Corporate Responsibility Report

COMPASS GROUP UK & IRELAND

CORPORATE RESPONSIBILITY REPORT 2016 1

Introduction

Safety First Alongside our number one operational priority of Safety First, our corporate responsibility strategy has four pillars:

Sourcing

People

Environment

Health

Procurement is a core skill of Compass Group.

We are fully aware of the impact that our purchasing decisions can have, so take great care to find ethical, sustainable products, particularly for the things we buy lots of, like coffee, meat and fish.

Our business is peoplepowered: they are the heart and soul of what we do and are absolutely central to our success. We aim to take excellent care of everyone who works for us, and provide the training and opportunities they need to enjoy a flourishing career.

We know where our biggest impacts are, and where our efforts can make the most difference.

We’ve spent a number of years creating a highly efficient, low-carbon logistics solution.

Our consumers’ expectations are changing, and we’re changing with them. We are constantly innovating to find ways to reduce fat, salt and sugar from our menus while still delivering great-tasting food. We also have a role to play in helping people understand the power of good nutrition.

Last year marked a defining moment in the global quest for a sustainable future.

In Paris, 195 countries adopted the first ever universal, legally binding global climate deal. At the UN, governments defined their vision for a post-2015 development agenda by agreeing upon a set of global Sustainable Development Goals. It is widely recognised that businesses like ours will play a key role in supporting the delivery of these goals.

1

Today, our number one goal is to cut down on food waste.

I’ve worked for Compass Group for over 20 years and am proud to run a company that serves meals to over a million people every day across the UK and Ireland. I see how our vital services impact society, as well as the contribution we make to business and the economy.

As a company that has been serving the UK since 1941 we’re committed to playing our part in creating a sustainable future and making a positive social impact. Our colleagues across the UK and Ireland are passionate about brightening everyone’s day with delicious, nutritious meals, food on-the-go and services that keep workplaces safe, clean and well-run.

Our corporate responsibility programme is the moral compass that guides our business as we look to the future. It is helping us to manage emerging risks and uncover opportunities for further growth. By harnessing change, we can respond to new consumer needs and, in so doing, create value for our business and our clients. It also means we can attract and retain the best people in the industry.

Compass Group (UK&I) is a successful business and, as we continue to grow, we’re able to do more good. While we’ve already achieved a great deal, we always look to the future and recognise there’s still a lot more to do to ensure we are a truly sustainable business.

I’m confident we’ll succeed with the support of our colleagues, our consumers and our partners.

Dennis Hogan MD, Compass Group UK & Ireland Ltd January 2017

2

Our Targets

SOURCING Use 100% CAGE FREE eggs by 2025.

Ensure 100% of our TEA, COFFEE and HOT CHOCOLATE is ETHICALLY SOURCED by 2020.

Publish a HUMAN RIGHTS action plan by 2017 and continue to address the risk of modern slavery in our supply chain by AUDITING 100% of high risk supplier sites by the end of 2018.

Map our SOY SUPPLY CHAIN and collaborate with industry and NGOs. Only source CERTIFIED SUSTAINABLE PALM OIL in specified categories by the end of 2017.

Buy 100% ETHICALLY SOURCED BANANAS and 100% BRITISH or Fairtrade sugar.

Partner with experts to refresh our SOURCING STANDARDS on PORK & POULTRY.

Avoid endangered species of fish, buy more CERTIFIED FISH each year, and use LINE & POLE CAUGHT TUNA in our packaged sandwiches.

Support British and Irish dairy farmers and only buy BRITISH MILK from RED TRACTOR assured farms.

Put EU ECOLABEL and NORDIC SWAN cleaning products on the core recommended product list.

Ensure all office paper is CERTIFIED SUSTAINABLE. Use SEDEX to ensure that our uniform suppliers continue to drive improvements in RESPONSIBLE and ETHICAL LABOUR practices.

Move our PAPER & PLASTIC disposables up the waste heirarchy each year.

