Culinary Development Agenda

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Building a Food-Focused, Chef-Centric Company

Invest $650K in

2018

Implement Culinary

Development Agenda

$8M Return by 2020

Reduction of 1% in FC, and 1% in LC Over the 2 years

FOODFOCUSED COMPANY

Culinary

Human Resources

Marketing | Promotions

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Food-Focused Company

• Transform the Food-Focused / Chef-Centric vision into a fully integrated, highly supported values & practices across all Elior North America teams

• Translate the vision into 18 thoughtful actions with an associated plan

• Engage all chefs and support departments to implement these actions

• Bring significant exposure to the chef community around this plan

• Hold key stakeholders to a rigorous and aggressive implementation timeframe

• Implement 10 actions in 2018 with full compliance by the end of 2019

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Culinary Knowledge

• Drive the culinary knowledge of our salaried chefs through the following:– Education

• Tailored curriculum of three classes with the CIA and Lobster Ink

– Engage the CIA in setting and selecting those classes

– ENA culinary 101, 201 and 301 will be the three modules

– We will be using a database of 180+ online classes ($130 per chef)

– Chef will take the classes on line on paid time.

– Mentoring Programs – Assign chefs to train and mentor regional chefs

– Establish ENA education program which will send select non degree Chef’s to culinary school as continued education

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Food & Labor Cost Management

• Educate the chefs on the basic knowledge of food and labor cost management with a 3-day CIA program at Hyde Park campus. – 16 participants per class

– The food cost management class will cover the following:• Food purchasing & receiving

• Storage, inventories and theft management

• Portion control and waste management

– The labor management class will cover the following:• Scheduling and hourly wage costing

• Overtime management

• Productivity evaluations and employee recognition

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Chef Database

• Build a detailed list of company chefs– Categorize by segment, skill set, region and level

of expertise– Incorporate the education levels for all chefs – Then, survey individuals to capture the following

information:o Particular interests and areas of support to provide

Elioro Development areaso School affiliationso Regional ideas and support neededo Tenure in the businesso Innovation needs

o Use this database with Business Intelligence to communicate with all the chef’s regularly

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Hiring

• Partner with TEP on all open culinary positions• Take a strong lead in recruiting the top 10 (by importance) positions in

the company• Engage in the recruitment of entry-level chefs in the company

(Schools) • Conduct bi-monthly calls with regional chefs on open positions• Fully engage in the orientation of new chefs into the company• Standardize positions, job descriptions and pay grades for all salaried

chefs• Conduct a 4-month follow-up after hire date

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Chef Succession Planning

• Establish a clear and thoughtful progression for a chef’s position in the company from C.D.P to Executive Chefs

• Utilize the annual review format/sucession planning tool already established by HR– Propose potential replacement for each position by collaborating with the BU Presidents and

corporate chefs– Individual succession plan document will include:

• Skills required to be considered for a promotion• Timetable for a targeted promotion • Areas willing to move to

• Establish and implement an app to manage/schedule chef support for special events or high volume periods, while providing hourly cooks with additional work during their off season

• Target a 40% internal promotion rate in 2018 and 70% by 2020

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Road Shows

• Create a road show meetings to share our culinary culture and education agenda with unit chef’s

• Produce quarterly meetings with in-person updates for the 4 geographic regions - totaling 16 road shows annually

• Consistently include these key items in the meetings:– Culinary education– Business management / food and labor cost discussion– Inspirational / innovative chefs from the company

• Meetings will include a focused agenda and cross-company integration

• The agenda will change quarterly

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Culinary Innovation Council

• The group will transform to focus on it’s primary goal, innovation

• Meet 4x/year in culinary schools around the country

• Engage culinary schools to help inspire and drive the team

• Work will be done between the meetings and results will be reported during the meetings

• Participants will be invited, not based on position or seniority, but rather their ability to drive innovation. This program will become the place where chef aspire to participate in.

• A CIC leader will be selected for the group

• The innovation process will be selected based on business segments:– Education, Senior Nutrition, Healthcare, Business Dining,

Prepared Meals, Dining & Events, Corrections

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Social Media & PR

• Hire a PR agency to work with the culinary team to drive exposure of the work we do

• Feature a chef in the media each month

• Push companywide food stories

• Form direct relationships with national food writers

• Agree on social media platform for each chef

• Establish guidelines while inspiring participation and local exposure

• Train the chef on material, context and approach

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Web Presence

• Enhance the presence of our culinary program on the Elior North America website

• Feature the monthly chefs on the site• Bring the C.CAP story to our site• Turn the “Suits” into chefs in whites in the kitchens on all company

websites• Drive visitation through the site with key chef recruitment and chef

stories in the company• Feature our relationship with Alain Ducasse and the CIA/J&W on the

web

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Strategic Partnerships

• Externship – Integrate Elior North America in the program and place students throughout the business

• Career Fair – Support the regional fairs with local chef representation

• Culinary Consulting – Engage the CIA consulting arm with special projects at Elior

• Board Participation – Introduce Brian to Jon Luther, Tim Ryan

• Engage with J&W School in Charlotte to participate in classes and leadership seminars.

