Compass CR Report 2013

Acting responsibly
Corporate Responsibility Report 2013

This is an extract from the Compass Group PLC Corporate Responsibility Report 2013
Acting responsibly
The Group`s strategy oetermines our corporate
responsibility ,CR, approach ano progressively we are
improving the business operating mooel to rellect more
sustainable practices. CR is well establisheo within our
overall strategy ol sustaineo growth whilst provioing the
highest quality ol service to our customers.
Ferlormance ano targets
Over the past year, we
have continued to drive
further improvement
across the business.
Read about our
progress
Our lormula lor growth
Find out more on
our formula
for growth
Dio you know?
P r e v i o u s N e x t
80
ol employees surveyeo believe the
Company places a high priority on
health ano salety
The Group`s strategy oetermines our corporate responsibility ,CR, approach ano progressively, we are improving the
business operating mooel to rellect more sustainable practices. CR is well establisheo within our overall strategy ol
sustaineo growth whilst provioing the highest quality ol service to our customers.
Adopting responsible practices across our global operations, with particular focus on four core areas (Our people, Wellbeing, Responsible sourcing and the
Environment), places CR at the heart of our business practices and customer proposition.
Our aim is to continuously improve the positive contribution we make through the delivery of our services by the responsible use of resources, the health and
wellbeing of our consumers and employees and the employment opportunities that we create in local communities. As a result, Compass is more cost
efficient with a strong corporate reputation, which benefits all our stakeholders.
We operate in around 50 geographically diverse markets, each with different CR opportunities and challenges. To promote positive change in our
performance across these markets, we are progressively embedding CR practices throughout the Group using our Small Steps, Big Difference framework,
which clearly defines the steps we wish our businesses to implement along their CR journey. A number of proven best practice initiatives from around the
Group underpin our approach.
Over the past year, we have made good progress against our CR commitments with additional focus on: supply chain assurance; reporting on
environmental performance and employee diversity; and human rights.
We have calculated our GHG emissions for 10 baseline countries since 2008. n 2010 we added a further 10 countries to the reporting (in total representing
93% of Group revenue). Compared to 2012, emissions for 10 baseline countries decreased by 2%, and including the additional countries by 3%.
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Acting responsibly
Our perlormance
Environmental progress
Diversity progress
Our approach
Year on year progress
Baseline countries GHG intensity
Additional countries
(since 2010)
GHG Intensity
Ratio
7.3
Tonnes CO2e/m
revenue: Scope 1 & 2
(2012: 7.8)
Global worklorce
Male 45%
Female 55%
Senior Managers
Male 75%
Female 25%
Our people are instrumental to our success; we respect and value the individuality and diversity that every employee brings to the business. We base our
relationship with our employees on respect for the dignity of the individual and seek to create a positive, open working environment wherever we operate. As
at 30 September 2013, 225,728 of our global workforce of 506,699 employees were male and 280,971 female. Of these, 723 were senior managers (541
male, 182 female), which include members of our global leadership team and individuals who are statutory directors of the corporate entities whose financial
information is included in the Group's 2013 consolidated accounts.
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Chairman`s statement
Thanks to the oeoication ol our people, we have grown stronger as a company, oelivering consistent results ano creating
substantial value lor our shareholoers.
am delighted to report, in what is my last Chairman's statement for Compass, another successful year in which we have grown revenue and operating
profit, delivering a margin of over 7% for the first time. This is a remarkable achievement and am immensely proud of the hard work and commitment
shown by my colleagues around the Group.
Since joined Compass in 2005, we have faced some extraordinary challenges. We first rebuilt the foundations of the business on a stronger and more
sustainable footing, putting the creation of shareholder value as our priority. We implemented new governance processes and took positive action to rebuild
our reputation. We exited non-core businesses and countries to bring a greater focus and discipline to our growth. Our management team, led by Group
Chief Executive Richard Cousins, put in place a consistent, and now proven, strategy with food at our core allied to a growing support services business,
recognising the attractive structural growth opportunities of each. Our business model is robust. The Management and Performance (MAP) framework
introduced process and efficiency and continues to be a key element of our success. Over the years, we have faced significant economic challenges but,
thanks in large part to the dedication of our people, we have grown stronger as a company, delivering consistent results and creating substantial value for
our Shareholders. As prepare to hand over the Chairmanship to my successor, Paul Walsh, am confident that am leaving the business in very good
shape.
Compass share price performance vs FTSE 100 ndex over the last 3 years
Commitment to corporate responsibility
Our lormula
lor success
Sir Roy Garoner
Chairman
Compass Group share price performance vs the FTSE 100 ndex
FTSE 100 has been rebased to the Compass Group share price
on 28 September 2012 (683.50p)
Share Frice
Chairman`s statement
Thanks to the oeoication ol our people, we have grown stronger as a company, oelivering consistent results ano creating
substantial value lor our shareholoers.
am delighted to report, in what is my last Chairman's statement for Compass, another successful year in which we have grown revenue and operating
profit, delivering a margin of over 7% for the first time. This is a remarkable achievement and am immensely proud of the hard work and commitment
shown by my colleagues around the Group.
Since joined Compass in 2005, we have faced some extraordinary challenges. We first rebuilt the foundations of the business on a stronger and more
sustainable footing, putting the creation of shareholder value as our priority. We implemented new governance processes and took positive action to rebuild
our reputation. We exited non-core businesses and countries to bring a greater focus and discipline to our growth. Our management team, led by Group
Chief Executive Richard Cousins, put in place a consistent, and now proven, strategy with food at our core allied to a growing support services business,
recognising the attractive structural growth opportunities of each. Our business model is robust. The Management and Performance (MAP) framework
introduced process and efficiency and continues to be a key element of our success. Over the years, we have faced significant economic challenges but,
thanks in large part to the dedication of our people, we have grown stronger as a company, delivering consistent results and creating substantial value for
our Shareholders. As prepare to hand over the Chairmanship to my successor, Paul Walsh, am confident that am leaving the business in very good
shape.
Compass share price performance vs FTSE 100 ndex over the last 3 years
Commitment to corporate responsibility
Our lormula
lor success
Sir Roy Garoner
Chairman
Compass Group share price performance vs the FTSE 100 ndex
FTSE 100 has been rebased to the Compass Group share price
on 28 September 2012 (683.50p)
Share Frice
Corporate responsibility underpins our business, driving our decisions and enabling us to achieve our strategic goals in a responsible and sustainable way.
The Board is fully committed to the integration of corporate responsibility across the Group and a focus on broader social and environmental issues to
benefit the communities in which we operate. Our teams around the Group work hard to continuously enhance the positive contribution we make. We focus
on the responsible use of resources, the health and wellbeing of our consumers and on creating opportunities for greater engagement with local
communities.
Since we started our corporate responsibility journey in 2007, we have seen continued improvement in our performance. Details of our progress can be
found in the Performance section of this Report.
am proud of the significant value we have created for our Shareholders. Since 2005, Compass has delivered a total return of 455% to our Shareholders,
well above the 66% for the FTSE 100 as a whole.
We remain committed to a progressive dividend policy and this year the Board is proposing a final dividend of 16.0 pence for payment on 24 February 2014.
This brings our total dividend for 2013 to 24.0 pence, a year on year increase of 12.7%.
n addition to this, the confidence we have in our future performance and our current investment requirements mean we are able to drive greater efficiency
into the balance sheet with a further share buyback of 500 million, which we expect to complete in the 2014 calendar year. Separately, the current 400
million share buyback programme remains on track to complete before the 2013 calendar year end.
During the year, James Crosby stepped down from the Board and Sir an Robinson was appointed both Senior ndependent Director and Chairman of the
Remuneration Committee. Sir an has been a Non-Executive Director of Compass since December 2006 and has brought a wealth of experience to the
Board.
am also delighted to welcome Paul Walsh to the Group as my successor. Paul will join as a Non-Executive Director from 1 January 2014 and will become
Non-Executive Chairman at the conclusion of the Annual General Meeting on 6 February 2014.
Paul has had an extensive career, most recently as Chief Executive Officer of Diageo plc. His experience leading one of the UK's largest international
companies through a period of significant global expansion makes him an excellent addition to our Board and wish him every success in his role as
Chairman of Compass.
Our Board is supported by the Group's Executive Board, led by our Group Chief Executive Richard Cousins and by strong leadership teams across our
geographies. We have worked hard to put in place effective succession and development programmes and the continued strong results we have achieved
are testament to these efforts.
Over the years have spent as Chairman of Compass, it has been my privilege to meet many of our people across the world. have been consistently
impressed by the quality and commitment of our teams. Our people are a key element of our formula for success and, on behalf of the Board, would like to
thank them for their continued dedication and add my personal thanks for what we have achieved together.
Compass has had a good year, delivering solid organic revenue growth and a 20 basis point increase in the Group operating margin, which is now over 7%
for the first time. North America and Fast Growing & Emerging, which account for two thirds of Group revenue, have grown strongly and our operating
margin in North America has remained above 8%. Looking ahead to next year, the pipeline of new contracts is encouraging and we expect to see further
good performances in these regions. We anticipate economic conditions in Europe & Japan will remain challenging. However, the actions we are taking give
us confidence in another year of delivery.
We remain very positive about the opportunities to grow the business and we are well placed to capitalise on the significant structural growth potential in
both food and support services globally. We also expect to deliver further cost efficiencies which will help to support future growth and enable us to make
further progress in the operating margin. As a result, we remain confident in our ability to continue to create significant value for our Shareholders.
Sir Roy Gardner
Chairman
27 November 2013
Shareholoer returns
Leaoership
Our people
Summary ano outlook
Our management structure is unoerpinneo by the highest levels ol corporate governance. We empower our local
management teams to manage their businesses to be competitive in their marketplace, whilst operating within a strict
corporate lramework with clearly oelineo parameters.
Our Code of Business Conduct incorporates our Code of Ethics and sets out the clear standards of behaviour that we expect all of our people to follow in
dealing with colleagues and those outside the Group such as customers, suppliers and other stakeholders.
The Code underpins our social, ethical and environmental commitments and demonstrates our commitment to the responsible business practices and
principles of the United Nations (UN) Global Compact, to which we are a signatory. This UN initiative encourages companies to commit to make human
rights, labour, environmental responsibility and anti-corruption part of the business agenda.
We have a global whistleblowing programme, Speak Up, which is managed by an independent company, so that our employees can raise, in confidence,
any concerns they may have about how we conduct our business. n 20122013, we received 3,102 reports via the Speak Up line. Each case is investigated
and followed up by an assigned case manager.
View our Code of Business Conduct
Governance ano ethics
Measuring our compliance
Corporate governance
Our overall commitment to gooo corporate governance is overseen by the Corporate Responsibility Committee ol the
Boaro. Establisheo in 2007, the CR Committee continues to provioe oirection ano guioance on all aspects ol business
practice ano responsibility, ensuring consistent application wherever we operate.
The Committee's primary responsibilities include: endorsement of CR policies; overseeing occupational health and food safety performance; environmental
practices; business conduct and the positive promotion of employee engagement, diversity and human rights. A key focus of the Committee has been to
improve the scope of our CR commitments and develop our longer term CR vision and performance measurement.
CR Committee
Appointment
Committee membership
SkiIIs and previous experience
Current externaI appointments
Sir Roy Garoner
Chairman (Age 68)
Joined as Non-Executive Director in October 2005. Appointed
Chairman in July 2006.
Nomination (Chairman), Corporate Responsibility.
Sir Roy was formerly Chief Executive of Centrica
plc, Chairman of Plymouth Argyle Football Club, Manchester United plc and
Connaught plc and a Director of British Gas plc, GEC-Marconi Ltd, GEC plc and
Laporte plc. He was also Chairman of the British Olympics Appeal Committee for
the Beijing Games 2008.
Senior Advisor to Credit Suisse, Non-Executive
Director of Willis Group Holdings plc, Chairman of Mainstream Renewable Power
Limited, Chairman of the Advisory Board of the Energy Futures Lab of mperial
College London, President of Carers UK, Chairman of the Apprenticeship
Ambassadors Network and Chairman of EnServe Group Limited. Director of
Mastpoint Ltd, R.A.G. Associates Limited, Ayot Nominees Limited, Companion of
the nstitute of Management and Advisor to Antin nfrastructure Partners. Fellow of
the Royal Aeronautical Society and Fellow of the Royal Society of Arts.
Appointment
Richaro Cousins
Group Chief Executive (Age 54)
Appointed Group Chief Executive in May 2006.
Corporate Responsibility, Executive Board, General
Business and Nomination.
Richard spent six years as Chief Executive
Officer of BPB plc, having previously held a number of positions with that company.
His earlier career was with Cadbury Schweppes plc and BTR plc. He is also a
former Non-Executive Director of P & O plc and HBOS plc.
Non-Executive Director of Reckitt Benckiser
Group plc and Member of the Advisory Board of Lancaster University Business
School.
Appointment
Dominic Blakemore
Group Finance Director (Age 44)
Joined the Board in February 2012 and was appointed as Group
Finance Director in April 2012.
Corporate Responsibility, Disclosure, Executive Board
and General Business.
Former Chief Financial Officer of glo Foods
Group Limited, which Dominic joined from Cadbury Plc, where he was European
Finance & Strategy Director, having previously held senior finance roles as
Corporate Finance Director and Group Financial Controller. Prior to joining
Cadbury Plc, Dominic was a Director at PricewaterhouseCoopers LLP.
Non-Executive Director of Shire plc (effective
1 January 2014).
Appointment
John Bason
Non-Executive Director (Age 56)
Appointed to the Board in June 2011.
Audit (Chairman), Corporate Responsibility, Nomination
and Remuneration.
Member of the nstitute of Chartered
Accountants. John was previously Finance Director of Bunzl plc.
Finance Director of Associated British Foods plc,
Trustee of Voluntary Service Overseas and Deputy Chairman of the charity
FareShare.
Appointment
Susan Murray
Appointed to the Board in October 2007.
Corporate Responsibility (Chairman), Audit, Nomination
and Remuneration.
Susan is a former Non-Executive Director of
Aberdeen Asset Management PLC, SSL nternational PLC and Wm Morrison
Supermarkets PLC, and former Chief Executive of Littlewoods Stores Limited. She
is also former Worldwide President and Chief Executive of The Pierre Smirnoff
Company, part of Diageo plc, and a former Council Member of the Advertising
Standards Authority.
Non-Executive Chairman of Farrow & Ball and a
Non-Executive Director of Pernod Ricard S.A., Enterprise nns Plc and mperial
Tobacco PLC. Fellow of the Royal Society of Arts.