PEOPLE

3

Provide EQUAL OPPORTUNITIES for all, regardless of gender, sexual orientation, ethnic origin, age or disability.

Work to increase the percentage of FEMALE CHEFS in the business to 50% by 2020.

Increase the number of APPRENTICESHIPS we offer to 1,500 by the end of 2017.

Raise over £400k for charitable causes each year.

ENVIRONMENT

HEALTH

Maintain ISO 14001 certification for our ENVIRONMENTAL MANAGEMENT system at all our UK&I sites.

Remove a further 40 MILLION CALORIES from our meals between 2016 and 2020.

Introduce ISO 26000 to improve our CARBON MANAGEMENT processes.

Reduce FOOD WASTE by 10% by 2020 (vs 2016).

Reduce OFFICE WASTE to landfill by 25% by 2017 (vs 2008).

Reduce CARBON EMISSIONS by 20% by 2017 (vs 2008).

Reduce WATER CONSUMPTION in our corporate offices by 20% by 2017 (vs 2008).

Ensure every restaurant offers a BALANCED MEAL option of less than 500kcal, including one of your FIVE A DAY. Launch a new HEALTH WEBSITE in 2017 to educate consumers.

Encourage consumers to eat more FRUIT & VEG through improved information and LOYALTY SCHEMES. Fund PhDs and research programmes through our HEALTH & WELLBEING FOUNDATION. Promote PLANT-BASED proteins.

4

About Compass Group UK&I

We believe that great food, great service and great experiences can transform everybody’s day and have a hugely positive impact on our clients’ businesses.

Our focus is simple: delivering outstanding experiences every day, designed around our consumers.

HOW WE GOVERN OUR CR PROGRAMME Our Compass Group PLC Board has a Corporate Responsibility Committee which meets regularly to set the direction of our global corporate responsibility (CR) strategy, agree targets, and review performance.

In the UK and Ireland, we have a Corporate Responsibility Steering Group which decides how the corporate responsibility strategy is brought to life in our market.

The Steering Group is made up of six senior executives from across the business and is chaired by the Head of CR. As needed, this group is empowered to creates sub-groups to give additional focus to particular topics, such as nutrition or food and packaging waste. These are managed by the CR team.

5

Compass Group PLC participates in the following sustainability indices:

Our We also provide We provide You will find us hospitality at some contract food hard at work in a of the country’s service, retail wide variety most exciting sports outlets and facilities of places management to including hospitals, and leisure venues. serve more than thousands of 1 million meals schools, military clients, both large a day at more than bases and staff and small. restaurants.

10,000 locations

60,000+ employees

Our operations are divided into five sectors which allows us to manage our diverse client base as effectively as possible. These sectors are supported

by Foodbuy, our procurement company.

BUSINESS & INDUSTRY

SPORTS & LEISURE

VENUE PORTFOLIO

EDUCATION

DEFENCE, GOV, OFFSHORE & REMOTE

HEALTHCARE & SENIORS

6

Safety SAFE TY FIRS T

THE CHALLENGE Keeping everybody safe is the number one operational priority of our business. This means making sure our people have the right tools to do their job, in a safe environment. It also means taking great care over the food that we prepare for our consumers.

OUR APPROACH We’ve worked hard to create a culture that takes safety very seriously, and train our people to adopt behaviours that focus on keeping them free from harm. As well as adhering to the strictest regulatory requirements, our own policies and standards are reviewed each year to ensure we are adopting industry best practice and striving to do better.

In the UK and Ireland, we have a team of 35 health, safety and environment specialists who are embedded within the different sectors of our business, able to respond to the specific needs of each client group. Every week, this team reviews health and safety data from each site and the findings are discussed with the relevant leadership team so that we can take swift action as required, or share best practice between our teams when something is clearly working well. Over the last eight years, this has led to a 66% reduction in the Lost Time Incident Frequency Rate of our people.

