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FM Briefings - Catering

Working with FM managers towards a greener and healthier workplace

Company: Charlton House

Charlton House is an ethical player specialising in providing high quality, healthy food in the workplace. Established in 1991, it is part of CH&Co, an independent catering group with five specialist brands: Charlton House (staff catering at B&I sites), Lusso (City and fine dining), Chester Boyd (livery halls and private venues), It’s the Agency (venues and events booking agency) and Ampersand (public catering in iconic venues). Charlton House has 80 contracts nationwide and employs almost 800 people. Company turnover currently stands at £30 million. www.charltonhouse.co.uk

Caroline Fry, managing director of Charlton House

Staff welfare, wellbeing and environmental responsibility stand at the heart of the company’s activities, as Caroline Fry, managing director of Charlton House and a board director of CH&Co, said:”We feed thousands of people every day across a variety of catering environments and we are very aware of the impact our business activities have on the environment and on our customers’ health.

“We take a very realistic and honest approach to environmental issues. It goes back to our ability to deliver our promises, which is what Charlton House has been founded on. There is so much hype and PR puff recently about what people are doing within the industry but anyone with a grain a sense will understand that the commercial reality is that you have to balance cost and client expectations. It’s no longer about being seen to do the right things. Paying lip service to environmental issues just isn’t enough. Clients and potential clients want to see tangible proof that a company is making a genuine effort to make a difference”.

Charlton House is one of the few contract caterers to seek ISO14001 accreditation across all of its sites. So far, sixteen contracts have gained accreditation. This internationally recognised standard relates to management systems that control the impact a company has upon its environment, and covers such issues as minimising waste, the use of raw materials and energy, reducing pollution and improving efficiency.

Caroline Fry said:” Many of our competitors are satisfied to gain ISO14001 certification solely for their Head Office site but we feel that our environmental responsibility goes much further than that. We want to integrate it into our overall business operations so that each of our sites takes responsibility for reducing the impact it has on the environment.

“By taking a conscientious approach to food in the workplace, we hope that others within the industry will follow suit. Many of our initiatives are tiny steps towards a greener planet. Others are company-wide initiatives, which we hope will make a difference to the environment in which we live. It’s all about awareness and keeping people informed and conscious of how they can make a difference. The more voices, the more noise.”

For example, Charlton House champions the use of British produce.

“At Charlton House we will always buy seasonal UK produce when it makes environmental and commercial sense,” said Caroline Fry. Our food director, the Michelin-starred chef, David Cavalier, is behind the push for sourcing fresh produce locally wherever and whenever possible. As well as supporting local growers and producers, it ensures greater traceability – an important factor today as more and more people are becoming aware of what is on the plate and where it has come from. The environmental implications of transporting food across vast distances to reach our kitchens are also an important consideration, which often goes hand-in-hand with our purchasing decisions. Our aim is to have at least five British fruit and vegetables and two meat products on our menus each week.”

David Cavalier, the Michelin-starred chef, is championing vegetarian food throughout the company

Charlton House can demonstrate its on-going commitment to buying British produce through the annual data which the company supply to DEFRA. Figures for 2009 show that 92% of beef used in Charlton House staff restaurants nationwide is British, 82% of the legumes are British, 90% of potatoes are UK grown and 35% of soft fruit are grown in the UK.

Consistent quality is first and foremost; but cost has to be a consideration, particularly during these challenging economic times when client budgets have to stretch further.

“Terry Cook, our purchasing consultant and his team work closely with like-minded, nominated suppliers to provide our clients and customers with a wide choice of organic, sustainable, fair traded and environmentally-friendly products”, said Caroline.

Customers’ health is equally important and Charlton House has a dedicated programme (www.wellbeingbeingwell.co.uk) to ensure that their customers are fully informed to make the right food choices during the working day.

And to leave no doubt in their customers and clients’ minds as to their green and healthy credentials, Charlton House is transforming staff restaurants into vibrant and colour foodies environments with their recently launched ‘Naturally Good’ concept with the use of displays of fresh produce.

Caroline Fry explained: ”The ‘Naturally Good’ concept encapsulates everything we stand for, from healthy eating and sustainability to the use of fresh, sustainable raw ingredients and natural, raw talent.

“We put so much energy and investment into the quality of our raw produce, working closely with our suppliers to get the very best, that we thought it was vital to underline this commitment in a very tangible and visual way. People eat with their eyes and now our customers are surrounded by a feast of fresh produce.

”It’s all about improving on-site facilities without huge cost implications for our clients, not just how the restaurant looks but how it performs as well.”

The following case study is just one example of how we have made a difference on site.


Naturally Good at Sony

CASE STUDY - Betfair

Betfair is the world’s largest internet betting exchange. We have tripled catering sales at both of its sites since taking over the contract in xxx, whilst meeting costs and budgets.

Previously food and customer service were poor so we added a deli counter to Hammersmith and a ‘made-to-order’ plus ‘takeaway’ service at Stevenage, with everything made fresh on site.

Betfair’s board of directors now holds VIP entertaining in-house rather than externally, resulting in substantial cost savings. We also cater for other events, resulting in hospitality sales increasing from £200 per month to £8,000 per month!

Transferring the incumbent catering team has also been a great success. After comprehensive support and off site training, they now get regular positive feedback on their excellent food and customer service.
Commenting on the improvements, Andy Steward, Head of Internal Operations, Betfair.com, said: “We could not have been more surprised or delighted with the transformation of our facility and the service. Charlton House teams on both sites have really turned our restaurants around, giving a great service to our staff every day.

“Not only is the amazing change in atmosphere marked, but the sales increases speak for themselves. Our catering manager, Yvonne, has worked tirelessly on our corporate hospitality, and now most teams use Charlton House internally – including Board lunches. What a difference this makes to costs.

“I now know how each facility is performing because of my regular financial and service meetings and have confidence in exactly what we are spending each month. The new, light and bright restaurant and relaxed meeting areas have made the “Graze café” a social hub for all our staff.”