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CSR

• Drive and establish our position as the market leader using Elior Group’s Positive Food Print program in the four key areas:– Healthy Choice

• Seasonal Plate transitions to a healthy offering

– Sustainable Ingredients • Our Six CSR Foods Program

– Waste• Implement Waste Nothing program

• Work with Lancer on “Project No Waste”

– Thriving People and Community• ENA Succession Planning Program

• Drive our CSR on ENA website

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Six CSR Food Categories

• Select six categories where ENA will fully engage and comprehensively commit to high standards of animal welfare, high quality of farming and quality of food

• The categories are:o Seafood – Engage with Monterey Bay – Seafood Watch Fish program

o Evaluate purchasing practiceso Elevate our commitmento Improve our buying

o Chicken o Elevate our commitment to GAP 2 in the Business Dining, Higher Education and Healthcare. o Commit to GAP 4 at Elior Dining and Events and Lancer

o Eggs o Bring both liquid and shell eggs to “Cage Free” standards

o Pork o Animal welfare establish a program in 2019

o Coffee o improve our sourcing

o Local Fruits & Vegetables o Find way to source locally

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• Work on further integration of the Ducasse Conseil into the business

• Invite Alain Ducasse Chefs to participate in the CIC

• Engage the Alain Ducasse team to build a cooking demo or class to include in the culinary education program

• Select 3 top performers from the company to work with the Alain Ducasse team in Europe

Alain Ducasse Integration

La Belle Helene

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Training & Education

• Create a culture where food knowledge and culinary expertise is integrated in the front-of-house teams

• Bring our food agenda to the forefront at every opportunity

• Leverage the CIA and J&W to implement this cultural change at Elior

– Consider culinary immersion workshop for select FOH groups

• Create an employee meal policy which encourages teams to dine together

• Promote the integration and teamwork among the the local FSDs and chefs

• Recognize team members who exemplify strong connectivity to our food culture

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Careers through Culinary Arts Program

• Participate in the redevelopment of a C.CAP program in the US

• Currently available in 7 cities at ~150 high schools

– Chicago, WDC, NYC, LA, Philadelphia, Hampton roads VA, and Arizona

• Become a major supporter for the program

• Bring the kids into our business for internships and hire them following graduation

• Commit to supporting the organization in every 4 cities where we operate Chicago, WDC, NYC, Philadelphia

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Seasonal Plate

• Continue the work the team has started

• Establish a rotation/location for the team to meet , central and convenient

• Engage new and additional chefs to participate by rotating three chefs at every time to inspire creativity and innovation

• Introduce healthy food options as a dominant part of the program

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Problem Unit Review / Support

• The culinary team will provide companywide support for problem units by focusing on – food cost– quality of food– kitchen operations

• Every BU President will be able to request and receive consultant-like service from the culinary team

• These groups will be established based on the individual needs of a unit • The culinary team will be established with cross-business experts which will be

deployed to units for one week to:– Evaluate the site– Provide recommendations– Begin implementing changes

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Standard Culinary Concepts

• Work with business and existing local brands to develop core food programs across the company

• Those food stations will provide the basic tools & S.O.P for cross-segment implementation

• Stations will include:– Sandwich, Salads, Grill, Pizza & Pasta, Hot Daily Station, International Station,

Healthy Option station, Soup station

• Implementation Guides will include – Menus– Display and merchandising standards– Pricing and product – Costing guidelines

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Time Table & Accountability

Corporate Annul. Cost Contribution Business Annul. Cost 2018 2019 Assigned To:

Culinary Knowledge $130 x 400 = $52,000 MF

Food & Labor Cost Management $54,000 x 2 = $108,000 MF

Chef Database $15,000 GK

Hiring MF

Chef Succession Planning MF, GK

Road Show $40,000 MF

CIC $120,000 TBD

Social Media & PR $50,000 GK

Web Presence GK

CIA & J&W $80,000 GK, MF

CSR $35,000 GK

6 Food Groups GK, MF

Alain Ducasse Integration $100,000 GK

Training & Education MF

C.CAP $40,000 GK

Seasonal Plate MF

Problem Unit Review GK, MF

Standard Culinary Concepts MF, GK

Categories Cost $360,000 $120,000 $160,000

Grand Total $640,000