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20 Compass Group PLC Annual Report 2007Acting responsiblycontinuedWe continue to devote significant attentionand resources to the training of ouremployees. Over 81,500 days of staff trainingwere provided during the year in our largestbusinesses representing more than 80% ofGroup revenue.Equal opportunitiesWe regard the promotion of equalopportunities as a long-term commitment. Weexpect all of our employees to be treated withrespect and dignity. Our equal opportunitypolicy is designed to ensure that both currentand potential employees are offered the sameopportunity to do a job regardless of sex,race, colour, religion, nationality, ethnicorigin, age, sexual orientation, marital statusor disability. We value the diversity of ourpeople and strongly believe that a morediverse workforce is a more creativeworkforce, and one better able to adapt tochange. The more our employees reflect thediversity of our clients and customers, thebetter equipped we will be to service theirneeds. We believe we have the right policies inplace to meet or exceed legal requirements inthis area, although we continue to undertakefurther work to explore the factors that arecritical to achieving greater diversity.RewardOur remuneration policy seeks to deliverimproved performance throughout thebusiness, balancing short-term success withthe attainment of our longer-term businessgoals and shareholder return. We work toattract and retain people of proven ability,experience and skills. Under our pay andreward programme, in the year to30 September 2007, the Group paid grossemployee pay of £4,518 million. Within thisfigure, social security contributions andpayroll taxes together with pensions and otheremployee costs amounted to £638 millionand £76 million respectively.A safe and healthy workplaceOur number one operational priority remainshealth, safety and the environment for the20 million daily consumers who eat and drinkwith us.All management and Board meetingsthroughout the Group feature a Health andSafety update as one of their first agendaitems. The Board reviews the Health and Safetyand Food Safety policies annually to ensurethat they each continue to reflect our aimsand aspirations with a continued alignmentwith legislation. Supporting the Board is ourinternal Health, Safety and Environment Forummade up of technical specialists from aroundthe Compass globe. It has become the keybody responsible for promoting policy, settingstandards, measuring compliance and sharingbest practice in these areas across the Group.We believe that each of us at Compass has amoral obligation to safeguard each other, ourcustomers and the environment by operatinga safe, injury free and healthy workplace,serving food that is always safe to eat andwhich minimises our impact on theenvironment. To ensure best practice, we havedeveloped a set of policies, minimumoperating standards and behaviours to berolled out across our ‘Top Ten’ as a minimum,by December 2008. These standards arebased on the strictest regulatory requirementsand industry best practice. Indeed, world-classperformance continues to be our aim, seekingover the next five years to set the benchmarkfor our industry.We strive to continuously improve ourperformance and from October 2007 startedto measure our performance against a set ofclear KPIs and targets to assure our customersand others who work with us that we areoperating the safest environment possible.Specifically, we:seek to prevent injury to any employee,customer or contractor;consider the safety implications of ourprocurement decisions;initiate a full risk assessment programmeupon commencement of a new contract;ensure that every employee is properlytrained to safely perform their work; andhave in place appropriate consultationarrangements to enable our employees andtheir representatives to communicate andraise concerns about health and safetymanagement.We also expect similarly high standards fromour suppliers and business partners.Safety firstOur ESS support services team on the South ArnePlatform in the North Sea achieved five years of serviceto the client with no lost-time incidents.Health and safety have always had a specialfocus for our offshore and remote siteworkplaces, where our customers demand thevery highest operational standards. A goodexample of our success is in Denmark,where our ESS support services team on theSouth Arne platform in the North Sea havecompleted five years of providing services toour customer with no lost-time incidents.We received further recognition of our successin this area when our ESS support servicesteam in Kazakhstan were proud to haveachieved the significant milestone of reaching2,000,000 man-hours worked without a ‘DayAway From Work Case’ at the TengizchevroilVillage. We are responsible for the safe andefficient running of this remote site servingapproximately 3,000 meals per day, withdifficult working conditions and extremetemperatures.Our UK business reached a health andsafety milestone this year, with the 50,000thCompass employee gaining the QualityThrough Hygiene and Quality ThroughSafety qualifications from the Institution ofOccupational Safety & Health (‘IOSH’). Wehave enjoyed a successful partnership withIOSH for several years, with the trainingbody providing food safety and health andsafety training via distance learning to ourcustomer-facing employees.From October 2007, we began to measureand report on the number of days lost acrossour ‘Top Ten’, as a result of health and safetyincidents. We will include the results of ‘lostday injuries’ in our 2008 CSR report and ouraim will be to expand the reporting of dayslost across the Group and to consistentlyimprove and reduce such numbers.