Appointment
Don Robert
Appointed to the Board in May 2009.
Audit, Corporate Responsibility, Nomination and
Remuneration.
Don was formerly Chairman of the Consumer
Data ndustry Association and previously held positions with First American
Corporation, Credco, nc. and US Bancorp.
Chief Executive Officer of Experian plc. He is
also a Trustee of the Education and Employers Taskforce.
Our overall commitment to gooo corporate governance is overseen by the Corporate Responsibility Committee ol the
Boaro. Establisheo in 2007, the CR Committee continues to provioe oirection ano guioance on all aspects ol business
practice ano responsibility, ensuring consistent application wherever we operate.
The Committee's primary responsibilities include: endorsement of CR policies; overseeing occupational health and food safety performance; environmental
practices; business conduct and the positive promotion of employee engagement, diversity and human rights. A key focus of the Committee has been to
improve the scope of our CR commitments and develop our longer term CR vision and performance measurement.
CR Committee
Appointment
Sir Roy Garoner
Chairman (Age 68)
Joined as Non-Executive Director in October 2005. Appointed
Chairman in July 2006.
Nomination (Chairman), Corporate Responsibility.
Sir Roy was formerly Chief Executive of Centrica
plc, Chairman of Plymouth Argyle Football Club, Manchester United plc and
Connaught plc and a Director of British Gas plc, GEC-Marconi Ltd, GEC plc and
Laporte plc. He was also Chairman of the British Olympics Appeal Committee for
the Beijing Games 2008.
Senior Advisor to Credit Suisse, Non-Executive
Director of Willis Group Holdings plc, Chairman of Mainstream Renewable Power
Limited, Chairman of the Advisory Board of the Energy Futures Lab of mperial
College London, President of Carers UK, Chairman of the Apprenticeship
Ambassadors Network and Chairman of EnServe Group Limited. Director of
Mastpoint Ltd, R.A.G. Associates Limited, Ayot Nominees Limited, Companion of
the nstitute of Management and Advisor to Antin nfrastructure Partners. Fellow of
the Royal Aeronautical Society and Fellow of the Royal Society of Arts.
Appointment
Richaro Cousins
Group Chief Executive (Age 54)
Appointed Group Chief Executive in May 2006.
Corporate Responsibility, Executive Board, General
Business and Nomination.
Richard spent six years as Chief Executive
Officer of BPB plc, having previously held a number of positions with that company.
His earlier career was with Cadbury Schweppes plc and BTR plc. He is also a
former Non-Executive Director of P & O plc and HBOS plc.
Non-Executive Director of Reckitt Benckiser
Group plc and Member of the Advisory Board of Lancaster University Business
School.
Appointment
Dominic Blakemore
Group Finance Director (Age 44)
Joined the Board in February 2012 and was appointed as Group
Finance Director in April 2012.
Corporate Responsibility, Disclosure, Executive Board
and General Business.
Former Chief Financial Officer of glo Foods
Group Limited, which Dominic joined from Cadbury Plc, where he was European
Finance & Strategy Director, having previously held senior finance roles as
Corporate Finance Director and Group Financial Controller. Prior to joining
Cadbury Plc, Dominic was a Director at PricewaterhouseCoopers LLP.
Non-Executive Director of Shire plc (effective
1 January 2014).
Appointment
John Bason
Appointed to the Board in June 2011.
Audit (Chairman), Corporate Responsibility, Nomination
and Remuneration.
Member of the nstitute of Chartered
Accountants. John was previously Finance Director of Bunzl plc.
Finance Director of Associated British Foods plc,
Trustee of Voluntary Service Overseas and Deputy Chairman of the charity
FareShare.
Appointment
Susan Murray
Appointed to the Board in October 2007.
Corporate Responsibility (Chairman), Audit, Nomination
and Remuneration.
Susan is a former Non-Executive Director of
Aberdeen Asset Management PLC, SSL nternational PLC and Wm Morrison
Supermarkets PLC, and former Chief Executive of Littlewoods Stores Limited. She
is also former Worldwide President and Chief Executive of The Pierre Smirnoff
Company, part of Diageo plc, and a former Council Member of the Advertising
Standards Authority.
Non-Executive Chairman of Farrow & Ball and a
Non-Executive Director of Pernod Ricard S.A., Enterprise nns Plc and mperial
Tobacco PLC. Fellow of the Royal Society of Arts.
Appointment
Don Robert
Appointed to the Board in May 2009.
Audit, Corporate Responsibility, Nomination and
Remuneration.
Don was formerly Chairman of the Consumer
Data ndustry Association and previously held positions with First American
Corporation, Credco, nc. and US Bancorp.
Chief Executive Officer of Experian plc. He is
also a Trustee of the Education and Employers Taskforce.
Appointment
Sir Ian Robinson
Senior ndependent Non-Executive Director (Age 71)
Appointed to the Board in December 2006.
Remuneration (Chairman), Audit, Corporate
Responsibility and Nomination.
Sir an is a former Chairman of Ladbrokes plc,
Hilton Group plc and Amey plc, and a former Chief Executive of Scottish Power plc.
He is a former Non-Executive Director of ASDA plc, RMC plc, Scottish & Newcastle
plc and Siemens Holdings plc.
Member of the Takeover Panel and Fellow of the
Royal Academy of Engineers.
Appointment
Mark White
General Counsel and Company Secretary (Age 53)
Joined the Group as General Counsel and Company Secretary in
June 2007.
Corporate Responsibility and Executive Board. Secretary
to Audit, General Business, Nomination and Remuneration. Mark is also a Trustee
of the Compass Pension Plan and the Compass Retirement ncome Savings Plan.
Mark is a Solicitor. He was previously Group
Company Secretary and General Counsel of Wolseley plc and Company Secretary
of Enterprise Oil plc and Rotork plc.
Member of the Upper Tribunal, Tax and
Chancery Chamber.
Appointment
Jane Kingston
Group Human Resources Director (Age 56)
Appointed as Group Human Resources Director in September
2006.
Corporate Responsibility, and serves as a advisor to the
Remuneration Committee. Member of the Group's Executive Board.
Previously Group Human Resources Director for
BPB Plc (now Saint Gobain), international HR Director with Blue Circle PLC
(Lafarge) and HR Director for Coates Viyella plc.
Nicki Craylouro
Appointment
Sir Ian Robinson
Senior ndependent Non-Executive Director (Age 71)
Appointed to the Board in December 2006.
Remuneration (Chairman), Audit, Corporate
Responsibility and Nomination.
Sir an is a former Chairman of Ladbrokes plc,
Hilton Group plc and Amey plc, and a former Chief Executive of Scottish Power plc.
He is a former Non-Executive Director of ASDA plc, RMC plc, Scottish & Newcastle
plc and Siemens Holdings plc.
Member of the Takeover Panel and Fellow of the
Royal Academy of Engineers.
Appointment
Mark White
General Counsel and Company Secretary (Age 53)
Joined the Group as General Counsel and Company Secretary in
June 2007.
Corporate Responsibility and Executive Board. Secretary
to Audit, General Business, Nomination and Remuneration. Mark is also a Trustee
of the Compass Pension Plan and the Compass Retirement ncome Savings Plan.
Mark is a Solicitor. He was previously Group
Company Secretary and General Counsel of Wolseley plc and Company Secretary
of Enterprise Oil plc and Rotork plc.
Member of the Upper Tribunal, Tax and
Chancery Chamber.
Appointment
Jane Kingston
Group Human Resources Director (Age 56)
Appointed as Group Human Resources Director in September
2006.
Corporate Responsibility, and serves as a advisor to the
Remuneration Committee. Member of the Group's Executive Board.
Previously Group Human Resources Director for
BPB Plc (now Saint Gobain), international HR Director with Blue Circle PLC
(Lafarge) and HR Director for Coates Viyella plc.
Nicki Craylouro
Appointment
Nicki Craylouro
Director of HSE (Age 47)
Appointed as Director of HSE in October 2010.
Corporate Responsibility Committee.
Prior to her current role, Nicki previously held
general management roles in Compass Group at a global, European and UK level,
responsible for Health and Safety, Food Safety and Environment, Sustainability,
Human Resources, Third Party Procurement and Supplier Assurance. Prior to this,
Nicki worked for organisations including Granada PLC, Brakes, Sodexo and Forte
Hotels.
P r e v N e x t
Stakeholoers are increasingly interesteo in how we oevelop ano report our responsible ano sustainable approach to
business.
To help us define our activities, we have partnered with a number of organisations to improve our CR performance, share data, knowledge and ideas, and
deliver specific programmes.
These partnerships include the following organisations:
Apprenticeship Ambassadors Network (AAN)
Association of Catering Excellence (ACE)
Asset Skills
British nstitute of Facilities Management (BFM)
British Safety Council (BSC)
Business in the Community (BTC)
Business Services Association (BSA)
Charities Aid Foundation (CAF)
Cancer Research UK
Carbon Disclosure Project & Supply Chain Leadership Collaboration Programme
(CDP)
Chartered nstitute of Professional Development (CPD)
Compassion in World Farming (CiWF)
Confederation of British ndustry (CB)
DEFRA
Department of Health
East London Business Alliance (ELBA)
Fairtrade Foundation
FTSE4Good ndex
Hospitality Action
nstitute of Grocery Distribution (GD)
nstitute of Hospitality (oH)
Linking Environment and Farming (LEAF)
Local Authority Caterers Association (LACA)
Marine Conservation Society (MCS)
Marine Stewardship Council (MSC)
People 1
Red Tractor
RobecoSAM
Roundtable on Sustainable Palm Oil (RSPO)
School Food Trust (SFT)
Soil Association
Springboard
STOXX
Sustainable Restaurant Association (SRA)
United Nations Global Compact (UNGC)
Vigeo
Working for Youth
Waste and Resources Action Programme (WRAP)
Fartnerships
st
We have a wioe range ol stakeholoers who inlluence or are allecteo by our oay to oay business, ano have varying neeos ano
expectations. We recognise the importance ol listening to leeoback ano as such we regularly engage with our stakeholoers
to better unoerstano their views on a specilic topic.
Our stakeholders include:
94% = 2013 gIobaI cIient retention rate
Measuring client and consumer satisfaction is key to assessing how well we are performing across our business and where we can improve our service, as
well as identifying new business and growth opportunities. We do this through client interviews, consumer satisfaction questionnaires and mystery shopper
programmes.
66% = 2013 empIoyee engagement rate
We employ over 500,000 people in around 50 countries. As a service organisation, our success is linked to having an engaged workforce and giving people
the opportunity to voice their opinion on the business, our processes and practices. Over the last five years, we have conducted a number of Your Voice
employee surveys to help us better understand how we can maximise engagement and to receive feedback direct from our 'frontline' teams.
We seek to establish mutually beneficial relationships with all our suppliers, and encourage them to match our high standards in respect of quality, food
safety, working conditions, trading practices, health and safety and environmental protection. We work closely with them to keep them up to date with the
changing needs and scope of our business, nurturing honest business relationships including dealing with any concerns that may arise in an open manner.
As an example, we organise regular supplier conferences to keep our suppliers up to date with our business strategy, logistics requirements and evolving
consumer preferences. Such events also provide an opportunity for suppliers to voice their opinion on our business and identify potential areas for
improvement and growth.
Our success in the marketplace is built upon the trust and confidence of those who invest in us, and we are dedicated to protecting their long term interests.
Each year, at our Annual General Meeting we update our shareholders on business strategy and performance, as well as provide an opportunity for them to
ask questions of our senior leadership team. Our investor relations team is easily accessible to shareholders by telephone and email and will respond to any
questions or requests for information.
n each of our local markets, we engage with government agencies and regulators to feed back our views on issues that may affect our business and help
shape policy that is relevant and practicable to implement in our operations.
As a large organisation operating in around 50 countries, we receive many requests from NGOs to support them in their activities and provide a business
insight into their research programmes. Through our engagement, in 2013 we have particularly benefited from expert advice and guidance in the areas of
environmental performance, sustainable supply chain initiatives and human rights.
Customers
Our people
Suppliers
Investors
Government ano regulators
Non-governmental organisations ,NGOs,
Stakeholoer engagement
Our aim is to set inoustry leaoing stanoaros, provioing our customers with the assurance that we are constantly striving to
achieve the highest possible stanoaros. Our global policies provioe guioance to countries as to how they shoulo implement
their business activity ano ensure a consistent approach globally.
Occupational Health and Safety
Food Safety
Environment
Purchasing and Supply Chain
Code of Business Conduct (including human rights, diversity and inclusion)
We have been a signatory since June 2004. As a global employer of more than 500,000 people, issues such as human rights, labour practices and
responsible business practices are very important to us.
Each year we update on our progress against the ten UNGC principles.
Find out more: www.unglobalcompact.org
Our key global policies
Uniteo Nations Global Compact ,UNGC,
Global policies
Health ano salety is our number one operational priority. A strong salety culture is important to our clients ano is critical to
protect the wellbeing ol our colleagues ano consumers. Reoucing the number ol incioents we have results in ellective cost
management through improveo incioent ano absentee rates, with reouceo cost to the business.
View Our PoIicies (113kb PDF)
This year, in line with our published 20112012 commitment, we have worked hard with our internal stakeholders to measure, collate and report on our Lost
Time njury Rate (LTR) and Food Safety ncident Rate (FSR) in a consistent way. All of our countries now report their health and safety and food safety
performance in a consistent format every month.
All management and Board meetings throughout the Group feature a health and safety update as one of their top agenda items. The Corporate
Responsibility Committee reviews the HSE policies annually to ensure that they continue to reflect our aims and aspirations, and meet with current
legislation.
Supporting the Board is our global HSE Forum, made up of technical specialists from around the Compass globe. The Forum is responsible for defining
policies, setting standards, measuring compliance and sharing best practice across the Group.
To ensure best practice, in 2007 we developed a set of policies, minimum operating standards and behaviours, which have been steadily embedded across
our business. Our standards are based on the strictest regulatory requirements and industry best practice. We assess each country on its progress against
the Group HSE standards.
Salety perlormance
Global HSE Iorum
Global HSE Stanoaros
Salety lirst
LTIR ISIR
38
improvement since 2008
!0
improvement since 2008
Our activities
CIose - Revolutionary robotics
Open + Salety lirst in Mexico
Open + Our FRAISE Awaro
Open AII
We are always looking into ways that can improve our colleagues`
oaily lives ano help them to oo their oay to oay outies salely. In
particular, our support services colleagues who perlorm various
cleaning activities, can take on some ol the most physically
oemanoing tasks.
The regular use of a vacuum is one such task, and we are excited to have
commenced the development and testing of robotic vacuums in our Danish
operations, in partnership with our technology expert. The 'robots' are not only safe
to use, but are fully rechargeable meaning energy costs are also reduced.
So far, they have been a great success and because they are a safer, more efficient
tool, this alternative method of vacuuming is also producing some positive health
benefits for our employees.
Health ano salety initiatives are being oevelopeo all across our
business, creating awareness amongst our employees in the
importance ol taking care not just ol themselves, but also ol others.
An approach taken by our team in Mexico is the introduction of safety videos as part
of the 'Cudate Cudame' campaign. The videos feature real-life employees to
motivate their colleagues and raise awareness of their safety responsibilities. The
videos merge family and professional life, demonstrating how we can all prevent
accidents happening not just to our colleagues, but also to our friends and families.
We can all make the effort to put safety first, enjoy a safer workplace, and go home
safely to the people we love at the end of the day.
Our activities
CIose - Revolutionary robotics
Open + Salety lirst in Mexico
Open + Our FRAISE Awaro
Open AII
We are always looking into ways that can improve our colleagues`
oaily lives ano help them to oo their oay to oay outies salely. In
particular, our support services colleagues who perlorm various
cleaning activities, can take on some ol the most physically
oemanoing tasks.
The regular use of a vacuum is one such task, and we are excited to have
commenced the development and testing of robotic vacuums in our Danish
operations, in partnership with our technology expert. The 'robots' are not only safe
