CORPORATE SOCIAL RESPONSIBILITY REPORT

2013-2014

From the beginning of our journey on the road to sustainability,

we sought to become agents of change in the area of

sustainable food service. We have also been committed to

translating our inspirational intentions into operational actions.

From day one, it wasn’t enough to seek out ways to be more

socially and ecologically responsible unless we could also

demonstrate measurable results on the ground. It also wasn’t

enough to be on this path without engaging our circle of

influence, knowing that in collaboration we could help realize

greater and more impactful results.

Over the past year our drive to realize measurable change has

grown more ambitious as we continue to develop and extend

our influence with initiatives and programs some of which you’ll

read about.

We are proud of our position as a change leader in our industry

and look forward to continuing on that path as we prepare to

implement our Vision for 2020.

INTRODUCTION

Change is the law of life. And those who look only to the past or present are certain to miss the future.” John F. Kennedy (1917-1963), Thirty-fifth President of the USA

“

Our intention is to be relentless at feeding and watering this commitment in such a way that it can grow in strength and influence.

03

Our Sustainability CommitmentWe’re deeply rooted in our responsibility to clients, guests and employees.

Cleaner Foods

Humanely Produced

Minimized Eco-Footprint

Reporting Transparent

Results

Socially Responsible

26%

Yogurt free of artificial growth hormones

12.7M GALS

Chicken produced without the routine use of human antibiotics

79M LBS.

Certified Humane cage-free (shell) eggs

68.6M eggs or es.t 264K chickens

Eco/Fair Trade Certified Coffee2.7M LBS.

2013 Sustainability Scorecard

Local produce in support of the American Family Farms

$34M or est. 2,450 farmers

$34m

Seafood from sustainable sources (SWF Criteria)

8.2 million pounds

93%

Turkey produced without the routine use of human antibiotics

29.4M LBS

Fluid milk free of artificial growth hormones

25.1M GALS

92 %

81%

73 %

17%

Coalition of Immokalee Workers

$64K

76%

Items that meet the specific purchasing criteria of Compass Group’s

sustainability initiatives, as a percent of total purchases for that category

Specialty foods purchased from local producers in North Carolina as a percent of total foods purchased

9% of total spend

NC 10%

05

The Menus of Change™ initiative was formed

in 2012 as a partnership with The Culinary

Institute of America and the Harvard School

of Public Health.

Compass Group has enjoyed a long

term relationship with both of these

organizations, and was honored to be

invited as a founding member of the

Sustainability Leadership Business Council

supporting this exciting and industry

“changing” initiative.

The initiative is designed to help chefs,

corporate sustainability officers, food

policy makers and other entrepreneurs

navigate through all the science-based

research at the intersection of public health,

environmental stewardship and business

success.

The Sustainability Leadership Business

Council creates an annual science-based

report which charts the future of food

and the foodservice industry, integrating

business imperatives with the latest health

and environmental issues.

We are extremely proud of our engagement

in the Menus of Change™ initiative, one

that is driving new culinary approaches for

healthy, delicious and sustainable food, while

helping the food industry better navigate a

rapidly changing world.

For more information, visit menusofchange.org

Health-Promoting Food Choices including

a variety of fresh, local, sustainable and

healthful options at all points of service

Education and Information in the form

of full nutrition labeling on all items in

the café and identification of all FIT and

local items as well as robust weekly and

monthly wellness promotions leveraging

technology and strategic partners

Marketing and Choice Architecture aimed

at making the healthful and sustainable

choice the easy choice through

merchandising, silent health tactics,

pricing and incentives

Dashboard Metrics track wellness and

sustainability progress

Associate Training Standards and

Certification Process ensure program

integrity and consistency

The Balance Kitchen Experience

The look and feel of the Balance Kitchen

reflects the culinary focus of fresh,

sustainable, delicious food that supports

health. The design is simple, yet welcoming

and keeps the food as the focal point.

The café encourages healthful, sustainable

choices while welcoming and serving

customers with a wide range of goals,

needs and wants.

