Chairman and Chief Executive Officer, Edenred
Rapport intégré Edenred 2024-2025 | Interview de Bertrand Dumazy, Président-directeur général [FR]
"À portée de main", notre rapport intégré en ligne : https://www.edenred.com/fr/rapport-in...
Bertrand Dumazy répond aux questions de TED et EVA, assistants virtuels d'Edenred au Brésil et au Pérou.
NB : cette vidéo contient des séquences générées par l'intelligence artificielle.
About Bertrand Dumazy
Bertrand Dumazy, Chairman and CEO of Edenred, appeared on BFM Business on July 23, 2026, to discuss the company's first-half results and the reform of meal vouchers in France. He noted that Edenred's net profit declined by 7.5% to €214 million, attributing this to regulatory changes in Italy and Brazil, which he described as a "transition year." Despite the profit drop, the company raised its growth forecasts for the end of 2026. Regarding the meal voucher reform, Dumazy stated that while adapting to new consumption patterns, such as allowing purchases in supermarkets, is positive, "we must maintain limits, otherwise the system serves no purpose." He argued that the system is funded by employers for meals during work hours and should not be extended further. Dumazy also confirmed that Edenred has received expressions of interest from investment funds regarding a potential acquisition, but said no confirmation of such interest has been made.
Transcript (8 segments)
I
Interviewer0:07
Hello Bertrand. Hello Bertrand. We are very happy to have the opportunity to ask you a few questions because usually it's us who are being interviewed. Is this the first time you are exchanging with virtual collaborators?
B
Bertrand Dumazy0:21
Hello to both of you. Indeed, in the form of an interview, it is a first. You may be virtual collaborators, but you embody the passion for the customer, the first of the group's five values. I am happy that the Eden Raiders can count on you every day to help them better serve our more than 60 million users, 1 million corporate clients, and more than 2 million partner merchants across 45 countries. And those are not virtual.
To begin, let's talk about the results of the past year. 2024 was another record year for Edenred. Our total revenue for the year reached 2.9 billion euros. Thanks to the successful execution of our Beyond strategic plan, we improved our profitability, increased our net earnings per share, and generated strong cash flow. This financial strength allowed us to invest in external growth while increasing returns to our shareholders. Speaking of external growth, 2024 was a year of acceleration in the Beyond Food and Beyond Fuel areas.
That's right. One of the pillars of our strategic plan is to develop beyond our historical businesses such as the fuel card or meal voucher. Our performance was driven by the growth of these beyond food and beyond fuel activities, which today represent 37% of our revenue. Three operations directly contributed to this. In the mobility field, which TED knows well, Spiriy allows us to offer our clients a complete solution for managing electric vehicle charging on the road with a network of nearly 900,000 charging points across Europe, at home, but also at the workplace. We have already developed this offer in France and Germany with several large accounts. In Brazil, we are enriching our employee benefits activity with RB, which offers its 15,000 clients benefits related to the home-to-work commute. This perfectly continues the work accomplished in 2023 with the integration of the employee engagement platforms Reward Gateway and Go Integro. Finally, in Italy, in a cross-selling logic, the acquisition of IP's fuel card activity brings 50,000 new B2B clients for our Beyond Fuel solutions. This operation makes Edenred the second player in the country's energy cards.
2024 was also an important year in terms of CSR. This is an essential dimension of our strategy. Our carbon reduction targets have been validated by the Science Based Targets Initiative, thus committing us to net zero carbon by 2050. We have progressed on all performance indicators of our IDL policy. These advances have allowed us to confirm our presence in the CAC 40 ESG index and to integrate the Dow Jones Sustainability Index for Europe and for the world.
The uncertain economic environment means a year 2025 full of new challenges. We are ready to meet them. Our business lines of employee benefits, mobility, and complementary solutions have proven to be solid growth drivers. We can capitalize on the penetration potential of our markets, the loyalty of our clients, the strong recurrence of our revenues, and the success of the integration of our recent acquisitions. We will also strengthen our operational performance by working on organizational agility, the scale effect of our platform, and cost optimization. I also know that we can count on the unwavering commitment of our 12,000 employees and the scalability of our distributed and distributing digital platform. By thus combining the best of human and technology, there is nothing we cannot accomplish.
I
Interviewer4:31
2025 will be a special year. The 15th anniversary of Edenred and your 10 years at the head of the group. What does that inspire in you?
B
Bertrand Dumazy4:37
These anniversaries will certainly be an opportunity to celebrate with our entire Dream Team the path taken over the past 10 years. But I also know that as a principle at Edenred, we prefer to look to the future, continue to innovate, explore new markets, and strengthen our digital platform model to ensure our profitable and sustainable growth. In the short term, we confirm our objectives for 2025. Beyond that, our vision remains clear. Revenue of more than 5 billion euros by 2030, without ever forgetting what guides us every day on this path. Our five values, the principles of our Dream Team culture, and of course our raison d'être.