Lost Time Incident Frequency Rate

As a mature business, we are introducing ever more sophisticated processes for measuring and reporting safety data. We recently added new metrics to help us monitor minor accidents which are allowing us to target our efforts more strategically. For instance, minor cuts and burns can be a problem for our industry.

So, to protect our kitchen

7

teams, we issued all unit managers with a toolkit to help raise awareness about the importance of hand protection. This included posters, training materials and specialist equipment that helped facilitate engaging conversations about safety. As a result, we’ve seen a drop in both minor accidents and ‘near misses’.

ENSURING FOOD SAFETY We have an exemplary record on food hygiene, so making sure that our food is safe to eat and that all allergens are clearly signposted is of paramount importance. As you would expect from a market-leading food service company, we have strict procedures and processes in place that govern how food is stored and handled.

One of the ways we keep standards high is through appropriate checks and balances and by regularly auditing our sites. We adhere to the ISO 9001 standard for quality management, a system which is externally certified each year. As well as routine internal audits, we invite third party auditors to do unannounced site visits. We also receive hundreds of routine visits each year from Environmental Health Officers. We’re proud that, in the last year, 90% of our sites scored either four or five out of five in the Food Standards Agency’s food hygiene rating.

Q report

8

Sourcing nal, o s a e , s Local l and ethica ble ina susta THE CHALLENGE Businesses rely on their supply chains to get them the goods they need in a timely, cost-effective manner. However, unscrupulous practices in the food supply sector – often driven by the search for the lowest price – can have negative impacts on the people working in the supply chain, as well as on the natural environment or on animals being reared for food.

OUR APPROACH We want to use our buying power to be a force for good in the world and we take care to make sure our suppliers are doing the same: we expect them to act responsibly and humanely towards their workers, livestock and local communities.

Great procurement is fundamental to our success: we work in partnership with our suppliers to get the very best ingredients for our meals and to give our people the right tools to do their job. This allows us to produce delicious meals and provide excellent service.

Our priority is sourcing sustainably. We’ve identified fifteen categories where we know our buying practices can make a positive difference. These include proteins like milk, fish and beef; crops like palm oil, sugar and coffee; and non-food items like paper and uniforms.

KEY COMMITMENTS:

9

ANIMAL WELFARE We support the Farm Animal Welfare Council’s Five Freedoms and, in 2016, we announced that we are phasing out the use of eggs from caged hens globally by 2025. We are also in the process of refreshing our animal welfare policy and introducing key performance indicators which we will report on in our next CR report.

RESPONSIBLY SOURCED FISH Many fish stocks are depleted or endangered due to over-fishing and, in some cases, the way in which they are caught can be a threat to the health of the marine ecosystem. None of the fish we serve are on the endangered list and we have partnered with the Marine Conservation Society to promote more sustainable fish.

As part of this, we have committed to buying more certified sustainable fish each year. www.mcsuk.org

TRADING ETHICALLY Every banana and bag of sugar we buy from the developing world is ethically sourced, meaning more of the profits get back to the farmer or producer.

Likewise, we’ve committed to only buying tea, coffee and hot chocolate from ethical sources by 2020.

We chose to make Life Water our core supplier of bottled water because they use their profits to build wells in developing countries. Every bottle we sell helps to deliver at least 1,000 litres of clean drinking water to people who need it. Over the last year, we’ve enabled them to build 72 wells, which has had a

positive impact on the lives of over 90,000 people. www.lifewater.org In our retail outlets, we sell a tasty range of Fairtrade cakes and biscuits under the EATFAIR brand. We donate 5p from the sale of each product to supporting growers and producers in the developing world and have raised £150,000 over the last three years. This money is used to pay for equipment, buildings and specialist support to help improve the quality of their produce and therefore the money they are able to earn from it. www.eatfair.co.uk

10

BUYING LOCALLY AND TRANSPARENTLY We are committed supporters of British and Irish farmers, and most of our seasonal fruit and veg is purchased from local farms - we work with more than 400 small and mediumsized suppliers.

