Understanding Communities: Sodexo's Approach to Meeting True Needs
Description
In this episode, host Justine Greening sits down with Angela Halliday, where they delve into the importance of thinking ahead and considering longer-term goals in business. They discuss the value of investing in young people's talent and explore initiatives such as the 10,000 black interns program and working with schools through the Enactus UK program. Angela also highlights Sodexo's commitment to sustainability, social impact, and community empowerment. Get inspired to make a difference as they share insightful stories and strategies for creating positive change. Tune in now to discover how businesses can shape a better future on Fit For Purpose!
Chapters
[00:00:58] Career focused on improving lives, from prison work to business growth.
[00:05:13] Focus on meaningful impact through social value.
[00:06:47] Interesting phrase captures the long-term, meaningful change.
[00:10:11] Exciting company works across various sectors. Impactful commitments made through storytelling and numbers.
[00:14:10] Social impact strategy focuses on four pathways: people, planet, places, and partners. The goal is to create opportunities and equity, improve well-being, and achieve net zero emissions by 2040.
[00:16:28] Net zero commitment, community support, sustainable supply chain.
[00:20:02] Critical for business success: value employees, diversity, ethics.
[00:24:35] Thinking ahead, investing in talent, supporting communities.
[00:28:42] Doing well, but more focus and collaboration needed.
[00:31:12] Purpose Coalition unites leaders to drive innovation.
[00:34:50] Unexpected companies offer breadth of social impact.
Transcript
Justine Greening:
Hi, welcome to this podcast. I'm really delighted to be joined by Angela Halliday. She's the director of Social Impact for UK & Ireland at Sodexo. I think it's probably an amazing job to have and I'm going to bring Angela in in a second, but Sodexo are obviously part of our Purpose Coalition work and we're absolutely delighted to have them playing such a leading role on it, really. We launched an impact report with them a few months ago. It's packed full of the work that they do on social impact and I hope we get chance to dig a lot more into that today. But Angela, welcome. Tell us about this role, you've been in? I think it's part of a whole range of roles that companies have increasingly now that really matter. But I know you've focused on this for a long time, but tell us about the role and almost how you ended up coming to do it in the first place.
Angela Halliday:
Yeah, sure, absolutely. And thank you for having me. And yes, I do have a great job. What's not to love about a job that just focuses on improving lives for the better? But I did spend most of my career in the third sector before I joined the private sector back in 2008. In honesty, I thought I might last twelve months, and 15 years later I find myself still at Sedexo and still loving my job more than ever before. So my whole career has always been around improving lives, improving situations for local communities. When the opportunity came up with Sedexo, it was actually for a prison opportunity. And I had been working with the Scottish Prison Service for some time around reducing suicide rates around young men, leaving prison as part of my third sector role. And I got a phone call saying, actually, why don't you consider that? And I thought, why not? And before I knew it, I found myself operating in a prison and I have to say probably eight or nine years, best years of my career, because you actually got to see the tangible difference that you realize absolutely. And not just those in our care, but for their families and their wider community. So it really put fire in my belly, I have to say. So I did that for about eight or nine years in Scotland. Then I was very fortunate to go to Australia, set up the new female prison there. So off I went for a year on my own and set up a prison, which was really exciting, and then I came back and moved back into business growth for Sodexo. And whilst I was really enjoying it, there was something missing: that fire in my belly. So that was where the conversation came up, particularly around the external environment, where social impact, social value was increasing in pace, particularly through central government, that it was no longer good enough just for businesses to tick boxes and saying, we're doing great stuff you really had to truly demonstrate and evidence it. So that conversation arose around how we could go deeper, go faster.
Justine Greening:
What time is this, Angela?
Angela Halliday:
2019. So that's like just over three years. I'm now doing this role. And it was a newly created role. I was quite unique at the time, but.
Justine Greening:
Sort of saying, look, actually we've always in a way, thought about this in all of the contracts we deliver and the work that we do. And actually it's a big part of how we have success in that work. As you're saying, if you're running prison, fundamentally, rehabilitation and all of that is a crucial part of it. But then almost the company is starting to say, well, where does this fit more formally?
Angela Halliday:
Absolutely.
Justine Greening:
And that's where they start thinking about your role.
