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Sustainability in the UK Foodservice Operators’ Industry 2012–2013

Category : Food & Beverages  | Published Date : Nov-2012 | Pages : 119
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SYNOPSIS
“Sustainability in the UK Foodservice Operators’ Industry 2012–2013” is a new report by Canadean that provides a comprehensive analysis of various factors that affect sustainability in the UK foodservice industry. The report contains in-depth analysis on the principal drivers and challenges with regards to sustainability as well as highlighting the CSR initiatives implemented by food service operators; it also benchmarks the successful sustainable initiatives and food wastage management measures adopted by various companies. This report also examines the impact of sustainability on profits and cost saving targets set by companies. Furthermore, the report assesses the implementation status of calorie labeling within foodservice organizations and analyses the procurement strategies and practices being undertaken, category-level spending outlooks, changes in sustainable procurement budgets, and the investment opportunities available for leading purchase decision makers. The report identifies the key drivers and practices of green marketing, and the channels used to effectively market green credentials.SUMMARY
Why was the report written? This report is the result of an extensive survey drawn from Canadean’s exclusive panel of leading foodservice industry operators. The panel consists of executives across industries recruited by means of opt-ins to pop-up surveys on leading industry portals. As sustainability emerges as a strong theme in the current business environment, this report provides the reader with a definitive analysis of what sustainability means to the foodservice industry and how it is implemented. Furthermore, this report grants access to the opinions and strategies of business decision makers and competitors, and examines their actions surrounding sustainable procurement practices and marketing environmentally friendly, or ‘green’, initiatives. The report also provides access to information categorized by sector, channel, and company turnover. What is the current market landscape and what is changing? On average, foodservice operators’ sustainability expenditure is expected to rise over the next 12 months by 7.2% in the profit sector, whereas on average, foodservice operators in the cost sector channels expect to register an increase in their sustainability budgets by 5.8% over the next 12 months. What are the key drivers behind recent market changes? ‘Cost savings and operational efficiency’, ‘compliance with legislation’, and ‘reducing food wastage’ are identified as the most important drivers for sustainability. What makes this report unique and essential to read? “This report is the result of an extensive survey drawn from Canadean’s exclusive panel of leading foodservice industry operators; the panel consists of executives across industries recruited by means of opt-ins to pop-up surveys on leading industry portals. As sustainability emerges as a strong theme in the current business environment, this report provides the reader with a definitive analysis of what sustainability means to the foodservice industry and how it is implemented. Furthermore, this report grants access to the opinions and strategies of business decision makers and competitors, and examines their actions surrounding sustainable procurement practices and marketing environmentally friendly, or ‘green’, initiatives. The report also provides access to information categorized by sector, channel, and company turnover.
SCOPE
To identify the most popular standards or practices used in measuring and monitoring sustainability implementation. To understand the set specific cost saving targets to be achieved when implementing sustainability. Uncovers the leading concerns of foodservice operators in the effective implementation of sustainable practices. Formulate effective procurement strategies by identifying how sustainability procurement budgets are changing and where expenditure will be directed in the future. Identify the specific marketing strategies and channels competitors use to win business.
REASONS TO BUY
In total, 56% of respondents from the profit sector consider ‘operating fully-loaded dish washers’ to be a highly implemented water efficiency measure, while ‘hand scraping food waste’ and ‘filling water glasses on request’ are considered to be other important water saving measures. In addition, 79% of cost sector respondents considered ‘hand scrapping food waste’ to be a widely implemented water efficiency measure, while 67% of cost sector respondents identified ‘periodic leak inspections’ as another commonly implemented water efficiency measure. According to survey results, 29% and 42% of respondents from the profit sector and the cost sector identify that they undertake ‘training and guidance on waste management techniques’ as a part of their CSR initiative respectively. ‘LED lights and candles’ and ‘linen-free tables’ are the most important products and services considered by the majority of profit sector respondents for sustainable procurement. Additionally, 33% and 28% of cost sector respondents highlighted ‘durable spoons’ and ‘reusable bags and mugs’ as the most preferred products under sustainable procurement respectively. On average, foodservice operators’ sustainability expenditure is expected to rise over the next 12 months by 7.2% in the profit sector, whereas on average, foodservice operators in the cost sector channels expect to register an increase in their sustainability budgets by 5.8% over the next 12 months. Overall, 46% and 35% of respondents from the profit sector and the cost sector expressed ‘no intention to implement’ calorie labeling in their companies, respectively.