to use, but are fully rechargeable meaning energy costs are also reduced.
So far, they have been a great success and because they are a safer, more efficient
tool, this alternative method of vacuuming is also producing some positive health
benefits for our employees.
Health ano salety initiatives are being oevelopeo all across our
business, creating awareness amongst our employees in the
importance ol taking care not just ol themselves, but also ol others.
An approach taken by our team in Mexico is the introduction of safety videos as part
of the 'Cudate Cudame' campaign. The videos feature real-life employees to
motivate their colleagues and raise awareness of their safety responsibilities. The
videos merge family and professional life, demonstrating how we can all prevent
accidents happening not just to our colleagues, but also to our friends and families.
We can all make the effort to put safety first, enjoy a safer workplace, and go home
safely to the people we love at the end of the day.
Our RoSFA Awaros
Our salety milestones
Our ESS Support Services business in Mexico was recently
awaroeo the Chevron Fresioent`s Recognition lor
Accomplishments in Salety ano Environment ,FRAISE, Awaro lor
two million hours without a Day Away Irom Work` injury or
illness.
The award was given during the Quarterly Chevron Business Partner Safety
mprovement Council (BPSC) meeting.
This year ESS was one of only three contractors to receive such an award.
t is our business relationships with clients such as Chevron that help develop our
Safety Culture and ensure that our colleagues and clients arrive home safely and
without incident, each and every day.
We receiveo Royal Society lor the Frevention ol Accioents
,ROSFA, awaros lor our occupational health ano salety stanoaros
across a number ol our businesses in the UK.
The awards scheme is the largest and longest running programme of its kind in the
UK, and recognises commitment to accident and ill health prevention. The scheme
not only looks at accident records, but also overarching health and safety
management systems, and leadership and workforce practices.
Our UK Eurest business struck gold for a first class approach to occupational health
and safety at our client sites, Centrica and British Gas.
Our ESS Offshore business also enjoyed success when its approach to occupational
health and safety was recognised. t has been awarded the prestigious President's
Award for an impressive 11 consecutive years of achieving gold status in the
scheme.
Our other businesess which also received the Gold Award in 2013 are Medirest,
nStore, Chartwells, Eurest (Shell) and Quadrant Catering.
These awards demonstrate our clear commitment to making safety our number one
priority.
We continue to improve our salety perlormance ano promote a
strong Salety Culture throughout our operations.
Our RoSFA Awaros
Our salety milestones
Our ESS Support Services business in Mexico was recently
awaroeo the Chevron Fresioent`s Recognition lor
Accomplishments in Salety ano Environment ,FRAISE, Awaro lor
two million hours without a Day Away Irom Work` injury or
illness.
The award was given during the Quarterly Chevron Business Partner Safety
mprovement Council (BPSC) meeting.
This year ESS was one of only three contractors to receive such an award.
t is our business relationships with clients such as Chevron that help develop our
Safety Culture and ensure that our colleagues and clients arrive home safely and
without incident, each and every day.
We receiveo Royal Society lor the Frevention ol Accioents
,ROSFA, awaros lor our occupational health ano salety stanoaros
across a number ol our businesses in the UK.
The awards scheme is the largest and longest running programme of its kind in the
UK, and recognises commitment to accident and ill health prevention. The scheme
not only looks at accident records, but also overarching health and safety
management systems, and leadership and workforce practices.
Our UK Eurest business struck gold for a first class approach to occupational health
and safety at our client sites, Centrica and British Gas.
Our ESS Offshore business also enjoyed success when its approach to occupational
health and safety was recognised. t has been awarded the prestigious President's
Award for an impressive 11 consecutive years of achieving gold status in the
scheme.
Our other businesess which also received the Gold Award in 2013 are Medirest,
nStore, Chartwells, Eurest (Shell) and Quadrant Catering.
These awards demonstrate our clear commitment to making safety our number one
priority.
We continue to improve our salety perlormance ano promote a
strong Salety Culture throughout our operations.
Looking alter our people
We are immensely proud of some of the results achieved this year, particularly in
some of the world's most challenging environments. mpressive performances
include:
Compared to our 2008 baseline performance, we have improved our Lost Time
njury Rate (LTR) by 38%.
These are clear indications of our global commitment to 'Safety First in Everything
We Do', enabling us to continue the journey towards our ultimate goal of incident free
operations.
Algeria 35 months being Lost Time njury-free = 29 million incident-free man
hours
Canada 1 million incident-free man hours at Exxon Mobil
Europe 1.5 million incident-free man hours free at Shell sites throughout
continental Europe
ndia 1.5 million incident-free man hours at DuPont in Hyderabad
Feople are the lounoation ol our business ano their wellbeing is ol
the greatest importance to us.
n the Netherlands, a new approach for absence management has been introduced
to support employees and help reduce their absence rates. The main element of the
programme focuses on the role of the manager, and they are coached by a
professional team of absence managers who help them and their team members
with 'return to work' procedures and support.
Since the programme was introduced, employee absence has reduced by 4,000
days!
n many of our markets, we operate a 'Be a Star' employee recognition scheme which recognises and rewards outstanding performance in such areas as
Health & Safety, Teamwork, Responsibility, and Passion for their role.
Ensuring our employees are well traineo, motivateo ano proouctive is an essential component ol our business mooel. Our
people are ambassaoors ol our service ano reputation ano we recognise their positive contribution to our perlormance.
n 2013 we conducted a global employee survey to help us better understand how we can maximise employee commitment, retention and discretionary
effort in other words, engagement. We gave employees from 46 countries the chance to participate and provide feedback:
We employ over 500,000 people in around 50 countries. n a business such as ours, people are at the heart of delivering excellent service to clients and
consumers. We operate a specific People MAP implemented across our business globally to ensure consistency in operating practices. t provides a simple
framework of objectives, measures and actions.
We value the diversity of our people and strongly believe that the more our people reflect the diversity of our clients and consumers, the better equipped we
are to service their needs. We base our relationship with employees on respect for the dignity of the individual and seek to create a positive, open working
environment wherever we operate.
n 2013, we extended the scope of our diversity reporting to include total workforce, management and site management retention.
* Data for top 20 countries, representing 93% of total Group revenue
n 2012 we introduced non-financial key performance indicators to the global Leadership Performance bonus scheme, such as health and safety and food
safety metrics.
Employee leeoback
Our live key locus areas are:
Attract recruit the right people, in the right way and reflect the diversity of the
communities in which we work
Retain having the right rewards and benefits and work environment for people
to want to stay with us
DeveIop ensuring that people have the right skills to do their job and develop
careers with us
Engage connecting all our people to our goals, motivating them to achieve
them and recognising their achievements
Perform having the processes in place to measure and continually improve
individual performance
Employee oiversity
Rewaro ano recognition
Our people
Farticipation rate Engagement rate
7!
(2011: 79%, 2009: 71%)
oo
(2011: 65%, 2009: 69%)
82
Total workforce
retention *
93
Management
retention *
88
Site management
retention *
Ensuring our employees are well traineo, motivateo ano proouctive is an essential component ol our business mooel. Our
people are ambassaoors ol our service ano reputation ano we recognise their positive contribution to our perlormance.
n 2013 we conducted a global employee survey to help us better understand how we can maximise employee commitment, retention and discretionary
effort in other words, engagement. We gave employees from 46 countries the chance to participate and provide feedback:
We employ over 500,000 people in around 50 countries. n a business such as ours, people are at the heart of delivering excellent service to clients and
consumers. We operate a specific People MAP implemented across our business globally to ensure consistency in operating practices. t provides a simple
framework of objectives, measures and actions.
We value the diversity of our people and strongly believe that the more our people reflect the diversity of our clients and consumers, the better equipped we
are to service their needs. We base our relationship with employees on respect for the dignity of the individual and seek to create a positive, open working
environment wherever we operate.
n 2013, we extended the scope of our diversity reporting to include total workforce, management and site management retention.
* Data for top 20 countries, representing 93% of total Group revenue
n 2012 we introduced non-financial key performance indicators to the global Leadership Performance bonus scheme, such as health and safety and food
safety metrics.
Employee leeoback
Our live key locus areas are:
Attract recruit the right people, in the right way and reflect the diversity of the
communities in which we work
Retain having the right rewards and benefits and work environment for people
to want to stay with us
DeveIop ensuring that people have the right skills to do their job and develop
careers with us
Engage connecting all our people to our goals, motivating them to achieve
them and recognising their achievements
Perform having the processes in place to measure and continually improve
individual performance
Employee oiversity
Rewaro ano recognition
Our people
Farticipation rate Engagement rate
7!
(2011: 79%, 2009: 71%)
oo
(2011: 65%, 2009: 69%)
82
Total workforce
retention *
93
Management
retention *
88
Site management
retention *
Engaging with our communities helps us builo positive, longer term relationships with our employees, clients ano
consumers, encouraging improveo client retention ano employee engagement.
We have a strong track record in community engagement and investment, operating the best community based initiatives that encourage healthy lifestyles,
tackle social exclusion, improve employment chances and promote sustainability and diversity.
We are fully aware of our responsibilities to the communities in which we operate. We value our membership of Business in the Community (BTC), a UK-
based organisation which seeks to inspire, engage, support and challenge companies to continually improve the impact they have on society and the
environment.
Our people pride themselves on being good neighbours and actively support their local communities using, whenever possible, their skills and the locations
where they work to provide support to community initiatives.
During 2013, our colleagues used a blend of practical help, financial assistance and personal passion to deliver innovative community programmes. See
more in Our Activities.
Community
_o.7m
Worldwide charitable donations in 2013
(2012: 6.2 million)
Our activities
CIose - A warm welcome to Compass
Open + Developing tomorrow`s prolessionals in Brazil
Open + Celebrating our oiversity
Open AII
At Compass, people are at the heart ol our business ano without
them, we simply woulo not be able to operate.
Our business in Argentina has developed 'My First Day in Compass', a new
employee induction tool designed to give a formal 'quick start' welcome to each new
employee.
The programme is easy to understand and provides useful information on topics
such as Health & Safety, Our Mission, Our Vision, and Values and hygiene and
personal presentation. The sessions are very interactive are run by the unit
managers at each location.
A great welcome to Compass for our new colleagues!
In tooay`s worlo, it can be oillicult lor young ano vulnerable people
wanting a career, to increase their skills ano knowleoge.
Since 2010, our business in Brazil, GRSA, has partnered with a number of
professional institutions to provide professional training opportunities to those who
need it most. Various professional courses in catering have been developed between
these partnerships, and so far over 850 people have graduated from these
programmes.
GRSA has also sponsored the nstitute of Social Orientation, which helps prepare
young, underprivileged people for a working life.
We are proud to be able to offer opportunities to those people who need it the most.
Our activities
CIose - A warm welcome to Compass
Open + Developing tomorrow`s prolessionals in Brazil
Open + Celebrating our oiversity
Open AII
At Compass, people are at the heart ol our business ano without
them, we simply woulo not be able to operate.
Our business in Argentina has developed 'My First Day in Compass', a new
employee induction tool designed to give a formal 'quick start' welcome to each new
employee.
The programme is easy to understand and provides useful information on topics
such as Health & Safety, Our Mission, Our Vision, and Values and hygiene and
personal presentation. The sessions are very interactive are run by the unit
managers at each location.
A great welcome to Compass for our new colleagues!
In tooay`s worlo, it can be oillicult lor young ano vulnerable people
wanting a career, to increase their skills ano knowleoge.
Since 2010, our business in Brazil, GRSA, has partnered with a number of
professional institutions to provide professional training opportunities to those who
need it most. Various professional courses in catering have been developed between
these partnerships, and so far over 850 people have graduated from these
programmes.
GRSA has also sponsored the nstitute of Social Orientation, which helps prepare
young, underprivileged people for a working life.
We are proud to be able to offer opportunities to those people who need it the most.
Nurturing talent in South Alrica
Our apprenticeships
Diversity ano inclusion
All across our business, we value the oiversity ol our people ano
believe that they in turn rellect the oiversity ol our clients ano
consumers.
Our business in ndia recognises the importance of making every single employee
feel valued and to demonstrate this, 'Happy Women's Day' was held at one of our
client sites in Maharashtra. All female employees were treated to cake and a special
waiter table service was provided, to celebrate and raise awareness of their
contribution to the success of the business.
A wonderful demonstration of colleague inclusion and recognition.
Our businesses in South Alrica are going lrom strength to strength
ano it`s our amazing people who are making this possible.
Supercare, our three-times award-winning cleaning company, recently held a
graduation ceremony in Pretoria for 22 students who had completed a Business
Practice NQF. The components of this qualification teach communication skills and
empowerment in the areas of workplace computer literacy, human and social
sciences and customer care. Students were assessed by observation, workplace
activity assignments, classroom activities and self-assessments.
Well done to everyone for their outstanding achievements!
Photo courtesy of African Cleaning Review.
Every year, we oller more than 1,000 apprenticeships across our
UK business.
Compass was again proud to support the UK National Apprenticeship week, which is
designed to celebrate apprenticeships and the positive impact they have, both on
individuals and businesses.
During an action packed week, we helped to raise the profile of these all important
apprenticeships and our students took part in a number of nail biting events to
showcase their skills. One of the events was hosted by Deputy Prime Minister Nick
Clegg, and he thanked the people and organisations that support and contribute to
these successful apprenticeships.
Nurturing talent in South Alrica
Our apprenticeships
Diversity ano inclusion
All across our business, we value the oiversity ol our people ano
believe that they in turn rellect the oiversity ol our clients ano
consumers.
Our business in ndia recognises the importance of making every single employee
feel valued and to demonstrate this, 'Happy Women's Day' was held at one of our
client sites in Maharashtra. All female employees were treated to cake and a special
waiter table service was provided, to celebrate and raise awareness of their
contribution to the success of the business.
A wonderful demonstration of colleague inclusion and recognition.
Our businesses in South Alrica are going lrom strength to strength
ano it`s our amazing people who are making this possible.
Supercare, our three-times award-winning cleaning company, recently held a
graduation ceremony in Pretoria for 22 students who had completed a Business
Practice NQF. The components of this qualification teach communication skills and