Angela Halliday:
Yeah, definitely. I mean, we have been delivering social values since the 1960s, since we were formed. But what we did know was the pace around the way in which you evidenced it and went deeper in the communities became more prevalent than ever before. So whilst we were already doing excellent work, we knew there was so much more to do, whether it was in terms of tackling societal challenges or environmental, we knew that we could do so much more. And that's why this role was created, to put that focus, support the business in understanding that mind shift around not just doing good stuff, but doing great stuff. And that's where I find myself today.
Justine Greening:
And so you've obviously come into, as you say, this brand new role. It's a company that is formalising, almost this DNA piece of it that it's had really since the word go. So tell me a bit about how you've gone about doing that, because there's almost one thing about where you've been, but then I think starting to make that really tangible for the business across the board, what's that actually involved? What's social value mean to Sodexo in more practical terms then?
Angela Halliday:
That's an interesting question. Probably my first reaction is to say be focused, keep it simple. Because everything we should do as an organisation should make a tangible impact either on our people or the people we serve, the communities where we're operating, or indeed the wider environment and the wider economy. So for us, it wasn't about developing social value projects, little short term initiatives. We wanted to be really meaningful. So the edict I was given was consider the way in which we can truly embed into everything we do. So that included educating people, engaging them, enabling them, giving them the tools, the information they needed to then empower them to bring to life social value in all that they do in a day to day basis, whether they're working in a prison, a hospital, or in a lovely corporate office in the Shard. Yeah. So the whole kind of premise around social impact for us is to be meaningful, not sensational. So we work very closely or I do work very closely with our chief execs, our senior operators, senior leaders to help them best understand the way in which they can go that bit further, go beyond what is expected of us as a business to truly make a tangible difference. And in doing so, tell the stories, celebrate the impact. That's the best way for us to demonstrate what impact we're making.
Justine Greening:
I think it's so interesting, that phrase you just used, meaningful, not sensational. And I just think that captures it entirely in a way because, and I saw this having been in politics, sometimes you can create a lot of noise, but that doesn't actually mean anything's changing on the ground. And actually, if if you're of a mind, as I am, where almost all I care about is changing things on the ground, but I also do want to change people's opinions and perceptions of how important social mobility is. I think recognizing that, it's a long term piece of work, isn't it? And you're not always going to say, right, we've done that over there and now everything's changed. Actually, that's almost certainly not what meaningful change looks like. Meaningful change is probably a million nudges, isn't it, Angela? All over the place. And then there'll come a moment where you look back and think, actually, things have changed, but you probably can't ever put your finger on one moment because it was never one moment. It was a million moments, wasn't it?
Angela Halliday:
Absolutely. And one of the ways that I describe social impact when I speak to people is legacy. I always use the word legacy. So what I would question them is when you're doing your day job or delivering a contract in whatever form that comes, what legacy would you like to leave behind for the people's lives that you've touched? The communities where you've operated? When people start questioning themselves around that legacy, that's where the impact piece truly starts to embed into their thought process. The way in which we design solutions, deliver contracts and we start thinking longer term. No, I was just going to say so today we can recognize and see tangible impact, but we know that some of this is not going to come to fruition for a long time because it's got to have lasting, meaningful impact in communities. And that's a legacy piece.
Justine Greening:
Do you think that actually framing it like that really works? Because you're saying to people for your thing within Sodexo, that you're doing what is your legacy? And it almost personalises, it a lot more for them and makes it feel a lot more not that it's their responsibility, but more it's their opportunity to have their bit of this legacy that they can say, actually, that was my bit that I embedded in there.
Angela Halliday:
Yeah, 100%. Because I don't own social value, social impact, it might be my job title, but all of my colleagues, 30,000 plus colleagues in the UK and Ireland own social impact. But by doing that and empowering people, what it does do is it shows that Sodexo do recognise the values of individuals and we enable them to live their values through their role. So it's really important that people do actually take responsibility and own their part in creating impact.
Justine Greening:
And how do you go about making sure that there's a real impact, that measurement piece, and in a sense, learning from all the different things that you're doing, what works. So sharing that experience across what is a really it's probably worth just explaining just how broad what sodexo does. It's much, much more than prisons, isn't it?