List Of Content1 Introduction
1.1 What is this report about?
1.2 Definitions
1.3 Methodology
1.4 Profile of Survey Respondents
2 Executive Summary
3 Sustainability in the Foodservice Industry
3.1 Key Drivers of Sustainability
3.1.1 Key drivers of sustainability – foodservice sectors
3.1.2 Key drivers of sustainability – foodservice channels
3.1.3 Key drivers of sustainability – turnover
3.2 Corporate Social Responsibility (CSR) Initiatives
3.2.1 CSR initiatives – foodservice sectors
3.2.2 CSR initiatives – turnover
3.3 Major Barriers to Sustainability
3.3.1 Major barriers to sustainability – foodservice sectors
3.3.2 Major barriers to sustainability – foodservice channels
3.3.3 Major barriers to sustainability – turnover
4 Implementation of Sustainability
4.1 Implementation Status of Calorie Labelling
4.1.1 Implementation status of calorie labeling – foodservice sectors
4.2 Water Efficiency Measures
4.2.1 Water efficiency measures – profit sector
4.2.2 Water efficiency measures – cost sector
4.2.3 Water efficiency measures – foodservice channels
4.2.4 Water efficiency measures – turnover
4.3 Food Wastage Management Measures
4.3.1 Food wastage management measures – profit sector
4.3.2 Food wastage management measures – cost sector
4.3.3 Food wastage management measures – foodservice channels
4.3.4 Food wastage management measures – turnover
5 Financial Implications of Sustainability
5.1 Cost Saving Expectations
5.1.1 Cost saving expectations – profit sector channels
5.1.2 Cost saving expectations – cost sector channels
5.1.3 Cost saving expectations – turnover
5.2 Impact of Sustainability on Profits
5.2.1 Impact of sustainability on profits – profit sector channels
5.3 Planned Change in Sustainability Budgets
5.3.1 Planned change in sustainability budgets – profit sector channels
5.3.2 Planned change in sustainability budgets – cost sector channels
5.3.3 Planned change in sustainability budgets – turnover
6 Sustainable Procurement
6.1 Level of Supplier Engagement
6.1.1 Level of supplier engagement – foodservice sectors
6.1.2 Level of supplier engagement – foodservice channels
6.1.3 Level of supplier engagement – turnover
6.2 Sustainable Procurement Standards
6.2.1 Sustainable procurement standards – foodservice sectors
6.2.2 Sustainable procurement standards –foodservice channels
6.2.3 Sustainable procurement standards – turnover
6.3 Procurement of Sustainable Products and Services
6.3.1 Procurement of sustainable products and services –foodservice sectors
6.3.2 Procurement of sustainable products and services – foodservice channels
6.3.3 Procurement of sustainable products and services – turnover
7 Marketing Green Initiatives
7.1 Drivers of Green Marketing
7.1.1 Drivers of green marketing – foodservice sectors
7.1.2 Drivers of green marketing – foodservice channels
7.1.3 Drivers of green marketing - turnover
7.2 Effective tools for marketing
7.2.1 Effective tools for marketing – foodservice sectors
7.2.2 Effective tools for marketing – foodservice channels
7.2.3 Effective tools for marketing – turnover
7.3 Effective Channels of promotion
7.3.1 Effective channels of promotion – foodservice sectors
7.3.2 Effective channels of promotion –foodservice channels
N.B. Responses are not mutually exclusive, and therefore do not total 100%
Source: Canadean © Canadean
8 Appendix
8.1 Survey Results – Closed Questions
8.2 About Canadean