One of the benefits of a local supply chain is improved traceability of our products. However, we have a large and complex network of suppliers, bringing us products from

all over the world. We use innovative new technologies to ensure we have good understanding of what comes from where in order to reduce risk. We’ve committed to only source certified sustainable palm oil in specified categories by the end of 2017, and we are also working with our suppliers to understand the volumes of soy in our supply chain.

SUPPORTING OUR SUPPLIERS When our suppliers thrive, so do we. That’s why we work in partnership with them to help grow their businesses. We believe in building long-term relationships and have been working with some of our core UK and Irish suppliers for many years.

We are champions of small enterprise too. We run quarterly events called ‘The !dea Works’ where small businesses are invited to share their innovative new products and services with a panel of Compass experts. Since 2012, the awardwinning initiative has identified 29 new entrepreneurs to do business with, including Jim Jams, creators of reduced sugar jams and spreads, and the UK’s first ever instant noodle ready meal vending company, Mr Lee’s. www.compass-ideaworks.co.uk We know it can be a bit daunting for small companies to supply to a business as large as ours. In Ireland, we run a programme called Food Heroes with the Irish Food Board (Bord Bia) to provide small suppliers with practical support and mentoring to help them secure, grow and maintain their relationship with us. Now in its second year, this partnership has been a huge success with these small suppliers benefitting greatly from the practical knowledge and industry insights.

11

HUMAN RIGHTS We want to play our full part in ensuring that workers in our supply chain are treated with respect and that their human rights are protected. The first step is understanding where to focus our efforts. We have worked with strategy consultants to understand which of the commodities we buy, or countries we source from, are at the highest risk of incidents of modern slavery. Our priorities are the supply chains for salad and fruits, seafood (particularly prawns) and tea, coffee and cocoa. We are also focusing our attention on high-volume products such as staff uniforms and linens, and disposable items like paper cups and plastic cutlery. Another potential risk area we have identified is agency labour.

To tackle the risk of modern slavery and human trafficking, we are consolidating our supply base in these product categories so we have better visibility of what we buy.

We then look for certified products like GAP certified fish or Rainforest Alliance coffee. In 2016, we joined Sedex which allows us to see audit data on our suppliers. We also conduct audits of our own. As a result, we are better able to monitor and report on any issues in our supply chain, and then work quickly to respond and remedy them.

To read Compass Group PLC’s full statement on Modern Slavery, 2015, visit: www.compass-group.com/MSA2015.htm In 2017, Compass Group UK&I will publish a Human Rights Action Plan.

Our Foodbuy purchasing model means we are able to lead the way not just on managing cost but also in addressing the environmental and social challenges ahead. Whether it is tackling modern slavery, setting animal welfare standards or using our influence to promote sustainable palm oil, our scale is an asset. That’s because we have the resources to develop more mutually reliant commercial relationships; an ability to invest in leading edge traceability technology; and the capability to work collaboratively with partners to set and deliver strong sustainable sourcing standards.

Oliver Cock, Managing Director of Foodbuy, Compass UK & Ireland

12

People

THE CHALLENGE Businesses have a responsibility to wider society: to provide workers with opportunities to learn and grow, and to support the communities they operate within. To stay competitive, a business also needs to be able to attract and retain the best talent.

OUR APPROACH We employ over 60,000 people across the UK and Ireland and train them to be experts at what they do. After all, they are the ones who make our business a success by delivering the great ideas, tasty food and exemplary service that make our clients and consumers happy.

We offer a fascinating range of careers and work hard at nurturing and developing talent, from our apprentice scheme and graduate programme right through to our leadership development initiatives. Most of all, we want Compass to be a place where our people feel welcomed, supported and appreciated.

We also want to give back to the local community and have a selection of charity partners that we enjoy raising money for.

KEY COMMITMENTS:

13

OPPORTUNITIES FOR ALL We’re proud to be one of the UK’s leading employers of apprentices, and are in the National Apprenticeship Service’s Top 100. We are passionate about delivering high-quality training and learning programmes for our apprentices and know how much value these can bring to both the individual and our business.