Key Features

1

2

3

4

5

In 2013, Compass Group introduced a

visionary café designed to promote and

measure healthful and sustainable lifestyle

behaviors. Through a combination of culinary

techniques, nutrition information, marketing

and strategic partnerships, Balance Kitchen

creates an environment that fosters and

promotes health and sustainability, while

preserving elements of choice. This industry

leading food service model promises to

change the way we look at wellness and

sustainability by implementing strategies

and tactics that have been shown through

consumer and academic research to

positively influence behavior.

DRIVING CHANGE THROUGH INDUSTRY LEADERSHIP07

Balance Kitchen

The dynamic spectrum of sustainability,

influenced by a growing population

of eco- and socially conscious eaters,

presents a constant stream of challenges

for our clients. This new normal requires

food service providers to offer innovative

technology-based solutions that are

supported by an informed onsite team.

This approach enables our clients to make

intelligent, metrics-based decisions.

In January 2013, following three years of

in-depth pilot testing, Compass officially

launched the Carbon Footprint Toolkit™. Our

onsite teams are now able to use science-

based technology to make their operation

more sustainable by minimizing carbon

impact while lowering operational costs.

The results were impressive:

From Q1 2013 to Q4 2013, our combined

participating units were able to lower their

carbon intensity on average by 5% (or 0.35

Lbs. of CO2e per guest) and lowered the

water intensity by 11% (or 0.45 gal/guest.)

To help reduce unnecessary use of

catering trucks or personal vehicles

for intra- or inter-campus travel and

deliveries, Lackmann introduced Green

Fleet bicycles for associates on campus

at Stony Brook University. This effort

supports Lackmann’s strong health and

wellness commitments, while supporting

Stony Brook University’s sustainability

initiatives. Whether bicycles are being

used for food deliveries or personal

wellness, it’s an energy-efficient, zero

emission mode of transportation.

Carbon Foodprint Stories from the Field:

The sustainability advisory

committee is thrilled that

Chartwells is taking such an

aggressive action related

to its carbon footprint. The

progress being made in

support of our sustainability

goals is amazing.”

Tammy Jahnke

Dean, College of Natural and Applied Sciences,

Missouri State University

Review MSU Case Study Results here.

Listen to our enthusiastic General Manager

talk about the project.

CUTTING EDGE TECHNOLOGY TAKES ON THE “NEW NORMAL” IN FOODSERVICE

Sometimes, Cutting Edge just means simple human ingenuity!

Some individual clients saw even more

impressive results:

One of our large, multi-account clients:

One of our Higher Education accounts cut

their lbs. of CO2e/guest by 23% from spring

2013 to fall 2013.

Another Higher Education account reduced

their monthly C02e/guest output from spring

2013 to fall 2013 by 22%.

Reduced their ghg emissions by 19%-

almost doubling their goal of 10% reduction.

Reduced their monthly ghg emissions by

234 Metric Tons or 1.7 lbs. of CO2e per

guest (January 2013 vs. November 2013).

Realized a spend reduction of over

$1,000,000 in present value terms.

•

•

•

“

For each bike that replaces a catering van on a college or university campus over

one year, we are creating the equivalent impact of planting 30 trees and helping our

associates burn 50,000 calories!

DRIVING CHANGE THROUGH INNOVATIVE SOLUTIONS 09

ZERO IS WHAT’S IMPORTANT TO OUR CLIENTS

Award-Winning Zero Waste Concessions Program

Keeping track of what is important to our clients on the sustainability

front is a constant exercise for us. We stay informed on the current

issues, emerging consumer trends and marketplace studies and pay close

attention to the types of words, questions and requests we receive from our

operations that indicate a client need. This year, the two words that came

across our desks most consistently were “Zero Waste.”

Zero Waste refers to waste management practices that emphasize waste

prevention. It’s a whole-system approach aiming for a substantial change in

the way materials go through society, with the ultimate goal resulting in no

waste. More of an ideal than a hard target, a Zero Waste strategy provides

guiding principles for continuous efforts towards eliminating waste.

