Angela Halliday’s career has taken her from the third sector to the corporate world, where she now serves as Social Impact Director UK&I at Sodexo. Throughout her journey, one thing has always remained clear: her commitment to social mobility, environmental sustainability, and community well-being.
We had the pleasure of sitting down with her to discuss her career, the lessons she’s learned along the way, and her advice for those just starting their own Social Value journey.
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What attracted you to Social Value, and what keeps you motivated?
My journey began in the third sector, where I spent most of my career before joining the corporate world – what I jokingly called "the dark side" – in 2008.
In the third sector, I worked closely with communities facing significant barriers like long-term unemployment, health and well-being challenges, reintegration after prison, high suicide rates, and community regeneration.
That experience showed me firsthand how even small, intentional actions can transform lives, and it shaped my belief that businesses can and should be a force for good. I thought maybe I could create more social impact from within a corporate environment, rather than from the charitable side. And this has certainly been the case!
Social impact is personal for me – it’s what gets me up in the morning. I truly believe I can influence businesses, colleagues, and partners to put purpose and equity at the heart of what they do.
I’ve stayed motivated because I still see a strong appetite from businesses to do more and leave a lasting legacy. That’s what drives me, because every day I see that even one small step can have a huge impact on individuals and communities.
What does Social Value look like day to day at Sodexo?
At Sodexo social impact isn’t something we do on the side. It’s embedded in everything we do. When we make decisions, plan, or design solutions, we always consider the impact of our actions, whether it’s for clients, employees, or our supply chain.
A great example is our inclusive hiring philosophy. Lots of businesses talk about this, but often the workforce doesn’t truly reflect the communities they serve, especially from a socio-economic perspective.
One initiative I’m particularly proud of is Starting Fresh. As one of the largest prison sector providers in the UK, we knew we needed to do more than just manage prisons: we needed to support people after release, and work with businesses to engage. So, whilst helping prison leavers directly into work after release, we encourage other businesses, big and small, to tap into this talent pool; aligning closely with local partners and the New Futures Network.
We also support SMEs, VCSEs, and diverse suppliers, not just by spending money with them, but by sharing our expertise. We mentor and coach small businesses, helping them to not only survive, but thrive, and enable them to work towards net zero. This supports how they can compete for work in across large supply chains, including government contracts.
And then sustainability is at the core of everything we do: reducing food waste and our carbon footprint. This is very much in our DNA and an area we are particularly proud of our track record.
We don’t have a dedicated "Social Value team". Instead, we embed it across the business. I’m proud to say that I have a team of 30,000 employees driving Social Value-led solutions for our clients, communities and colleagues.
This approach helps us in progressing with purpose, not because of contractual requirements, but simply because it’s the right thing to do.
Why is social mobility so important to you, and how can businesses help?
Social mobility is probably the area I’m most passionate about. In the third sector, I saw firsthand the devastating impact on individuals and families when opportunities were denied because of academic background, contact with the justice system, or just their postcode.
These people were incredibly talented and had so much to offer. I often say, "Talent is from all walks of life, but opportunity is unevenly distributed."
Businesses like Sodexo have a responsibility to help level the playing field. It also makes good business sense: better talent drives higher productivity, profitability, and reputation. It’s a win-win.
For example, we proactively recruit people with criminal convictions and support them in rebuilding their lives. We have a guaranteed interview programme to make sure qualified applicants get a fair chance. Beyond that, we support veterans, young people, long-term unemployed, and many more; working to ensure we mirror the demographics of the communities we serve.
Inclusive employment is so important in creating a fairer future. A person’s background should not determine their future. If businesses keep that principle in mind, they’ll make better hiring and progression decisions and see real benefits for their business and our economy.
How do you measure Social Value with metrics, while keeping a human touch?
When you look at the environmental side of Social Value and social impact, it’s very data-driven and governance-focused, and rightly so.
On the social side, metrics are also critical for accountability, but they don’t tell the full story. So, at Sodexo, we track data for governance purposes and to measure progress, but we equally prioritise storytelling. Real impact is seen in the lives that we touch.
For example, a prison leaver who can now support their family and take their kids to the cinema. Or a small business that, after working with us, implements a new strategy, gains new customers, and creates jobs – that’s real impact.
We need to balance metrics with real human stories. People must come first; the numbers will follow. That’s how you build a culture focused on transforming lives rather than just hitting KPIs. Focus on what matters most to whom, and just do it.
What kind of legacy do you hope to leave?
Legacy, for me, is what remains after the contract ends. We often work on contracts lasting anywhere from three to 25 years, but I want our impact to outlast both the contract and the business presence.
We all talk about leaving stronger communities, empowering individuals, and creating sustainable systems. But we must ask ourselves, what does that actually mean to us and those we serve?
Whether it's helping one person into employment or transforming a whole community through a procurement process, the goal needs to be long-lasting, and create authentic change.
I like to use a "Google Earth" analogy. Social Value can feel like looking at Earth from space, but we need to start at street level, even in someone’s back garden, and work our way up. Only by understanding local needs can we design frameworks and support that truly help communities and individuals tackle challenges and seize opportunities.
By empowering communities in this way, the legacy continues long after our involvement ends.
When I retire, I want to look back with my hot chocolate and Werther’s Originals, and know I played a small part in creating meaningful change. That’s something I think we should all aim for.
What advice do you have for businesses just getting started with Social Value?
These are some of the pieces of advice I always share:
- Start with your purpose. It shouldn’t be an add-on. Your Social Value strategy should be fully integral to your overall corporate strategy. Reflect on where your business came from, where it’s going, and what broader purpose it serves beyond delivering its services.
- Be intentional and accountable. Be clear on your actions and hold yourself, and your partners accountable.
- Keep it simple. Social Value isn’t as complicated as it seems – it’s about making a difference. The simpler and more relatable you make it, the easier it is for people to engage and take ownership. Even if you only do one thing, do it well. Depth leads to real impact.
- Be authentic, not tokenistic. Don’t do it just to win contracts or chase metrics. Do the right thing for the right reason, with passion and authenticity.
- Always ask "So what?" Why are you doing it? What difference does it make? This question keeps you focused on what really matters to your business, colleagues, clients, and the communities you serve.
- Finally, be bold. Think about legacy and future needs. Even if you take just one step, make it a bold one that creates meaningful value and tackles real challenges.
💡 Learn more about Sodexo’s Social Impact Pledge 2030
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