Challenges to Food Waste
Management in Food Service
Operations

foodsystems.asu.edu

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Swette Center for Sustainable Food Systems, Arizona State University
August 2025
This publication is a capstone report by a candidate for the Master of Science in Sustainable
Food Systems.
Suggested Citation:
Cox, J. Swette Center for Sustainable Food Systems. Challenges to Food Waste Management
in Food Service Operations. August 2025. (Cox, 2025).

Author

Jessica Cox
Graduate Student
Arizona State University

Faculty Leads
Dr. Chris Wharton
Professor of Nutrition
College of Health Solutions
Arizona State University
Dr. Kathleen A. Merrigan
Executive Director
Swette Center for Sustainable Food Systems
Arizona State University

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Table of Contents
Executive Summary
Introduction
Literature Review
Overview
The Impact of Food Waste in Food Service
Contributors to Food Waste in Restaurants
Barriers to Waste Reduction Implementation
The Role of Composting
Opportunities and Strategies for Intervention
Gaps and Future Directions
Conclusion
Research Methods
Data Collection
Survey Results
Data Analysis
Section 1: General Information
Section 2: Food Waste Practices
Section 3: Composting
Section 4: Guest Perception and Business Practices
Section 5: Tools and Support for the Future
Recommendations
Invest in Comprehensive Staff Training and Engagement
Expand Composting Infrastructure and Collaborate with Local Governments
Implement Robust Food Waste Tracking Systems and Leverage Technology
Enhance Guest-Facing Sustainability Initiatives and Marketing
Advocate for Policy Incentives and Support Programs
Study Conclusion
Appendices
Appendix A: Recruitment Email
Appendix B: Consent Form
Appendix C: Survey
References

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Executive Summary
This report explores food waste management and sustainability efforts in the food
service industry, highlighting causes, current strategies, challenges, and future
prospects. Based on a survey of mainly chefs, owners, and managers in full-service
restaurants, it examines food waste levels, the adoption of composting and waste
reduction practices, and the role of guest perception in promoting sustainable business
models.
Using self-reported data from food service professionals, this study analyzes
operational practices, employee engagement, and guest opinions, providing a
comprehensive view of the challenges and opportunities in reducing food waste. It also
considers how staff and managers view their responsibilities in waste reduction and
evaluates the impact of guest feedback and branding on sustainability initiatives. This
research investigates interest in future support such as training, digital tools, funding,
and partnerships, to find practical ways to enhance sustainability in the food service
industry.
Results reveal that about half of the respondents actively track food waste and
participate in composting or diversion methods. Yet, barriers like cost, limited space,
and staff training hinder wider implementation. While plate waste is reported to be a
contributing source to overall food waste, pre-consumer waste from spoilage and
preparation is the largest reported barrier for smaller operations with fewer resources.
Guest influence on sustainability is currently limited, with most operators reporting
infrequent feedback and minimal public promotion of their efforts. Despite this, many
believe customers do care about sustainability, presenting an opportunity to increase
engagement through sustainable practices.
Recommendations include expanding staff training, adopting accessible waste tracking
tools, upgrading composting facilities, and boosting marketing efforts to better inform
guests. These strategies support integrating operational changes, employee education,
and consumer participation, which are essential for food waste reduction.
By addressing internal operational hurdles and external communication gaps, food
service businesses can advance sustainability goals, reduce environmental impact, and
improve economic performance. This report provides a detailed understanding of
current practices and practical steps to support the industry’s ongoing movement toward
more effective food waste management.

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Introduction
Food waste in the food service industry poses a multifaceted challenge with substantial
environmental, economic, and social consequences. Globally, up to half of all food
produced is lost or wasted (UNEP, 2024), with restaurants contributing significantly to
this issue. In the U.S., food service establishments discard millions of tons of surplus
food annually, largely due to plate waste and inefficiencies in preparation and inventory
management (ReFED, 2018). This report seeks to enhance understanding of food
waste patterns within these operations, examining main waste sources, current waste
reduction and diversion practices, and the perceived roles of staff and guests in
sustainability efforts. By surveying professionals across different roles and types of
establishments, the report highlights effective strategies and ongoing challenges, such
as logistical hurdles, cost concerns, and limited guest feedback that affect waste
management choices. The importance of composting and waste tracking within broader
sustainability strategies is also discussed, alongside behavioral factors influencing
waste creation. Literature validates the need for comprehensive approaches that
integrate operational improvements, staff training, and customer engagement to
effectively reduce food waste (Islam et al., 2023). The report concludes with evidencebased recommendations designed to help food service providers reduce waste, improve
sustainability, and meet increasing consumer expectations. This integrated perspective
supports ongoing initiatives to minimize food waste and foster environmentally
responsible food service practices.

