focused on increasing our female population and shown them other aspects of security, e.g. a behind the scenes security visit to Harrods.

My appointment onto the International Professional Security Association (IPSA) is another step forward to contributing to a professional industry organisation where I wish to continue my success in increasing the female membership and encouraging new members to bring innovations and professionalism into our security offer.

Q Tell us a bit about Secure’s recent successes, both in contracts and internally? In August 2013, Secure was nominated as finalists in five categories at the Security Excellence Awards; this follows on from finalists in four categories in 2012 and four categories in 2011, alongside winning Security Industry Approved Contractor of the Year in 2011. Our contract growth has quadrupled since 2009 and we now have over 1,300 directly employed security officers within Sodexo UK. Q What is the most exciting contract you have worked on recently? I work very closely with some of our security officers and suggest innovation to differentiate ourselves from other security companies. Through our in-house level 3 award in security operations, I introduced the innovation log whereby our security managers closely analyse their existing operation and look for improvement. Our security manager at Reckitt Benckiser in Nottingham said that following the level 3 training, they identified that the bomb threat procedures in the quality management system were superior to the clients’ own current procedures. This resulted in combining our knowledge to provide a more thorough procedure in case of such a threat. Terrorism is an area in the public eye, especially at prestigious events, and our officers attend courses to increase their awareness of these "unexpected" dangers to the public. Q

What trends and developments do you see happening now and in the future of this sector? Clients are continually seeking a professional security service, combined with technology to enhance efficiency. Where Secure by Sodexo provides security, our core aim is to protect them from risk, whether physical, reputational or corporate and this can only be achieved by the continuous development that our programme offers, alongside sharing best practice, risk and intelligence reports and engaging with our clients on a regular basis. The market is changing and clients see the value in providing a quality and well invested security team, where security is not treated as a commodity service.

21 20 • PRESTIGE • AUTUMN 2013


SECURITY DESTINATION completed the course. The partnership between Sodexo, Jobcentre Plus and View Training gave five Hackney residents an opportunity to get back into the workplace as well as reduce costs to the taxpayer by approximately £50,000.

IN SAFE HANDS Sodexo has a security offering that provides unparalleled on-site professional and bespoke security services. Jane Farrell, development manager for Secure tells us why Sodexo is different JANE FARRELL Secure development manager, Sodexo Sodexo’s security offering is a market leading proposition, so what is different about Secure? Secure is a complete security offer aimed at client organisations seeking a bespoke response to their on-site security needs. We combine electronic and physical solutions to deliver visible and measurable results. Whether it’s a general hospital, university campus, corporate head office or manufacturing facility, we are proud to provide executive security, security at AGMs and events, alongside the ability to provide in-depth investigations, boardroom sweeps, electronic tracking and emergency response.

Q

Behind the scenes at Royal Ascot Secure’s involvement at Royal Ascot starts a month prior to Royal week. Sodexo's officers’ role involves patrolling the site, watching over the bars and temporary structures, control of the radio room, issuing and charging the radios used by the Sodexo teams on site, checking the staff out of the site once they finish their shifts, supporting the cellar teams with stock and taking responsibility for the movement of one of the trophies used by Channel 4 racing. Sodexo officers work alongside the racecourse's security team to ensure a professional and seamless operation and

the support works both ways. Our officers may be called to get involved with an investigation by Sodexo’s HR team or be asked to escort a member of staff from site. All relief officers are trained beyond the training hours recommended by the SIA (Security Industry Authority) and proudly wear our Secure uniform. This year Sodexo delivered over 734 hours of support to the teams at Ascot, often starting at 6am and some officers finishing at 10pm, but despite the long days, the officers get a real buzz out of Royal week at Ascot.

Q How do you develop staff to deliver a seamless operation for the client? Sodexo security officer retention rates of more than 95% are industry leading and testament to the career paths that are open to our officers through the Secure development programme. This is a modular based learning programme created with the help of industry specialists. Our aim is to have security professionals who are trained, mentored and continuously developed to exceptional standards. We strongly believe in rewarding our officers when they do their job well or achieve a new qualification and in the past five years we have held our Service Excellence awards at Ascot so our officers can gain recognition and see the wider Sodexo picture and services we provide. Q Does Sodexo ever work in conjunction with any other organisations in the community to find staff? View Training worked in partnership with Sodexo to develop an intensive course where security learners were referred by Jobcentre Plus. Sodexo presented to the learners on day one, and guaranteed an interview for each person who

Q What makes an outstanding security officer? Being tactful, courteous, assertive, alert, diplomatic and honest are just a few qualities. Due to the diverse nature of the security industry there are many options available to officers who want to develop their skills. Advanced courses and practical development through working in different environments, such as 'Royal week' at Ascot help this. Our officers come into their own at this event and thrive on demonstrating their professional skills in an exciting environment. Q Why did you choose a career in the security sector and what is your role like now? My journey started as a management trainee 31 years ago in catering and hospitality followed by finance and facilities management, so I have always had strong capabilities in attention to detail, planning, customer focus and organisation, which are key skills transferrable to the security sector. My career in security started five years ago and has developed by using my management skills and desire to assist other people in their development. A career in security isn't just about patrols, barriers and cameras. It is about delivering a first class service to the customer, protecting property and people in a safe environment, remaining compliant with legislation and interacting with industry specialists. A career in security is exciting as no one day is ever the same! Q What are your award wins and why are these particularly important for women in the industry? In May this year, I won the prestigious Women in Security Industry Award at the International Fire and Security Exhibition Conference (IFSEC) event held in Birmingham. I was nominated for promoting professionalism and enhancing training available for colleagues and frontline officers at our clients' sites. It is important to me to have been recognised, especially by the security industry, as this has given me great confidence to build foundations to promote women and careers in the industry. I have spearheaded the Sodexo Women in Security Group, which has focused on increasing our female population and shown them other aspects of security, e.g. a behind the scenes security visit to Harrods.

My appointment onto the International Professional Security Association (IPSA) is another step forward to contributing to a professional industry organisation where I wish to continue my success in increasing the female membership and encouraging new members to bring innovations and professionalism into our security offer.

Q Tell us a bit about Secure’s recent successes, both in contracts and internally? In August 2013, Secure was nominated as finalists in five categories at the Security Excellence Awards; this follows on from finalists in four categories in 2012 and four categories in 2011, alongside winning Security Industry Approved Contractor of the Year in 2011. Our contract growth has quadrupled since 2009 and we now have over 1,300 directly employed security officers within Sodexo UK. Q What is the most exciting contract you have worked on recently? I work very closely with some of our security officers and suggest innovation to differentiate ourselves from other security companies. Through our in-house level 3 award in security operations, I introduced the innovation log whereby our security managers closely analyse their existing operation and look for improvement. Our security manager at Reckitt Benckiser in Nottingham said that following the level 3 training, they identified that the bomb threat procedures in the quality management system were superior to the clients’ own current procedures. This resulted in combining our knowledge to provide a more thorough procedure in case of such a threat. Terrorism is an area in the public eye, especially at prestigious events, and our officers attend courses to increase their awareness of these "unexpected" dangers to the public. Q

What trends and developments do you see happening now and in the future of this sector? Clients are continually seeking a professional security service, combined with technology to enhance efficiency. Where Secure by Sodexo provides security, our core aim is to protect them from risk, whether physical, reputational or corporate and this can only be achieved by the continuous development that our programme offers, alongside sharing best practice, risk and intelligence reports and engaging with our clients on a regular basis. The market is changing and clients see the value in providing a quality and well invested security team, where security is not treated as a commodity service.