Angela Halliday:
That's one piece of a company. Yeah, definitely. I mean, we do everything from facility management to catering to energy to prisons, but we work across multiple sectors, from large corporate sectors to education. So we work in a lot of schools and universities. We do energy and resources onshore offshore and lots of government. So we work across defense sites as well as, of course, within the justice segment. So there's multiple there's not many segments we don't touch upon, but that's what makes it exciting. That's what makes the opportunity for creating a more meaningful impact. Because we're coming at it from lots of different angles. But in doing so, we've still got to be quite succinct and quite focused. Because there's so many priorities out there, justine that we can't tackle all of them. So let's tackle the ones that we can truly make a difference. So, for a number of years, we published a pledge. It was our commitment as a business, how we were going to support societal and environmental challenges. And then back in 2021, we published our first Social Impact Pledge. And within that there was 22 commitments, which might sound a lot, but given the size and scale and scope of Sodexo, it was pretty manageable. But what it did do was allowed colleagues to look at each of those commitments, understand which of those truly meant something to the sector they were working within, the ones that they could actually drive and embed in all that they do, working alongside our clients, our suppliers, and our charity and NGO partners in the community. So the way in which we put the pledge and the commitments out, we kept it pretty simple. I'm a great believer that less is more. And if people can see you can't eat an elephant in one sitting, so definitely they can see it's achievable, then people are more likely to get on board. If you overcomplicate it, they'll run for the hills. So what we tend to do in terms of measurement is we use a range of different ways of doing that and we balance the quantitative with the qualitative. We use numbers. People love numbers. What you measure reflects what you value. Or some might say what you measure gets done, that's great. But for me, equally, if not more important is the storytelling? Well, I can tell you that we supported 900 apprentices last year. But if I tell you one story of an individual who, had it not been for the opportunity of an apprenticeship with Sodexo at Ascot, he could have actually ended up in a gang. And he actually, using his words, could be dead at the age of 17. That's powerful, that's impact. So that excites people more than the number 900. So we tend to use a balance between storytelling and the numbers just to substantiate it.
Justine Greening:
And that makes a lot of sense because actually, I think sometimes it's quite hard for people to tell whether 900 is a lot or a little because they don't necessarily know how big you are as a company. So it's hard for them to judge. It sounds like a lot and it is a lot. But actually, I think once you start to make it much more real in terms of those lives, then they can understand how much 900 really could mean in terms of 900 lives change for the better with a career path and all sorts ahead of them. Let's dig into some of those commitments, perhaps bring them alive for people. So almost give us some examples, but also what they then mean in terms of those initiatives and pieces of work you have in communities.
Angela Halliday:
Yeah, absolutely. So the way in which we've structured our social impact strategy, which is core to our corporate strategy, it doesn't sit in isolation because our purpose is about creating a better everyday and there's no better way to do that than driving it through our social impact strategy. So we simplified it into four pathways, which was our people, our planet, our places and our partners. And within each of those pathways we've got maybe two, three commitments. As I say, it's not overly complicated. So in terms of our people that's around, how do we truly create an equitable workforce? So not just whilst people are in a job with Cedexo, but how do we dive deep into communities and create opportunities for individuals that potentially could fall through the cracks? So this could be veterans, it could be homeless people, ex offenders, long term unemployed. What we're trying to do is get right into the communities and create opportunities and give people that second or first chance. Who knows? So within our people, we very much focus around diversifying our workforce and creating equity. And the wraparound for that is about well being, because the well being of a human being is the most important thing. You can't even consider work unless someone isn't in a good place. So our commitment is around creating access, making it accessible for every employee to get the support they need to either improve or maintain their well being and health. Then when we look at our planet, that's around our net zero journey, which we're aiming for for 2040. And again, we're one of the first organizations to be validated by the SBTi, which is really powerful because when we look at scope One Two and know very often there's claims.
Justine Greening:
So SBTi is science based targets for people who don't know. There's been a debate, hasn't there, Angela, on how do we look at these emissions targets. And so there's this concept of science based targets that are literally bolted down with the science. Sorry, go on.