empowerment in the areas of workplace computer literacy, human and social
sciences and customer care. Students were assessed by observation, workplace
activity assignments, classroom activities and self-assessments.
Well done to everyone for their outstanding achievements!
Photo courtesy of African Cleaning Review.
Every year, we oller more than 1,000 apprenticeships across our
UK business.
Compass was again proud to support the UK National Apprenticeship week, which is
designed to celebrate apprenticeships and the positive impact they have, both on
individuals and businesses.
During an action packed week, we helped to raise the profile of these all important
apprenticeships and our students took part in a number of nail biting events to
showcase their skills. One of the events was hosted by Deputy Prime Minister Nick
Clegg, and he thanked the people and organisations that support and contribute to
these successful apprenticeships.
Celebrating amazing talent
Celebrating oiversity NAIDOC 2013
As part ol our oay to oay business operations, Compass colleagues
celebrate oiversity ano inclusion, participate in learning activities
ano recognise outstanoing contributions.
One important component of our North American business's employee recognition
programme is the President's Five Jewel Award for Best Practices in Diversity &
nclusion. For more than nine years, the President's Five Jewel Award has
recognised over 40 teams for demonstrating passion for diversity and inclusion,
community service, teamwork and professional development.
The judging panel selected the Memorial Hospital-Gulfport team from our Morrison
Healthcare business this year, due to its ability to create an inclusive environment for
employees, clients and consumers.
Morrison Healthcare was named as one of the 'Top 100 Best Places to Work in
Healthcare 2013', by Modern Healthcare.
The Compass CAMEAT business ,Central Asia, Mioole East,
Alrica 8 Turkey, recently helo its secono event to celebrate talent
across its countries.
The Chef of the Year competition saw chefs from each of the countries in the region
show off their ability to create amazing food that reflected their unique cultural and
food heritage. After national competitions in each of the participating countries, the
eight talented finalists took part in the ultimate cook off. The contestants had one
hour to produce two outstanding dishes from a mystery box of ingredients, and were
judged not only on flavour, presentation and the 'wow' factor of their dishes but also
on food safety, preparation and timing.
The variety and range of dishes were impressive, but eventually the CAMEAT Chef of
the Year Award went to Derik Anderson, representing the UAE.
Derik impressed the judges with his presentation skills, using his experience as a
pastry chef. His delicious dishes were subtly flavoured with Sri Lankan spices
influenced by his home country and he delivered the winning dishes while
maintaining the highest levels of kitchen cleanliness and safety.
Congratulations to Derik and all the chefs who reached the final by demonstrating
their talent and passion for good food.
Celebrating amazing talent
Celebrating oiversity NAIDOC 2013
As part ol our oay to oay business operations, Compass colleagues
celebrate oiversity ano inclusion, participate in learning activities
ano recognise outstanoing contributions.
One important component of our North American business's employee recognition
programme is the President's Five Jewel Award for Best Practices in Diversity &
nclusion. For more than nine years, the President's Five Jewel Award has
recognised over 40 teams for demonstrating passion for diversity and inclusion,
community service, teamwork and professional development.
The judging panel selected the Memorial Hospital-Gulfport team from our Morrison
Healthcare business this year, due to its ability to create an inclusive environment for
employees, clients and consumers.
Morrison Healthcare was named as one of the 'Top 100 Best Places to Work in
Healthcare 2013', by Modern Healthcare.
The Compass CAMEAT business ,Central Asia, Mioole East,
Alrica 8 Turkey, recently helo its secono event to celebrate talent
across its countries.
The Chef of the Year competition saw chefs from each of the countries in the region
show off their ability to create amazing food that reflected their unique cultural and
food heritage. After national competitions in each of the participating countries, the
eight talented finalists took part in the ultimate cook off. The contestants had one
hour to produce two outstanding dishes from a mystery box of ingredients, and were
judged not only on flavour, presentation and the 'wow' factor of their dishes but also
on food safety, preparation and timing.
The variety and range of dishes were impressive, but eventually the CAMEAT Chef of
the Year Award went to Derik Anderson, representing the UAE.
Derik impressed the judges with his presentation skills, using his experience as a
pastry chef. His delicious dishes were subtly flavoured with Sri Lankan spices
influenced by his home country and he delivered the winning dishes while
maintaining the highest levels of kitchen cleanliness and safety.
Congratulations to Derik and all the chefs who reached the final by demonstrating
their talent and passion for good food.
Best partner lor colleges
Empowering young communities
We embrace ano celebrate the oiverse cultures within our business
ano local communities.
Our business in Australia continued supporting NADOC (National Aborigines and
slanders Day Observance Committee). Our employees across the business were
encouraged to hold activities and participate in events to mark this important
celebration of Aboriginal and Torres Strait slander culture, and their contributions to
local communities. Events included hosting morning teas with local ndigenous Elders
and Native Title Holders, and also preparing traditional ndigenous menu items.
As an organisation that has significant operations in areas near ndigenous
communities, we are proud of our involvement in NADOC Week, supporting
ndigenous Australians with opportunities for economic growth and engagement.
Since 2009, our ESS business in Kazakhstan has workeo closely
with local colleges to share knowleoge with young stuoents ano
potential luture colleagues.
The local HSE training team organised sessions on food safety and our chefs
demonstrrate their skills in master classes for the students. Every year, ESS invites
students to take part in internships to learn about food service, T, transportation and
other areas of the business.
During their internship students work closely with their mentor and develop their
skills; at the same time the mentors assess them to see if they demonstrate the right
skills and attitude to work with ESS in the future. There were over 25 interns during
2013, nine of whom have now been employed by ESS.
ESS Support Services was nominated for the award 'The Best Partner' at The V
nternational forum "Vocational training and business: dialogue of partners" for
working closely with local colleges and supporting students, and helping to develop
their career.
ESS is proud to be participating in the implementation of the mandate from the
President of Kazakhstan, Nursultan Nazarbayev, which states:
'Before the end of 2012 develop specific measures to promote and involve young
people in technical and vocational education and participation in the industrialisation
programme'.
The Department ol Eoucation in Mpumalanga, Thebe Investment
Corporation ,TIC, ano our business in South Alrica have
partnereo together, in an ellort to create sustainable oevelopment
within the communities in which we work.
Best partner lor colleges
Empowering young communities
We embrace ano celebrate the oiverse cultures within our business
ano local communities.
Our business in Australia continued supporting NADOC (National Aborigines and
slanders Day Observance Committee). Our employees across the business were
encouraged to hold activities and participate in events to mark this important
celebration of Aboriginal and Torres Strait slander culture, and their contributions to
local communities. Events included hosting morning teas with local ndigenous Elders
and Native Title Holders, and also preparing traditional ndigenous menu items.
As an organisation that has significant operations in areas near ndigenous
communities, we are proud of our involvement in NADOC Week, supporting
ndigenous Australians with opportunities for economic growth and engagement.
Since 2009, our ESS business in Kazakhstan has workeo closely
with local colleges to share knowleoge with young stuoents ano
potential luture colleagues.
The local HSE training team organised sessions on food safety and our chefs
demonstrrate their skills in master classes for the students. Every year, ESS invites
students to take part in internships to learn about food service, T, transportation and
other areas of the business.
During their internship students work closely with their mentor and develop their
skills; at the same time the mentors assess them to see if they demonstrate the right
skills and attitude to work with ESS in the future. There were over 25 interns during
2013, nine of whom have now been employed by ESS.
ESS Support Services was nominated for the award 'The Best Partner' at The V
nternational forum "Vocational training and business: dialogue of partners" for
working closely with local colleges and supporting students, and helping to develop
their career.
ESS is proud to be participating in the implementation of the mandate from the
President of Kazakhstan, Nursultan Nazarbayev, which states:
'Before the end of 2012 develop specific measures to promote and involve young
people in technical and vocational education and participation in the industrialisation
programme'.
The Department ol Eoucation in Mpumalanga, Thebe Investment
Corporation ,TIC, ano our business in South Alrica have
partnereo together, in an ellort to create sustainable oevelopment
within the communities in which we work.
Compass ano Royal Voluntary Service oeliver Meals on Wheels
TC carefully reviewed school performance at a provincial level and the decision was
made to become involved in the Province of Mpumalanga. We have joined with TC
to increase the education opportunities in this local community and the country as a
whole.
The future of tomorrow lies with the children of today and it all begins during the very
first years of school. The two key areas focused on are numeracy and literacy and
each class contains up to 36 children. n each school, numeracy hubs and libraries
have been established to further enhance the learning experience of the children.
This partnership is a clear demonstration of our commitment to building sustainable
communities for the future.
Compass Group UK 8 Irelano has teameo up with the Royal
Voluntary Service in a move which will see our Steamplicity meals
oelivereo to over 1,200 people across the region.
A local council has selected the Royal Voluntary Service to deliver Meals on Wheels
across the region for five years. Under the new contract it will provide over 350,000
meals to individuals and 12,500 meals a year to day centres.
This partnership will see Compass supplying the charity with Steamplicity meals.
These meals are cooked as required in minutes, using fresh food under steam
pressure to retain all the taste and goodness of the ingredients.
We are delighted to be working with the Royal Voluntary Service and a local council
to bring Steamplicity to people in their homes through Meals on Wheels. Our
partnership puts the customer at the heart of the dining experience and we're excited
to be delivering great choice and quality, fresh food to a vulnerable section of the
community.
Compass ano Royal Voluntary Service oeliver Meals on Wheels
TC carefully reviewed school performance at a provincial level and the decision was
made to become involved in the Province of Mpumalanga. We have joined with TC
to increase the education opportunities in this local community and the country as a
whole.
The future of tomorrow lies with the children of today and it all begins during the very
first years of school. The two key areas focused on are numeracy and literacy and
each class contains up to 36 children. n each school, numeracy hubs and libraries
have been established to further enhance the learning experience of the children.
This partnership is a clear demonstration of our commitment to building sustainable
communities for the future.
Compass Group UK 8 Irelano has teameo up with the Royal
Voluntary Service in a move which will see our Steamplicity meals
oelivereo to over 1,200 people across the region.
A local council has selected the Royal Voluntary Service to deliver Meals on Wheels
across the region for five years. Under the new contract it will provide over 350,000
meals to individuals and 12,500 meals a year to day centres.
This partnership will see Compass supplying the charity with Steamplicity meals.
These meals are cooked as required in minutes, using fresh food under steam
pressure to retain all the taste and goodness of the ingredients.
We are delighted to be working with the Royal Voluntary Service and a local council
to bring Steamplicity to people in their homes through Meals on Wheels. Our
partnership puts the customer at the heart of the dining experience and we're excited
to be delivering great choice and quality, fresh food to a vulnerable section of the
community.
As a leaoing loooservice company, we have a clear responsibility to protect our environment. We are reoucing our impact
on the environment, incluoing energy use ano looo waste. Our programmes locus on the improveo use ol resources, which
helps us to manage our costs ellectively.
View Our PoIicy (54kb PDF)
n the majority of our locations where we are not directly responsible for the procurement of utilities, equipment, fuel etc, we are working closely with our
clients to consider how best to improve the environmental performance of our operations.
Compass is committed to reducing direct emissions from its own operations (corporate offices and fleets) by 20% by 2017. We continue to:
Our commitments
Climate change
measure electricity and gas consumption at Compass offices and reduce such
energy use by 20% by 2017
measure the amount of fuel used in Compass vehicle fleets and reduce such fuel
use by 20% by 2017
work with clients to develop carbon footprint methodologies such as the 'Carbon
Foodprint' tool developed by Compass in the USA
in the medium term, assess the climate change impacts of specific foodstuffs
(e.g. meat and dairy) and work in partnership with suppliers and clients to
encourage more climate friendly menus for consumers
Our perlormance
Iooo waste
Environment
(since 2010)
GHG Intensity
Ratio
7.3
Tonnes CO e/m
(2012: 7.8)
2
GHG Emissions Unit Quantity
Scope 1 Tonnes CO e 109,094
Scope 1 & 2 Intensity Tonnes CO e/m revenue 7.3
2
2
2
As a leaoing loooservice company, we have a clear responsibility to protect our environment. We are reoucing our impact
on the environment, incluoing energy use ano looo waste. Our programmes locus on the improveo use ol resources, which
helps us to manage our costs ellectively.
n the majority of our locations where we are not directly responsible for the procurement of utilities, equipment, fuel etc, we are working closely with our
clients to consider how best to improve the environmental performance of our operations.
Compass is committed to reducing direct emissions from its own operations (corporate offices and fleets) by 20% by 2017. We continue to:
Our commitments
Climate change
measure electricity and gas consumption at Compass offices and reduce such
energy use by 20% by 2017
measure the amount of fuel used in Compass vehicle fleets and reduce such fuel
use by 20% by 2017
work with clients to develop carbon footprint methodologies such as the 'Carbon
Foodprint' tool developed by Compass in the USA
in the medium term, assess the climate change impacts of specific foodstuffs
(e.g. meat and dairy) and work in partnership with suppliers and clients to
encourage more climate friendly menus for consumers
Our perlormance
Iooo waste
Environment
(since 2010)
GHG Intensity
Ratio
7.3
Tonnes CO e/m
(2012: 7.8)
2
GHG Emissions Unit Quantity
Scope 1 & 2 Intensity Tonnes CO e/m revenue 7.3
2
2
2
Compass is committed to reducing food waste throughout the business, using food waste reduction programmes such as Trim Trax, and will substantially
reduce the proportion of food waste going to landfill with an ambition of eliminating such practices by 2020. We continue to:
Compass is committed to achieving 100% recycling of all recyclable waste across all parts of the business in the long term. By 2017, Compass is committed
to achieving around 50% recycling of recyclable waste in Compass offices. We are also committed to reducing waste packaging in our supply chain. We
continue to:
Compass is committed to minimising the use of fresh water in its own operations (corporate offices) by 20% by 2017. We continue to:
Compass is committed to progressively eliminate cleaning chemicals from its business that accumulate in the environment and/or are toxic. We will replace a
chemical with a more environmentally responsible alternative when available and if the client permits. We will:
Compass is committed to reducing its impact on the world's forests by 2017. We:
Iooo waste
implement Trim Trax or equivalent food waste reduction programme (positive
impact of an average reduction of 15% on food waste)
measure the % of sites where cooking oil is recovered and recycled
Non-looo waste
measure % of waste recycled from Compass offices
measure % of countries where environmental awareness training for unit based
teams has taken place