21 20 • PRESTIGE • AUTUMN 2013


Emirates Aviation Experience

Experience The

Emirates Aviation

Delivering a full service at London's newest public attraction, Sodexo explores the revolutionary concepts at work in the Emirates Aviation Experience

We recruited people who had the right attitude for delivering excellent customer service.

he Emirates Aviation Experience (EAE) is the world’s first indoor aviation themed attraction, which aims to provide an insight into the operations and modern achievements of commercial air travel.

T

Utilising state-of-the-art technology, interactive displays and life-size aircraft models, the immersive experience incorporates several zones that take visitors on an interactive aviation journey. One zone houses the world’s first publicfacing commercial flight simulators for the Airbus 380 and the Boeing 777, allowing participants to practise their simulated take-off and landing skills with full landscape visuals. The EAE is located in Greenwich, a borough Emirates Airline has a strong affiliation with following the launch of the popular cable car system across the River Thames last June. The EAE is expected to further stimulate tourism and development in the area.

Case study The Challenge Delivering from scratch, a fully formed visitor attraction representative of the Emirates brand and image in a short time frame The Solution A strong partner with the expertise and infrastructure to provide a full range of on-site services and deliver exceptional customer experience consistently Key fact: Emirates is a leading airline based in Dubai, United Arab Emirates. It was awarded the highly coveted ‘World’s Best Airline’ award, presented by Skytrax at the 2013 World Airline Awards.

For more information or to book a visit to Emirates Aviation Experience, please scan here

22 • PRESTIGE • AUTUMN 2013

but perhaps even more important at a branded public attraction, is the ability to deliver an exceptional customer experience consistently. Nigel explains: “We understood how important it was for our staff to be able to deliver services which are representative of our client’s brand and image. This is a high profile public attraction, and we needed people who could really understand the customer expectation and deliver the level of service required while embedding first of its kind technology. “Our training programme ensured that we have a skilled and highly motivated team, eager to deliver above and beyond for each guest.

Sodexo is the sole on-site service operator at the venue, covering an area of almost 300 square metres, and is providing services comprising front-of-house, ticketing, cleaning, technical maintenance and operation of the retail shop and the on-site café.

“We recruited people who had the right attitude for delivering excellent customer service. Many of them are young, technically savvy and very comfortable taking school groups around the venue. Henry Medhurst, who has been working with us from day one in the flight simulator zone, is an example of someone who is a great ambassador for us. A keen aviation enthusiast, he is quick to point out the differences between Boeing and Airbus technologies and make sure that our visitors’ simulated take offs and landings from London or Dubai airports are as smooth and fun as possible.”

It is unusual for so many services to be provided by a single supplier in the public attraction market. This is clear testimony to Sodexo’s expertise as a leading integrated facilities management services provider.

All 21 members of the Sodexo team at the attraction had intensive training ahead of the opening in July – no easy task given the contract was only awarded three months prior to the official launch.

Sodexo has an existing partnership with Emirates, managing the first-class lounge at Gatwick Airport, where it offers a luxury hotel style experience.

Not only did they receive training specific to their jobs and the Emirates brand, every member of staff had to be able to act as a host and guide to visitors because the interactive technology creates so many touch-points with the public. Specialist training was given to staff who host the flight simulators and also to those responsible for technical maintenance at the venue.

“For this new venue, showcasing the Emirates brand, the client required an experienced partner who could provide a highly capable on-site team with the off-site support, expertise and infrastructure of an industry leader. “We believe that this contract is an example of how service integration, which is a reality in corporate facilities management, can work in the attractions and museums market,” says Nigel Bryant, Sodexo account manager at the EAE. As with all contracts, there are clear key performance indicators. Less easy to measure,

A total of 75 per cent of staff recruited came from the local London borough of Newham through the Newham Workplace initiative, which was developed to make sure local people benefit from local regeneration. For more information or to book a visit to the Emirates Aviation Experience, please visit www.aviation-experience.com

23


Emirates Aviation Experience

Experience The

Emirates Aviation

Delivering a full service at London's newest public attraction, Sodexo explores the revolutionary concepts at work in the Emirates Aviation Experience

We recruited people who had the right attitude for delivering excellent customer service.

he Emirates Aviation Experience (EAE) is the world’s first indoor aviation themed attraction, which aims to provide an insight into the operations and modern achievements of commercial air travel.

T

Utilising state-of-the-art technology, interactive displays and life-size aircraft models, the immersive experience incorporates several zones that take visitors on an interactive aviation journey. One zone houses the world’s first publicfacing commercial flight simulators for the Airbus 380 and the Boeing 777, allowing participants to practise their simulated take-off and landing skills with full landscape visuals. The EAE is located in Greenwich, a borough Emirates Airline has a strong affiliation with following the launch of the popular cable car system across the River Thames last June. The EAE is expected to further stimulate tourism and development in the area.

Case study The Challenge Delivering from scratch, a fully formed visitor attraction representative of the Emirates brand and image in a short time frame The Solution A strong partner with the expertise and infrastructure to provide a full range of on-site services and deliver exceptional customer experience consistently Key fact: Emirates is a leading airline based in Dubai, United Arab Emirates. It was awarded the highly coveted ‘World’s Best Airline’ award, presented by Skytrax at the 2013 World Airline Awards.

For more information or to book a visit to Emirates Aviation Experience, please scan here

22 • PRESTIGE • AUTUMN 2013

but perhaps even more important at a branded public attraction, is the ability to deliver an exceptional customer experience consistently. Nigel explains: “We understood how important it was for our staff to be able to deliver services which are representative of our client’s brand and image. This is a high profile public attraction, and we needed people who could really understand the customer expectation and deliver the level of service required while embedding first of its kind technology. “Our training programme ensured that we have a skilled and highly motivated team, eager to deliver above and beyond for each guest.

Sodexo is the sole on-site service operator at the venue, covering an area of almost 300 square metres, and is providing services comprising front-of-house, ticketing, cleaning, technical maintenance and operation of the retail shop and the on-site café.

“We recruited people who had the right attitude for delivering excellent customer service. Many of them are young, technically savvy and very comfortable taking school groups around the venue. Henry Medhurst, who has been working with us from day one in the flight simulator zone, is an example of someone who is a great ambassador for us. A keen aviation enthusiast, he is quick to point out the differences between Boeing and Airbus technologies and make sure that our visitors’ simulated take offs and landings from London or Dubai airports are as smooth and fun as possible.”

It is unusual for so many services to be provided by a single supplier in the public attraction market. This is clear testimony to Sodexo’s expertise as a leading integrated facilities management services provider.

All 21 members of the Sodexo team at the attraction had intensive training ahead of the opening in July – no easy task given the contract was only awarded three months prior to the official launch.

Sodexo has an existing partnership with Emirates, managing the first-class lounge at Gatwick Airport, where it offers a luxury hotel style experience.

Not only did they receive training specific to their jobs and the Emirates brand, every member of staff had to be able to act as a host and guide to visitors because the interactive technology creates so many touch-points with the public. Specialist training was given to staff who host the flight simulators and also to those responsible for technical maintenance at the venue.