8.3 DisclaimerList Of TableTable 1: UK Foodservice Industry Survey Respondents by Channel (%), 2012
Table 2: Operator Respondents by Job Role (%),2012
Table 3: Operator Respondents by Company Turnover (%),2012
Table 4: Key Drivers of Sustainability: Foodservice Sectors (%), 2011–2012
Table 5: Key Drivers of Sustainability: Foodservice Sectors (%), 2012–2013
Table 6: Key Drivers of Sustainability: Foodservice Channels (%), 2012–2013
Table 7: Key Drivers of Sustainability: Turnover (%), 2012–2013
Table 8: CSR Initiatives: Foodservice Sectors(%), 2012–2013
Table 9: CSR Initiatives: Turnover (%), 2012–2013
Table 10: Major Barriers to Sustainability: Foodservice Sectors (%), 2012–2013
Table 11: Major Barriers to Sustainability: Foodservice Channels (%), 2012–2013
Table 12: Major Barriers to Sustainability: Turnover (%), 2012–2013
Table 13: Implementation Status of Calorie Labelling: Foodservice Sectors (%), 2012–2013
Table 14: Water Efficiency Measures: Profit Sector (%), 2012–2013
Table 15: Water Efficiency Measures: Cost Sector (%), 2012–2013
Table 16: Water Efficiency Measures: Foodservice Channels (%), 2012–2013
Table 17: Water Efficiency Measures: Turnover (%), 2012–2013
Table 18: Food Wastage Management Measures: Profit Sector (%), 2012–2013
Table 19: Food Wastage Management Measures: Cost Sector (%), 2012–2013
Table 20: Food Wastage Management Measures: Foodservice Channels (%), 2012–2013
Table 21: Food Wastage Management Measures: Turnover (%), 2012–2013
Table 22: Cost Saving Expectations: Profit Sector Channels (%), 2012–2013
Table 23: Cost Saving Expectations: Cost Sector Channels (%), 2012–2013
Table 24: Cost Saving Expectations: Turnover (%), 2012–2013
Table 25: Impact of Sustainability on Profits : Profit Sector Channels (%), 2012–2013
Table 26: Planned Change in Sustainability Budgets: Profit Sector Channels (%), 2011–2012
Table 27: Planned Change in Sustainability Budgets: Profit Sector Channels (%), 2012–2013
Table 28: Planned Change in Sustainability Budgets: Cost Sector Channels (%), 2011–2012
Table 29: Planned Change in Sustainability Budgets: Cost Sector Channels (%), 2012–2013
Table 30: Planned Change in Sustainability Budgets: Turnover (%), 2012–2013
Table 31: Level of Supplier Engagement : Foodservice Sectors (%), 2012
Table 32: Level of Supplier Engagement : Foodservice Channels (%), 2012
Table 33: Level of Supplier Engagement: Turnover (%), 2012
Table 34: Sustainable Procurement Standards: Foodservice Sectors (%), 2011
Table 35: Sustainable Procurement Standards: Foodservice Sectors (%), 2012
Table 36: Sustainable Procurement Standards: Foodservice Channels (%), 2012
Table 37: Sustainable Procurement Standards: Turnover (%), 2012
Table 38: Procurement of Sustainable Products and Services: Foodservice Sectors (%), 2011–2012
Table 39: Procurement of Sustainable Products and Services: Foodservice Sectors (%), 2012–2013
Table 40: Procurement of Sustainable Products and Services: Foodservice Channels (%), 2012–2013
Table 41: Procurement of Sustainable Products and Services: Turnover (%), 2012–2013
Table 42: Drivers of Green Marketing: Foodservice Sectors (%), 2011–2012
Table 43: Drivers of Green Marketing: Foodservice Sectors (%), 2012–2013
Table 44: Drivers of Green Marketing: Foodservice Channels (%), 2012–2013
Table 45: Effective Tools for Marketing: Foodservice Sectors (%), 2012–2013
Table 46: Effective Tools for Marketing: Foodservice Channels (%), 2012-2013
Table 47: Effective Tools for Marketing: Turnover (%), 2012–2013
