Sustainability LIVE Singapore: Sodexo, Net Zero Supply Chain
Speaking at Sustainability LIVE Singapore, Qi Ni Lee, Corporate Responsibility and DE&I Lead at Sodexo, laid out the company’s ambitious journey toward achieving net zero by 2040 – with supply chains playing a starring role.
Sustainability, she explained, is not a side note in Sodexo’s business strategy – it’s a differentiator.
“More than 90% of our clients now ask us questions about sustainability during contract renewal. It’s become a licence to operate,” she said.
The biggest challenge lies in emissions.
“Scope three accounts for 99% of our overall emissions,” she stated. With supply chains making up the bulk of this, the approach requires deep collaboration with suppliers of all sizes, strategic procurement and data-backed decisions to drive progress.
Qi Ni also stressed that different regions bring different challenges.
“Singapore imports over 90% of its food. You can’t escape the transport emissions,” she said. Each country’s consumer preferences, supplier base and regulatory maturity shape how Sodexo tailors its sustainability strategies.
Building impact through innovation and local partnerships
Much of Sodexo’s approach hinges on practical and measurable interventions – from switching cooking oils to supplier education.
One standout example Qi Ni shared was palm oil.
“It’s had a bad reputation, but it’s actually the most efficient oil crop,” she explained. The key is sourcing it sustainably. Sodexo only uses RSPO-certified oil, verified by third-party audits that assess everything from labour practices to land use.
“That certification gives assurance to our stakeholders,” she said.
She also highlighted Sodexo’s proactive role in supporting SMEs, particularly those run by women or social entrepreneurs.
“We have the same onboarding process for all vendors,” she noted. But when working with smaller players, Sodexo takes a partnership approach – offering pilot programmes, feedback loops and exposure through events like the annual supplier innovation showcase, INDEX.
“These platforms give small vendors a voice,” she said, sharing the story of Confetti Snacks, a women-led upcycling business turning ‘ugly’ vegetables into healthy snacks.
Through co-development and product testing, Sodexo helps such partners scale and adapt their offerings for institutional markets.
Education goes both ways, she added. “Suppliers teach us too – about their sustainability innovations and why their product matters. It’s a two-way street.”
Overcoming challenges through flexibility and forward thinking
Asked about challenges, Qi Ni named the usual suspects – cost, capacity, consistency. But she argued that the perceived barriers to SME inclusion in supply chains can be overcome with strategic flexibility.
“Sometimes small players can’t meet full volume or price points – but that doesn’t mean we can’t work with them,” she said.
She encouraged buyers to diversify their vendor base and invest in upskilling partners. In Singapore, Sodexo works with the National Volunteer and Philanthropy Centre to help SMEs articulate their sustainability value.
“Many already operate sustainably but don’t know how to communicate it,” she said.
Innovation is a central theme in Qi Ni’s strategy.
“We can’t rest on our laurels,” she insisted. Sodexo is constantly seeking smarter ways to work, like trialling a Canadian deep fryer optimisation device that extends oil life and cuts usage.
“Even when using sustainable oil, we can still find ways to use less of it,” she added.
Looking to the future, Sodexo’s commitment to net zero by 2040 will focus on four main levers: sustainable procurement, energy efficiency, cleaner cooking methods and waste reduction.
“We want to prevent waste before it happens and create a circular loop,” she said.
Sodexo’s ambition is clear – but it’s their methodical, localised and inclusive approach that’s proving effective.
“It’s about always asking what more we can do, even when we think we’ve done it all,” Qi Ni concluded.
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