ESG at gategroup
ESG management
The Global ESG team, under the sponsorship of the Chief People Officer (CPO), coordinates the topic at the group level. The Global ESG Steering Committee, whose members include representatives of HR, Procurement, Compliance, and Operations, continues to oversee the development and implementation of ESG strategies and actions. The CPO chairs the meetings of the Committee and provides quarterly updates to the Executive Management Board (EMB) together with the Global Head of ESG.
gategroup’s Global ESG Charter details ESG roles and responsibilities across all gategroup entities worldwide. In 2025, we continued working with the regions on the ESG target operating model to ensure alignment across the organization. Global and regional process owners collaborate closely on all ESG-related business topics, including but not limited to Health & Safety, Food Safety, Environment, Compliance, Human Resources, IT, Communications, Marketing, and Culinary. To support these efforts, in addition to the Global Councils on Diversity, Equity & Inclusion (DE&I) and Health & Safety, established in 2024, we launched the Global Environmental Council in March 2025. Each of them holds monthly meetings to coordinate global concepts and share knowledge and best practices on their respective topics.
To support these efforts, ESG objectives are included in the annual targets of the EMB, functional topic owners, as well as the General Managers of our operating units – all focused on supporting the activities to meet the goals set up within the global ESG Framework. In parallel, gategroup continues to integrate ESG into its Internal Controls System for internal auditing purposes.
In Q4 2025, the Global ESG team launched a dedicated training on sustainability, covering all elements of ESG management at gategroup and ways the various functions should contribute to realizing our group's sustainability ambitions. This e-learning is mandatory for all middle and senior management employees of our company (over 1,200 people).
As part of our global ESG program, we are working on conforming our internal processes on environmental management, occupational health & safety, and food safety with recognized international standards. To facilitate this process, in Q4 2025, our Global Quality team organized ISO awareness webinars for the relevant functions around the world, with over 800 colleagues participating.
Furthermore, ESG was a key element of our global townhall meetings throughout the year. At the regional and business segment level, local teams continued engaging their functional teams on sustainability issues.
Thanks to its outstanding efforts to integrate ESG into operations and transparent communication, deSter secured a Platinum medal from EcoVadis in 2025 for the second year in a row and even improved its score from 84 to 86 points.
This places the brand in the top 1% of companies assessed worldwide. Our brand servair leaped from an EcoVadis Bronze rating in 2024 to Gold in 2025, while the Train Catering operations in France earned a Silver rating. The group improved its own EcoVadis overall score by 4 points (from 64 in 2024 to 68 in 2025), exhibiting advancements across all assessed areas - Environment, Labor & Human Rights, Ethics, and Sustainable Procurement – maintaining its Bronze status, and placing it in the 80th percentile of all companies assessed globally.
As of March 2025, sustainability-relevant topics, including climate change issues, are a regular agenda item for gategroup’s Board of Directors. This is a key element aligning of our existing processes and governance structures with the European Sustainability Reporting Standards (ESRS) outlined in the EU Corporate Sustainability Reporting Directive (CSRD), as well as the Task Force on Climate-Related Financial Disclosures (TCFD) and the Swiss Ordinance on Climate Disclosures. During the reporting year, the topic was discussed at the sessions in March and October.
With the EU Omnibus package bringing a change in the timing of and the expected details of CSRD disclosure, we shifted the planned publication of the gategroup-wide ESRS-aligned report to 2028. In the meantime, we continue internal preparatory work to ensure a smooth process for meeting this international reporting standard. Based on the updated guidance from the EU, during 2026, gategroup plans to review and reassess the details of the Double Materiality Assessment (DMA) that was conducted during 2024 and will finetune the findings, if found necessary. See the next chapter for more details on the DMA process and results.