“For this new venue, showcasing the Emirates brand, the client required an experienced partner who could provide a highly capable on-site team with the off-site support, expertise and infrastructure of an industry leader. “We believe that this contract is an example of how service integration, which is a reality in corporate facilities management, can work in the attractions and museums market,” says Nigel Bryant, Sodexo account manager at the EAE. As with all contracts, there are clear key performance indicators. Less easy to measure,

A total of 75 per cent of staff recruited came from the local London borough of Newham through the Newham Workplace initiative, which was developed to make sure local people benefit from local regeneration. For more information or to book a visit to the Emirates Aviation Experience, please visit www.aviation-experience.com

23


Scotland Presents

Scotland

is where it’s at Brimming with events that could keep even the most hungry of culture vultures satisfied, Scotland continues to prove itself as a heavyweight event destination

required due to the very hot weather. A planned roast dinner unit was turned into a summer barbeque to great success. Sodexo also worked with the official drinks suppliers to create brand specific beverage stations, such as the Pilsner Open Arms Bar and the Glenmorangie Cocktail Bar, to drive sales. There was also a free chocolate bar with a large hot drink upgrade when guests paid by MasterCard, and a coffee and breakfast roll offer. One of the biggest achievements of Sodexo's events calendar this year, was the Edinburgh International Book Festival – the world’s biggest celebration of the written word, featuring 800 writers and attracting 225,000 visitors who converged on Scotland’s capital for talks, debates and children’s events. Its location, Charlotte Square Gardens, is an UNESCO World Heritage site that becomes a tented mini village for the duration. Its limited space, protected status and city centre location all posed serious challenges around access, limited marquee size and a requirement not to damage the

ith summer concerts, book fairs and prestigious sporting events, to name a few, Scotland is a hub of cultural activity drawing in British and international visitors alike. With people arriving in their thousands, it takes an established and highly competent hospitality provider to transform venues into occasions.

W

Sodexo had just two weeks to transform Hampden Park, Scotland’s national stadium, into a concert venue fit to host gigs with artists such as Bruce Springsteen, Bon Jovi and Robbie Williams. As more than 180,000 fans descended on Hampden Park over four nights, along with VIP hospitality guests, promoters, sponsors, tour crew and not to mention the global rock icons themselves, 24 • PRESTIGE • AUTUMN 2013

Sodexo provided everything from the traditional pies enjoyed on the terraces to the á la carte cuisine savoured by corporate hospitality guests. Each performer had a very different hospitality requirement. This was a great opportunity for the team to design menus to accommodate each event. Visitors enjoyed a real taste of Scotland, including smoked Loch Duart salmon, Scottish cannon of lamb and a platter of Arran cheeses and cured meat. But music isn’t the only thing that Scotland does well. The Open Championship is one of the oldest and most prestigious annual golfing events in the world, attracting all of the sport’s biggest names. Year on year its location changes, and Sodexo has catered it more than 25 times. Running from 18-21 July, this year’s event at Muirfield, just outside Edinburgh,

presented an enormous task because of the tricky site, unusually hot weather and a huge hospitality requirement. Sodexo Prestige’s experience with the event and logistical know-how were on its side, enabling 142,000 people to be catered for, from spectators to players and Patrons to media. Patrons of the event included Rolex, Ralph Lauren and Mercedes who are used to, and expect, the very highest standards. As a testament to the success, sales for The Open Hospitality 2014 are 110% ahead of last year. New initiatives included pizza ovens in the R&A complex, which meant that customers could watch their dough being rolled before choosing their toppings, including a haggis option. This proved extremely popular and helped treble the hot food sales in this area. Quick thinking was also

Each performer had a very different hospitality requirement. This was a great opportunity for the team to design menus

gardens. Sodexo staff who had worked at The Open were brought in to share their experience, along with support from the retail development team. Edinburgh International Book Festival ran from 10-26 August with three separate bar and catering marquees for the public, using local, in-season and sustainable produce and local suppliers wherever possible. Sandy Robson, operations manager for Sodexo in Scotland, said: “This was a challenging site for an 18-day run as there were a lot of restrictions due to the venue. But we worked closely with the Book Festival’s site team to make sure that we were maximising space.” The key to queue-busting was having up to 50 staff on at peak-times. Sodexo also sourced a highly efficient coffee machine from its partnership with United

Coffee, which can produce a coffee in 20 seconds. A Pimm’s tent was installed selling pitchers of the summer tipple, for those who wanted to avoid queuing at the bar. Visitors enjoyed Ayrshire ham, Inverawe Smokehouse salmon, Rannoch beef and Scottish artisan cheeses. Another successful partnership was with Edinburgh-based Vegware, which produces fully compostable cups and packaging. Thousands of children attended, enjoying lunch boxes containing sandwiches, a drink, crisps, fruit and a biscuit. The Book Festival proved a great success for Sodexo Prestige, helped by the good weather, and revenue was 20% higher than forecast – another cultural success for Scotland and for Sodexo Prestige.

facts & figures To reduce queuing at Hampden Park and provide efficient service, a total of 19 bars were created within the venue, which normally has no such facilities. Existing catering units were stripped out and bars constructed within them, as well as in other areas. Three months in advance, when total audience numbers and the profile of each concert was known, the beverage order was also confirmed and the storage areas were created to receive stock of 300,000 hot and cold drinks. Edinburgh International Book Festival sales included 20,000 cups of coffee, 8,000 cups of tea, 15,000 cakes and tray bakes and 5,500 sandwiches. At Muirfield, Sodexo provided 13 separate food outlets, eight coffee shops, eight ice cream kiosks and a

70-metre long bar. Within The Open Hospitality there were also 6,000 covers in three restaurants and 14 private suites, with customers likening the food to the quality served in Michelin-starred restaurants. An extra challenge at Muirfield was its location. The golf club is situated a 40-minute drive outside of Edinburgh. Coaches were arranged to pick up 500 staff from a central point. All deliveries were made before 6am to ensure the catering areas were fully stocked and ready, and the vans were off site by the time play started at 6.30am. Across The Open, Sodexo sold 12,000 sandwiches, 7,000 beef burgers, 8,000 portions of chips, 21,000 hot drinks and 90,000 pints of beer.

25


Scotland Presents

Scotland

is where it’s at Brimming with events that could keep even the most hungry of culture vultures satisfied, Scotland continues to prove itself as a heavyweight event destination

required due to the very hot weather. A planned roast dinner unit was turned into a summer barbeque to great success. Sodexo also worked with the official drinks suppliers to create brand specific beverage stations, such as the Pilsner Open Arms Bar and the Glenmorangie Cocktail Bar, to drive sales. There was also a free chocolate bar with a large hot drink upgrade when guests paid by MasterCard, and a coffee and breakfast roll offer. One of the biggest achievements of Sodexo's events calendar this year, was the Edinburgh International Book Festival – the world’s biggest celebration of the written word, featuring 800 writers and attracting 225,000 visitors who converged on Scotland’s capital for talks, debates and children’s events. Its location, Charlotte Square Gardens, is an UNESCO World Heritage site that becomes a tented mini village for the duration. Its limited space, protected status and city centre location all posed serious challenges around access, limited marquee size and a requirement not to damage the

ith summer concerts, book fairs and prestigious sporting events, to name a few, Scotland is a hub of cultural activity drawing in British and international visitors alike. With people arriving in their thousands, it takes an established and highly competent hospitality provider to transform venues into occasions.