500 to 1,500 a year. Our ambition is to give these young people the skills and experience they need to develop a successful career in food service, retail or facilities management, providing us with a talent pool of well-trained individuals.

In 2017, we are taking our apprentice scheme to the next level by increasing the number of apprenticeships we offer from

DIVERSITY We believe inclusive working environments bring out the best in people and are determined that Compass should be a place where everyone feels welcome and has a fair chance to get on. To begin with, our focus is on empowering women, supporting the LGBT community and helping those from socially disadvantaged groups.

We are the first food service company in the UK to try and tackle the shortage in female

chefs. In April 2016, we set ourselves the goal of having a 50/50 split of male and female chefs in our chef workforce by 2020. Then, around 35% of our chefs were women – almost twice the industry average of 18.5%.

We’ve worked hard to understand and break down the barriers women face. To help achieve our new target, we’ve created a Women in Food Board to encourage and support women as

they work towards becoming chefs.

our people feel able to be themselves.

We want people to feel welcome at Compass, whatever their sexuality. We partnered with Stonewall and professional network OUTstanding, to help develop our workplace strategy and practices to ensure we’re offering a positive and inclusive working environment for our LGBT colleagues. We have also established an LGBT & Allies Network to help all

We work with Get Set UK to reach and recruit from the most disadvantaged social groups in London, and with 2nd Chance to give jobs to young people who are facing challenging socioeconomic barriers.

14

SUPPORTING COMMUNITIES We challenge ourselves to raise at least £400,000 for UK charities every year.

In 2009, we chose to make Cancer Research UK our charity partner and, by April 2017, we expect to have raised more than £2 million to fund life-saving research and kinder treatments for patients. 10p is donated every time a consumer buys an egg & cress or prawn mayonnaise sandwich – our two most popular choices. We also run employee events, sports challenges and an annual charity ball where we auction prizes donated by our teams, clients and suppliers.

We formed this strategic alliance with Cancer Research UK because they share our values around living well.

Throughout the year, they support our employee health and wellbeing campaigns, offering helpful advice on a range of topics including quitting smoking, healthy eating and exercise. www.cancerresearchuk.org

In addition to our corporate charity partner, a number of our sectors have chosen to fundraise for charities which directly support their clients and consumers.

Our Healthcare team raises money for the Alzheimer’s Society and helps to fund research into dysphagia (difficulty swallowing). www.alzheimers.org.uk Chartwells supports Mary’s Meals, enabling them to feed over 3,000 children in Africa every year. www.marysmeals.org.uk Our defence brand, ESS, raises money for Combat Stress. www.combatstress.org.uk In Ireland, we raise money for Action Cancer. www.actioncancer.org

15

DEVELOPING PEOPLE Every year, we welcome 30 university-leavers into Compass UK & Ireland as part of our Graduate Development Programme. This two-year journey of personal and professional development gives them the training and experience they need to understand and get on in our business.

We also make sure we recognise great work and brilliant people. Our ‘Be A Star’ programme allows our people to nominate colleagues who go further to deliver exceptional service. Every year, we choose seven overall winners from a shortlist of 200 colleagues. www.jobsatcompass.co.uk/graduates

We continue to support our people throughout their careers at Compass. Our Learning and Development team has created a suite of internal training programmes aimed at giving people the skills they need to do a great job. We are big believers in nurturing talent and promoting from within which is why we have schemes like ‘Accelerate’ and ‘Supervisor Passport,’ which develop high performing employees and prepare them for more senior roles.

Be A Star Awards 2016

Society’s expectations of business are rising and at the same time people productivity in the UK is lower than in other countries. Getting the right mix of efficiency growth, development for colleagues and community engagement will unlock a virtuous cycle of attracting the best talent, cost reduction and positive community impact.

We are: investing in a major expansion of apprenticeships; giving young people meaningful career opportunities; launching programmes to ensure women and people of all backgrounds and sexual orientation are welcome; and refreshing our charitable activities.

