Dagligdagen i virksomhedenEdenred presents Beyond, its new strategic plan through 2025, to coincide with its Capital Markets Day held in London Since 2016, Edenred has successfully disrupted its business model taking a four-pronged approach Extension and diversification of its portfolio of solutions, focusing on high-potential markets Technology leadership, enabling the creation of a unique, fully digital platform An optimized go-to-market strategy accelerating market penetration, particularly in the SME segment An ESG commitment based on an ambitious CSR policy and virtuous solutions As a result of this radical transformation, Edenred delivered a very good performance overall in the 2016-2022 period, enabling it to reach another dimension Sustainable growth, with total revenue multiplied by 1.8 Profitable growth, with EBITDA almost doubling and net profit, Group share multiplied by 2.2 Job-creating growth, with headcount rising from 7,200 to 12,000 Deployment of an ambitious CSR policy based on extra-financial objectives, which notably form part of the achievement criteria for free share allocation plans and are embedded in the conditions of several financing instruments Inclusion in the CAC 40 ESG index The Beyond22-25 plan is based on a vision: to be the everyday platform for people at work Beyond Food: continue extending employee benefits beyond food Beyond Fuel: accompanying fleets in the energy transition and continuing to roll out value-added services beyond fuel cards Beyond Payment: offering integrated solutions beyond corporate payment automation Edenred plans to scale its digital platform advantage A platform designed to aggregate, orchestrate and distribute a growing number of B2B2C solutions Significant expansion in the size of addressable markets An even more efficient business model, built around new distribution channels, greater user engagement and increased monetization, notably through the power of data A structurally favorable market paradigm Acceleration of macro-trends such as digitization of the economy, changes in the working world, and the energy transition, which Edenred plans to capitalize on with its portfolio of solutions Increased attractiveness of Edenred solutions amid falling purchasing power, a talent war and the need for better control of fleet expenses An economic environment positively impacting Edenred’s business model Automatic rise in other revenue due to higher interest rates Bigger financial and extra-financial ambitions Annual like-for-like EBITDA growth >+12% Annual free cash flow/EBITDA conversion rate >70% Commitment to net zero carbon by 2050 in line with SBTi targets A balanced capital deployment policy Increased investments Bolt-on acquisitions Progressive dividend policy Goal of maintaining a Strong Investment Grade rating Bertrand Dumazy, Chairman and Chief Executive Officer of Edenred, said: “We are delighted to present our roadmap for the next three years. Beyond22-25, our new strategic plan, is a response to today’s new paradigm shaped by a disruptive change in work habits, the energy transition and the increasing digitization of the economy. As the everyday platform for people at work, we are seeking to further assert ourselves as a responsible player, promoting socially, economically and environmentally virtuous solutions. Our products create purchasing power for employees and provide employers with tools to increase employee engagement. They encourage healthy eating and support economic players as they transition to cleaner forms of transportation. They also generate business for our partner merchants and drive greater efficiency for businesses. Our strategic plan, Beyond22-25, is designed to take full advantage of our B2B2C digital platform business model. We will continue to scale our core business by stepping up our investments in technology and capitalizing on our business excellence in markets that are still largely underpenetrated. We will extend our scope by accelerating the development of our solutions beyond meal benefits, beyond fuel cards and beyond payment solutions. We will also create new partnerships to distribute our solutions and aggregate third-party products on our own platform. We will further leverage the power of our data to create new sources of revenue. And we will explore new opportunities to expand in new markets. Our plan is based on sustained organic growth, but also on our ability to seize external growth opportunities. We are now in an ideal position to scale our platform advantage. That is why for the next three years we have set ourselves even bigger ambitions for sustainable and profitable growth than in our previous plans. And, based on these targets, we can reasonably aim for total revenue of around €5 billion by 2030.”