W

Sodexo had just two weeks to transform Hampden Park, Scotland’s national stadium, into a concert venue fit to host gigs with artists such as Bruce Springsteen, Bon Jovi and Robbie Williams. As more than 180,000 fans descended on Hampden Park over four nights, along with VIP hospitality guests, promoters, sponsors, tour crew and not to mention the global rock icons themselves, 24 • PRESTIGE • AUTUMN 2013

Sodexo provided everything from the traditional pies enjoyed on the terraces to the á la carte cuisine savoured by corporate hospitality guests. Each performer had a very different hospitality requirement. This was a great opportunity for the team to design menus to accommodate each event. Visitors enjoyed a real taste of Scotland, including smoked Loch Duart salmon, Scottish cannon of lamb and a platter of Arran cheeses and cured meat. But music isn’t the only thing that Scotland does well. The Open Championship is one of the oldest and most prestigious annual golfing events in the world, attracting all of the sport’s biggest names. Year on year its location changes, and Sodexo has catered it more than 25 times. Running from 18-21 July, this year’s event at Muirfield, just outside Edinburgh,

presented an enormous task because of the tricky site, unusually hot weather and a huge hospitality requirement. Sodexo Prestige’s experience with the event and logistical know-how were on its side, enabling 142,000 people to be catered for, from spectators to players and Patrons to media. Patrons of the event included Rolex, Ralph Lauren and Mercedes who are used to, and expect, the very highest standards. As a testament to the success, sales for The Open Hospitality 2014 are 110% ahead of last year. New initiatives included pizza ovens in the R&A complex, which meant that customers could watch their dough being rolled before choosing their toppings, including a haggis option. This proved extremely popular and helped treble the hot food sales in this area. Quick thinking was also

Each performer had a very different hospitality requirement. This was a great opportunity for the team to design menus

gardens. Sodexo staff who had worked at The Open were brought in to share their experience, along with support from the retail development team. Edinburgh International Book Festival ran from 10-26 August with three separate bar and catering marquees for the public, using local, in-season and sustainable produce and local suppliers wherever possible. Sandy Robson, operations manager for Sodexo in Scotland, said: “This was a challenging site for an 18-day run as there were a lot of restrictions due to the venue. But we worked closely with the Book Festival’s site team to make sure that we were maximising space.” The key to queue-busting was having up to 50 staff on at peak-times. Sodexo also sourced a highly efficient coffee machine from its partnership with United

Coffee, which can produce a coffee in 20 seconds. A Pimm’s tent was installed selling pitchers of the summer tipple, for those who wanted to avoid queuing at the bar. Visitors enjoyed Ayrshire ham, Inverawe Smokehouse salmon, Rannoch beef and Scottish artisan cheeses. Another successful partnership was with Edinburgh-based Vegware, which produces fully compostable cups and packaging. Thousands of children attended, enjoying lunch boxes containing sandwiches, a drink, crisps, fruit and a biscuit. The Book Festival proved a great success for Sodexo Prestige, helped by the good weather, and revenue was 20% higher than forecast – another cultural success for Scotland and for Sodexo Prestige.

facts & figures To reduce queuing at Hampden Park and provide efficient service, a total of 19 bars were created within the venue, which normally has no such facilities. Existing catering units were stripped out and bars constructed within them, as well as in other areas. Three months in advance, when total audience numbers and the profile of each concert was known, the beverage order was also confirmed and the storage areas were created to receive stock of 300,000 hot and cold drinks. Edinburgh International Book Festival sales included 20,000 cups of coffee, 8,000 cups of tea, 15,000 cakes and tray bakes and 5,500 sandwiches. At Muirfield, Sodexo provided 13 separate food outlets, eight coffee shops, eight ice cream kiosks and a

70-metre long bar. Within The Open Hospitality there were also 6,000 covers in three restaurants and 14 private suites, with customers likening the food to the quality served in Michelin-starred restaurants. An extra challenge at Muirfield was its location. The golf club is situated a 40-minute drive outside of Edinburgh. Coaches were arranged to pick up 500 staff from a central point. All deliveries were made before 6am to ensure the catering areas were fully stocked and ready, and the vans were off site by the time play started at 6.30am. Across The Open, Sodexo sold 12,000 sandwiches, 7,000 beef burgers, 8,000 portions of chips, 21,000 hot drinks and 90,000 pints of beer.

25


VENUES & EVENTS LAUNCH

Listening to customers

The latest tool designed and created by Sodexo Prestige’s marketing team is a brand new website that has dynamic features to help increase awareness and secure new business for Sodexo’s conference, events and hospitality clients in the UK.

Not only does the website put responsibility for site content into the hands of the people who know our venues – our on-site staff – it also makes use of revolutionary Marketing Automation (MA) technology

he website was launched in August as part of Sodexo’s new Prestige Venues & Events offer which sets out standards of service, food and ethical credentials and provides a full spectrum of sales and marketing support for clients. In the opening week alone the website attracted over a thousand visitors, and the feedback was incredibly positive.

T

Sodexo currently manages on behalf of its clients, over 50 unique venues in its UK portfolio including HMS Belfast, Newcastle United Football Club and Royal Botanic Garden Edinburgh. It also provides catering and hospitality at world-renowned events such as Royal Ascot, The Open Championship and Henley Royal Regatta. In addition to providing catering, hospitality, logistics, cleaning and front of house services for venues and events, Sodexo is also often responsible for sales and marketing activity. The website helps event bookers to choose the perfect venue and service package for anything from a major conference to a small business meeting to a bespoke Christmas party. It offers free expert advice to help customers find the perfect venue for their event and gives them assurance that they are working with an expert team who will only deliver the highest standards.

A central sales line chat communication customer queries to time. So a helping browsers.

and an interactive, live online service were introduced to allow be placed and answered in real hand is always available for

Also, to ease booking, a range of user-friendly features and functionality were built into the website, including a ‘build it yourself’ meeting calculator, a venue short-listing tool and a host of social sharing options. Andrew Nicholson, Sodexo Prestige’s head of online, explains: “Not only does the website put responsibility for site content into the hands of the people who know our venues – our on-site staff – but it also makes use of revolutionary Marketing Automation (MA) technology to personalise digital communications. By making use of MA, we're able to ensure all our communications are timely, relevant and useful to our customers. “Our clients operate in an incredibly competitive environment, and nowhere is this more evident than online. With search engine optimisation built into the very core of the site, we can ensure that our clients’ venues and events get maximum exposure online, and just as importantly, that exposure results in the maximum level of new business for their venue.“

Visit the new website by scanning the QR code

26 • PRESTIGE • AUTUMN 2013

27


VENUES & EVENTS LAUNCH

Listening to customers

The latest tool designed and created by Sodexo Prestige’s marketing team is a brand new website that has dynamic features to help increase awareness and secure new business for Sodexo’s conference, events and hospitality clients in the UK.

Not only does the website put responsibility for site content into the hands of the people who know our venues – our on-site staff – it also makes use of revolutionary Marketing Automation (MA) technology

he website was launched in August as part of Sodexo’s new Prestige Venues & Events offer which sets out standards of service, food and ethical credentials and provides a full spectrum of sales and marketing support for clients. In the opening week alone the website attracted over a thousand visitors, and the feedback was incredibly positive.