We commissioned a foodservice-specific study and are engaged with a

group of clients in order to better understand expectations over the next

five years. Here is what we are hearing from our clients:

• Increase compostable single-serve items to 80%

• Reduce plastic water bottle trash volume by 50%

• Provide increased levels of re-usable cups, mugs and water containers

• Engage supply chain to reduce primary and secondary packaging

• Redirect landfill volume by 50%

We are introducing a comprehensive Zero Waste strategy that concentrates

on key touch points in food service waste; from back-of-house practices and

behaviors to front-of-house capturing methods and messaging.

11DRIVING CHANGE THROUGH INNOVATIVE SOLUTIONS

UNIVERSITY OF NORTH CAROLINA AT CHARLOTTE AWARD WINNING CONCESSIONS

The University of North Carolina at Charlotte

acknowledged Chartwells Dining Services for

its support of campus sustainability programs.

The University’s newsletter highlights Chartwells’

assistance with composting at the Student Union

and Zero Waste stadium concessions efforts

during football season.

Zero Waste refers to efforts that focus on

recycling, composting and reusing items in

order to reduce the amount of refuse sent to

landfills. With UNC Charlotte’s stadium facility

occupying 25 acres, Chartwells helped campus

concessions sustainability efforts by providing

recyclable drink cups, bottles, and packaging

that were compostable or reusable. Chartwells

also supported waste management, vendors and

volunteers on campus by providing recycling and

composting bins, in addition to educating fans

about the importance of Zero Waste.

A Challenge to lose 1M lbs

On Earth Day, April 22, 2013 Compass

Group North America launched The Million

Lb. Challenge, a voluntary company-wide

commitment to reduce green-house gas

emissions by one million pounds over the

course of six months. Cafés were tasked with

implementing one simple practice in the way

they manage their kitchen equipment. Nearly

200 units took the Challenge to shed 1 Million

Lbs. of C02e emissions from our operations by

just turning off equipment when not needed.

As a group, the participants realized a reduction of 2.3 Million lbs. in 2013, which was enough energy to power approximately 150 homes for a year. This achievement also generated a savings of $200k+ for our clients!

Wasted food often means that food is going

to a landfill where it decomposes and emits

methane. Food recovery is the practice of

recovering and donating perishable food

supplies in order to fight both food waste

and hunger.

More than 70 Bon Appétit kitchens at

universities and corporations around the

country are now engaging in food recovery,

including 100% of the accounts in Seattle

thanks to a groundbreaking partnership

with Food Lifeline!

The Food Recovery Network has since

asked Bon Appétit to be the first food

service company to pilot their Food

Recovery Certification, a new certification

to recognize businesses that are regularly

donating food. Almost 30 Bon Appétit

cafés have now gone through the

certification process.

Javier Ruelas, Director of Dining Services at

the Motion Picture & Television Fund, found

an opportunity to decrease the locations’

carbon footprint. Morrison partnered

with Motion Picture to install a food waste

dehydrating machine. With over 250 pounds

of food waste daily at Motion Picture, the

potential reduction was substantial.

The food dehydrator was installed in August

2012 and the impact was immediate. The

reduction in food waste being thrown into

dumpsters resulted in less trash pickups

equaling a savings to Motion Picture of

over $1,000 per month and resulted in the

reduction of 250 pounds of food waste

going into landfills daily.

The dehydrated food waste is now used

by the onsite landscapers as part of their

mulching and composting program instead

of going into landfills. The program also

generates over 1,000 liters of sterile and

filtered water per month that is used by the

landscapers as well on the Motion Picture

campus.

Pioneering Food Recovery Efforts around the Country

Morrison Senior Living Introduces Food Dehydrator

THE MILLION LB.CHALLENGEWe’re losing a Million Pounds...of CO2e

Along with other cafés across the country, we are working towards minimizing greenhouse gas emissions through reducing our kitchen equipment use by 10%.

THIS CO2e REDUCTION IS EQUIVALENT TO PLANTING 10K+ TREES.

Taking Action for a Healthy Planet

From February 2013 to February 2014 Bon Appétit tracked donation numbers for 21 of those programs and found they donated 74,339 pounds of food in a single year, which equals approximately 62,000 meals.