Table 48: Effective Channels of Promotion: Foodservice Sectors (%), 2011–2012
Table 49: Effective Channels of Promotion: Foodservice Sectors (%), 2012–2013
Table 50: Effective Channels of Promotion: Foodservice Channels (%), 2012–2013
Table 51: Survey ResultsList Of FiguresFigure 1: Key Drivers of Sustainability: Foodservice Sectors (%), 2012–2013
Figure 2: Key Drivers of Sustainability: Foodservice Channels (%), 2012–2013
Figure 3: Key Drivers of Sustainability: Turnover (%), 2012–2013
Figure 4: CSR Initiatives: Foodservice Sectors(%), 2012–2013
Figure 5: CSR Initiatives: Turnover (%), 2012–2013
Figure 6: Major Barriers to Sustainability: Foodservice Sectors (%), 2012–2013
Figure 7: Major Barriers to Sustainability: Foodservice Channels (%), 2012–2013
Figure 8: Major Barriers to Sustainability: Turnover (%), 2012–2013
Figure 9: Implementation Status of Calorie Labelling: Foodservice Sectors (%), 2012–2013
Figure 10: Water Efficiency Measures: Profit Sector (%), 2012–2013
Figure 11: Water Efficiency Measures: Cost Sector (%), 2012–2013
Figure 12: Water Efficiency Measures: Foodservice Channels (%), 2012–2013
Figure 13: Water Efficiency Measures: Turnover (%), 2012–2013
Figure 14: Food Wastage Management Measures: Profit Sector (%), 2012–2013
Figure 15: Food Wastage Management Measures: Cost Sector (%), 2012–2013
Figure 16: Food Wastage Management Measures: Foodservice Channels (%), 2012–2013
Figure 17: Food Wastage Management Measures: Turnover (%), 2012–2013
Figure 18: Cost Saving Expectations: Profit Sector Channels (%), 2012–2013
Figure 19: Cost Saving Expectations: Cost Sector Channels (%), 2012–2013
Figure 20: Cost Saving Expectations: Turnover (%), 2012–2013
Figure 21: Impact of Sustainability on Profits : Profit Sector Channels (%), 2012–2013
Figure 22: Planned Change in Sustainability Budgets: Profit Sector Channels (%), 2012–2013
Figure 23: Planned Change in Sustainability Budgets: Cost Sector Channels (%), 2012–2013
Figure 24: Planned Change in Sustainability Budgets: Turnover (%), 2012–2013
Figure 25: Level of Supplier Engagement : Foodservice Sectors (%), 2012
Figure 26: Level of Supplier Engagement : Foodservice Channels (%), 2012
Figure 27: Level of Supplier Engagement: Turnover (%), 2012
Figure 28: Sustainable Procurement Standards: Foodservice Sectors (%), 2012
Figure 29: Sustainable Procurement Standards: Foodservice Channels (%), 2012
Figure 30: Sustainable Procurement Standards: Turnover (%), 2012
Figure 31: Procurement of Sustainable Products and Services: Foodservice Sectors (%), 2012–2013
Figure 32: Procurement of Sustainable Products and Services: Foodservice Channels (%), 2012–2013
Figure 33: Procurement of Sustainable Products and Services: Turnover (%), 2012–2013
Figure 34: Drivers of Green Marketing: Foodservice Sectors (%), 2012–2013
Figure 35: Drivers of Green Marketing: Foodservice Channels (%), 2012–2013
Figure 36: Drivers of Green Marketing: Turnover (%), 2012–2013
Figure 37: Effective Tools for Marketing: Foodservice Sectors (%), 2012–2013
Figure 38: Effective Tools for Marketing: Foodservice Channels (%), 2012-2013
Figure 39: Effective Channels of Promotion: Foodservice Sectors (%), 2012–2013
Figure 40: Effective Channels of Promotion: Foodservice Channels (%), 2012–2013
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Publisher Name : Canadean

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