T

Sodexo currently manages on behalf of its clients, over 50 unique venues in its UK portfolio including HMS Belfast, Newcastle United Football Club and Royal Botanic Garden Edinburgh. It also provides catering and hospitality at world-renowned events such as Royal Ascot, The Open Championship and Henley Royal Regatta. In addition to providing catering, hospitality, logistics, cleaning and front of house services for venues and events, Sodexo is also often responsible for sales and marketing activity. The website helps event bookers to choose the perfect venue and service package for anything from a major conference to a small business meeting to a bespoke Christmas party. It offers free expert advice to help customers find the perfect venue for their event and gives them assurance that they are working with an expert team who will only deliver the highest standards.

A central sales line chat communication customer queries to time. So a helping browsers.

and an interactive, live online service were introduced to allow be placed and answered in real hand is always available for

Also, to ease booking, a range of user-friendly features and functionality were built into the website, including a ‘build it yourself’ meeting calculator, a venue short-listing tool and a host of social sharing options. Andrew Nicholson, Sodexo Prestige’s head of online, explains: “Not only does the website put responsibility for site content into the hands of the people who know our venues – our on-site staff – but it also makes use of revolutionary Marketing Automation (MA) technology to personalise digital communications. By making use of MA, we're able to ensure all our communications are timely, relevant and useful to our customers. “Our clients operate in an incredibly competitive environment, and nowhere is this more evident than online. With search engine optimisation built into the very core of the site, we can ensure that our clients’ venues and events get maximum exposure online, and just as importantly, that exposure results in the maximum level of new business for their venue.“

Visit the new website by scanning the QR code

26 • PRESTIGE • AUTUMN 2013

27


BRITISH FOOD FORTNIGHT

British

FOOD FORTNIGHT A celebration of the harvest festival

n this annual celebration of British produce, consumers, retailers, caterers and schools joined together to explore new and exciting regional and seasonal food varieties to support British food and producers. Sodexo Prestige proudly showcased its special autumn menu, created for British Food Fortnight by its award-winning chefs at its sports and leisure venues including the Churchill War Rooms, Ascot Racecourse, Newcastle United Football Club and Knebworth House.

I

Sodexo Prestige's team of chefs travelled to Vicars Game Ltd in Berkshire and Severn & Wye Smokery in Gloucestershire to select the ingredients for the menu and worked closely with butchers to choose the best cuts of meat to create the featured hearty venison sausage. The team was particularly impressed by the smoked salmon, which was not only marinated in a Bloody Mary ‘cure’, it was then put in a smokery to enhance its flavour. Alexia Robinson, the founder and organiser of British Food Fortnight, said: “We are very proud of the association we have developed over the years with Sodexo Prestige who are big supporters of British Food Fortnight, and the menu the team has created is a fine example of showcasing the foods that the UK has to offer.” Travelling further north, Sodexo, the official catering and hospitality provider at Perth Racecourse, celebrated Scottish Food and Drink Fortnight (7 to 22 September) with a day of racing and hospitality, dedicated to the best of the country’s food and drink.

“The hospitality menu was created to reflect the best of Scotland, from top quality meats and fish, to vegetables, fruit and herbs, as well as dairy products from local farmers. “Examples from the menu included smoked venison from the Rannoch Smokery, pork from Kirkliston Farm, just a few miles away, and late season Perthshire berries to accompany the Pavlova dessert. “We are proud to support Scotland’s food and drink and are particularly keen to highlight the world-class produce we have on our doorstep.”

The British Food Fortnight menu included… • A starter of Bloody Mary cured Severn and Wye salmon, celery slaw and watercress salad • Followed by roe deer venison sausages, buttermilk poached crushed potatoes, and kale and autumn roots • To finish a Sussex charmer panna cotta, pineapple and chilli relish, and artisan biscotti

The team of chefs served the finest local produce to 600 hospitality guests at The Scotland Food and Drink Race Day on Monday 9 September. They offered samples of local produce from local suppliers and hosted Perthshire Farmers' Market and other local exhibitors in the main forecourt.

To download the British Food Fortnight and Scottish Food and Drink Fortnight recipe cards, please scan the QR code

28 • PRESTIGE • AUTUMN 2013

Sodexo worked with local suppliers such as Campbell Brothers, based in Bonnyrigg, providing quality cuts of meat from local farmers, vegetable suppliers based in Glasgow, and Kilmarnockbased Braehead Foods, which provides a host of quality Scottish produce such as cheese, dairy products and wild game. Sodexo’s executive chef in Scotland, Stephen Frost, explained: “This was a great showcase of Scottish produce, especially that of Perthshire and the surrounding area. 29


BRITISH FOOD FORTNIGHT

British

FOOD FORTNIGHT A celebration of the harvest festival

n this annual celebration of British produce, consumers, retailers, caterers and schools joined together to explore new and exciting regional and seasonal food varieties to support British food and producers. Sodexo Prestige proudly showcased its special autumn menu, created for British Food Fortnight by its award-winning chefs at its sports and leisure venues including the Churchill War Rooms, Ascot Racecourse, Newcastle United Football Club and Knebworth House.

I

Sodexo Prestige's team of chefs travelled to Vicars Game Ltd in Berkshire and Severn & Wye Smokery in Gloucestershire to select the ingredients for the menu and worked closely with butchers to choose the best cuts of meat to create the featured hearty venison sausage. The team was particularly impressed by the smoked salmon, which was not only marinated in a Bloody Mary ‘cure’, it was then put in a smokery to enhance its flavour. Alexia Robinson, the founder and organiser of British Food Fortnight, said: “We are very proud of the association we have developed over the years with Sodexo Prestige who are big supporters of British Food Fortnight, and the menu the team has created is a fine example of showcasing the foods that the UK has to offer.” Travelling further north, Sodexo, the official catering and hospitality provider at Perth Racecourse, celebrated Scottish Food and Drink Fortnight (7 to 22 September) with a day of racing and hospitality, dedicated to the best of the country’s food and drink.

“The hospitality menu was created to reflect the best of Scotland, from top quality meats and fish, to vegetables, fruit and herbs, as well as dairy products from local farmers. “Examples from the menu included smoked venison from the Rannoch Smokery, pork from Kirkliston Farm, just a few miles away, and late season Perthshire berries to accompany the Pavlova dessert. “We are proud to support Scotland’s food and drink and are particularly keen to highlight the world-class produce we have on our doorstep.”

The British Food Fortnight menu included… • A starter of Bloody Mary cured Severn and Wye salmon, celery slaw and watercress salad • Followed by roe deer venison sausages, buttermilk poached crushed potatoes, and kale and autumn roots • To finish a Sussex charmer panna cotta, pineapple and chilli relish, and artisan biscotti

The team of chefs served the finest local produce to 600 hospitality guests at The Scotland Food and Drink Race Day on Monday 9 September. They offered samples of local produce from local suppliers and hosted Perthshire Farmers' Market and other local exhibitors in the main forecourt.