DRIVING CHANGE THROUGH OUR OPERATORS13

Big Impact from a Small Kitchen at TouchPoint

The TouchPoint Support Services team at Alexian Brothers PACE, a senior living community,

participated in the Million Lb. Challenge to reduce carbon emissions in our environment. Today

when Foodservice Director David Lescher, walks into his kitchen each morning, he knows that he’s

doing his part to save the environment.

Knowing their usage, David and his team decided to reduce their carbon use by turning unused

equipment off and only turning on equipment right before it needed to be used. Their simple

changes netted a savings of 18,153 lbs. of carbon emissions in the first quarter. This is the

equivalent of planting an orchard of 205 trees in that same period.

“I had no idea when we started the Million Lb. Challenge we could make that kind of difference on

the global climate. We’re just a small kitchen in Chattanooga,” said Lescher. “Imagine what could

happen if every commercial kitchen, large or small, in the country did the same thing. The impact

on our environment would be truly remarkable!”

Turning off equipment when not in use is just

the tip of the “ice machine.” There are many

other practices that can be put in place and

we will continue to challenge our operators

to find new ways that will help them to more

efficiently manage their kitchens.

Culinary Leader Introduces Sustainably-raised Farmed Salmon

When a Compass Group chef creates a new menu

item or chooses a new ingredient, he or she has the

opportunity to make a dish more flavorful, more

healthful and even more sustainable. By making

just one change, a chef can create significant

environmental impacts.

In 2013, our partners at Seafood Watch®

announced their first sustainably rated farmed

salmon produced by the Verlasso farm operations

in Chile. Verlasso Salmon are raised in the clean

waters of Patagonia off the Chilean coast. Their

unique feed ingredient lowers the feed to output

ratio from 4:1 lbs. to 1:1 lbs., minimizing the

dependence on fish oil and fish meal from wild-

caught sources. Of importance to human health,

their application of antibiotics is lower than the

industry average in Chile.

Bill Chodan is the Senior Vice President of Culinary

Development at FLIK. Within months of the

Seafood Watch® announcement, he made sure the

Verlasso Salmon was made available to his kitchens

in New York, Boston, Washington D.C. and North

Carolina. This decision represents a 26,000 lbs.

annual transition to sustainably farmed salmon.

Just one example of an environmentally conscious

choice leading to a great result!

Taking a Bite out of our Foodprint

A Natural Combination is a program

that blends finely chopped umami

rich mushrooms with ground meats

to seamlessly add an extra serving of

vegetables to the plate without losing taste

and satisfying texture.

These new menu offerings offer great

flavor that also satisfy our guests growing

desire for healthier and more sustainable

foods. One bite of a blended pork

mushroom “albondiga” (meatball) was all

it took to convince a team of Compass

culinarians.

A Natural Combination includes healthier

versions of some of America’s most iconic

dishes such as hamburgers, meatloaf, chili

and others. Most menu items include

blends that are 50% mushrooms.

The Results

For a typical burger served in our cafes,

the blend reduces:

• Saturated fat by 53%

• Calories by 49%

• Sodium by 38%

• GHG emissions by 48%*

It took a bite of something good to take a

bite out of our eco-foodprint! The concept

was developed with the generous support

and engagement of the Mushroom Council.

* As calculated by Changing Tastes

2013 Inaugural Green Ball at the NEWSEUM

Wolfgang Puck Catering created a menu

for the Green Ball that reflected the

commitment and values of the green

community to eat local, sustainable and

organic foods while providing a signature

gourmet flare. Our local Chef, Tom

Blundell, sourced the freshest, seasonably

available ingredients and crafted them

into perfect bites.

The menu featured vegetarian and vegan

options as well as regional cuisine. Most

ingredients on the menu were procured

from within 300 miles. Signature dishes

included Wolfgang Puck Kobe beef

sliders, Sesame Miso Cones with Carolina

Yellow Fin Tuna Tartar and a Charcuterie

and Cheese bar. The cheeses came from

family owned farms and co-ops.

