In a rapidly evolving economic landscape, and in the face of major challenges such as AI adoption, environmental transition and DEI, companies must reshape their approaches to combine impact and performance.

In this context, we spoke with Alexandra Serizay, an experienced leader and expert in strategy and development within complex international environments.

A graduate of ESSEC, Alexandra began her career in 1997 at France Télécom Transpac as an internal auditor, before joining Deutsche Bank in London in 1999 as part of the mergers & acquisitions team. In 2004, she joined Bain & Company in Paris.

She moved to HSBC France in 2011 as a member of the executive committee, responsible for strategy. She then advanced within the Retail Banking & Wealth Management (RBWM) division, first as Chief Operating Officer, then as Deputy Director in charge of client development and offering.

In 2017, she joined Sodexo as Global Strategy Director for the Corporate Services division, then became Chief of Staff to Sophie Bellon in 2020, before joining the Group Executive Committee as Chief Strategy, Innovation and Services Officer. She supported the group’s transformation until her departure in 2024.

Alexandra is also a board member at Dexia and Vinci Autoroutes.

Artificial Intelligence: What Is the Adoption Pace Among Large French Companies?

How can we assess the pace of AI adoption by major French companies? In your view, what are the main barriers to broad and rapid adoption (technological, organizational, human, regulatory)? And what could be the consequences for the workforce, perhaps: evolution of sought-after profiles, transformation of existing roles, redeployment or reduction of certain functions?

Strictly speaking, artificial intelligence is not a new concept in large French companies. As early as 2005, some companies were already using forms of AI, particularly predictive models. I am thinking in particular of the telecommunications sector, which had developed systems to recognize incoming phone numbers in call centers, allowing for client identification, tailored responses, and service offers adjusted to each customer. This approach was already based on advanced data exploitation and the use of algorithms.

The major shift today is the rise of generative AI, which also relies on data analysis but opens much broader possibilities. Predictive AI enables exponentially greater operational efficiency: it helps optimize costs, better target services, and refine support for specific customer segments, thereby accelerating commercial development.

The pace of AI adoption varies greatly across sectors. It is shaped by several key factors:

• the nature of the business activity

• the organization’s structure — centralized or decentralized

• the available talent pool and company culture

• the company’s level of maturity and technological advancement

In companies where technology is at the heart of their identity and culture, AI adoption is naturally easier. For others, a cultural shift is required. In such cases, management teams must be trained — as we did at Sodexo, where many senior leaders completed tailored learning programs to understand AI-related challenges and use cases. This is a crucial step in fostering a culture of technological innovation and turning AI into a strategic driver.

AI should be seen as a tool to deepen understanding of professions and accelerate value creation. It enables the redeployment of certain tasks toward higher value-added activities. In the contract catering sector, for instance, frontline teams can focus on service quality while administrative and supply chain tasks are automated. People flow management on-site becomes more predictable — and therefore more optimized — thanks to data analysis, allowing for precise adjustments to service offerings and space management.

Currently, AI adoption is not yet widespread enough to result in net workforce reductions. Its broad implementation will lead to a profound transformation of the skills required — a Schumpeterian process of creative destruction in which some jobs will disappear, and new ones will emerge. This evolution will enrich and enhance employees’ roles — but only if supported by dedicated training and upskilling initiatives.

In a context where growth is sometimes hindered by labor market tensions, productivity gains from AI will be essential to support development — especially in Europe, where the population is aging. We will need to produce more with fewer human resources.

We must also acknowledge the burden and constraints of existing IT systems, which often slow AI adoption. Deploying AI requires full control of the data pipeline — collection, cleaning, storage, governance — which in turn demands robust and modern IT architecture. In B2B companies, for example, it’s often difficult to access end-user data because their business models weren’t originally designed for that purpose.

In this context, data sovereignty becomes a central issue. Many large companies are opting to develop their own internal AI solutions to better secure and protect sensitive data. While CAC 40 players have the financial and technological resources to meet these challenges, mid-sized companies often face greater difficulties.