Material areas of focus for ESG at gategroup
Our approach
Context
In 2022, we conducted a materiality assessment to establish the strategic focus for gategroup’s ESG activities, and in 2024, we fortified our ESG strategy by conducting a Double Materiality Assessment (DMA) to identify the most significant sustainability topics for gategroup to focus and report on. This process was aligned with the EU Corporate Sustainability Reporting Directive (CSRD) and followed the European Financial Reporting Advisory Group (EFRAG)’s implementation guidance. gategroup’s ESG strategy and DMA consider all products and services under gategroup Holding AG, the holding company representing all gategroup entities based on the financial reporting consolidation framework. Accordingly, the materiality analysis covered our business activities: catering and hospitality, packaging manufacturing, and retail on board.
For the purposes of CSRD, gategroup is a third-country company with more than 46,000 employees and revenue of EUR 5.5 billion (2025), generating more than the revenue threshold of EUR 450 million per year in the European Union (EU) in each of the last two financial years at the group level, operating multiple subsidiary undertakings within the EU, and having at least one EU subsidiary with net turnover exceeding EUR 200 million in the preceding financial year. Several EU-based subsidiaries of gategroup exceed the thresholds set by the CSRD, making them subject to the EU’s sustainability reporting requirements. To streamline reporting requirements for individual EU-based entities, we have decided to prepare a consolidated disclosure for the entire Group, starting with full-year 2027 reporting, to be released in 2028.
At the time of the group-wide DMA exercise, deSter had already conducted its own double materiality analysis1 in preparation for its sustainability statement, as outlined in Art. 19(a) Dir. 2013/34/EU, amended by Art. 1 (4) of Directive 2022/2464/EU. The findings from this assessment, along with the value chain presentation developed during the process, were incorporated as sources. Additionally, the relevant deSter representatives participated in the interviews and contributed to the evaluation of group-wide material Impacts, Risks, and Opportunities (IROs).
As the Group-level DMA was finalized during Q4 2024, we did not revisit the process during 2025. In 2026, we plan to conduct a review of the assessment to actualize the DMA based on the CSRD expectations updated as part of the Omnibus I.
We view ESRS standards as a framework that not only facilitates external verification but also provides a comprehensive foundation for our ESG strategy, aligning with many of our customers and industry peers while ensuring transparent communication of our performance.
Interests and views of stakeholders
Stakeholder engagement
In the following table, you will find an overview of gategroup’s stakeholder groups, including those affected by our business activities and those who use the information in this ESG report. The overview also details how we engage with these stakeholders on a regular basis and reflects their primary expectations. When assessing topics for this DMA, we relied on a combination of stakeholder insights, input from internal experts, and findings from previous assessments to identify and prioritize relevant issues.
From this evaluation, a subset of key stakeholder categories was selected for further assessment. Suppliers were directly involved through an online survey, where they provided input on the significance of IROs previously identified as material by gategroup’s subject matter experts. Other key stakeholders were represented through relevant gategroup functions acting as proxies in the assessment process.