Iresh water
measure water consumption at Compass offices and reduce consumption by
20% by 2017
work with clients to reduce water consumption at their sites, through employee
training and the application of water saving technologies
in the medium term, work with suppliers to reduce the water footprint of products
Cleaning chemicals
measure % of total chemical expenditure that is on concentrated chemicals
Iorests
only source timber and paper ware from certified or recycled sources and
measure % of expenditure on sustainable office paper from certified or recycled
sources as a % of total spend on office paper
require that contracted suppliers do not provide meat products from agricultural
regions that are causing unsustainable impacts on primary forest
Our activities
CIose - Iuelling Inoigenous engagement
Open + Our innovative cleaning solutions
Open aII
Our ESS Support Services business in Australia has been awaroeo
the prestigious Goloen Gecko Awaro lor Environmental
Excellence in partnership with biooiesel relining business, AshOil,
a wholly owneo subsioiary ol Ashburton Aboriginal Corporation
,AAC,.
We are proud to be the first catering company to enter into a partnership with AshOil
and it is an excellent example of our industry-leading environmental initiatives and
ndigenous engagement strategies.
This partnership will see 100% of our used cooking oil from sites in Western Australia
more than 200,000 litres a year recycled into biodiesel fuel.
A global mining company working in the Pilbara uses the biodiesel for drilling and
blasting operations at its mine and this activity prevents the oil from being sent to
landfill or other disposal, and has resulted in the equivalent of 500 tonnes of CO
being offset. By guaranteeing AshOil exclusive access to our used cooking oil every
year, ESS Australia is also helping to secure AshOil's continual growth and path to
profitability. The agreement sees ESS contributing to AshOil's scope of training,
educating and employing local job seekers and providing economic engagement for
the local ndigenous community.
2
Our support services business in Denmark has oevelopeo an
innovative solution to reouce the amount ol chemicals ano lluios
useo in their cleaning operations.
'Viima' is a new method of 'dry mopping' with a new type of microfibre. The system
requires almost no water and reduces the need to dry the floor, thus eliminating a
step in the cleaning process.
This system reduces the consumption of cleaning fluids and chemicals by up to 90%
and also reduces the use of water by more than 100 litres per day. Studies have
shown that this equates to a reduction in CO emissions of more than 70%,
compared to other traditional cleaning methods.
This is equivalent to three tonnes of CO per year for every 1,000m cleaned.
2
2
2
Our activities
CIose - Iuelling Inoigenous engagement
Open + Our innovative cleaning solutions
Open aII
Our ESS Support Services business in Australia has been awaroeo
the prestigious Goloen Gecko Awaro lor Environmental
Excellence in partnership with biooiesel relining business, AshOil,
a wholly owneo subsioiary ol Ashburton Aboriginal Corporation
,AAC,.
We are proud to be the first catering company to enter into a partnership with AshOil
and it is an excellent example of our industry-leading environmental initiatives and
ndigenous engagement strategies.
This partnership will see 100% of our used cooking oil from sites in Western Australia
more than 200,000 litres a year recycled into biodiesel fuel.
A global mining company working in the Pilbara uses the biodiesel for drilling and
blasting operations at its mine and this activity prevents the oil from being sent to
landfill or other disposal, and has resulted in the equivalent of 500 tonnes of CO
being offset. By guaranteeing AshOil exclusive access to our used cooking oil every
year, ESS Australia is also helping to secure AshOil's continual growth and path to
profitability. The agreement sees ESS contributing to AshOil's scope of training,
educating and employing local job seekers and providing economic engagement for
the local ndigenous community.
2
Our support services business in Denmark has oevelopeo an
innovative solution to reouce the amount ol chemicals ano lluios
useo in their cleaning operations.
'Viima' is a new method of 'dry mopping' with a new type of microfibre. The system
requires almost no water and reduces the need to dry the floor, thus eliminating a
step in the cleaning process.
This system reduces the consumption of cleaning fluids and chemicals by up to 90%
and also reduces the use of water by more than 100 litres per day. Studies have
shown that this equates to a reduction in CO emissions of more than 70%,
compared to other traditional cleaning methods.
This is equivalent to three tonnes of CO per year for every 1,000m cleaned.
2
2
2
Success in sustainable catering
Compost saves CO
Unoerstanoing the environment
2
Since opening the country`s lirst certilieo sustainable restaurant in
2011, our business in Germany is going lrom strength to strength
in the worlo ol sustainability.
The first restaurant was so successful that a second restaurant has now been
awarded the much lauded 'sustainability standard', which was developed in
partnership with the University of Applied Sciences Muenster. Thirty rigorous
requirements in the areas of Nutrition, Supply Chain, Environment and Employees
have to be met in order to be considered for this certification.
mpressive results have been seen in energy, water usage and food waste reduction,
and over 80% of meals served contain no additives. Over 90% of the fish served also
derives from sustainable fisheries.
n a world where food and energy stocks are ever depleting, we are proud to be
innovative market leaders in the area of sustainability.
2
Our Eurest business in South Alrica, in partnership with a client,
has oevelopeo an environmentally lrienoly composting process.
The 'Bokashi' Digester uses a probiotic infused bran (Bokashi) which ferments and
breaks down food waste to be used as valuable soil and plant compost. Whilst
fermenting, the food waste has no odour and does not attract insects. After the
fermentation process is complete, the compost is ready to use. The compost
encourages the rapid restoration of soil microbes required for healthy plant growth.
Since the programme was introduced:
As well as reducing our environmental impact, plate wastage has also reduced the
Bokashi results speak for themselves.
65% of total food waste has been recycled
40,000 kg of food waste has been diverted from landfill
over 7,000 tonnes of CO has been saved
2
Success in sustainable catering
Compost saves CO
Unoerstanoing the environment
2
Since opening the country`s lirst certilieo sustainable restaurant in
2011, our business in Germany is going lrom strength to strength
in the worlo ol sustainability.
The first restaurant was so successful that a second restaurant has now been
awarded the much lauded 'sustainability standard', which was developed in
partnership with the University of Applied Sciences Muenster. Thirty rigorous
requirements in the areas of Nutrition, Supply Chain, Environment and Employees
have to be met in order to be considered for this certification.
mpressive results have been seen in energy, water usage and food waste reduction,
and over 80% of meals served contain no additives. Over 90% of the fish served also
derives from sustainable fisheries.
n a world where food and energy stocks are ever depleting, we are proud to be
innovative market leaders in the area of sustainability.
2
Our Eurest business in South Alrica, in partnership with a client,
has oevelopeo an environmentally lrienoly composting process.
The 'Bokashi' Digester uses a probiotic infused bran (Bokashi) which ferments and
breaks down food waste to be used as valuable soil and plant compost. Whilst
fermenting, the food waste has no odour and does not attract insects. After the
fermentation process is complete, the compost is ready to use. The compost
encourages the rapid restoration of soil microbes required for healthy plant growth.
Since the programme was introduced:
As well as reducing our environmental impact, plate wastage has also reduced the
Bokashi results speak for themselves.
65% of total food waste has been recycled
40,000 kg of food waste has been diverted from landfill
over 7,000 tonnes of CO has been saved
2
Iuelleo up by cooking oil
All ol us at home, in the workplace or ouring our leisure time
are responsible lor this wonoerlul worlo that we live in.
As energy reserves dwindle, food stocks reduce and water sources become
depleted, we all need to be aware of our impact on the environment and what we can
do to help sustain the planet for future generations.
Our business in Turkey is going from strength to strength with its commitments to the
environment by introducing a number of activities not just for our employees, but also
our customers so that we can tackle environmental challenges together.
A series of environmental checklists and short films have been developed to help
raise awareness of how much water, heat and energy we are all using but could
also save. Left a light on? Switch it off. Found a tap running? Turn it off.
A little awareness can make such a difference.
mages courtesy of the Sakarya Metropolitan and Kagithane Municipalities.
Across many ol our businesses, we are consioering ano then
aoopting ways in which we can recycle the waste generateo
through our operations.
The recycling of cooking oil is becoming more prevalent in our industry, and through
partnership with many of our clients, in the UK alone we have recycled more than
940,000 litres of used cooking oil to be transformed into biodiesel.
Biodiesel has many environmentally beneficial properties, the main being that it can
be described as carbon neutral as it produces no CO .
This represents an amazing CO saving of more than 1,700 tonnes!
2
2
Iuelleo up by cooking oil
All ol us at home, in the workplace or ouring our leisure time
are responsible lor this wonoerlul worlo that we live in.
As energy reserves dwindle, food stocks reduce and water sources become
depleted, we all need to be aware of our impact on the environment and what we can
do to help sustain the planet for future generations.
Our business in Turkey is going from strength to strength with its commitments to the
environment by introducing a number of activities not just for our employees, but also
our customers so that we can tackle environmental challenges together.
A series of environmental checklists and short films have been developed to help
raise awareness of how much water, heat and energy we are all using but could
also save. Left a light on? Switch it off. Found a tap running? Turn it off.
A little awareness can make such a difference.
mages courtesy of the Sakarya Metropolitan and Kagithane Municipalities.
Across many ol our businesses, we are consioering ano then
aoopting ways in which we can recycle the waste generateo
through our operations.
The recycling of cooking oil is becoming more prevalent in our industry, and through
partnership with many of our clients, in the UK alone we have recycled more than
940,000 litres of used cooking oil to be transformed into biodiesel.
Biodiesel has many environmentally beneficial properties, the main being that it can
be described as carbon neutral as it produces no CO .
This represents an amazing CO saving of more than 1,700 tonnes!
2
2
Having a responsible supply chain is important lor us to oeliver the quality ol looo service that is a key business oriver lor
Compass. As a result ol our actions, we are able to builo the conlioence ol our clients ano consumers, reouce potential risks
ano oevelop sustainable relationships.
Our aim is to set industry leading standards that set the benchmark on performance regarding purchasing and supply chain practices, providing our
customers with the assurance that we are constantly striving to achieve the highest possible standards. We regularly review country performance against
our Global Supply Chain Standards to promote consistency in operating practices across the Group.
The provenance and origin of the food we purchase is a key consideration for us. We require that food is purchased only from authorised suppliers and we
work closely with our supply partners to ensure that they meet our required supply chain standards.
n 2013, we refreshed our Global Supply Chain Standards to reflect an increased focus on routing product testing and supply chain traceability. The
Standards are being progressively rolled out across all our markets and we will report on our progress in December 2014.
Compass is committed to ensuring that all our dealings with suppliers from the point of search and selection, through to supply and payment are
conducted in accordance with our guiding principles of responsible and ethical trading. Our criteria include:
We, or our nominated third-party auditor, monitor supplier practices to ensure that our suppliers (and their suppliers) adhere to the above criteria.
Global Supply Chain Stanoaros
Ethical traoing
employment is freely chosen
freedom of association and the right to collective bargaining is respected
working conditions are safe and hygienic
child labour shall not be used
living wages are paid
working hours are not excessive
no discrimination is practised
regular employment is provided
no harsh or inhumane treatment is allowed
Responsible sourcing
Our activities
CIose - Unoerstanoing the supply chain
Open + Awaro winning CO reouction programmes
Open + Supporting Iairtraoe
Open AII
As a global awaro winning business, it is important to oevelop
trusting, transparent ano long term relationships with our clients.
We work together as much as possible to share ioeas ano
knowleoge, to strengthen these relationships.
One example of our collaboration comes from our business in China, who regularly
hold presentations and awareness seminars for their clients on the subject of
Compass's supply chain management procedures.
The provenance and traceability of food has never been more important in our
industry, and these regular interactions help to address any concerns our clients may
have on the safety and traceability of the food we serve on a daily basis.
2
Ensuring that the necessary supplies reach our 0,000- locations
means that logistics is a signilicant part ol our cost base. Reoucing
the amount ol looo miles within our business makes sense lrom
both a commercial ano environmental perspective. It not only
reouces complexity ano cost, but it also ensures that our business
has a more positive impact on the environment.
Across the Group, we are successfully implementing improved logistics models to
reduce the number of deliveries required to each location on a daily basis, as well as
consolidating volume with single providers. For example, through reducing the
number of delivery companies we use, our businesses in Spain and the Netherlands
have generated a combined reduction of over 1.5 million litres of diesel and 4,500
tonnes of CO during the year.
n the UK, our Green & Simple initiative has cut over 300,000 deliveries from our
supply route per year, equivalent to nearly 6 million kilometres, winning us the
Footprint Award for Environmentally Friendly Logistics in 2013.
2
Our activities
CIose - Unoerstanoing the supply chain
Open + Awaro winning CO reouction programmes
Open + Supporting Iairtraoe
Open AII
As a global awaro winning business, it is important to oevelop
trusting, transparent ano long term relationships with our clients.
We work together as much as possible to share ioeas ano
knowleoge, to strengthen these relationships.
One example of our collaboration comes from our business in China, who regularly
hold presentations and awareness seminars for their clients on the subject of
Compass's supply chain management procedures.
The provenance and traceability of food has never been more important in our
industry, and these regular interactions help to address any concerns our clients may
have on the safety and traceability of the food we serve on a daily basis.
2
Ensuring that the necessary supplies reach our 0,000- locations
means that logistics is a signilicant part ol our cost base. Reoucing
the amount ol looo miles within our business makes sense lrom
both a commercial ano environmental perspective. It not only
reouces complexity ano cost, but it also ensures that our business
has a more positive impact on the environment.
Across the Group, we are successfully implementing improved logistics models to
reduce the number of deliveries required to each location on a daily basis, as well as
consolidating volume with single providers. For example, through reducing the
number of delivery companies we use, our businesses in Spain and the Netherlands
have generated a combined reduction of over 1.5 million litres of diesel and 4,500
tonnes of CO during the year.
n the UK, our Green & Simple initiative has cut over 300,000 deliveries from our
supply route per year, equivalent to nearly 6 million kilometres, winning us the
Footprint Award for Environmentally Friendly Logistics in 2013.
2
Iishing lor better choices
Encouraging responsible behaviour
Compass in the UK las launcheo another market-leaoing initiative,
the Iairtraoe retail range EATIAIR, which has been enoorseo by
the Iairtraoe Iounoation.
For every purchase of an EATFAR product, we will make a monetary donation to
EATFAR projects. These projects support growers and producers from developing
countries in bringing their Fairtrade certified products to market. Our first project will
help farmers in Uganda become more sustainable in their production of coffee and
food crops.
EATFAR has already made huge strides this year and we recently won the
prestigious MDAS (Menu nnovation and Development Awards) Fairtrade Award for
