Restaurant & Catering Association

Restaurant & Catering Australia (R&CA) is the not- for- profit national association representing the employer and owner interests of the 35,000 restaurants, cafes and caterers in Australia.The members of R&CA are the owners and operators of restaurants, cafes and catering businesses (full members) and representatives of industry supplier businesses (associate members).

www.restaurantcater.asn.au

On 17th March 2015, Goodman Fielder was acquired by two leading food companies in Asia; Wilmar International and First Pacific. The new ownership provides a significant opportunity for Goodman Fielder to invest further in our brands, people and facilities to create the region’s leading consumer food company.

Goodman Fielder is headquartered in Sydney and employs over 5,000 people in Australasia and the Pacific Islands. We manufacture our products in over 40 plants in Australia, New Zealand, Papua New Guinea, Fiji and New Caledonia.

For more information, please visit the Goodman Fielder Website.

Our Business and Site Quality Teams manage the site Quality programs and are also responsible for the management of suppliers and external manufacturers in their region. We want to ensure the Goodman Fielder quality journey is shared across the supply chain, driving shared quality standards from paddock to plate.

As well as building shared quality plans with critical suppliers, we also measure complaints for our external manufacturers as a quality performance indicator. Our efforts are making a difference and driving a decrease in consumer complaints.

Goodman Fielder continues to work hard to build a quality focused culture across the entire business. Quality is one of our key business imperatives and is recognised as a priority at all levels of the organisation.

Our approach focuses on ensuring quality for our customers and consumers and we track numerous quality performance indicators, with the number of consumer complaints being a good indicator of whether we are getting it right the first time. A 20% decrease in consumer complaints in 2017 indicates that we are making a difference across all areas of our business.

Goodman Fielder holds six strategic imperatives in quality, which can be seen in the diagram below. The focus on building quality leadership in Goodman Fielder is helping drive increased engagement in our Quality team.

• Set measureable objectives and targets and strive for continuous improvement
• Engage with stakeholders to regularly review and manage material environmental impacts
• Maintain an environment management system
• Implement a responsible sourcing code to address priority concerns within our supply chain
• Encourage innovation in packaging, product and process design, value chain management, and partnerships to enhance our environmental performance
• Provide relevant information and education about our environmental strategies and performance to internal and external stakeholders
• Comply with legal requirements, relevant standards and the intent of this policy
• For more information see: http://goodmanfielder.com/sustainability-environment/

The environmental priorities for Goodman Fielder’s operations are:

• Reducing energy consumption
• Reducing water consumption
• Reducing waste
• Legal compliance and local community relationships

The environmental priorities across our supply chain are:

• Reducing waste
• Managing the impacts of climate change
• Responsible sourcing
• Sustainable packaging

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