Affected stakeholder group | Description and interactions | Direct or indirect communication | Stakeholder expectations on ESG |
Employees & employee representatives | gategroup is proud to employ over 46,000 team members across over 60 countries around the world. Engagement: Interaction with managers and employees, surveys, and employee representatives' meetings | Direct | Safe and reliable working environment Fair working conditions and remuneration Development opportunities and meaningful work Care for the well-being of employees Sense of belonging Ethical business approach Environmental actions and low impact on planet |
Customers | In our daily work, we maintain continuous communication with our airline and food service customers, ensuring we contribute to their goals and targets, including those related to sustainability. Engagement: Presentations, menu and packaging development workshops, testing, partnerships (especially in the case of equipment management services), and contractual relationships | Direct | Food safety Safe and environmentally friendly products (including low- or zero-waste) Contribution to customer ESG strategies Continuous improvement and innovation Compliance with local and global regulations |
End-consumers | As a B2B producer, we have limited direct contact with the end consumers. It is essential that our products and services not only meet consumer expectations but also adhere to all relevant food and packaging safety standards. Engagement: In case of the solutions manufactured by deSter: we regularly test our products with consumers on location | For culinary products: indirect For packaging products: direct and indirect | Safe and environmentally friendly products Ethical sourcing, including human rights and animal welfare High ESG expectations overall |
Investors | gategroup is a privately held company with two shareholders, Temasek and RRJ, each holding 50% of the equity. The group also has a bond issued on the SIX stock exchange. Engagement: Board meetings, company visits | Direct | Sustainability and profitability Alignment with internationally recognized sustainability frameworks and reporting standards Vision and performance |
Affected stakeholder group | Description and interactions | Direct or indirect communication | Stakeholder expectations on ESG |
Suppliers | Our global supply chain network includes over 12,000 suppliers, spanning food and beverage manufacturers, global consumer goods brands, and wholesalers specializing in the food service market, as well as the suppliers of plastic and paper materials for our packaging products. Engagement: Regular ESG discussions with specific suppliers, improvement updates on specific topics, partnerships with targeted suppliers, on-site audits with selected suppliers, Supplier Code of Conduct | Direct | Good business relationships, including timely payments Shared expectations Clear communication |
Supplier employees | We recognize that our purchasing decisions affect thousands — if not millions — of people across our value chain. Their well-being matters, and we expect our suppliers to uphold the ethical standards we set. Engagement: Supplier discussions, Supplier Code of Conduct, on-site audits | Indirect and direct (in case of on-site audits) | Respect for human rights |
Regulators | With operations across multiple countries and jurisdictions, gategroup complies with all applicable laws and regulations. Engagement: On-site regulatory audits, transparent disclosure on our website and to the regulatory bodies | Direct | Compliance with set laws and regulations Transparent material disclosures |
Industry associations | To drive progress in areas beyond our direct control, we engage with industry organizations at both corporate and local levels. Engagement: Board and Strategy Committee sessions at Aviation Catering Association (ACA), ad hoc and at regular working group sessions at other associations | Direct | Contribution towards topics of common interest (e.g., on international catering waste, food safety, etc.) |
Communities and NGOs | gategroup is committed to being a responsible and caring corporate citizen, supporting various social programs at the group, regional, and unit levels. Engagement: Meetings, workshops, volunteering, social media | Direct | Transparency and accountability Collaboration Investments and positive contributions towards global ESG goals |
Media and society | We regularly engage with the media, sharing updates through our press releases and maintaining an open exchange of information. Engagement: Press releases, interviews, social media | Direct and indirect | Transparency No negative impact |
Earth | While Earth may be a silent stakeholder, our role within the global ecosystem is significant, and we recognize the importance of minimizing our impact. | Indirect | Respect for planetary boundaries Circularity Animal welfare Maintaining biodiversity |
Methodology
Our DMA evaluated materiality on two levels:
- Impact materiality: Positive and negative effects of our business on the world, especially in relation to society and the environment.
- Financial materiality: How societal and environmental impact translates to financial risks and opportunities for the business.
The identification and assessment of potentially significant impacts, risks, and opportunities followed a top-down group approach, as outlined in paragraph 125 of the EFRAG IG 1 "Implementation Guidance for the Materiality Assessment" (p. 31) and FAQ 13, paragraphs 189-191 of the same document (p. 45).
The analysis began with the creation of a list of sustainability aspects potentially linked to material IROs.
All aspects outlined in ESRS 1 AR 16 were included in the longlist and clustered where meaningful and permissible. Sub- and sub-sub-topics were aggregated at the sub/topic level if there was no indication that assessing IROs would yield significantly different results. To determine the relevance of additional gategroup-specific topics, the results of our 2022 materiality analysis, the GRI sector standard for agriculture, and the SASB industry standards for Processed Foods, Containers & Packaging, Food Retailers & Distributors, Restaurants, and Multiline and Speciality Retailers & Distributors (all v.2023) were evaluated alongside the reporting of selected peers. Sectoral and company-specific aspects linked to existing ESRS topics were categorized as sub- or sub-sub-topics within the at the time relevant ESRS standards.
