Side 2
2 EURO CATER SUSTAINABILITY REPORT Contents PAGE 3 Introduction from management PAGE 4 Facts and map PAGE 5 About the company PAGE 6 Sustainability strategy PAGE 7 UN Global Goals PAGE 8 Sustainable trading Food safety Supply chain management Sustainable product range PAGE 12 Sustainable operations Climate Transport Waste and food waste PAGE 18 Sustainable workplace Health and safety Competence development Corporate governance PAGE 22 Results and goals PAGE 25 Stakeholders PAGE 26 Risk analysis and materiality analysis PAGE 28 SDG reporting PAGE 29 ESG reporting PAGE 30 KPI definitions PAGE 31 Company Profile Published by: Euro Cater Holding A/S Vidalsvej 6 DK-9230 Svenstrup www.euro-cater.com In addition to serving as Euro Cater’s annual CSR report, this report serves as our statutory CSR report pursuant to section 99a of the Danish Financial Statements Act (Årsregnskabsloven) and section 10 of the Swedish Annual Accounts Act (Årsredovisningslagen). Ecolabelled publication
Side 3
EURO CATER SUSTAINABILITY REPORT 3 Comments from the management Respect for food and people D uring the past financial year, we have been a business partner and supplier in a sector that has been heavily impacted by the changing COVID-19 restrictions. From the start of the financial year, more restrictions were gradually imposed on our customers in both Denmark and Sweden. In Denmark all eateries were closed from late December to late April. This course of events has impacted the entire foodservice sector, as well as many other sectors. The reopening of the eateries in Denmark in April has shown that end customers are very keen to ‘get out’ and visit restaurants, inns and hotels – our customers – as much as possible. The canteens in most companies were also reopened. Our customers in both Denmark and Swe- den were extremely active during mid and late summer, in particular. This high level of activity kept us busy in turn. The major changes in activity level resulting from the imposition and removal of COVID-19 restrictions have placed great demands on all employees and partners to keep our joint operations running smoothly. Overall, the COVID-19 restrictions have resulted in a loss of approx. DKK 1.4 billion in revenue for the group in 2020/21, compared to the level of activity before the pandemic. We saw a similar impact last year when COVID-19 restrictions were imposed from mid-March 2020, and affected activity levels for the rest of the financial year. However, in relation to sustainability, being in the second year of the COVID-19 pandemic meant that we had more resources than in the previous year to continue the pro- jects underway, as we are now better equipped to handle the pandemic than during the first year with COVID-19. We have become more ambitious in the climate area, and next year, in connection with our carbon calculations, we will announce some longer-term goals that will be guiding us. This year we reviewed the entire group’s climate gas emissions, and now have a full picture of our own direct emissions (scope 1), and the indirect emissions from ener- gy sources (scope 2). However, the most important climate impact comes from the rest of our value chain – suppliers, customers and consumers. We have estimated these emissions, and are collecting more data at the pace that our business partners can handle. We also became the first foodservice actor in Denmark to calculate a carbon estimate for almost all our food products. Our customers can see this climate data for each product in our Danish webshop. The carbon calculations are based on the recently released climate database from Concito, a green think tank. We have already received many very positive comments from our customers and business partners as a result of this initiative. We will continue to work on this area, so that our climate data becomes more and more reliable and specific. Overall, we have launched a number of pilot projects in relation to transport, as this is where we can make the biggest direct difference to the climate. We are working with solutions such as biodiesel, hybrid cars, electric cars and driving optimisation. We foresee major changes in transport, and are eagerly monitoring all initiatives that can lead to more sustainable logistics. Sustainability is a high priority as we plan extensions and new construction. We are also exploring the possibility of installing solar cells at existing warehouse facilities, where we have extensive roof space that can potentially be used for this purpose. This year we chose to expand our reporting with specific tables on our impact on the UN Global Goals, as well as the most common ESG factors. We have done this to create more transparency in our reporting. Given the ever increasing focus on sustainability, we have chosen to add two new global goals to our sustainability strategy. Where we previously focused on goal 12 (Respon- sible consumption and production), from this year we have chosen to add goal 3 (Good health and well-being) and goal 13 (Climate action). This fits neatly into our strategy, and we now feel bold enough to report on all three global goals. Steen D. Pedersen CEO, Euro Cater/Dansk Cater Henrik Ellegaard CFO, Euro Cater Lars Carlsson CEO, Svensk Cater