To download the British Food Fortnight and Scottish Food and Drink Fortnight recipe cards, please scan the QR code

28 • PRESTIGE • AUTUMN 2013

Sodexo worked with local suppliers such as Campbell Brothers, based in Bonnyrigg, providing quality cuts of meat from local farmers, vegetable suppliers based in Glasgow, and Kilmarnockbased Braehead Foods, which provides a host of quality Scottish produce such as cheese, dairy products and wild game. Sodexo’s executive chef in Scotland, Stephen Frost, explained: “This was a great showcase of Scottish produce, especially that of Perthshire and the surrounding area. 29


good taste

GoodTaste Three top Sodexo chefs go under the spotlight, sharing their passion for cooking and some of the freshest recipes to try out this autumn

Tom Beauchamp'S

West Coast ScallopS, smoked potato puree, Braeburn apples, sea greens and black sesame isomalt SERVES 6 Ingredients l 39 large hand-dived king scallops (alive in the shell, one cut in half lengthways) l 1kg Rooster potatoes l 750g unsalted butter (diced) l 225g smoked butter l 450ml milk l 600g Braeburn apples l 600g Granny Smith apples

l 150ml lemon juice l 300g sea greens (such as Sea Aster) l 60g Dashi l 300g black sesame seeds l 600g isomalt l 3 cucumbers l 30ml Mirin l 30ml rice wine vinegar l 3 radishes l Coriander cress (a few shoots)

METHOD

Tom Beauchamp

Keith Burton

Amy Bush

Development head chef, sports & leisure, Scotland

Executive development chef, Sodexo Corporate Services

Head chef at the Siemens Crystal

Despite graduating in economics a career crunching numbers was never on the cards for Tom, whose passion for food and dreams of running his own restaurant meant he was always destined for the kitchen. He joined Sodexo in Scotland in early 2013, leaving a role with Raymond Blanc at his double-Michelin starred restaurant Le Manoir aux Quat’Saisons and Andrew Fairlie at his Gleneagles restaurant, for the new challenges of applying his creativity to developing menus for world class events.

Keith’s career saw him starting as a trainee commis at a local restaurant in 1986. Since then he has worked at Gardner Merchant, Mobil Services and the London Underwriting Centre. He now heads a team of four development chefs within Sodexo’s Corporate Services division. He is responsible for driving food standards and the creation and production of ‘Passionate’ foodies newsletter, which focuses on seasonal British produce, development and the support of chefs' culinary skills.

Working as a chef at the House of Commons not only gave Amy the ability to create menus that keep in mind the traditional style needed to suit the dining room and customers, but also use current catering trends. Amy progressed to being the most senior female kitchen chef at the House. Since working as head chef at the Siemens Crystal for Sodexo, Amy has been involved in a Mazda car launch and the G8 Innovation Conference.

30 • PRESTIGE • AUTUMN 2013

1. Scoop the scallops out of the shells with a spoon, rinse under cold water, pat dry and refrigerate. 2. Microwave the unpeeled potatoes until soft to make a dry base for the puree. Scoop out the potato, pass through a tamis and keep warm. 3. Beat the warm potatoes with half the milk and the smoked butter and pass through a tamis. Move mixture to a bain marie and whisk in the diced butter. Add more milk until pourable. 4. In a spice grinder blitz the sesame seeds for 20 seconds. Add the isomalt and blitz for another 5 seconds. Using a tea strainer, sprinkle mixture onto a silicone mat to one millimetre thick. Bake in the oven at 180oC for 6 mins on fan 2. Remove from the oven and instantly turn on to a cold work surface to set hard. Break in to pieces and reserve in an airtight container. 5. For the apple puree, peel, core and dice the apples into cold water with lemon juice. Strain off, then cook for 10 – 12 mins. Blend to a smooth puree. Pass through a chinois, chill and reserve. 6. Remove the scallops from the fridge 30 mins before frying in two tablespoons of oil. Season and press gently to ensure even colouring. Cook for 1 min 30 secs, then turn and cook for another 30 secs. Rest for 1 min before serving. 7. In a small saucepan heat the dashi, add the sea vegetables and wilt for a few seconds. 8. Arrange the ingredients on the plate and garnish with thinly sliced radish and coriander cress. An extra dimension of richness and depth can be added by saucing with a dark chicken jus.

31


good taste

GoodTaste Three top Sodexo chefs go under the spotlight, sharing their passion for cooking and some of the freshest recipes to try out this autumn

Tom Beauchamp'S

West Coast ScallopS, smoked potato puree, Braeburn apples, sea greens and black sesame isomalt SERVES 6 Ingredients l 39 large hand-dived king scallops (alive in the shell, one cut in half lengthways) l 1kg Rooster potatoes l 750g unsalted butter (diced) l 225g smoked butter l 450ml milk l 600g Braeburn apples l 600g Granny Smith apples

l 150ml lemon juice l 300g sea greens (such as Sea Aster) l 60g Dashi l 300g black sesame seeds l 600g isomalt l 3 cucumbers l 30ml Mirin l 30ml rice wine vinegar l 3 radishes l Coriander cress (a few shoots)

METHOD

Tom Beauchamp

Keith Burton

Amy Bush

Development head chef, sports & leisure, Scotland

Executive development chef, Sodexo Corporate Services

Head chef at the Siemens Crystal

Despite graduating in economics a career crunching numbers was never on the cards for Tom, whose passion for food and dreams of running his own restaurant meant he was always destined for the kitchen. He joined Sodexo in Scotland in early 2013, leaving a role with Raymond Blanc at his double-Michelin starred restaurant Le Manoir aux Quat’Saisons and Andrew Fairlie at his Gleneagles restaurant, for the new challenges of applying his creativity to developing menus for world class events.

Keith’s career saw him starting as a trainee commis at a local restaurant in 1986. Since then he has worked at Gardner Merchant, Mobil Services and the London Underwriting Centre. He now heads a team of four development chefs within Sodexo’s Corporate Services division. He is responsible for driving food standards and the creation and production of ‘Passionate’ foodies newsletter, which focuses on seasonal British produce, development and the support of chefs' culinary skills.

Working as a chef at the House of Commons not only gave Amy the ability to create menus that keep in mind the traditional style needed to suit the dining room and customers, but also use current catering trends. Amy progressed to being the most senior female kitchen chef at the House. Since working as head chef at the Siemens Crystal for Sodexo, Amy has been involved in a Mazda car launch and the G8 Innovation Conference.

30 • PRESTIGE • AUTUMN 2013

1. Scoop the scallops out of the shells with a spoon, rinse under cold water, pat dry and refrigerate. 2. Microwave the unpeeled potatoes until soft to make a dry base for the puree. Scoop out the potato, pass through a tamis and keep warm. 3. Beat the warm potatoes with half the milk and the smoked butter and pass through a tamis. Move mixture to a bain marie and whisk in the diced butter. Add more milk until pourable. 4. In a spice grinder blitz the sesame seeds for 20 seconds. Add the isomalt and blitz for another 5 seconds. Using a tea strainer, sprinkle mixture onto a silicone mat to one millimetre thick. Bake in the oven at 180oC for 6 mins on fan 2. Remove from the oven and instantly turn on to a cold work surface to set hard. Break in to pieces and reserve in an airtight container. 5. For the apple puree, peel, core and dice the apples into cold water with lemon juice. Strain off, then cook for 10 – 12 mins. Blend to a smooth puree. Pass through a chinois, chill and reserve. 6. Remove the scallops from the fridge 30 mins before frying in two tablespoons of oil. Season and press gently to ensure even colouring. Cook for 1 min 30 secs, then turn and cook for another 30 secs. Rest for 1 min before serving. 7. In a small saucepan heat the dashi, add the sea vegetables and wilt for a few seconds. 8. Arrange the ingredients on the plate and garnish with thinly sliced radish and coriander cress. An extra dimension of richness and depth can be added by saucing with a dark chicken jus.