Angela Halliday:
Most definitely. I beg your pardon. You're absolutely right. Thank you for that. But yeah, you're absolutely right. But what it does is it validates the authenticity in which Sedexo was looking to reach net zero by 2040. So the commitments within that is around reducing food waste, for example, moving to electric vehicle fleets, compostable packaging, reducing single use plastics, lots and lots of different ways of doing it. But also within that, it's about encouraging people to get out and volunteer. Not just paint fences, but get out onto the beach and clean up our waters. So that all helps towards tackling climate change and making the planet a more healthy environment for all to live in. Then we move on to our places. And this is an interesting one, because this is about how do we truly understand what communities need? It's not for Sodexo and it's not actually for government to tell communities what we think they need, but it's for the communities to tell us and for us to help support them in meeting their needs and tackling their priorities. So as part of our philosophy in Sodexo, when we're developing solutions for clients, what we'll also do is try and understand the demographics, the true needs of the community, where we're going to be operating, and then we develop. And tailor our approach to make sure that whatever services we're delivering, we're working alongside our clients to make sure there's wider benefits for the local community. And that's actually quite exciting. And that's where over time, I think we'll see real impact for communities, not just for businesses. And then last, but certainly by no means least, is our partners. And that's around how we work with our supply chain, who we call partners with purpose. So our suppliers, we engage with them in such a way that we co design our services to make sure that the products or services that we're procuring are sustainable and are making a social impact. And we will work with suppliers and support them. Whilst it's great to spend with local SMEs or VCSEs, we want to get beyond that. We appreciate that for some small businesses, and particularly charities, they're really struggling to build capacity, compete in their marketplace. So we've got an obligation, we believe, to help support, create their capacity and competence. So we will provide pro bono mentoring and coaching to charities to help them not just survive, but thrive, because our success depends on their success, because they're so important to our ecosystem as a business. So we do that through our partners and make commitments to providing mentoring and coaching for small charities or our supply chain.
Justine Greening:
So some people listening to this might think, crikey, this all sounds really complicated and sort of hard to deliver on the ground and yet clearly for Sodexo it's really core to how you want your business to run. So tell us a little bit about why it matters to you. You talked about that ecosystem and having that breadth of choice in it. Just explain that a little bit more for why in the end actually this makes for a much better business for Sodexo. Full stop.
Angela Halliday:
Yeah, absolutely. So there's a number of ways in which you can measure why it's critical. It's not actually just a nice to do, it's critical for any business to succeed. And I could bore you with academia that underpins, but it's quite simple. If we want to be the partner of choice and the employer of choice, one, we've got to value the values of our people. We've got to give them the opportunity to grow and sustain their employment and maybe move on if that's actually what they want longer term. But we've got to help support them through that journey. And the more diverse the workforce we've got, the more enriched that working environment is. So we're more likely to attract people into Sodexo and we're more likely to keep people in Sodexo. And when you've got happy employees, they're far more productive, performance levels go up, which again, helps support the growth of the business. And then from a partner of choice perspective, clients and actually members of the public want private businesses, particularly like Sodexo, who are contracting with government to best spend public taxpayers'money. So we want to do that in the most ethical way that we possibly can. We want to make sure that when we're spending government money, taxpayers money, that they're actually getting a return on that investment and that return is around wider benefits that the community desires. And that was actually when Pierre Bellon set up Sodexo all the way back in 1966. He talked about delivering food services but he wanted to do it by improving quality of life whilst delivering wider social, economic and environmental benefits, social impact. And here we are 55 years or so later, very much bringing that to life. And I think by having that philosophy but actually delivering it on the ground, that's where partners will be more inclined to work with us and people will be more inclined to choose us as an employer.
Justine Greening:
And so actually I think that's a really helpful explanation for people. So what you're saying is there are some specific things you want and need to do anyway for your own impact, but then when it comes to things like your partners, actually they're part of that ecosystem, that family. And so actually you do need to think about where this fits for them because otherwise you don't have any partners to deliver your version of a business through. And so actually, you do need to have all those touch points, but in the same way, the more you do that, the more impact you have, which is what you want to do as well. So actually it's this double benefit in a sense, because it means you can, as it were, maintain this integrity of what the business stands for, but actually in doing so, achieve even more anyway than you would do if it was just you working on your own. Which is I think that's fascinating as an insight.
Angela Halliday:
Yeah, absolutely. And that's why we deliberately talk about partners with purpose. Again, it's no longer acceptable, but it's actually not good business to have a transactional relationship with suppliers. We're all in it together. So partnership doesn't comprise of one unit. Partnership is multiple people, businesses coming together, being a force for good. And that's where we've got an amazing opportunity. And we've also seen quite a shift in terms of the impact we are delivering through our partners. And an example of that is 57% of our supply chain is actually with SMEs and VCSEs. 57%, 57%. And that's phenomenal. I think government set a target way back of 33%, so we set ourselves a target in our impact pledge of 40%, but just through natural ways of people understanding the win win of working with purposeful suppliers. We're now sitting at 57% and we're feeling the difference. And we know our clients are also, as are the communities where we're operating.