15DRIVING CHANGE THROUGH CULINARY DILIGENCE

At the end of the day, it is our front line managers and

associates that will ultimately transform our commitments

into day-to-day action. A call for change can and does

come from all directions to the front lines. These can be

unsettling to associates who are otherwise busy delivering

on great food that is safe and delicious.

To facilitate a meaningful call to action that drives

sustainability-based changes, each of our initiatives are

supported by a wide range of training opportunities. These

are offered in the form of online classes, regional meetings,

point of sale materials and year round campaigns.

A good example is our Love Food Not Waste campaign.

Launched in 2012, this campaign continues to be the key

driver in educating and creating continuous improvement

in changing the ways we use and abuse energy, water, food

and landfill waste. Each quarter, the campaign is launched

with a new focus on a specific subject, allowing us to move

the bar from general to more issue specific knowledge.

Driving day-to-day sustainable change on the front lines

can be best realized when associates and guests are

motivated by robust knowledge.

Eurest Celebrates Earth Day promoting Love Food Not Waste

A Eurest account celebrated Earth Day with an extensive

information fair for its associates. Local environmental

groups focused on regional incentives and the reductions

people can make in their homes, while other groups

focused on ways in which they can make reductions at the

workplace. Eurest showcased its Eat Local campaign, Be A

Flexitarian and, most importantly, Love Food Not Waste.

The team also partnered with produce vendor J. Ambrosi to

create an Eat Local table with produce from local farmers.

“The Flexitarian table was a big hit,” said General Manager

Ellen Horowitz. “We had samples of a pasta frittata and

educated our customers on what being a Flexitarian means

and the impact this lifestyle has on the environment.”

DRIVING CHANGE THROUGH EDUCATION17

NEW PROGRAMS, NEW COLLABORATIONS

Building on a history of corporate responsibility and leveraging a passion for giving

back, Levy has expanded the Levy Cares program in recent years to encompass care

for the Environment, the Community and our Guests. Bringing the ethos of Levy Cares

to our broader corporate conscience is our way of making sure we deliver that same

level of passion towards social responsibility.

Levy Cares works side-by-side with our partners in order to raise the bar on socially

responsible business practices, enrich our communities and be a force for positive

change. This new era of the program opens new doors for us to expand our impact

and work to make this world a better place for us and for generations to come.

Northwestern University Partnership In partnership with the Office of

Corporate Relations, we created a

multi-pronged engagement with the

University to enhance Levy’s corporate

social responsibility mission while

providing unique new opportunities

for undergraduate students to explore

some of the most challenging questions

companies face today on sustainability.

This partnership allows Levy to

collaborate with faculty and staff to

develop new opportunities for students

to gain hands-on experience in corporate

social responsibility with a billion dollar,

industry leading company.

Northwestern University Advisory PanelIn an effort to make progress

collaboratively in our mutual

sustainability goals and to potentially

share best practices, Levy and

Northwestern have established an

Advisory Panel of faculty and staff

to provide consultation, insight and

guidance on Levy Cares long-term

strategy and planning. The advisors

include field experts, researchers and

scientists in Sustainable Business,

Corporate Social Responsibility

Organizational Management, Public

Policy and other related fields to support

each area of our program and provide the

best intelligence possible.

Levy Corporate Social Responsibility Internship Program Developed in partnership with the

Northwestern University Chicago

Field Studies program, the internship

is designed to provide students with

in-depth experience and insight into

corporate social responsibility. The CSR

Internship Program supports research,

data analysis and reporting projects

associated with Levy Cares.

Levy Cares Champion Program OverviewThe Levy Cares Champion Program is

a unique internal opportunity for our

associates to support programs and

initiatives that positively impact our

Environment, our Communities and our

Guests. Our champions provide location-

level leadership and feedback on all new

and existing initiatives for the Levy Cares

programs.

19

cafe57, as part of the Green Restaurant

Association and Hearst Corporation, a

LEED Platinum Certified building, are both

deeply invested in the sustainability of their

operations. In order to educate guests and

building occupants on these efforts, Restaurant

Associates, the Hearst Real Estate Department

and Good Housekeeping magazine partnered

to host an informational table.