21 Compass Group PLC Annual Report 2007Diet and nutritionAs a global foodservice company, werecognise that we have an enormous impacton what our 20 million daily consumerschoose to eat and drink. Our contributionto their diet and nutrition is our mostsignificant impact. Our primary concernis that the food we serve is prepared to thevery highest standards using quality productsand ingredients and, at the very minimum,we comply with all relevant legislation andapproved codes of practice.Initially developed in our UK and USbusinesses, we are progressively implementingduring 2008, a healthy eating frameworkcalled ‘Balanced Choices’, which willform the basis in a minimum standardfor implementation in our ‘Top Ten’.The framework is based on sound science,regulatory requirements and industry bestpractice. To become a registered ‘BalancedChoices’ outlet, the staff must undertake adetailed training programme. In the UK,over 600 units are already qualified to operate‘Balanced Choices’ and in Belgium, ‘BalancedChoices’ has recently been officially endorsedby the Belgian Government. In our USbusiness, almost 1,500 units offer ‘BalancedChoices’ to their customers every day.We are working closely with our customers(and through them with our consumers) aswell as our suppliers, governments andregulators across the globe to respond topublic health issues such as those associatedwith obesity and diet. We aim to provide awide choice of menu items so that consumersseeking healthier options are well served.In the UK, our Education businesses(Scolarest in state schools and Chartwells forthe independent sector) recognise thatteaching children, and increasingly theirparents, about food and getting thementhused about healthy eating is key. Wepromote a whole school approach, supportedby information for parents, extra training forour teams and also encourage pupils to eathealthily with a range of initiatives, includingcooking workshops in schools. All Scolarestschool meals meet the UK Government’sfood-based standards and 60% of primaryschools also meet the more strict nutrientstandards which will be introduced in 2008.Another innovative example of ourcommitment to improving the wellbeing ofchildren, is the ‘BackPack’ programme inAtlantic City, USA which helps ensure thatsome of the neediest children have enoughnutritious food to eat over the weekend.Each Friday, our Chartwells team providebackpacks filled with healthy, non-perishablefood that are collected by the children in theprogramme, providing them with sufficientfood to last the weekend. The children returnthe empty backpacks on Monday morning,so that they can be filled again.Healthy eatingWe support schools, parents and pupils to choosea healthy, balanced diet.Around the world, our consumers arebecoming increasingly mindful andknowledgeable about the nutritional aspectsof what they choose to eat. We are, therefore,using frameworks like ‘Balanced Choices’ toenhance nutritional labelling across our foodproduct range, providing customers withthe information that they need to makeinformed choices.Responsible supply chainThe provenance and origin of the foodwe purchase is a key consideration for us.We require that food is only purchased fromauthorised suppliers and is always preparedunder conditions that do not expose itto the risk of contamination. We expect oursuppliers to comply with the social, ethicaland environmental standards specified inour Vendor Assurance Programme. Acrossour ‘Top Ten’, our suppliers are assessedaccording to risk assessment criteria, to ensurethat they too adhere to our own exactingapproach. We also recognise the benefitsof working closely with them, especially indeveloping markets, to share knowledge andexpertise that will help both organisationsmaintain the standards that our clients andcustomers have come to expect.Increasingly, we work with local producers toimprove their skills and capabilities to helpthem develop new markets and supportthe local community. Our ground-breaking‘Farm to Fork’ programme is one suchexample of working with local producers.This programme, started in 1999 by our BonAppétit team in the USA, set a new standardfor how a foodservice company could supportlocal communities. The Bon Appétit initiativeto purchase from within 150 miles of eachcafé has grown at an unprecedented rate withlocal purchases exceeding US$55 million in 2007.In 2007, we have seen the amount ofFairtrade coffee that we buy increase to 3.4million cups per year across Europe, whichrepresents a 10% increase on last year.EnvironmentA key driver towards our success is the degreeof autonomy which is afforded to localmanagement teams, allowing them to servelocal markets in the most appropriate manner.To support their activities, we have developedan environmental policy supported by aminimum operating standard and a set ofbehaviours that are being introduced into allour operations. The underlying principlesrelating to the environment cover: theintegration of environmental managementinto our business operations to reduce ourknown impacts; the commitment tocompliance with all relevant environmentallegislation and best practice; a commitment tostrive for continual improvement; and acommitment to ensure proper communicationwith, and training for, employees to enablethem to meet our standards. We are aiming,over time, for our behavioural policy to set thebenchmark for our industry.We have set clear environmental objectives inthe following areas to:reduce the water and energy used in ourprincipal office and production units;reduce the CO 2 emissions of ourvehicle fleets;reduce the waste packaging of our supplychain; andseek to reduce food miles by increasing theuse of seasonally available products sourcedfrom the relevant domestic markets.
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