our ongoing dedication and support of Fairtrade.
We are the leading supporter of Fairtrade in the food service industry, and have
achieved a number of industry firsts including changing to 100% Fairtrade sugar, and
maintaining double-digit sales growth of Fairtrade products over the last six years.
Across the whole ol our business operations, we are committeo to
protecting the ever-threateneo lish ano sealooo supplies arouno the
globe.
n collaboration with the Monterey Bay Aquarium Seafood Watch programme, our
business in the USA has established a landmark purchasing policy that removes
unsustainable wild and farmed seafood from its menus.
We are actively working to engage the industry to implement sustainable methods of
production. By doing so, we have reached an all time peak of realising a 71% by
weight sourcing level deemed sustainable by the Seafood Watch, our long time
partner on ocean fisheries issues. This is a 20% increase from our previous sourcing
level!
More importantly, we exceeded our goal to transition from unsustainable aquaculture
from an annual target of 500,000 lbs set in 2010, to actually removing 900,000 lbs.
Our Love Iooo Not Waste` campaign, launcheo by our business in
the USA last year, continues to encourage gooo environmental
Iishing lor better choices
Encouraging responsible behaviour
Compass in the UK las launcheo another market-leaoing initiative,
the Iairtraoe retail range EATIAIR, which has been enoorseo by
the Iairtraoe Iounoation.
For every purchase of an EATFAR product, we will make a monetary donation to
EATFAR projects. These projects support growers and producers from developing
countries in bringing their Fairtrade certified products to market. Our first project will
help farmers in Uganda become more sustainable in their production of coffee and
food crops.
EATFAR has already made huge strides this year and we recently won the
prestigious MDAS (Menu nnovation and Development Awards) Fairtrade Award for
our ongoing dedication and support of Fairtrade.
We are the leading supporter of Fairtrade in the food service industry, and have
achieved a number of industry firsts including changing to 100% Fairtrade sugar, and
maintaining double-digit sales growth of Fairtrade products over the last six years.
Across the whole ol our business operations, we are committeo to
protecting the ever-threateneo lish ano sealooo supplies arouno the
globe.
n collaboration with the Monterey Bay Aquarium Seafood Watch programme, our
business in the USA has established a landmark purchasing policy that removes
unsustainable wild and farmed seafood from its menus.
We are actively working to engage the industry to implement sustainable methods of
production. By doing so, we have reached an all time peak of realising a 71% by
weight sourcing level deemed sustainable by the Seafood Watch, our long time
partner on ocean fisheries issues. This is a 20% increase from our previous sourcing
level!
More importantly, we exceeded our goal to transition from unsustainable aquaculture
from an annual target of 500,000 lbs set in 2010, to actually removing 900,000 lbs.
Our Love Iooo Not Waste` campaign, launcheo by our business in
Serving up 2,083 local llavours
behaviour ano practices in our operations.
The campaign was designed to address client concerns about waste and the cost
impact to their businesses, and has changed common behaviours in our kitchens by
reducing the amount of waste we generate. As an industry, food service has a huge
opportunity to responsibly change the ways we use energy, water, food and
packaging, and conserve these valuable resources.
Each area addresses ways in which we and our clients can reduce waste by
encouraging small changes in our behaviours.
As individuals we all share that same responsibility, both in the workplace and at
home.
Eat Local` is a year-rouno campaign oevelopeo by our US
business, with the ultimate goal ol supporting the economic
viability ol the mio-sizeo American lamily larms ano local
communities by promoting local proouce ano creating great,
seasonal llavours.
The campaign is focused on a specific sector of American family farms, at times
referred to as 'Ag in the Middle', and the fastest diminishing farm segment in
America.
These mid-sized farms may become virtually extinct within the next 10 years without
additional outlets to sell their products. Our campaign has made an important
contribution to the support of these farms and this year alone, we have purchased
US$29 million (18 million) in products from Ag in the Middle farms.
We are pleased to have exceeded our goal set in 2010, to support 2,013 farms by
the year 2013.
By pursuing a passion lor wellbeing ano nutrition, we help our consumers ano employees aoopt a more balanceo lilestyle.
We help our clients to oeliver improveo employee perlormance ano satislaction, encouraging client retention in our
business.
As a global food service company, we recognise that we have an enormous impact on what our 20+ million consumers choose to eat and drink. We make a
positive contribution to their diet and nutrition and we are proud of the role we play in promoting health, wellbeing and nutrition, particularly as in some of the
markets where we operate, the food we provide may be the only nutritious meal eaten by our consumers that day.
We are working closely with our clients (and through them with our consumers), suppliers, governments and regulators across the world to respond to public
health issues such as those associated with obesity and diet. Our consumers are becoming increasingly sophisticated about the nutritional content of their
food choices and during 2013 we have continued to roll out our healthy eating frameworks, such as Balanced Choices, Whole+Sum and Webtrition, across
the business to enhance nutritional labelling across our food product range, providing consumers with the information that they need to make informed
choices.
n the UK, we are actively supporting a government initiative called the Responsibility Deal, aimed at addressing health and wellbeing within the UK
population by encouraging the nation to adopt a more balanced lifestyle. We are the only food service company to have signed up to all four pledges of the
scheme. As a demonstration of our commitment to the initiative, we have pledged to improve the nutritional labelling in our sites, including the introduction of
calorie counts. We also continue to reduce the levels of salt and artificial trans fats in the food we serve.
n EU markets, we are improving our 'signposting' to consumers regarding allergens, ahead of the impending legislation in December 2014.
Our consumer pleoges
Wellbeing
Our activities
CIose - Gooo looo, lresh minos
Open + The biggest challenge
Open + WellnESS in Kazakhstan
Open AII
The Gooo Iooo, Iresh Minos` programme, implementeo by our
business in China, highlights our continueo locus on provioing
well-balanceo looo choices to schoolchiloren.
This food programme has been launched to provide more accessible, varied choices
of healthy options in meals and snacks for students, to help them make good menu
choices from an early age. The menu options contain low fat and sugar content,
reduced oil usage and more fruit and vegetables. The menus are also analysed by a
nutritionist before they are offered to the children.
The provision of healthy, nutritious food during school time is one of the main
concerns of parents and teachers, and we are pleased that we continue to help
young people to eat healthy and stay alert!
This year, some ol our colleagues rose to an increoible challenge
Over a 12 week period, eight teams in our ndonesian remote sector business
supported each other in a challenging weight loss programme. The team who
collectively lost the most weight would win the competition!
The aim of the competition was to promote a healthier lifestyle and encourage other
members of staff to take part. All team members were supported by a nutritionist who
helped them adopt healthier eating habits, seek regular food intake consultations and
regular health screenings.
This challenge has resulted in some great benefits for our colleagues, in particular an
increased awareness of their own health and eating habits. Following the successful
participation and motivation of all involved, further programmes will be launched on
nutrition and health food training to support a continuous health programme.
At the end of the 12 week period, an incredible 165 kg was lost across the team
and they are still losing!
Our activities
CIose - Gooo looo, lresh minos
Open + The biggest challenge
Open + WellnESS in Kazakhstan
Open AII
The Gooo Iooo, Iresh Minos` programme, implementeo by our
business in China, highlights our continueo locus on provioing
well-balanceo looo choices to schoolchiloren.
This food programme has been launched to provide more accessible, varied choices
of healthy options in meals and snacks for students, to help them make good menu
choices from an early age. The menu options contain low fat and sugar content,
reduced oil usage and more fruit and vegetables. The menus are also analysed by a
nutritionist before they are offered to the children.
The provision of healthy, nutritious food during school time is one of the main
concerns of parents and teachers, and we are pleased that we continue to help
young people to eat healthy and stay alert!
This year, some ol our colleagues rose to an increoible challenge
Over a 12 week period, eight teams in our ndonesian remote sector business
supported each other in a challenging weight loss programme. The team who
collectively lost the most weight would win the competition!
The aim of the competition was to promote a healthier lifestyle and encourage other
members of staff to take part. All team members were supported by a nutritionist who
helped them adopt healthier eating habits, seek regular food intake consultations and
regular health screenings.
This challenge has resulted in some great benefits for our colleagues, in particular an
increased awareness of their own health and eating habits. Following the successful
participation and motivation of all involved, further programmes will be launched on
nutrition and health food training to support a continuous health programme.
At the end of the 12 week period, an incredible 165 kg was lost across the team
and they are still losing!
The healthiest sanowich
Health at the heart ol our business
Launcheo as a pilot health ano wellness programme by our ESS
business in Kazakhstan, KEMEL` is a programme that aims to
encourage active participation in a range ol health, nutrition ano
leisure activities lor our client ano employees in Tengiz.
The success of the pilot has seen increased participation in a number of fun classes
such as Zumba, quiz and talent nights, with participants asking for more!
ESS has also engaged a nutritionist who has quickly developed a bespoke nutritional
education programme aimed at educating employees on healthy food choices to help
them improve their diet and nutritional intake.
The programme provides great opportunities for people who operate in one of our
most challenging environments to engage in the sports and leisure activities, choose
from increased healthy options on the menu and a fully accessible education and
healthy learning programme.
Iollowing the successlul launch last year by our Turkish business ol
eoucational storybooks ano healthy eating seminars lor chiloren,
we continue to promote the encouragement ano eoucation ol our
young chiloren in the worlo ol healthy eating.
A further initiative developed by our business in Turkey is 'The Healthiest Sandwich is
Mine' contest, being run in our Education business. Young school students are given
the opportunity to create sandwich recipes, with the challenge of combining nutritious
ingredients whilst adopting safe hygiene practices.
t's never too early to start living a healthy, balanced lifestyle and we are excited to
engage and raise awareness of this important topic with our young people, whilst
encouraging their creativity!
Our UK Know Your Iooo initiative, which oemonstrates health
at the heart ol our business`, was honoureo with the 2013 Catey
Awaro lor Health ano Nutrition.
The Cateys are the Caterer and Hotelkeeper's annual awards, and are considered to
The healthiest sanowich
Health at the heart ol our business
Launcheo as a pilot health ano wellness programme by our ESS
business in Kazakhstan, KEMEL` is a programme that aims to
encourage active participation in a range ol health, nutrition ano
leisure activities lor our client ano employees in Tengiz.
The success of the pilot has seen increased participation in a number of fun classes
such as Zumba, quiz and talent nights, with participants asking for more!
ESS has also engaged a nutritionist who has quickly developed a bespoke nutritional
education programme aimed at educating employees on healthy food choices to help
them improve their diet and nutritional intake.
The programme provides great opportunities for people who operate in one of our
most challenging environments to engage in the sports and leisure activities, choose
from increased healthy options on the menu and a fully accessible education and
healthy learning programme.
Iollowing the successlul launch last year by our Turkish business ol
eoucational storybooks ano healthy eating seminars lor chiloren,
we continue to promote the encouragement ano eoucation ol our
young chiloren in the worlo ol healthy eating.
A further initiative developed by our business in Turkey is 'The Healthiest Sandwich is
Mine' contest, being run in our Education business. Young school students are given
the opportunity to create sandwich recipes, with the challenge of combining nutritious
ingredients whilst adopting safe hygiene practices.
t's never too early to start living a healthy, balanced lifestyle and we are excited to
engage and raise awareness of this important topic with our young people, whilst
encouraging their creativity!
Our UK Know Your Iooo initiative, which oemonstrates health
at the heart ol our business`, was honoureo with the 2013 Catey
Awaro lor Health ano Nutrition.
Morrison joins Fartnership lor a Healthier America
be the 'Oscars' of the catering and hospitality industry in the UK.
The initiative, which was launched last year, takes a fresh approach to health and
wellbeing and has become the central platform through which we inform and educate
our people, clients and consumers about nutrition and responsible sourcing.
Over the past 18 months, we've taken great strides to make a difference, investing
over 1 million in recipe and menu systems, rolling out GDA labelling to over 1,800
Compass sites and helping over 6,000 colleagues learn more about health and
wellbeing. We've also reduced the amount of salt in our supply chain, trimmed
saturated fats from our food and made 1% milk our standard, amongst lots of other
initiatives.
Know Your Food has also received the Healthy Hospitality award at the first 'Footprint
Health and Vitality Honours' ceremony.
Morrison, our Healthcare sector brano in the US, has become the
lirst looo service company to commit to The Fartnership lor a
Healthier America ,FHA, ano its Hospital Healthy Iooo Initiative.
Morrison's commitment, along with that of its clients, could help 41 million patients
and sell 403 million meals in cafs, vending areas and kiosks annually.
The PHA Hospital Healthy Food nitiative seeks to move healthcare institutions
toward delivering nutritious options to meet the needs of the children, families and
communities they serve. n joining the initiative, Morrison has agreed to make a
commitment to adopt standards for nutrition labelling, healthy food marketing,
wellness meal offerings, elimination of deep fat fryers, increases in healthy
beverages and increases in the fruits and vegetables it offers.
n 2010 Morrison also became the first food service contractor in the USA to sign the
'Healthy Food in Healthcare Pledge' from 'Healthcare Without Harm' and has
implemented the purchase of rBGH free dairy products, meat without the routine use
of antibiotics as well as working directly with suppliers to eliminate added trans fats
and to reduce sodium in food processing.
In 2013 we continueo to orive lurther improvements across the business, particularly in the areas ol supply chain stanoaros
to improve responsible sourcing, ano in the scope ol our environmental perlormance reporting, to meet the requirements
ol the changing UK Government legislation on the reporting ol greenhouse gas emissions.
View our fuII 2012-2013 Performance Review (PDF 1.2MB)
Our Key Performance ndicators (KPs) relate to the business strategy and drive the sustainable development of the business. Since we started our CR
journey in 2007, we have seen continued improvement in our sustainability performance against baseline data.
We successfully extended the scope of our reporting this year, both in terms of KPs and participating countries. We now report performance across our Top
20 countries and our ultimate goal is to report on all countries in which we operate.
We measure and report internally on our performance against each Key Performance ndicator and performance is reviewed by the CR Committee.
Top 20 countries represent 93% of total Group revenue
All KPs relate to our performance across the Top 20 countries unless
highlighted with *, which relate to our global performance
Basis lor consolioation:
Target achieved
Target remains
work in progress
CIose -
Open +
Innovate
Source
Open AII
Report %
improvement
in the number
of sites
providing
healthy eating
programmes
to their
customers
% of countries
implementing
a sugar, salt,
fat reduction
programme
% of operating
sites offering
nutritional
advice to
customers