Topics discussed were café sustainability

practices such as composting, using paper

goods made from recycled materials, china

made from bamboo, sourcing local food

and Hearst Tower’s energy conservation.

Good Housekeeping supported the table

by displaying products that had earned

the GH Green Seal – identified as socially

and environmentally responsible products;

magazine employees were on hand to educate

guests about these products and responsible

buying techniques.

Earth Month allowed the team to take it a

step further focusing on weekly promotions

including “Recycling, Choose to Re-Use” and

Earth Week. USDA Organic Chef’s Tables

were offered multiple times a week, guests

were offered 10% off for using china instead of

disposables, and a plant and seed sale allowed

guests to kick start their spring gardens. Guest

Chef Cathy Kearney, executive chef at the local

Hyatt Regency, hosted an organic and local

Chef’s Table dish – topped off with a dressing

made from the honey she cultivates on the roof

of her hotel!

The Earth Month activities continued with

cafe57 and the Hearst B-Well team hosting a

table to discuss green markets around NYC and

eating healthily with local, seasonal produce.

The B-Well team distributed literature on those

subjects, as well as free seed packets for Hearst

employees to start their own home gardens.

The B-Well team also hosted a Lunch & Learn in

partnership with GrowNYC, a local educational

organization and administrator of the NYC

Green Market system.

In support of these various green programs,

Restaurant Associates partners with local

farms to create a farmer’s market from late

spring through early fall. Sourcing only local

and seasonal produce from the tri-state area,

cafe57 associates set-up a bountiful micro-

market and educate guests on this produce

and discuss possible uses in the home kitchen.

Also, throughout the New York growing season,

cafe57 sets up a rooftop garden to support

and supplement the executive dining room’s

culinary creations. The Executive Chef and his

team cultivate the garden with a rotation of

crops as they come in and out of season.

RESTAURANT ASSOCIATES AND HEARST PARTNER TO RAISE SUSTAINABILITY AWARENESS

21DRIVING CHANGE THROUGH EDUCATION

Growing Healthy Students through Farm to School Experiences

Chartwells School Dining Services and Anderson County School

District Four in South Carolina are helping students and families

establish lifelong healthy eating habits through a $30,000 grant

awarded to the district by the South Carolina Farm to School

Program. The grant has allowed the district to establish a Farm to

School Program to serve and promote more local produce in the

cafeteria and integrate nutrition and agriculture education into

student learning experiences.

Chartwells utilizes “Certified South Carolina (SC)” local produce

for students, the healthy-eating message is reinforced through the

use of fruits and vegetables as a healthy reward for celebrations.

“Our Farm to School Program and related experiences have

given children and teachers many opportunities to see and taste

healthier food being grown and prepared,” says Anderson District

Four Superintendent Lee D ‘Andrea. “This is quite unusual in the

typical school environment. We appreciate the collaborative spirit

and the wisdom of our food service provider.”

Mindful ChoicesSM Promotes Wellness and Sustainability in Healthcare A client success story in sustainability is

the development of Inova Health System’s

partnership with Blue Ridge Produce, a

Virginia-based local food aggregator. By

working with Inova’s leadership and the

Morrison team at Inova, the health system

confirmed Blue Ridge as an approved

vendor and began buying through them

in early 2013. This move significantly

increased the amount of local produce

available to, and purchased by, Inova

hospitals.

As a result, Inova reached a 9.5% annual local purchasing rate at one of their hospitals, with the majority averaging between 7% and 9% - the highest rates Inova has ever achieved.

Inova also hit rates of more than 15% local

produce purchases during peak summer

months, another first. The chart illustrates

the successes through Inova Fairfax

Medical Campus’ monthly local spend

rates from 2010-2013. Note the prominent

rise in local purchasing with Blue Ridge

starting in April 2013.