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Literature Review
Overview
Food service encompasses a wide range of businesses and institutions that prepare
meals outside the home, such as restaurants, catering services, cafeterias, and
hospitality operations (ReFED, 2018). The sector is characterized by its diversity, from
fast-food outlets to upscale fine dining, and this variety presents significant challenges
when trying to apply a one-size-fits-all approach to reducing food waste. Despite these
challenges, this industry plays a vital role in both generating and reducing food waste
worldwide.

The Impact of Food Waste in Food Service
Globally, food waste remains a significant and urgent problem. The Food and
Agriculture Organization of the United Nations (FAO, 2019) estimates that about 32% of
all food produced is lost or wasted, while newer data from UNEP (2024) suggests this
figure could be as high as 50%. In the United States, the Environmental Protection
Agency reports that restaurants alone make up 15% of all food sent to landfills (EPA,
2025).
According to ReFED (2018), food service businesses in the U.S. produce about 12.7
million tons of surplus food annually. Full-service restaurants account for more than
45% of this amount, with a remarkable 70% of the surplus stemming from plate waste,
or food served but not eaten. These findings indicate that post-consumer interventions,
such as composting or reducing plate sizes, could significantly cut waste. Waste
prevention strategies offer notable economic and environmental advantages. ReFED
(2018) emphasizes that food waste prevention solutions in restaurants provide the
greatest net environmental benefit, saving nearly 400,000 tons of waste each year.
Beyond environmental costs, the impacts of food waste are also economic and social.
For food service providers, waste results in a direct loss of revenue and resources. It
also raises ethical questions about wasting edible food while food insecurity remains a
global issue.

Contributors to Food Waste in Restaurants
Food waste in the restaurant industry happens at different stages, including spoilage,
preparation, and plate waste (Levesque et al., 2022). The type of service model, such
as à la carte dining versus buffet-style service, influences both how much waste occurs
and how preventable it is. Large portion sizes and unpopular menu items are often

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identified as causes of plate waste (Gunders, 2012). A study in London by the
Sustainable Restaurant Association found that about 30% of restaurant food waste
comes from plate waste, a finding supported by other researchers (SRA, 2010).
Principato et al. (2018) also observed that upscale restaurants tend to generate more
plate waste, possibly because their customers have fewer financial constraints or less
motivation to take leftovers home.
Spoilage and preparation waste pose particular challenges for smaller establishments.
Kasavan et al. (2019) note that limited storage space in small restaurants often
hampers their ability to keep fresh foods or process items for extended shelf life.
Additionally, food waste generation can be affected by inventory mismanagement,
unpredictable demand, or overproduction during busy service periods.

Barriers to Waste Reduction Implementation
While food service operators increasingly recognize the importance of sustainability,
they still face significant barriers to implementing effective food waste reduction
strategies. Engström and Carlsson-Kanyama (2004) highlight that the time and labor
required for staff training, inventory management, and waste handling are major
obstacles. These operational challenges are particularly intense in busy kitchens where
maintaining efficiency and speed is crucial.
Islam et al. (2023) suggest that cultivating an empowering green psychological climate
within food service operations can mitigate these barriers by intrinsically motivating
employees. When staff perceive sustainability as part of their purpose and identity
rather than an additional task, they are more likely to engage in food waste reduction
behaviors voluntarily and consistently.
Although effective, some operators believe that tracking food waste might not be
practical in restaurants with limited space, budget, or municipal support. Behaviors and
access to information play a significant part in food waste reduction over incentives and
policies (Sakaguchi et al., 2017).

The Role of Composting
Composting has become a popular method for reducing the environmental impact of
food waste in the food service industry. As landfill disposal continues to contribute to
greenhouse gas emissions and environmental harm, composting provides a more
sustainable choice. According to ReFED (2016), composting and other recycling
strategies offer scalable solutions that can divert large amounts of food waste from
landfills when adopted by consumers, food service providers, and governments.