31


good taste

Keith Burton's

Steak and Kidney Pie SERVES 6 Ingredients For the shortcrust pastry: l 250g plain flour l 150g butter l 1 egg l 1 egg (egg wash only) l Spare flour to roll out For the pie filling: l 300g lamb's kidney, trimmed l 300g onion, peeled and finely chopped l 1 sprig of thyme l 1 garlic clove l 150ml red wine l 200ml beef jus l 70ml double cream

For the Beef: l 800g beef trimmed fillet l 30ml rapeseed oil For the gravy: Roughly cut the following l 1 onion l 1 leek l 1 carrot l 1 stick celery l 2 garlic cloves, cut in half l 50g tomato puree l 70ml Madeira wine l 1ltr beef stock

METHOD 1. For the shortcrust pastry, rub the flour, butter and salt between fingers until you have a sandy texture. Slowly add the egg until the dough comes together, wrap in cling film and rest in a fridge for 30 mins. 2. For the kidney pie filling, in a hot frying pan sauté the kidneys and the onions. Cook them together for a few mins. Remove from the pan and set aside. 3. Heat the wine, thyme and garlic clove, reduce by half, add the cream and kidneys, cook for a further 5 mins, check seasoning, take out garlic clove and thyme and put the kidney mix in the fridge to chill. 4. For the gravy, slowly caramelise the vegetables until deep brown, add the tomato puree and garlic and cook out for a few mins. Add the Madeira wine and reduce by half. Add the beef stock, season and leave to simmer until it's reduced by half again, pass through a fine sieve. 6. For building the kidney pies, roll out the pastry and cut out the lids slightly wider than the circumference of the stainless steel rings. Line each ring with the pastry, generously spoon in the chilled kidney filling to just below the top. Brush the lid of each pie with the egg wash, press lid down and egg wash each individual top. Bake at 180oC for 18–20 mins. When the pastry has puffed up and is a dark golden brown, remove from the oven. 7. Season the fillet well and place in a hot oiled frying pan. Seal the fillet until brown, add the remaining 20g butter and baste the fillet for 2-3 mins. Remove from the pan and keep warm. 8. Best served with baby carrots, mashed potato and kale.

32 • PRESTIGE • AUTUMN 2013

Amy Bush's

LEMON TART SERVES 6 Ingredients For the pastry: l 85g butter l 35g icing sugar l 1 vanilla pod l 1 lemon l 35g whole egg l 1 egg yolk l 140g flour l 18g ground almonds l 18g icing sugar

For the lemon mix: l 3 lemons (zest and juice) l 150ml double cream l 150g caster sugar l 4 large eggs l 2 egg yolks

For the lemon candy: l 1 lemon l 150g caster sugar l 150ml water l 30g caster sugar for dusting

Yogurt cream: l 90ml double cream l 150ml Greek yogurt

METHOD 1. For the pastry, cream together the butter, icing sugar (35g), vanilla seeds and the lemon zest. Add the egg slowly. In a separate bowl, mix the flour, ground almonds, icing sugar (18g) and a pinch of salt. Add this to the butter mix in two batches, mix well. Rest for 1 hour. 2. Roll out and cut with a pastry cutter to the same size as the mold. Rest for 20 mins, egg wash and cook between two trays for 15mins at 170oC until golden. 3. For the lemon mix, combine all of the ingredients together and cook over a bain-marie. Heat the mix until it reaches 60oC. 4. Pass the mixture and pour into moulds lined with acetate. Place in the oven at 120oC until cooked, cool at room temperature and place into fridge until required. 5. For the lemon candy, zest the lemon, cut into strips and cook in a large pot of boiling water until tender. 6. Make a stock syrup by boiling the sugar and water together. 7. Cook the zest in the stock syrup for 5 mins. Drain well, then coat in caster sugar and leave under hot lamps or in a low oven at 50oC. 8. For the yogurt cream, whisk the cream and yogurt together until firm peaks.

33


good taste

Keith Burton's

Steak and Kidney Pie SERVES 6 Ingredients For the shortcrust pastry: l 250g plain flour l 150g butter l 1 egg l 1 egg (egg wash only) l Spare flour to roll out For the pie filling: l 300g lamb's kidney, trimmed l 300g onion, peeled and finely chopped l 1 sprig of thyme l 1 garlic clove l 150ml red wine l 200ml beef jus l 70ml double cream

For the Beef: l 800g beef trimmed fillet l 30ml rapeseed oil For the gravy: Roughly cut the following l 1 onion l 1 leek l 1 carrot l 1 stick celery l 2 garlic cloves, cut in half l 50g tomato puree l 70ml Madeira wine l 1ltr beef stock

METHOD 1. For the shortcrust pastry, rub the flour, butter and salt between fingers until you have a sandy texture. Slowly add the egg until the dough comes together, wrap in cling film and rest in a fridge for 30 mins. 2. For the kidney pie filling, in a hot frying pan sauté the kidneys and the onions. Cook them together for a few mins. Remove from the pan and set aside. 3. Heat the wine, thyme and garlic clove, reduce by half, add the cream and kidneys, cook for a further 5 mins, check seasoning, take out garlic clove and thyme and put the kidney mix in the fridge to chill. 4. For the gravy, slowly caramelise the vegetables until deep brown, add the tomato puree and garlic and cook out for a few mins. Add the Madeira wine and reduce by half. Add the beef stock, season and leave to simmer until it's reduced by half again, pass through a fine sieve. 6. For building the kidney pies, roll out the pastry and cut out the lids slightly wider than the circumference of the stainless steel rings. Line each ring with the pastry, generously spoon in the chilled kidney filling to just below the top. Brush the lid of each pie with the egg wash, press lid down and egg wash each individual top. Bake at 180oC for 18–20 mins. When the pastry has puffed up and is a dark golden brown, remove from the oven. 7. Season the fillet well and place in a hot oiled frying pan. Seal the fillet until brown, add the remaining 20g butter and baste the fillet for 2-3 mins. Remove from the pan and keep warm. 8. Best served with baby carrots, mashed potato and kale.

32 • PRESTIGE • AUTUMN 2013

Amy Bush's

LEMON TART SERVES 6 Ingredients For the pastry: l 85g butter l 35g icing sugar l 1 vanilla pod l 1 lemon l 35g whole egg l 1 egg yolk l 140g flour l 18g ground almonds l 18g icing sugar

For the lemon mix: l 3 lemons (zest and juice) l 150ml double cream l 150g caster sugar l 4 large eggs l 2 egg yolks

For the lemon candy: l 1 lemon l 150g caster sugar l 150ml water l 30g caster sugar for dusting

Yogurt cream: l 90ml double cream l 150ml Greek yogurt

METHOD 1. For the pastry, cream together the butter, icing sugar (35g), vanilla seeds and the lemon zest. Add the egg slowly. In a separate bowl, mix the flour, ground almonds, icing sugar (18g) and a pinch of salt. Add this to the butter mix in two batches, mix well. Rest for 1 hour. 2. Roll out and cut with a pastry cutter to the same size as the mold. Rest for 20 mins, egg wash and cook between two trays for 15mins at 170oC until golden. 3. For the lemon mix, combine all of the ingredients together and cook over a bain-marie. Heat the mix until it reaches 60oC. 4. Pass the mixture and pour into moulds lined with acetate. Place in the oven at 120oC until cooked, cool at room temperature and place into fridge until required. 5. For the lemon candy, zest the lemon, cut into strips and cook in a large pot of boiling water until tender. 6. Make a stock syrup by boiling the sugar and water together. 7. Cook the zest in the stock syrup for 5 mins. Drain well, then coat in caster sugar and leave under hot lamps or in a low oven at 50oC. 8. For the yogurt cream, whisk the cream and yogurt together until firm peaks.