Following the selected top-down approach, potentially significant impacts were identified first, followed separately by risks and opportunities within the previously defined potentially material topics.
Impacts were further assessed in the context of gategroup’s different business units and considered across short-, medium-, and long-term perspectives, as outlined in ESRS 1 para. 77. To ensure alignment with ESRS para. 38, the mapping of potentially material risks and opportunities also accounted for previously identified material impacts.
As a follow-up step, interviews were conducted with relevant subject matter experts to validate and supplement the mapping of potentially material impacts, reminding participants of possible dependencies that could trigger risks or opportunities.
The process resulted in an overview of gategroup's potentially significant IROs across the upstream value chain, operations, and downstream value chain, which were then subjected to a criteria-based assessment.
The materiality of negative impacts was rated based on their scale, scope, and irreversible character (collectively: severity), while the materiality of positive impacts was determined by their scale and scope. For potential impacts, these criteria were supplemented by the likelihood of occurrence.
The materiality of sustainability-related risks and opportunities was evaluated based on the probability of occurrence of the underlying scenarios ("triggers") and the expected financial impact associated with them.
The impact materiality assessment scales and the risk and opportunities assessment scales were developed in accordance with the EFRAG Double Materiality Conceptual Guidelines, with the latter closely following the risk matrix (heat map) of gategroup’s Enterprise Risk Management (ERM).
To assess impact significance, experts were given access to an online survey, which they completed individually and anonymously. Subsequently, selected key suppliers from across the globe participated in a separate online survey, providing their perspectives on the significance of IROs already identified by gategroup’s subject matter experts as material.
The likelihood of occurrence was assessed over a five-year period, aligning with gategroup’s existing ERM thresholds. For potential negative impacts, a follow-up question required respondents to specify the time horizon in which gategroup would need to act to avoid material negative consequences. The options provided were “within 1 year” (short-term), “between 1 and 5 years” (medium-term), and “later than 5 years” (long-term).
The EFRAG Double Materiality Conceptual Guidelines were used to set the threshold value for determining materiality: impacts with a severity score of at least 53% on the scale for positive or negative impacts and a very high probability of occurrence were deemed material. The matrix was constructed based on this anchor point.
Validation
To enhance the informative value of the survey results, the Global ESG team and the ESG Steering Committee conducted a critical review of the evaluation. Some of the IROs were adjusted based on these discussions.
The final results, as reviewed, adjusted, and validated by the core team and the ESG Steering Committee, were consolidated into a list of material IROs and presented to the EMB representatives in a validation workshop. To ensure a clear understanding of all findings, a follow-up discussion was held with the EMB and the CEO. Minor formulation changes were made to the description of two IROs, but no structural or significant revisions were requested. The full EMB reviewed and validated the results during its session in November 2024.
Material sustainability topics
Outcome
Our value chain
Our ESG Framework
Our People-Planet-Product framework reflects our impacts, risks, and opportunities along the company’s entire value chain. It serves as a strategic foundation to drive further momentum in sustainability across our group.
People
Relationships with our employees, suppliers, and local communities.
- Be a fair and equitable employer that develops its people
- Focus on health & safety and overall well-being of our employees
- Grow a supply chain committed to ethical standards
- Foster positive impact in our local communities
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Planet
Environmental footprint of our operations and the climate impact of our value chain.
- Reach Net Zero carbon
- Avoid operational waste and prioritize recycling
- Manage water use
- Avoid pollution
Product Sustainability
Considerations in our culinary and packaging offering.
- Offer healthy and nutritional food
- Ensure highest standards of safety in food and packaging
- Advance responsible resource use and preserve biodiversity
- Champion circular economy
ESG targets and progress in 2025
The tables below detail the progress towards reaching our ESG ambitions and targets as part of gategroup’s global ESG Framework.