Justine Greening:
It's really brilliant to hear. And are there other areas where equally you'd point and say, look, this is another bit of the business in a sense where we've really had impact in a way that maybe someone outside would never have anticipated.
Angela Halliday:
Yeah, I think thinking ahead. So whilst most businesses consider, for example, recruitment, so they look at what their needs are, what their immediate recruitment needs are, and how do we get the right people and the right jobs for the right reason. What we're trying to do is think about longer term and it's around that attraction piece, and I use a phrase a lot in Sydney, so that talent comes from all walks of life. So if we keep that in mind, because when we talk about talent, it's quite Americanized talent, attraction, but in actual fact, talent comes from all walks of life. So what we try to do is we try to invest our time and energy into young people coming through as part of our workforce for tomorrow. So an example recently where we participated in the 10,000 black interns program, we created 24 opportunities for young people to come into the Sodexo family, try the environment, get support, get insight, which they did. We get amazing feedback, but so did our team. We learned so much from the black interns, so that was pretty powerful. And ideally, many, if not all, will come back to Sodexo once they're in the position to secure employment. Another example is we work within schools, so we're very much part of the Enactus UK programme and that looks to work with students and pupils across the UK to encourage them to engage in social action and social enterprise. And we actually do sponsor an incubator challenge, it's called, and we get hands on. So we've got individuals from across the deco that volunteer work with the young people and these young people then design ways in which projects and services can help tackle things like food insecurity or empower women in the community. And we do that through our Stop Hunger Foundation. So, again, that's not expected of us, but we know that's a great investment to make longer term. And then other examples is where we gift our apprenticeship levy. So we've gifted over 2 million pounds of our apprenticeship levy. Still lots to do. We've even ring fenced a certain amount of money for businesses that are prepared to recruit ex offenders as apprentices. And what we will do, we will gift our apprenticeship levy to support them in creating that job and creating the training pathway to give these individuals a second chance.
Justine Greening:
And do you think you might do more of that if the apprenticeship levy was reformed and it was a bit easier for you to work out how to get the most out of it?
Angela Halliday:
110%, yes, I know we've had conversations before, but the levy was there for a reason and watching how in Sodexo we utilize that as well as what we are, we know we can do so much more. And if all businesses played their part, if government played their part in using the levy to create apprenticeship opportunities for particularly marginalized groups, those that are really in the heart of the community, that don't often get an opportunity, then what a difference, what an impact that will make for society. So, yes, 100% really.
Justine Greening:
Well, let's hope we can keep pushing for that change because it's ripe for reform. But also the prize for just almost letting companies like Sodexo really get on with more impact would be fantastic. So when you're looking ahead then, what's next on the agenda for Sodexo and social impact, do you think? Where does it go? Obviously the company's doing remarkable mean, I think that's just a fact, but how do you take it to the next level, do you think?
Angela Halliday:
Yeah, absolutely, I totally agree. We are doing extremely well in a lot of places, but we know and we acknowledge that we've still got lots more to do. So in particular, there are some areas that we are really focused on, but we're not moved ahead as much as what we would like, and that's particularly around things such as ethnicity and gender. Pay gap is one example, increasing the diversity of our workforce at certain levels in the business. So we're putting lots of effort and investment into how do we really make a step change in that area? So we're doing pretty good, but we've got so much more left to do. Then we look at how do we increase the number of marginalized people into work? There's just not enough getting done at the moment. And that's why so recently we launched our Starting Fresh initiative, which was about using our experience and knowledge, creating a platform for all businesses to provide guidance for them on the benefits and the way in which they can recruit ex offenders, people leaving prison in particular. So that's another area that we've got so much more left to do, as well as veterans, people with disabilities, minority. There's such a long list, Justine, so that in itself tells you that even though we're focused, we just need to go deeper to make sure that the impact is more lasting in the longer term for each of these individuals. So that's where our biggest focus would go. And I suppose my other wish list for the future is that businesses collaborate more rather than just doing things in silos. Whether we're competitors or whether we're different marketplaces business can be a force for good. So I'm not asking people to share their crown jewels, but I think if we come together, we can actually go deeper, go further, go faster as an industry family. And I think that's where, actually, if I'm honest, the Purpose Coalition is very much that force for good. And we're already starting to see some of the traction by working with each of the members, with some of the key themes that we've been looking at around leveling up, social mobility and of course, social value. So I think we've got much more to do, but let's keep it quite focused so we get that depth.