7

Recent studies show that composting is already gaining traction in food service
operations. For example, Sakaguchi et al. (2018) found that in Berkeley, California, a
city that incentivizes composting, 84% of surveyed restaurants used compost bins for
food waste disposal, and 65% tracked the amount of waste they produced. These
practices indicate increasing awareness among food service operations of the
environmental benefits of composting and their role in broader sustainability efforts.
However, composting has its limitations. Although it effectively redirects food waste
from landfills, it does not address the underlying causes of overproduction or poor food
management. Qi and Roe (2017) discovered that the availability of composting can
have unintended behavioral effects. In their dining experiment, participants who were
told their uneaten food would be composted ended up wasting significantly more than
those whose waste would go to a landfill. This "moral licensing" effect indicates that
viewing composting as sustainable can unintentionally decrease the motivation to
prevent waste.
Logistical and regulatory barriers can prevent some businesses from effectively
implementing composting systems. Many smaller restaurants encounter challenges
such as limited space for compost bins, lack of access to municipal composting
services, and unclear or burdensome regulations (Engström & Carlsson-Kanyama,
2004). Despite these obstacles, the environmental benefits of composting remain
significant. As food waste recycling technologies continue to advance, they can play a
crucial role in achieving international targets like the United Nations Sustainable
Development Goal 12.3.1b, which aims for a 50% reduction in food waste at the retail
and consumer levels (UNEP, 2024).
To maximize composting's effectiveness, it should be seen as a component of a
broader food waste management plan that encompasses waste prevention, staff
education, precise portioning, food donations, and engaging consumers. Combining
composting with upstream initiatives allows food service providers to cut overall waste
and lessen environmental impact significantly.

Opportunities and Strategies for Intervention
Despite these challenges, the literature identifies several promising approaches for
reducing food waste in food service settings. These include technical solutions like
inventory management software and portion control tools, as well as behavioral
strategies such as encouraging doggy bags and offering smaller portion options to
guests. Reardon et al. (2024) highlight that chef-led initiatives, including innovative
ingredient reuse and lean cooking practices, not only reduce waste but also improve
operational efficiency and profitability.

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Staff training is widely recognized as a crucial component in reducing food waste. Betz
et al. (2014) emphasize that employee awareness is often the initial step in spotting and
fixing inefficiencies in kitchen operations. Additionally, Maia et al. (2024) observe that
many food service organizations are actively pursuing food waste solutions, reflecting
an industry-wide move toward more sustainable practices.
The customer's role is also a key factor (NASEM, 2020). Studies show that customer
expectations, socioeconomic status, and feedback can influence restaurant policies
related to food waste and sustainability efforts. For example, businesses might
implement more visible green practices to boost their brand image and attract
environmentally conscious consumers (Rastogi et al., 2024).

Gaps and Future Directions
Although extensive research has been done on the causes and effects of food waste in
food service, several areas need more investigation. First, more data is needed on how
digital tools, like inventory systems or customer-facing waste tracking, can help reduce
waste. The impact of policy and incentives such as tax credits for food donations or
composting subsidies remains underexplored in many regions. Conducting more
qualitative research into the attitudes of staff and managers regarding food waste,
especially in small, independent operations, could provide a better connection between
behavioral and organizational barriers to change.

Conclusion
Existing research clearly shows that food waste in restaurants and the wider food
service sector is a complex issue with important environmental, financial, and ethical
concerns. Despite ongoing challenges such as logistical issues and labor needs, an
increasing number of studies point to successful strategies and interventions. By
integrating operational enhancements, staff training, composting programs, customer
involvement, and proper infrastructure, food service businesses can significantly
contribute to sustainability efforts and help cut down on global food waste.

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Research Methods
This research aims to determine the primary causes of food waste, including
preparation, spoilage, customer plate waste, and excess production, and to evaluate
practices such as composting, portion control, staff training, and inventory management.
It also explores the challenges food service operations face when implementing or
maintaining composting and other waste reduction methods, including cost, space,
regulations, staff training, and service availability. This data will be interpreted to assess
how food service staff and management view their ability and responsibility in managing
composting or reducing food waste, and examine whether guest feedback, online
reviews, and branding influence the adoption of food waste initiatives.

Data Collection
Data was collected using a 10-15 minute survey conducted via Qualtrics. The survey
consisted of 23 questions: one consent, four general information, five about food waste
practices, five about composting, five about guest perception and business practices,
and three about tools and support for the future (see Appendix C).
Prospective participants were industry professionals selected through various contacts,
colleagues, and collaborators of the author. The participants were connected via a
recruitment email linking them to the survey (see Appendix A). They received a brief
description of the survey and were prompted with a consent form, which must be
agreed to before being prompted to take the survey (see Appendix B). This survey
asked respondents to report on food waste perceptions and challenges in their
operations. Participation was voluntary. Data was collected anonymously from
consenting adults 18 or older who hold professions in food service.