People
Ambition | ESRS topics | Target | By when | KPIs | Developments in 2025 | Status |
Be a fair and equitable employer that develops its people | S1 | Increase gender balance across all organizational levels, bringing women’s representation to over one third in senior management and in lower and middle management. | 2030 | % of women in lower and middle management % of women in senior management | During 2025, the Global DE&I Council and the group-wide HR community implemented numerous measures to expand the opportunities for women at gategroup while working on ensuring that we instill an overall culture of inclusion and belonging. By the end of 2025, the representation of women in lower & middle management was 31.7% (vs. 31.5% in 2024) while in senior management – 24% (vs. 22.1% in 2024). We are on track to meet our 2030 target. | On track |
S1 | Develop a baseline and ensure gender pay equity | 2030 | Pay equity (men vs. women) | By the end of Q3 2025, we finalized the global job architecture framework, with all jobs defined, evaluated, and grouped. While the implementation across countries will begin in 2026, this completed framework provides the harmonized foundation required for pay equity analysis. With this prerequisite in place, we are preparing to initiate the group‑wide pay equity assessment in 2026. | On track |
Ambition | ESRS topics | Target | By when | KPIs | Developments in 2025 | Status |
S1 | 90% of own employees with digital access completed mandatory annual compliance training | Continuous | % of own employees with digital access that completed mandatory annual compliance training | In 2025, 91% of in-scope employees completed the Code of Conduct e-learning, while 97% completed the Information Security and Data Privacy course. | Achieved for 2025 | |
S1 | Increase the depth and quality of training and development opportunities available to employees to upgrade their skills and facilitate continued employability | 2030 | % of own employees with access to training and skills development Average number of training hours per employee | In 2025, we expanded access to web-based skills training and functional learning while launching various leadership development and train-the-trainer programs. | On track | |
The mentors’ pool was further extended, and mentoring was promoted throughout the organization. | ||||||
During the year, the average number of training hours per employee amounted to slightly over 3 hours. | ||||||
Employee participation increased by 39.7%, from 7’711 employees in 2024 to 10’774 in 2025. | ||||||
S1 | Maintain at least 90% participation of own employees in regular performance and career development reviews | Continuous | % of own employees that participated in regular performance and career development reviews by gender | In 2025, 96.6% of the employees eligible for the global performance assessment fully completed the evaluation process including self- and manager’s evaluation. | Achieved for 2025 | |
S2 | Conduct a human rights risk assessment of own operations and a subsequent internal audit | 2027 | In line with the UN Guiding Principles, we performed a saliency evaluation to identify and address the most significant human rights issues. A follow-up evaluation confirmed that control measures are already in place to manage these risks. Our focus going forward is on assessing, where additional measures or improvements may be needed through further analysis. | On track | ||
Focus on health, safety, and overall well-being of our employees | S1 | While working towards a zero-accident culture, continue aligning reporting across gategroup, set a solid baseline, and aim to perform within the industry benchmark. | 2030 | Lost time injury frequency rate (LTIFR) | In 2025, the global Quality, Health, Safety, Security & Environment (QHSSE) team continued the process started in 2024 on standardizing how personal accidents are tracked and reported across gategroup. By the year-end, we reached the goal of establishing a solid baseline to track our progress, aiming for a 25% reduction in incidents by 2030. During 2025, the LTIFR improved to 26.3 from 28.1 in 2024. | On track |
S1 | Strive for alignment of 100% of main production units to an international standard on OHS (e.g., ISO 45001 or equivalent safety management system) | 2028 | % of main units | We continued assessing the root causes of incidents, developing enhanced procedures, training, and internal auditing tools. At 2025 year-end, our Madrid and Barcelona catering units, as well as the deSter manufacturing unit in Hoogstraten achieved ISO 45001 certifications. | Slightly behind target | |