These efforts are designed to complement existing development plans and ensure our people agenda drives social and commercial value.

Fiona Ryland, Director of Human Resources, Compass UK & Ireland

16

Environment

THE CHALLENGE The man-made damage to our fragile planet is now well understood. Governments, businesses and individuals must all contribute to the effort to combat climate change and work towards a lower carbon future.

OUR APPROACH At Compass Group UK & Ireland, we know our most meaningful impacts come from having a highly-efficient logistics network and by carefully managing our food waste. We also make sure all our people are fully engaged with the challenge and have the right tools and advice to take action.

In 2015, we launched a Food and Packaging Waste Strategy. Our vision is to reduce food and packaging waste across our supply chain (from farm to fork) and ensure that waste that cannot be avoided is disposed of in the most sustainable way. We are also a signatory to Courtauld 2025, an ambitious voluntary agreement led by WRAP that brings together organisations across the food system to make food and drink production and consumption more sustainable.

KEY COMMITMENTS:

17

REDUCING FOOD WASTE We have set ourselves a target to reduce food waste by 10% by 2020.

We’ve been working with Winnow to test technology that makes it quick and easy for our chefs to keep track of waste.

Any food waste is put into a bin on a special set of scales and logged. Every day, the head chef is able to review the data and consider where changes can be made. The pilots we ran showed that the Winnow technology typically led to food waste being halved so, in 2017, we plan to introduce it into 500 sites across the country.

Food waste that does go in the bin doesn’t necessarily have to end up in a landfill site. Last year, we worked with our waste contractor Biffa to send over 1,000 tonnes of food waste to anaerobic digestion facilities, where it is broken down to create biogas and nutrient-rich fertiliser. We’re also working with Olleco to recover our waste cooking oil for recycling into biodiesel. In the last year, we recycled almost 1m litres of used cooking oil, saving 1,700 tonnes in CO2 emissions.

www.winnowsolutions.com We send surplus food products that are still within date and fit for consumption to FareShare, a food charity which passes the goods on to charities that can turn it into meals for less fortunate or vulnerable groups. Since 2014, we estimate that we have provided almost 40 tonnes of food which is enough to make around 95,000 meals and save 167 tonnes of CO2. www.fareshare.org.uk

TACKLING PACKAGING WASTE Packaging is essential to protect products as they are transported and stored but we are always on the lookout for effective ways to reduce, reuse or recycle it. For instance, our preference is for recycled cardboard outer packaging wherever possible, which can easily be folded and sent to be recycled.

We help our consumers reduce their waste by selling our products in the minimum packaging possible and, again, favouring recycled and recyclable materials.

In the last year, our focus has been on reducing the number of paper cups our consumers take from us. We’ve signed up to the industry-wide Paper Cup Manifesto which aims to increase recovery and recycling rates. We’ve also partnered with Simply Cups, the UK’s only paper cup collection and recycling scheme, which collects, shreds and recycles our paper cups into new products like pens, pencils and notebooks. www.simplycups.co.uk In a number of our sites, we have also introduced Mug For Life as an alternative to disposable paper cups. This reusable cup is made from hard plastic with a silicone grip and screw lid. www.mugforlife.com

18

REDUCING CARBON We manage our direct impacts on the environment through our Environmental Management System which, since 2010, has been certified to the ISO 14001. To ensure compliance and promote best practice at site level, we have created an award-winning Environment Toolkit which makes it easy for managers to engage with their teams, evaluate how they currently work, and support them to do things differently. More than 9,000 sites are now using the Toolkit.

In November 2016, The Green Apple Organisation awarded us the International Green Apple Award for Environment Best Practice.

To ensure we are continually challenging ourselves to do more, we are currently going through the process of adopting ISO 26000 which provides guidance on how organisations can operate in an environmentally and socially responsible way.