Justine Greening:
I think it's really interesting because what I've seen on the Purpose Coalition is when we first set it up, we were in the middle of COVID and we literally physically couldn't get people together. So we had all these fantastic leaders like Sean Haley, chief exec of UK and Ireland, and we were doing stuff online with them. But actually what's happened, I would say particularly in the last year, we've really started to get people together physically. And so we're seeing the beginning of those relationships starting to form because of the first two or three times people meet one another. Maybe they're just getting to know one another. But we did an event very recently and it was the first time I really saw people gelling, actually, in the way that I'd hoped they might, because the original thing I had in my mind was, I'd meet all of you fantastic people. Wouldn't it be amazing? They got Angela in a room with Sarita from Virgin Money and what would happen? Or Linda from Know? And so you're starting to think, actually, these people individually are having huge impact. Bring them together, what might they do? And actually that was my view was putting you together was when you'd really get some fantastic innovation happening. And so I think we're at the beginning of that now, hopefully, with the Purpose coalition and we've just got to, as you say, make sure that we really focus. Angela, it's inspiring talking to you and I'm sure people watching this will think, I would love to be doing job and a role like that. So if you're inspiring people on things like social impact, you obviously had your own route into doing this kind of role. What advice do you think you'd give people thinking about this sort of a career in business, wanting to really be in business, making it a force for good?
Angela Halliday:
Absolutely. So I would say my advice is only do it if it truly puts that fire in your belly. Not because it's seen as the next big thing around impact and everyone's talking about it, but just do it because you truly, truly believe in it. And you can only do this role, I believe, if you're authentic about wanting to make a difference and you believe in the purpose of your organization or the organization you're choosing to work for. So always make sure that your purpose and your values are aligned with the organization that you're working with and that way you will make such a difference, you will create that impact because if it's seen just as another job, just to do stuff, then it flexes back to the 1980s corporate responsibility days. We would just tick boxes and it was governance we have as individuals, as industry, as government bodies, got the best opportunity today, but for tomorrow to make a real difference and really shift society and the environmental challenges that our planet is facing. And this type of role puts you right at the heart of that. I'd love to say that I make the magic happen. I don't. I just am very fortunate to work with so many inspiring colleagues that, like me, share that vision, share, share similar values in terms of wanting to create a better everyday. So, yeah, I've got a fantastic job, I have to say so, and I highly recommend it if it's for you.
Justine Greening:
I think that's great advice. And I guess my other observation from having done all of this work is sometimes the companies that are the most brilliant on social mobility won't be the ones that you expect. They won't necessarily be a company that you've come across before. And so you sort of have to really look to find them and they may be in a sector that you've thought, I'm not sure I'd ever particularly had that in mind to work. But it doesn't matter in a way because actually, for a company like Sodexo, what you really bring to the table for someone in a career is a breadth of impact. And that's not just social impact, that's also career. And so for someone starting off, that actually is exactly what they need for their next step and next journey. And if they can blend that breadth of opportunity and do it, though in a company that has huge social impact and shares their values, that is just a double win, really, in terms of setting off on your next career. And I think, I guess the final learning for me from listening to what you say and the fact that this is embedded across Sodexo, is every role in Sodexo has social impact. That's the whole point. And so it may not be a question necessarily of simply saying, I want to do social impact and therefore I want one of these roles. Actually, what you were doing, first of all, in Sodexo was a role that had social impact because it was in a space where that really matters and then it becomes a more formalized role in social impact. So there's a learning around here which is there are actually lots of roles that have social impact. They're not necessarily going to have that in their title. And that's what you really almost, if you're setting off on your career, need to be conscious of. And obviously we're doing a lot of work to make sure we help people connect up with some really brilliant, purpose driven companies like So. Angela, I think we better let you go, but it's been a brilliant, brilliant podcast. So, thanks so much for your time, for all the work that you're doing. I know how much of an impact it has within Sodexto, but in doing so, almost how much impact Sodexto then has. We love having you part of the purpose coalition because I think you are shaping the thoughts, actually, of a lot more of our coalition members as well. So that's almost a brand new additional network of impact that I think you're really tapping into and having impact through so, Angela, thanks so much. It's been a pleasure talking to you and I'm looking forward to those exciting pieces of impact we can do collectively ahead together.
Angela Halliday:
Likewise. Thank you. Take care. Justine, thank you.