Grow a supply chain committed to ethical standards | G1, S2 | Manage potential ESG risks in the supply chain by conducting supplier self-assessments to identify areas for improvement and selecting suppliers for physical audits | Continuous | % of ESG-focus suppliers covered by a due diligence process | At the end of 2025, 80% of the ESG-focus suppliers were covered by our due diligence process. 13 on-site supplier audits were performed during the year. | On track |
% of strategic supplier assessed by EcoVadis | ||||||
# of on-site physical audits performed | ||||||
Overall EcoVadis score of strategic supplier base | ||||||
Reach 85%+ target for Supplier Code of Conduct (SCoC) acceptance among existing and new targeted suppliers | 2030 | % of SCoC acceptance | In 2025, 44% of ESG-focus suppliers signed our SCoC (compared to 39% in 2024). | On track | ||
Foster positive impact in our local communities | S3 | Each region to support at least one employee-selected local community project by 2026 | Continuous | Contributions from gategroup entities towards employee-selected projects for the local communities | In 2025, our locations worldwide supported a diverse range of projects under the theme of “Food and local communities.” A structured, institutional-level program is discussion. | Achieved for 2025 |
Planet
Ambition | ESRS topics | Target | By when | KPIs | Developments in 2025 | Status |
Reach Net Zero carbon | E1 | Strive for 100% of gategroup’s electricity consumption (purchased or generated) to come from renewable or other low carbon sources | 2030 | - % of renewable electricity | In 2025, 8% of our total electricity consumption came from renewable sources. We also made some important learnings about the sourcing process and the available instruments. | Behind target |
- % of electricity from other low carbon sources | ||||||
E1 | Establish a baseline on all relevant Scope 3 categories | By 2026 | By the end of 2025, we completed the calculations of all relevant Scope 3 categories for our baseline year 2024 and for 2025. | Achieved | ||
E1 | Progressively reduce our Scope 3 footprint | Continuous | % of absolute reduction on Scope 3 compared to 2024 | In 2025, our Scope 3 emissions decreased by 8% compared to 2024, despite business growth. | On track | |
E1 | Define a Science-Based Targets-aligned path to reach Net Zero carbon | 2027 | n/a | In 2025, we completed a full greenhouse gas inventory including all three scopes and covering all entities within our organizational boundaries, making significant progress towards meeting key requirements to define an SBT-aligned path to Net Zero. | On track | |
E1 | Strive for 10% reduction in purchased energy consumption relative to revenue, compared to 2024 levels | 2027 | Purchased energy consumption relative to revenue | In 2025, our purchased energy consumption relative to revenue increased to 0.17 (compared to 0.16 in 2024) due to a rise in business activity. Focused initiatives in key locations have been identified to optimize energy consumption moving forward. | Behind target | |
Avoid waste and prioritize recycling | E5 | Promote recycling and circular solutions at main production units to reduce landfilled waste | 2030 | - % of main production units with fully implemented recycling process (collection of aluminum, plastic, and carton for recycling as a minimum) | In 2025, 50% of our main production units had a fully implemented recycling process in place, and 11% of the total waste generated in operations and offloaded from customers was recycled (up from 9% in 2024). | On track |
- % of waste recycled | ||||||
E5 | Strive to achieve zero food waste solutions across main production units | 2040 | % of main production units with composting or equivalent solutions for organic waste, where relevant | By year end 2025, 50% of main production units had composting or cooking oil recycling in place. | On track | |
Manage water use | E3 | Strive to cut water intensity ratio by 20% across all units in water-stressed areas, compared to 2023 baseline | 2035 | Water intensity ratio (water withdrawal in water-stressed locations relative to revenue) | In 2025, our water intensity ratio increased to 0.70 (compared to 0.67 in 2024) due to a rise in business activity. Focused initiatives in key locations have been identified to optimize water withdrawal moving forward. | Behind target |
Avoid pollution | E2 | Implement water treatment solutions at production locations and mitigate air pollution, where relevant | 2035 | % of main production units with water and/or air pollution mitigation measures in place, where relevant | During 2025, we worked on collecting the details to establish a baseline of units with water and/or air pollution mitigation solutions in place. This exercise will be continued into and finalized in 2026. | Slightly behind target |
