Testimonial: Guide to food waste diagnosis in the food industry

Guide to food waste diagnosis in the food industry

Testimony of Jessica PETIT RECKE, Regulatory & Nutrition Manager - Euralis Group

Hello everyone. I'm Jessica PETIT, from the agricultural cooperative EURALISlocated in south-west France, near Pau. EURALIS has several divisions, notably in agriculture, seeds and food. As head of regulations and nutrition within our CSR department, I contributed to the drafting of the guide on food waste from the first version in 2023 in collaboration with our interprofession, PACT'ALIM and technical support from the CTCPA within a dedicated working group.

In our approach, the main challenge was to integrate the regulatory aspect, particularly in response to the AGEC law in force since 2020, and to prepare the company for food waste diagnosis obligations. Initially, we encountered difficulties in adapting theADEME to our reality on the ground, which was a little discouraging for the teams. So my role was to remobilize the teams, presenting the diagnosis as a crucial first step in a long-term strategy to reduce waste, and not just as an administrative formality.

A key point was the creation of a team of experts from the quality, HSE and management control departments. This collaborative approach enabled everyone to contribute their expertise while ensuring good coordination. Some sites have even set up sub-teams involving line operators to gain an even more detailed view of processes.

The guide, which was very educational, was a great help in structuring our approach step by step. I accompanied the teams as they familiarized themselves with the definitions and stages of the process. By progressing gradually and defining clear milestones, we were able to carry out the diagnosis at a controlled pace, taking into account the resources and time required for each stage.

The first step was to define the scope of our diagnosis. With several sites divided into legal entities, we quickly concluded that a multisite approach would not allow effective monitoring of action plans. We therefore opted for a site-by-site analysis.

To compare data between sites, we have defined appropriate units of measurement: processing sites are measured in tons of finished products, while slaughterhouses are assessed by the live weight of incoming animals. This harmonization has enabled our teams to challenge each other on data collection and monitoring. For example, some of the deposits identified did not have precise data. In these cases, we noted the approximations and planned to refine the measurements in our action plans.

Another important challenge was to ensure consistency of practices between sites, by integrating the guide's decision tree, in particular to distinguish avoidable from unavoidable losses. By comparing practices at different sites, we were able to exchange best practices and adjust analysis criteria for a more uniform diagnosis.

In terms of method, we have structured our approach in project mode, with progress milestones and regular reviews, which has encouraged team commitment and enabled us to progress at a balanced pace. This approach also relies on HACCP studies, a valuable resource for identifying potential sources and guaranteeing a complete analysis at every stage.

In our diagnosis, the HACCP study played an essential role in validating our data and adjusting our practices. To ensure comparability of results, we also worked over two financial years, enabling us to better assess progress year after year, and to link results directly to our action plan.

To define the priorities in our action plan, we have classified the deposits according to their volume and sometimes also their economic impact, which helps us to prioritize actions according to their strategic importance. For example, although some deposits have a limited volume, their economic impact makes them a priority because of the high added value of our raw materials, such as fattened duck. The financial aspect is therefore a key criterion in guiding our efforts to reduce losses.

We also set reduction targets for each period. Even if we achieve our current targets, the end-of-year review serves as the basis for new objectives, creating a dynamic of continuous improvement that is essential for compliance with national targets, for our CSR approach and for our industrial performance.

Cooperation between departments is crucial. For teams, waste is often perceived in terms of food donations, downgrading or losses of finished products. But by taking a step back and analyzing all activities, we have been able to identify less visible but significant losses.

Finally, the development of recovery methods is one of the main avenues identified for our action plans. New solutions regularly emerge in our sector, enabling us to re-evaluate and optimize our by-product and waste recovery practices, while aligning the company with rapid changes in the economic and regulatory context.

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Contacts :

CTCPA: Margaux COLOMBIN, Environmental project manager - mcolombin@ctcpa.org & Pauline AUDOYE, Environmental and CSR Project Manager - France paudoye@ctcpa.org

EURALIS: Jessica PETIT RECKE, Regulatory & Nutrition Manager - jessica.petit@euralis.com