Environmental Standards: Are French Companies Doing Enough?

Are we truly making progress in reducing greenhouse gas emissions? Are the boards of French companies sufficiently engaged on this issue — beyond regulatory compliance? And what levers could accelerate environmental transition at the corporate level?

At Sodexo, environmental responsibility is deeply embedded in the company’s DNA. The commitment to having a positive impact — economically, socially, and environmentally — dates back to the company’s founding. Pierre Bellon had a vision of responsible business well before regulatory frameworks demanded it. His approach was based on a simple, virtuous cycle: achieving a sufficient level of profit to reinvest in social priorities, while pursuing ambitious environmental goals.

This vision was formalized through the Better Tomorrow Plan, which structures the company’s environmental commitments around five key areas, aligned with Sodexo’s roles as an employer, a service provider, and a corporate citizen, with impact across:

• nutrition

• health

• well-being

• local community development

• environment

This plan ties business objectives to measurable environmental indicators, ensuring a continuous and meaningful improvement loop.

Today, companies are facing a growing regulatory burden — especially in Europe. The accumulation of rules has, in some cases, shifted attention away from core issues. Environmental action is sometimes viewed more as an administrative obligation than a strategic opportunity.

France, like many other countries, may soon face a climate scenario of +4°C warming. In this context, companies must be empowered to act swiftly and effectively. That means setting clear goals, while giving businesses flexibility to determine how best to achieve them. Since emissions vary significantly across industries, it’s essential to tailor efforts to the specific levers of each sector.

It’s not about the means, but about the outcomes:

Set targets, let companies choose the best path to get there, and support them — including through public guidance when needed.

Boards of directors are increasingly engaged in these topics, but there’s still progress to be made in moving from a compliance mindset to a transformation mindset. Transition cannot happen solely through the threat of sanctions or mandatory disclosures. We need to foster a culture that rewards effort rather than punishes shortcomings.

Finally, to truly accelerate corporate decarbonization, we must embed environmental priorities at the core of the business model. Only by linking economic performance to ecological impact can we build a transition that is sustainable, credible, and inspiring for all stakeholders.

Diversity, Equity, Inclusion (D.E.I.): A Passing Trend or a Deep-Seated Shift?

Was D.E.I. merely a fleeting trend? In light of recent setbacks in some countries, are we witnessing a return to the status quo? Can Europe carve a different path than the United States in this area? And what is at stake for companies and their HR strategies?

At Sodexo, diversity, equity, and inclusion are not a fad, but rather a long-term commitment supported by data. An internal study involving over 70,000 employees over five years showed that gender-diverse teams consistently outperformed others in terms of profitability, client retention, and employee retention.

The numbers speak for themselves: diversity has a positive economic impact on the company.

The evolution of society is not uniform. Backlashes can occur, often triggered by overly rapid or radical changes. Indeed, setbacks can be seen in some countries, and discussions around inclusion can sometimes become polarized. In my view, these are temporary phenomena. The real challenge today is not exposure to diversity, but rather its understanding and integration.

A diverse workforce is an asset for companies, offering a rich complementarity of talents and perspectives. It is both an opportunity and a responsibility for leadership to align this diversity around shared goals.

At Sodexo, teams are highly diverse — in gender, culture, and origin — and English is the working language. This diversity requires adaptability at all levels, including within the senior management team.

Sodexo operates in the service industry, where the diversity of employees mirrors that of clients and consumers. It follows naturally that governance and leadership must reflect that same plurality. Inclusion is both a strategic and operational lever at Sodexo: it enhances decision-making, strengthens local relevance, and improves the overall quality of decisions.

In short, D.E.I. is not just the right thing to do — it’s a business imperative. Europe, with its own cultural and regulatory landscape, has an opportunity to chart a thoughtful and distinctive path forward — one grounded in long-term value creation and cohesion rather than polarization.