Manage environmental impacts, risks and opportunities | n/a | Implement an ISO 14001 environmental management system and operate accordingly | - 50% implemented by 2030 | % of main production units with an ISO 14001 in place | By the end of 2025, eight of our locations were ISO 14001 certified, doubling our count compared to 2024. Of these, seven sites are on our main units list (i.e., approx. 15% of units in scope). We also developed an Environmental Management System (EMS) manual tailored to gategroup business specifics to ease broader implementation across our units. | On track |
- 100% by 2035 |
Product
Ambition | ESRS topics | Target | By when | KPIs | Developments in 2025 | Status |
Offer healthy and nutritional food | S4 | Develop a healthy and nutritional food strategy based on an evidence-based and functional food approach | 2027 | TBD | During 2025, we launched the Conscious Kitchen working group, whose aim is to develop solutions covering the aspects of menu design, ingredient sourcing, and operational elements in the culinary processes to address the health and nutritional value in our offering. | On track |
Ensure highest standards of safety in food and packaging | S4 | Keep the number of complaints (for our Tableware Solutions business) below 0.2 per 1,000 production hours | Continuous | # of complaints per 1,000 production hours | In 2025, the ratio was 0.10, which keeps us well below the target and shows an improvement compared to 2024 (0.23). | Achieved for 2025 |
S4 | Phase out PFAs for fiber packaging products | By August 2026 | % PFA-free fiber products compared to all fiber products | At the end of 2025, 74% of our fiber-based products were PFAS-free, i.e. without any intentionally added PFAS, compared to 71% at the end of 2024. | On track | |
n/a | Implement an international standard on food safety (e.g., ISO 22000 or equivalent food safety management system) and operate accordingly | - 50% by 2030 | % of the main units | By the end of 2025, approx. 10% of the units in scope successfully achieved certification. Four additional in-scope units are in progress, expected to be certified by end of March 2026. | On track | |
- 100% by 2035 | ||||||
Use resources responsibly and preserve biodiversity | E4 | Develop a group-wide framework to embed and promote responsible resource use and biodiversity within our sourcing strategy for each procured category | 2027 | TBD | In 2025, we initiated the work to explore options to source ingredients stemming from nature-positive farming practices, including opportunities for direct engagement, as well as collaborations with our customers and external organizations to foster change towards future-forward food systems. We also initiated the setup of a dedicated Responsible Sourcing function to deliver the respective framework and develop a category ramp up plan. | On track |
E4, E5, G5 | Increase responsibly sourced food items (cage-free eggs, MSC, FSC, Friends of the Sea, organic, regeneratively farmed, etc.) | Continuous | % use of certified items | In 2025, we continued expanding our supply chain of cage-free egg products across our operations, increasing the physical cage-free egg supply to 64% (from 55% in 2024). We also expanded our commitment from sourcing certified farmed salmon to farmed seafood as a whole in our European, North America and Asia Pacific Middle East markets. | Achieved for 2025 | |
E4 | Increase responsibly sourced fiber materials for food contact packaging items | Continuous | % use of FSC or PEFC materials vs. non-FSC/non-PEFC virgin materials | In 2025, 38% of food contact fiber products were purchased from FCS-certified sources (a slight decline from 39% in 2024) due to a temporarily reduced customer demand. | Slightly off track | |
Champion circular economy | E5 | To eliminate unnecessary single-use plastics in our product offering, continuously work with customers and use 100% reusable, recyclable, or compostable packaging. | 2030 | - % of revenue of reusable, compostable, and recyclable packaging compared to total packaging revenue | In 2025, 95% of our packaging revenue came from reusable, compostable or recyclable products (compared to 94% in 2024). We adjusted the KPI to more closely reflect the target set. The timeline to meet this target is adjusted from 2025 to 2030 due to the slower market uptake of the lower impact solutions. | On track |
- Reduce the weight of polystyrene material sold by 85%, compared to 2019 |