“The Morrison team at Inova helped us

navigate through the process of adding

Blue Ridge as a vendor and then adjusted

its menus, marketing and programs

to promote awareness of the fresh,

healthy, local ingredients,” said Inova

Health System Director of Sustainability

Seema Wadhwa. Inova Health System

Sustainability Associate Carolyn

Billetdeaux added, “Initiatives such as

weekly produce stands, monthly featured

produce, ‘Eat Local’ signage, and featured

seasonal produce at the salad bar have

also helped increase demand for the local

foods Inova has worked so hard to source.”

Morrison is working with its client hospital

and health systems to implement firm

standards for local sourcing, healthy

food marketing, wellness meal offerings,

nutrition labeling, food preparation,

healthy beverages, and fruit and

vegetable offerings. In addition, Morrison

has strengthened its sustainability and

wellness leadership role through strategic

partnerships with Healthy Hospitals

Initiative (HHI) and Partnership for a

Healthier America (PHA). During its first-

year PHA alignment (2012-2013), Morrison

positively impacted up to 41 million

patients and 500 million hospital meals.

DRIVING CHANGE THROUGH OUR SUPPLY CHAIN23

It’s been 15 years since Bon Appétit

Management Company formally launched its

Farm to Fork program in 1999, requiring that all

of its chefs strive to source at least 20 percent

of their ingredients from small farms, ranches,

and fishing operations within 150 miles of their

kitchens. Since then, the company has enrolled

more than 1,400 Farm to Fork vendors and now

puts tens of millions each year back into its

local farming communities.

That includes not just produce, but protein.

Many Bon Appétit teams work closely with local

hog farmers and beef ranchers to buy not just a

few cuts, but whole animals. That often requires

committing far in advance.

Jim O’Brien, Resident District Manager for Bon

Appetit committed to four pigs twice a month

for Case Western Reserve University, with the

option to raise that number for the second half

of the year. That’s going whole hog!

And Case Western Reserve isn’t alone in

committing to whole animals: many other

Bon Appétit teams at both education and

corporate accounts around the country do so

as well. Buying whole animals is not only more

economical, assuming you utilize them from

nose to tail as Bon Appétit does, but it is much

easier for the farmers and ranchers, who aren’t

then trying to find buyers for all the individual

cuts.

Bon Appétit Goes Whole Hog for Local Food

Bon Appétit Farm to Fork vendors Melissa and Aaron Miller of Miller Livestock in Ohio

25

A Long and Winding Road

In 2008, Compass was invited to join the

Coordinating Council of the Stewardship Index

for Specialty Crop (SISC), a multi-stakeholder

initiative dedicated to developing tools for

measuring sustainable performance across the

specialty crops supply chain.

This five year initial engagement was a period

of lively discussion and collaboration in the

development, pilot-testing and refining metrics for

water, energy, soil and nutrients. Compass knew

that the industry was in need of a viable supply

chain solution and that the SISC could become

the best solution. Our commitment to the

project included engaging our own suppliers to

participate in pilot tests. As a team, we adjusted

and refined the process to ensure its success.

In 2013, SISC announced the release of five

Working Metrics, or measurement tools, designed

to support sustainability efforts across the

specialty crops supply chain. We are pleased

to have been a part of creating this industry

solution, and we look forward to our continuing

participation, helping to further expand the

impact and influence of SISC in our industry.

An overview of the metrics and technical notes

are available at www.stewardshipindex.org.

The seafood supply chain can involve a large

number of intermediaries from the fishing

boat to the consumer. Most seafood is traded

internationally and finds its way through a

variety of export and re-export routes. There

are brokers, traders and third party processors

within virtually every link in the chain.

This presents a tremendous challenge and makes

it difficult to track a product back to the boat and

identify the source fishery information necessary

for transparent reporting. We do our best to report

as accurately as we can on the sustainability of our

seafood purchases, using the information available

and working with a variety of stakeholders,

including our partners at the Monterey Bay

Aquarium Seafood Watch® program.

Our focus this year has been on identifying

an industry wide solution to improve the

traceability systems of the seafood industry.