33


interview

THE CHAMPION’S CLUB

60 seconds Thomas JellEy

– THE NEW WAY TO ENJOY THE OPEN.

with

collective places, we must consider the wellbeing of the individuals who comprise them. For example, in a hospital the goal is no longer just to diagnose and treat illness but to create an environment that fosters comfort, dignity and psychological wellbeing throughout a patient’s recovery. The challenge everywhere is how to reconcile individual needs with the goals of organisations, how to integrate the reality that organisations are also places where people live their lives.

Q What is the benefit for Sodexo clients? Service delivery is the foundation of our work, but the ultimate goal is the contribution to our clients’ organisational performance: our ambition is to be a trusted strategic partner to our clients. Q What is the purpose of the Sodexo Institute for Quality of Life? The Institute is an in-house think-tank founded on research and stakeholder engagement to help ensure that Sodexo remains at the forefront of its field. For example, Sodexo has recently partnered with the Organisation for Economic Co-operation and Development (OECD) Better Life Index which attempts to bring together internationally comparable measures of wellbeing. Thomas JellEy Director, Sodexo Institute for Quality of Life Q Sodexo describes itself as the global leader in Quality of Life services, why? We believe that to create lasting value, organisations and society as a whole must make people’s wellbeing a top priority. We consider Quality of Life to be a key and as yet largely unexplored factor in individual and collective performance. Improving Quality of Life is Sodexo’s business and mission.

Q What does this mean in practice? The 20th century brought significant advances in technology and logistics, changing the way we meet the challenges of nutrition, employment, manufacturing, transportation and medical care. For concrete examples of this, we need only look at schools, companies, factories, prisons or hospitals. However, if we really want to improve the performance of these

Q You have just become a father for the first time, congratulations! Are you ready for the change in your lifestyle? As I go into a new phase in my life, I really look forward to seeing first-hand how individual and organisational needs are reconciled around parenthood! Q

How do you relax? I love the great outdoors. I live in Wimbledon where we are blessed with the wonderful Wimbledon Common. I also canoe quite a lot: at the weekends, we are often on the River Wye in Surrey within 40 minutes of leaving the front door.

EXCLUSIVE READERS OFFER TO RECEIVE A 10% SAVING FOR THE OPEN HOSPITALITY ON SATURDAY 19 AND SUNDAY 20 JULY 2014. WATCH THE CHAMPIONS AND RELAX WITH FRIENDS… SIMPLY QUOTE ‘PRESTIGE MAGAZINE’ AT TIME OF BOOKING. THE OPEN CHAMPIONSHIP ROYAL LIVERPOOL 16-20 JULY 2014 A DAY IN THE CHAMPION’S CLUB INCLUDING ENTRANCE TO THE COURSE AND PARKING COSTS JUST £299 EX VAT PER PERSON For more information about all our hospitality packages please contact our team; T: +44 (0)844 371 0883 or email: hospitality@TheOpen.com TheOpen.com/hospitality

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Published for Sodexo Prestige by:

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25/10/2013 17:09

7 Heron Quay, Canary Wharf, London, E14 4JB 020 7987 4320, www.rwmg.co.uk 33


interview

THE CHAMPION’S CLUB

60 seconds Thomas JellEy

– THE NEW WAY TO ENJOY THE OPEN.

with

collective places, we must consider the wellbeing of the individuals who comprise them. For example, in a hospital the goal is no longer just to diagnose and treat illness but to create an environment that fosters comfort, dignity and psychological wellbeing throughout a patient’s recovery. The challenge everywhere is how to reconcile individual needs with the goals of organisations, how to integrate the reality that organisations are also places where people live their lives.

Q What is the benefit for Sodexo clients? Service delivery is the foundation of our work, but the ultimate goal is the contribution to our clients’ organisational performance: our ambition is to be a trusted strategic partner to our clients. Q What is the purpose of the Sodexo Institute for Quality of Life? The Institute is an in-house think-tank founded on research and stakeholder engagement to help ensure that Sodexo remains at the forefront of its field. For example, Sodexo has recently partnered with the Organisation for Economic Co-operation and Development (OECD) Better Life Index which attempts to bring together internationally comparable measures of wellbeing. Thomas JellEy Director, Sodexo Institute for Quality of Life Q Sodexo describes itself as the global leader in Quality of Life services, why? We believe that to create lasting value, organisations and society as a whole must make people’s wellbeing a top priority. We consider Quality of Life to be a key and as yet largely unexplored factor in individual and collective performance. Improving Quality of Life is Sodexo’s business and mission.

Q What does this mean in practice? The 20th century brought significant advances in technology and logistics, changing the way we meet the challenges of nutrition, employment, manufacturing, transportation and medical care. For concrete examples of this, we need only look at schools, companies, factories, prisons or hospitals. However, if we really want to improve the performance of these

Q You have just become a father for the first time, congratulations! Are you ready for the change in your lifestyle? As I go into a new phase in my life, I really look forward to seeing first-hand how individual and organisational needs are reconciled around parenthood! Q

How do you relax? I love the great outdoors. I live in Wimbledon where we are blessed with the wonderful Wimbledon Common. I also canoe quite a lot: at the weekends, we are often on the River Wye in Surrey within 40 minutes of leaving the front door.

EXCLUSIVE READERS OFFER TO RECEIVE A 10% SAVING FOR THE OPEN HOSPITALITY ON SATURDAY 19 AND SUNDAY 20 JULY 2014. WATCH THE CHAMPIONS AND RELAX WITH FRIENDS… SIMPLY QUOTE ‘PRESTIGE MAGAZINE’ AT TIME OF BOOKING. THE OPEN CHAMPIONSHIP ROYAL LIVERPOOL 16-20 JULY 2014 A DAY IN THE CHAMPION’S CLUB INCLUDING ENTRANCE TO THE COURSE AND PARKING COSTS JUST £299 EX VAT PER PERSON For more information about all our hospitality packages please contact our team; T: +44 (0)844 371 0883 or email: hospitality@TheOpen.com TheOpen.com/hospitality

2264_TheOpen_CC_Ad_Prestige_Magazine_FAW2.indd 1

Published for Sodexo Prestige by:

One Southampton Row, London, WC1B 5HA 020 3116 4361, www.sodexoprestige.co.uk 34 • PRESTIGE • AUTUMN 2013

25/10/2013 17:09

7 Heron Quay, Canary Wharf, London, E14 4JB 020 7987 4320, www.rwmg.co.uk 33


WE’VE GOT THE RIGHT INGREDIENTS TO BRING YOUR EVENT TO LIFE Our venues are exciting, our standards exacting and our food award-winning. At Sodexo we take pride in perfection, whether it’s sourcing the best local ingredients, designing innovative and delicious menus, or seamlessly planning your event from beginning to end. That’s why Sodexo is the chosen caterer at world class events and over 50 unique venues across the UK. Everything we do, we do to the very highest standards. Visit PrestigeVenuesAndEvents.sodexo.com


Prestige | Corporate Services | Autumn 2013