By inventing the Ticket Restaurant meal voucher in 1962, Edenred helped to connect restaurants and employees, broadening the practice of taking a lunch break across society. Convinced of the key role it can play in meeting contemporary societal challenges, the Group has always sought to forge new ties as a way of adding value and addressing economic, social and environmental issues. The Ticket Restaurant solution was designed to address a social issue by encouraging French employees to take a lunch break and improving sanitary conditions. More recently, Edenred’s solutions have contributed to social progress by creating local ecosystems that connect employees, merchants and public and private organizations.

Edenred’s aim is to create and nurture ties that constantly enhance well-being and progress and create a better future for everyone concerned. It reconciles their diverse needs as part of a virtuous cycle that benefits everyone involved. This aim lies at the heart of the Group’s core purpose: Enrich connections. For good.

Edenred uses its solutions to enhance employee well-being and purchasing power, to vitalize the economy and local employment and to increase companies’ efficiency and attractiveness. This position requires Edenred to closely monitor economic, social and societal trends so that it can adapt to new practices and thereby meet the needs and expectations of businesses and users. To do this, the Group draws on its high-performance technological platform as well as its sustainable development approach in line with its business. Known as “Ideal”, it is based on three pillars: People (improve quality of life), Planet (preserve the environment) and Progress (create value responsibly). In line with its purpose, the “Ideal” approach has been scaled up to incorporate more ambitious goals, including training for all employees, offsetting of all of its impacts linked to the use of paper vouchers, and promoting awareness in the fight against food waste.

In accordance with the European directive of October 22, 2014 on disclosure of non-financial information, this chapter includes a non-financial performance statement which contains information on the Group’s business model, an analysis of its principal risks, a description of the policies and measures taken to manage these risks, the outcomes of these policies, and key performance indicators.


Business model

Edenred’s business model, purpose and Corporate Social Responsibility objectives are intrinsically related. Underpinned by strong fundamentals, the Group is weathering the health crisis we are enduring with resilience. Its technological expertise and agile organization make it well positioned to seize new opportunities in markets undergoing digital transformation. Thanks to its robust business model, presented below and available in full scale on page 11, its strengthened digital leadership and the increased demand for earmarked funds programs, Edenred is better positioned than ever to help companies, merchants and public authorities transition into the world of tomorrow. Every day, Edenred reaffirms its commitment to creating value for all its stakeholders.