We enlisted the services of Sustainable

Fisheries Partnership (SFP) and initiated

a collaborative project with the Seafood

Watch® that involved developing an in-depth

data collection process of the species in our

seafood supply chain. Our goal, in partnership

with key suppliers, was to create a verifiable

report on the sustainability criteria for all of

our seafood, which would allow us to better

measure against our commitments and to

identify opportunities in our supply chain to

engage Fishery Improvement Projects.

The pilot proved more difficult than anticipated

and we haven’t realized a scalable solution.

Compass continues to be committed to

developing a viable data collection and

traceability program until we can help identify

an industry wide solution.

A video on Fishery Improvement Projects can

be viewed here.

A Responsible Way to Source Tuna

Tens of thousands of fish aggregating devices

(FADs) are deployed annually by the world’s

tuna vessels, as a way to improve catch rate

and reduce fuel costs. These man-made

structures function as open-ocean shelters

that lure schools of various species. Sea

life naturally seeks out these structures for

protection, feeding opportunities and as a

space to increase the survival of their young.

These devices will drift uncontrolled for

months, attracting a wide variety of marine life,

including tuna, sharks, billfish, and sea turtles.

Vessels set their nets on FADs, scooping up

everything around them but keeping only the

tuna; the “by-catch”, which is often dead, is

tossed over board. The use of FADs is highly

unregulated and results in what scientists

estimate to be over 100,000 tons of by-catch

annually (Tim Dempster & Marc Taquet, 2005).

Purse seine netting without the use of FADs,

is a less destructive and more responsible way

of sourcing tuna. Our guests need to know

that the seafood they enjoy in our cafes is

sourced using responsible methods of catch

that have minimal impact on the health of our

oceans. Understanding this is a critical issue,

in early 2013 we engaged in a discussion with

our partners at Seafood Watch®, as well as our

suppliers, to reverse this detrimental effect on

the sustainability of our tuna fisheries and the

ecology the oceans.

As a result of that engagement, we are

committed to purchasing 100% of our

canned skipjack tuna from sources using FAD

free methods starting January 2015. This

represents over 1.9 million pounds of skipjack

tuna or more than 50% of our total canned

tuna purchases.

For detailed information on ocean by-catch

issues, refer to this informative page at

Seafood Watch.

FISHING FOR SOLUTIONS

27DRIVING CHANGE THROUGH OUR PARTNERS

Our global food system is operating above

the resource capacity of the planet and facing

an increasing need for production as world

population continues to expand.

Humanity today is using 50% more resources

than our planet can provide. Unless we

change this stressful rate of demand on our

natural resources, even two planets will not be

sufficient to support humanity by 2030. We

are moving in a direction that can hardly be

described as a sustainable pace, questioning

the secure future of healthy food supplies,

world population and planet.

Mankind has the ability and drive to create

a prosperous future for the generations that

follow. For change to happen, both individuals

and large organizations must take ownership

of that future and step up to the challenges

we face. Corporations can and should play

a purposeful role in shaping that sustainable

future, while keeping the balance necessary

to meet today’s business mission. Both

endeavors can co-exist within the domain of

the corporate landscape. Both do at Compass

Group.

From supporting local economies, to sourcing

sustainable seafood to addressing climate

change issues, we took our first step toward

solving these and other challenges starting in

1999. And we haven’t looked back. We don’t

claim to be perfect and it’s not clear that we

can ever be perfect on the dynamic spectrum

of sustainability. But from the moment we

came to realize our environmental and

social responsibilities, we began to act on

them. Our sustainability story since that first

moment established Compass as an important

contributor towards a more sustainable future

and as a model for what is possible within the

realm of the food service industry.

We are proud of our past contributions and

are committed to continue building on them.

Where we are able to do so, we establish

specific milestones. Where we cannot

measure, we seek to create change where we

can have the biggest impact. We pledge to

the upmost public transparency, allowing us

to openly manage our progress and to adjust

our path as needed. Our Vision 2020 is our

long term aspiration that is anchored in a

roadmap to realization.

We are stepping up to challenges of the future and we are not looking back.

STEPPING UP TO THE CHALLENGE OF THE FUTURE

VISION 2020

29