Reducing food waste by improving how institutional catering surpluses are distributed

Redistributing surplus meals is a direct way to reduce food waste. Examples include when leftover food that is fit to eat is given to food aid organizations or diners, when consumers take their leftovers to go, or when the surplus is turned into another product (compotes, purées, etc.). Only foodstuffs and prepared meals that comply with regulatory and health standards may be donated. The quantities of leftover food are substantial, and redistribution needs to be optimized. The logistics of redistribution – from the cold chain to the end consumer – are no small issue.

Our study was conducted as part of the INRAE BETTER* research programme that explored new research avenues for more streamlined, circular and sustainable cities. The study looked specifically at central kitchens in the Paris metropolitan area, with a particular focus on how food surpluses are collected and then redistributed to food aid organizations. On the ground, two outlets were identified: sales to institutional staff, employees or outside consumers, or donations (with tax exemptions or not) to food aid organizations. Food distribution may be carried out directly, with or without the help of intermediary organizations (paid service or charities), and with or without the use of a digital app. 
 

 

A HIERARCHY OF USES

The 2008 European Waste Framework Directive inspired a hierarchy of actions to fight food waste, which was transposed into French law (known as the Garot law) in 2016. Prevention comes in at the top of the hierarchy, followed by food donations or processing for people first, then animals, and finally recovery for energy (e.g. anaerobic digestion) or materials (e.g. composting). Since 2018, the French EGAlim regulation requires institutional catering businesses that serve more than 3,000 meals a day to partner with food aid organizations to distribute any surpluses.

Matching local needs to local surpluses

The study noted the challenge for logistical intermediaries in identifying sources of surpluses and estimating food volumes and locations. Often, the surplus amounts are not documented by institutional catering organizations, even when intermediaries provide a digital tracking tool. 

Institutional catering organizations lack information about intermediaries and food aid organizations in their local area. But this information is key to setting up a donation programme. In just over half of the cases studied, partnerships were started by a third party, employee or policy-driven project.

The study’s authors recommend improving surplus management by asking questions such as “Which products?”, “What amounts”, and “When and where?”, and by better identifying the various types of recipients in the local area to qualify their needs to adapt the donations accordingly. Doing so requires regional engineering capabilities that do not yet exist. Local authorities could support the development of new businesses as part of an economic development programme, institutional catering support or social initiative.

Creating a solid, sustainable industry

Current business models are varied but vulnerable because they mainly depend on tax exemptions or temporary grants. Most central kitchens are working to reduce their waste, but local authorities and catering organizations are still not able to put the true cost of waste into precise figures. Stakeholders in these sectors have misgivings about being able to create a profitable industry sector around food surpluses, and their moral judgements about the “right” or “wrong” way to handle surpluses differ.

Creating a solid, sustainable industry requires support

Redistributing food surpluses requires human and material resources (e.g. refrigerated trucks, cold rooms) for food aid and institutional catering organizations alike. The logistical difficulties and the irregular quantities make managing surpluses a complex undertaking. The culture of risk prevention is also sometimes noted as a hindrance. When stakeholders are well identified, with specific time frames and well-established protocols (applied by both central kitchens and associations), the process works well without intermediaries. But in other cases, intermediaries can support donors with tools and expertise and lower costs for both donors and recipients.

These challenges mean that the French EGAlim law is not the key factor driving the organization of these donation or recovery sectors, mainly because the law is not sufficiently underpinned by support actions.

To create a solid and sustainable industry, institutional catering and food aid organizations will need support, including training on managing cold-chain risks, accreditation for using the surpluses, and reorganization of supplies. The French government and local authorities can act as intermediaries, bolster communication and provide a formal framework. Several helpful guides on donating food in France are available (donation guide issued by food industry professional representatives, the 2023 ADEME guides for quality donations or the 2013 guide from the Rhône Alpes Regional Directorate for Food, Agriculture and Forestry aimed specifically at the institutional catering industry). A summary document describes various donation initiatives being implemented by EU Member Countries. 

Future research

A detailed study of intermediaries’ business models would provide a clearer picture of the cost to taxpayers of donated food, and show how these types of initiatives support food aid organizations.

Analysing local donation channels, surplus recovery, cost savings, product life cycles and the relevance of business models in different contexts would help decision-makers to make better-informed choices.

Find out more: 

* Bioeconomy for Urban Areas Metaprogramme (BETTER)