Key
Performance
Indicator (KPI)
Target
2011-2012
Performance
2011-2012
ActuaI ResuIts
2011-2012
KPI Target
2012-2017
Wellness
ano
nutrition
Improvement in
the total number
of operating
sites providing
Balanced
Choices (or
equivalent
healthy eating
programme) to
their customers
25% by
2012
60%+
100%
implementation
across Top 20
countries by
September
2013
ncrease % of
countries with
programmes in
place to
support:

Key
Performance
Indicator (KPI)
Target
2011-2012
Performance
2011-2012
ActuaI ResuIts
2011-2012
KPI Target
2012-2017
Supply
chain
assurance
ano ethical
sourcing
Improvement in
the number of
countries
implementing
the new
Compass
Supplier
Assurance
Standard
100%
implementation
across Top 20
countries
75%
sustainable
fish/seafood
Fairtrade
products

Frepare
% of
contracted
suppliers who
have signed a
Compass
Code of
Conduct
Number of
MSC certified
food sites
% of countries
auditing
contracted
meat and
poultry supplier
compliance
with the
Compass
Animal Welfare
(Five
Freedoms)
policy
% of Group
contracted
suppliers to
whom the
Compass
policy on palm
oil, has been
communicated
products
locally
sourced
product
Reduction in
energy
consumption of
our corporate
offices
16%
17%
Report %
improvement
in total Direct
Greenhouse
Gas emissions
metric
tonnes
20% reduction
in energy
consumption
by 2017
(against 2008
baseline)
Report % of
countries
where
environmental
awareness
training for
employees has
taken place

Key
Performance
Indicator (KPI)
Target
2011-2012
Performance
2011-2012
ActuaI ResuIts
2011-2012
KPI Target
2012-2017
Energy
elliciency
Natural Gas
Purchased
Electricity
10%
reduction
by 2012

Top 20 countries represent 93% of total Group revenue
All KPs relate to our performance across the Top 20 countries unless
highlighted with *, which relate to our global performance
Target achieved
Target remains
work in progress
CIose -
Open +
Innovate
Source
Open AII
Report %
improvement
in the number
of sites
providing
healthy eating
programmes
to their
customers
% of countries
implementing
a sugar, salt,
fat reduction
programme
% of operating
sites offering
nutritional
advice to
customers

Key
Performance
Indicator (KPI)
Target
2011-2012
Performance
2011-2012
ActuaI ResuIts
2011-2012
KPI Target
2012-2017
Wellness
ano
nutrition
Improvement in
the total number
of operating
sites providing
Balanced
Choices (or
equivalent
healthy eating
programme) to
their customers
25% by
2012
60%+
100%
implementation
across Top 20
countries by
September
2013
ncrease % of
countries with
programmes in
place to
support:

Key
Performance
Indicator (KPI)
Target
2011-2012
Performance
2011-2012
ActuaI ResuIts
2011-2012
KPI Target
2012-2017
Supply
chain
assurance
ano ethical
sourcing
Improvement in
the number of
countries
implementing
the new
Compass
Supplier
Assurance
Standard
100%
implementation
across Top 20
countries
75%
sustainable
fish/seafood
Fairtrade
products

Frepare
% of
contracted
suppliers who
have signed a
Compass
Code of
Conduct
Number of
MSC certified
food sites
% of countries
auditing
contracted
meat and
poultry supplier
compliance
with the
Compass
Animal Welfare
(Five
Freedoms)
policy
% of Group
contracted
suppliers to
whom the
Compass
policy on palm
oil, has been
communicated
products
locally
sourced
product
Reduction in
energy
consumption of
our corporate
offices
16%
17%
Report %
improvement
in total Direct
Greenhouse
Gas emissions
metric
tonnes
20% reduction
in energy
consumption
by 2017
(against 2008
baseline)
Report % of
countries
where
environmental
awareness
training for
employees has
taken place

Key
Performance
Indicator (KPI)
Target
2011-2012
Performance
2011-2012
ActuaI ResuIts
2011-2012
KPI Target
2012-2017
Energy
elliciency
Natural Gas
Purchased
Electricity
10%
reduction
by 2012

Frovioe
20% reduction
by 2017
(against 2008
baseline)
% of spend on
cleaning
chemicals that
is on
concentrated
chemicals
25%
improvement
in recycling of
waste from
Compass
offices by 2017
(against 2008
baseline)
% of sites
where cooking
oil is recovered
and recycled
Vehicle
elliciency
Reduction in
company
vehicle fuel
consumption
(direct fuel
purchased)
10%
reduction
by 2012
19% 20% reduction
2017 (against
2008 baseline)
Water
consumption
Reduction in
water
consumption of
our corporate
offices
10%
reduction
by 2012
18%
General
waste
reporting
Compliance in
waste
performance
reporting
100% data
capture
100%
Iooo waste
Implement Trim
Trax (or
equivalent) food
waste reduction
programmes
100% data
capture
95% 100%
implementation
across Top 20
countries by
September
2013
% total
employee
retention
Data
collection
relating to:
%
Report %
improvement
(against 2012
baseline) of
employee
retention:

Key
Performance
Indicator (KPI)
Target
2011-2012
Performance
2011-2012
ActuaI ResuIts
2011-2012
KPI Target
2012-2017
Iooo salety
Improve our
global Food
Safety Incident
Rate
%
improvement
32% Report %
improvement
(against 2008
baseline)
Occupational
health ano
salety
Improve our
global Lost
Time Injury
Rate
%
improvement
26% Report %
improvement
(against 2008
baseline)
Employee
retention
Measure
employee
retention rate
for all
employees

Total
employees
*
*

Frovioe
20% reduction
by 2017
(against 2008
baseline)
% of spend on
cleaning
chemicals that
is on
concentrated
chemicals
25%
improvement
in recycling of
waste from
Compass
offices by 2017
(against 2008
baseline)
% of sites
where cooking
oil is recovered
and recycled
Vehicle
elliciency
Reduction in
company
vehicle fuel
consumption
(direct fuel
purchased)
10%
reduction
by 2012
19% 20% reduction
2017 (against
2008 baseline)
Water
consumption
Reduction in
water
consumption of
our corporate
offices
10%
reduction
by 2012
18%
General
waste
reporting
Compliance in
waste
performance
reporting
100% data
capture
100%
Iooo waste
Implement Trim
Trax (or
equivalent) food
waste reduction
programmes
100% data
capture
95% 100%
implementation
across Top 20
countries by
September
2013
% total
employee
retention
Data
collection
relating to:
%
Report %
improvement
(against 2012
baseline) of
employee
retention:

Key
Performance
Indicator (KPI)
Target
2011-2012
Performance
2011-2012
ActuaI ResuIts
2011-2012
KPI Target
2012-2017
Iooo salety
Improve our
global Food
Safety Incident
Rate
%
improvement
32% Report %
improvement
(against 2008
baseline)
Occupational
health ano
salety
Improve our
global Lost
Time Injury
Rate
%
improvement
26% Report %
improvement
(against 2008
baseline)
Employee
retention
Measure
employee
retention rate
for all
employees

Total
employees
*
*
%
management
retention
% site
management
retention
100%,
2,823 reports
received
We conduct a global
Your Voice
employee survey
every two years.
The next Your Voice
survey will be
conducted in 2013.
Report
participation
rate
Report
engagement
score
Measure and
report the
number of
apprenticeships
made available
per annum
Report % of
countries
involved in local
employment
projects
Management
Site
management
Diversity
Measure % of
women holding
global
leadership team
positions
% increase 1.2% Report %
increase in
women holding
global
leadership team
positions
Business
ethics
Measure total
number of
concerns
reported by
employees
globally, via
Speak Up
Measure and
report
concerns
Measure and
report concerns
Employee
survey
2013 Your
Voice survey
N/A N/A
Employment
opportunities
Report the
number of
apprenticeships
made available
during the year
N/A N/A N/A
*
*
*
%
management
retention
% site
management
retention
100%,
2,823 reports
received
We conduct a global
Your Voice
employee survey
every two years.
The next Your Voice
survey will be
conducted in 2013.
Report
participation
rate
Report
engagement
score
Measure and
report the
number of
apprenticeships
made available
per annum
Report % of
countries
involved in local
employment
projects
Management
Site
management
Diversity
Measure % of
women holding
global
leadership team
positions
increase in
women holding
global
leadership team
positions
Business
ethics
Measure total
number of
concerns
reported by
employees
globally, via
Speak Up
Measure and
report
concerns
Measure and
report concerns
Employee
survey
2013 Your
Voice survey
N/A N/A
Employment
opportunities
Report the
number of
apprenticeships
made available
during the year
N/A N/A N/A
*
*
*
Unless otherwise indicated, progress is reported for our 'Top Ten' countries
against 2009-2010 performance. 'Top Ten' countries, as at 2008-2009,
representing 81% of Group revenue: Australia, Canada, France, Germany,
taly, Japan, Netherlands, Spain, UK & reland and USA.
Target achieved
Target remains
work in progress
CIose -
Open +
Environment
Our customers
Open AII
0% Gas
17% Electricity

Key
Performance
Indicator (KPI)
Target
2010-2011
Performance
2010-2011
ActuaI resuIts
2010-2011
Target
2011-2012
Energy
elliciency
Reduction in
energy
consumption
(gas &
electricity) of
our corporate
offices
10% 10% reduction
by 2012
(against 2007-
2008 baseline)
Vehicle
elliciency
Reduction in
company
vehicle fuel
consumption
(direct fuel
purchased)
10% +9% 10% reduction
by 2012
(against 2007-
2008 baseline)
Water
consumption
Reduction in
water
consumption of
our corporate
offices
10% 25% 10% reduction
by 2012
(against 2007-
2008 baseline)
General
waste
reporting
Compliance in
waste
performance
reporting
100% data
capture
100% 100% data
capture
including waste
streams
Iooo waste
Implement
'Trim Trax` food
waste reduction
programme
100% data
capture
100% 100%
implementation
across 'Top
Twenty`
countries

Key
Performance
Indicator (KPI)
Target
2010-2011
Performance
2010-2011
ActuaI resuIts
2010-2011
Target
2011-2012
Wellness
ano
nutrition
Improvement in
the total
number of
operating sites
providing
'Balanced
Choices' (or
equivalent
healthy eating
programme) to
their customers
25% by 2012 27% 25%
improvement
by 2012
(against 2007-
2008 baseline)
Unless otherwise indicated, progress is reported for our 'Top Ten' countries
against 2009-2010 performance. 'Top Ten' countries, as at 2008-2009,
representing 81% of Group revenue: Australia, Canada, France, Germany,
taly, Japan, Netherlands, Spain, UK & reland and USA.
Target achieved
Target remains
work in progress
CIose -
Open +
Environment
Our customers
Open AII
0% Gas
17% Electricity

Key
Performance
Indicator (KPI)
Target
2010-2011
Performance
2010-2011
ActuaI resuIts
2010-2011
Target
2011-2012
Energy
elliciency
Reduction in
energy
consumption
(gas &
electricity) of
our corporate
offices
10% 10% reduction
by 2012
(against 2007-
2008 baseline)
Vehicle
elliciency
Reduction in
company
vehicle fuel
consumption
(direct fuel
purchased)
10% +9% 10% reduction
by 2012
(against 2007-
2008 baseline)
Water
consumption
Reduction in
water
consumption of
our corporate
offices
10% 25% 10% reduction
by 2012
(against 2007-
2008 baseline)
General
waste
reporting
Compliance in
waste
performance
reporting
100% data
capture
100% 100% data
capture
including waste
streams
Iooo waste
Implement
'Trim Trax` food
waste reduction
programme
100% data
capture
100% 100%
implementation
across 'Top
Twenty`
countries

Key
Performance
Indicator (KPI)
Target
2010-2011
Performance
2010-2011
ActuaI resuIts
2010-2011
Target
2011-2012
Wellness
ano
nutrition
Improvement in
the total
number of
operating sites
providing
'Balanced
Choices' (or
equivalent
healthy eating
programme) to
their customers
25% by 2012 27% 25%
improvement
by 2012
(against 2007-
2008 baseline)

Our people
their customers
Iooo salety
Improve our
global Food
Safety Incident
Rate (FSIR)
%
improvement
28% against 2009
baseline
Report % of
improvement
Supply
chain
assurance
Implement the
new Compass
Supplier
Assurance
Standard
(including
Corporate
Responsibility
elements)
100%
implementation
across 'Top
Twenty'
countries
60% implemented 100%
implementation
across 'Top
Twenty'
countries by
April 2012
% total
employee
retention
Data
collection
relating to:
%
management
retention
% site
management
retention
Report %
retention
improvement
mprove
collection of
management
and site
management
data
100%
2,517 reports
received
2011 'Your
Voice' survey
74%
participation
rating
79%
65%

Key
Performance
Indicator (KPI)
Target
2010-2011
Performance
2010-2011
ActuaI resuIts
2010-2011
Target
2011-2012
Occupational
health ano
salety
Improve our
global Lost
Time Injury
Rate (LTIR)
Report number
of fatalities
%
improvement
The trend across the
operations is positive
with improvements
being achieved from
the 2008 baseline.
Some increases in
consumption are the
result of growth in
business operations.
25% by 2012
(against 2007-
2008
baseline)
Employee
retention
Measure
employee
retention rate
for all
employees

We are working with
our country HR teams
to further improve our
reporting systems
regarding the
collection of
management and site
management data.
Diversity
Measure
number of
women
appointed to
our global
leadership team
increase
Business
ethics
Measure total
number of
concerns
reported by
employees
globally, via
'Speak Up`
Measure
report
concerns
Measure and
report
concerns
Employee
survey
mprovement
We will
conduct the
next 'Your
Voice' survey
in 2013

Our people
their customers
Iooo salety
Improve our
global Food
Safety Incident
Rate (FSIR)
%
improvement
28% against 2009
baseline
Report % of
improvement
Supply
chain
assurance
Implement the
new Compass
Supplier
Assurance
Standard
(including
Corporate
Responsibility
elements)
100%
implementation
across 'Top
Twenty'
countries
60% implemented 100%
implementation
across 'Top
Twenty'
countries by
April 2012
% total
employee
retention
Data
collection
relating to:
%
management
retention
% site
management
retention
Report %
retention
improvement
mprove
collection of
management
and site
management
data
100%
2,517 reports
received
2011 'Your
Voice' survey
74%
participation
rating
79%
65%

Key
Performance
Indicator (KPI)
Target
2010-2011
Performance
2010-2011
ActuaI resuIts
2010-2011
Target
2011-2012
Occupational
health ano
salety
Improve our
global Lost
Time Injury
Rate (LTIR)
Report number
of fatalities
%
improvement
The trend across the
operations is positive
with improvements
being achieved from
the 2008 baseline.
Some increases in
consumption are the
result of growth in
business operations.
25% by 2012
(against 2007-
2008
baseline)
Employee
retention
Measure
employee
retention rate
for all
employees

We are working with
our country HR teams
to further improve our
reporting systems
regarding the
collection of
management and site
management data.
Diversity
Measure
number of
women
appointed to
our global
leadership team
increase
Business
ethics
Measure total
number of
concerns
reported by
employees
globally, via
'Speak Up`
Measure
report
concerns
Measure and
report
concerns
Employee
survey
mprovement
We will
conduct the
next 'Your
Voice' survey
in 2013
72%
engagement
rating
mprovement
in
participation
rating
mprovement
in
engagement
rating

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