EFFICIENT LOGISTICS We aim to make deliveries and collections as efficient as possible by planning ahead, ordering in bulk, and managing how often we deliver to Compass sites. Prior to 2011, each of our sites was visited by numerous different suppliers every week. We overhauled our supply chain network so that the majority of our fresh produce, dairy, grocery, meat and disposables are dispatched via a single logistics partner. This has helped to reduce food miles and carbon emissions. Next, we are rolling out multitemperature vehicles to reduce the number of deliveries further.

We are working on our company car fleet too and now offer ultra-low carbon diesel vehicles as well as hybrid cars.

The average CO2 emissions per car has dropped 16% from 128g/km in 2011 to 107g/km today.

19

REDUCING WATER We have committed to reduce the use of fresh water in our offices by 20% between 2008 and 2017. We also work with our clients to help them conserve water through employee training and the application of water-saving technologies, like low-flow taps or more efficient dishwashers.

As part of this, we explore opportunities to use water more efficiently through behaviour change. For example, our ICM business cleans Nationwide’s branches and offices. Simply by switching to a smaller mop bucket, we expect to save them as much as 2 million litres of water per year.

STARTING A VEG REVOLUTION The UN declared 2016 the International Year of Pulses.

Consuming plant-based protein has a lower carbon impact than eating meat and fish meaning these ancient crops may well be the future of sustainable eating. We are working with the Humane Society and the UN’s Ambassador for Pulses to play our part in championing plant proteins.

In 2017, we are taking our chefs on an inspirational tour of the best vegetarian restaurants in the country to meet the people who prove that, when vegetables are cooked properly, they are absolutely delicious. www.fao.org/pulses-2016/en

We are a business that serves others. In many cases, we work on sites where all the equipment and infrastructure is owned by our client, not ourselves.

We take the lead on areas where we have control, and offer advice to our clients where we don’t. Our priorities are reducing food and packaging waste, and ensuring each site has a clear Environmental Management System.

Celena Fernandez, Head of Environment, Compass UK & Ireland

20

Health

THE CHALLENGE A poor diet has a detrimental impact on a person’s wellbeing and can lead to a wide range of health problems. Overeating is perhaps the most widespread problem we face today: the obesity epidemic is a huge threat to public health and is putting a great strain on the NHS.

OUR APPROACH We serve more than one million meals every day and consider it our responsibility to help our consumers to eat a healthy, nutritious diet.

We do this by reviewing our recipes to make them healthier, and looking for opportunities to switch in different ingredients with fewer calories and less salt or fat.

We also encourage people to eat more fruit and veg through our nutrition education initiatives like Know Your Food, or our Fun into Food schools programme.

The key to our success is supporting people to eat a better diet without compromising on taste or quality.

KEY COMMITMENTS:

21

HEALTHIER FOOD As part of our 2020 Health Strategy, our team of chefs and registered nutritionists have been analysing our recipes, ingredients and cooking styles to see how we can help people eat better.

Where good nutrition is concerned, little changes can make a big difference. The salt sachets offered in our restaurants used to contain 0.8g of salt. In 2013, we swapped these for sachets that were 25% smaller. While people are welcome to take more than one, we found that most were happy to just use less salt. We ended up handing out eight tonnes less salt in a single year!

Likewise, we’ve swapped the milk we use in our drinks and recipes to 1% fat, which has the taste of semi-skimmed but a lower fat content. We’ve also switched to Flora Buttery because it contains 70% less saturated fat than butter.

Steaming is one of the healthiest ways to cook food as it retains high levels of essential nutrients while still tasting great. This was the driver behind the creation of Steamplicity, our unique patented cooking system that uses fresh and raw ingredients to create delicious plated meals. We know that healthy, appetising food is important for patient recovery and, every week, our Healthcare business provides 95,000 Steamplicity meals to over 20 NHS Trusts across the UK. www.steamplicity.co.uk

HEALTHIER LIVES As a leading food service company, we’re eager to play a role in educating consumers about health and wellbeing and believe that we’re uniquely well-placed to do so: we have a team of 12 nutritionists working for Compass Group UK & Ireland, giving us a wealth of expertise to draw on.

In 2012, we introduced Know Your Food, a toolkit that provides people with clear, easy-to-understand

information about how to stay healthy and eat well.

Thousands of our sites have Know Your Food boards which explain what’s in the food that’s on offer, and help consumers to understand the Reference Intake (RI) labelling of a particular dish.

of health and wellbeing topics, all presented in an interesting, accessible way. www.know-your-food.co.uk

In 2017, we are giving our Know Your Food website a major overhaul in order to provide people with somewhere to go to get information on a range

22

HEALTHIER FUTURES Developing good eating habits in childhood sets people up for a lifetime of better diet so it’s imperative that we encourage the right behaviours and habits in the younger generation.

Our Chartwells business provides school meals to more than 2,200 primary and secondary schools every day meaning we’re brilliantly placed to help educate them about good diets. Our ‘Putting Fun Back into Food’ programme has been running since 2006 and, so far, we’ve reached over half a million students. The aim is to excite children of all backgrounds about food and cooking to help them lead healthy lives.

Working closely with schools, Chartwells has also devised a programme to support the national curriculum and spread the healthy lifestyle message, including fitness games, nutritional quizzes and simple cookery lessons such as making fruit smoothies.

HEALTHIER EMPLOYEES Keeping our workforce in the best of health is in our own interest: when they are feeling great, they’re able to offer great service to our clients.

We provide our people with a range of tools and activities to support their health and wellbeing. We have a dedicated employee website that offers a wealth of information and advice and gives colleagues unlimited access to an online personal health coach who can help them achieve their lifestyle goals.

Throughout the year, we also run challenges and events to raise awareness about particular health issues and encourage participation. For instance, in January we helped people to reduce their alcohol intake and, in February, concentrated on helping them get a good night’s sleep.

Mental wellbeing is crucial too, and we offer colleagues free access to counselling services, 24 hours a day. The anonymous service is run by friendly, trained staff and offers support on subjects such as divorce, debt, stress management and legal issues.

23

There will always be a place for indulgence but the general trend is towards healthier eating. The generation that’s currently at school is very aware of healthy eating and they are tomorrow’s consumer. The obesity challenge and its costs are a priority for the UK government and everyone wants a productive workforce who are fit and healthy at work. We are responding to these trends by building on our existing nutritional expertise, as well as offering information, education and incentives to promote healthy eating. Most importantly, we will continue to create great tasting, low calorie meals that make eating well a pleasure.

Louise Pilkington, Marketing Director, Compass UK & Ireland

24

The UK and Ireland Team Our clients rely on us. They trust us to be experts: expert chefs; expert security providers; expert cleaners; in short, a family of experts. They increasingly expect that expertise to include operating responsibly. They want to know that we are taking care of the world we share, thinking about the future and being open and transparent about how we do business.

From keeping our consumers and colleagues safe, to providing delicious and healthy food, we work closely with our clients to meet these needs.

Every year, Compass Group UK & Ireland will publish an annual Corporate Responsibility (CR) Report to complement the Compass Group PLC CR Report. This document is a public statement of the work which is already underway in this market, as well as a summary of our new commitments. It demonstrates that we are clear about our priorities and are investing our time and resources in the areas where we can make the biggest difference.

We will publish an update on our progress at the end of the year.

I would like to thank all my colleagues in our family of experts who are making a positive contribution to building an ever more sustainable business.

Duncan Gray, Head of Corporate Responsibility Duncan.Gray@compass-group.co.uk

CR

HSEQ

Celine Ricord, Corporate Responsibility Manager Celine.Ricord@compass-group.co.uk

Celena Fernandez, Head of Environment Celena.Fernandez@compass-group.co.uk

Compass Group UK & Ireland Limited Parklands Court, 24 Parklands, Birmingham Great Park, Rubery, Birmingham, B45 9PZ

25

Our Partners

National Apprenticeship Service

26