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Survey Results
Data Analysis
All questions are reviewed with the abbreviated version, such as Q1, Q2, etc. The
analysis will cover each question that was presented, excluding the consent form
prompted before the survey initiates.

Section 1: General Information

A diverse group of roles was represented. Most were chefs (30%), business owners
(26%), or FOH managers (13%), with fewer line employees such as cooks, servers, etc.

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A substantial majority (78%) represented full-service restaurants, with a small
percentage from quick-service (9%) and institutional/catering settings (13%).

Q3-Where is this business located? Enter city and state.

34% of respondents were based in New York. 8% were from Illinois, and another 8%
from Texas.

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Most operations served 100–500 meals daily, indicating small to mid-sized
establishments.

Section 2: Food Waste Practices

50% of respondents currently track food waste. This highlights an area of potential
improvement.

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Q6 suggests that pre-consumer waste, particularly from preparation processes and
spoilage, may be more significant than post-consumer waste in many food service
operations.

While a third of respondents still rely on landfilling, a combined 59% engage in more
sustainable or waste-reducing practices (composting, repurposing, or donating).

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Q8 suggests that preventive strategies are fairly well-adopted, especially in inventory
control, which helps reduce spoilage and over-purchasing. Menu flexibility and
ingredient reuse may support efficiency and cut waste from unsold items.

Q9 highlights that most respondents believe their food waste falls within the 5–10%
range, which matches industry averages but still amounts to significant volume and cost
over time. Notably, 14% of respondents were unsure, indicating a lack of tracking or

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monitoring. The presence of operators reporting waste levels above 20% points to
opportunities for targeted interventions in settings with high waste, especially through
better inventory practices, staff training, and customer portion adjustments.

Section 3: Composting

Half of respondents (50%) currently compost, with most relying on external commercial
services. Encouragingly, nearly one in five are interested but not yet composting,
showing strong potential for growth. However, the combined 32% who have stopped or
are not interested may face ongoing barriers such as cost, space limitations, or logistical
challenges.

Q11 - If your organization discontinued composting, what are the main reasons? Write
N/A if not applicable.

This question did not apply to 87% of respondents. Of the 13% that discontinued
composting, answers pointed to logistical challenges of storage, lack of city and state
regulations, and donating food directly to farms.

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Notable barriers include cost, space constraints, and staff issues, typical in smaller or
high-volume operations.

Most composting efforts are overseen by kitchen staff, including managers and chefs,
with some input from general managers. Many organizations do not participate in
composting programs, and only a small number employ external contractors to manage
these service efforts.

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Over one-third (36%) of respondents say their organization does not participate in a
composting program. Of the 14 respondents who do participate, 43% are somewhat
confident, and 36% are not very confident. Only 21% are very confident in staff abilities.

Section 4: Guest Perception and Business Practices

Respondents pointed to internal drivers, with 40% citing company sustainability goals
and 48% indicating they were not influenced by public perception. External motivators,
such as guest feedback (8%) and online reviews (4%), were limited. This gap suggests
that while sustainability may be an organizational priority, it is not yet perceived as a
significant market demand.

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65% of respondents believe sustainability and food waste reduction are either
moderately or extremely important to their guests. This suggests that most food service
operators perceive some degree of guest concern about these issues. However, this
shows a discrepancy between perceived importance and actual influence as
established in Q15. Although businesses believe their guests care about sustainability,
this concern is not translating into direct pressure or feedback that influences
operational change. This may mean that guests do not vocalize their values, or
sustainability is not a deal breaker for guests in making dining decisions.

Although many respondents believe guests care about sustainability (Q16), results from
Q17 indicate that direct guest feedback is limited, with most participants reporting they
‘rarely’ or ‘never’ receive such input. A significant number also chose 'not applicable' or
'not sure,’ suggesting that feedback on food waste and composting practices may not
be formally tracked or encouraged. This supports the idea that while customer values
may align with sustainability goals, they are not consistently communicated to or
recognized by food service operators.

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When asked about which guest-facing sustainability initiatives their customers would
value most, respondents highlighted sustainable packaging and social media
engagement as the most positively received. Initiatives that blend convenience with
visibility, like packaging or public messaging, appear more impactful than operational
transparency efforts, such as visible compost bins or posted food waste metrics, which
garnered fewer votes.

While guest-facing sustainability efforts are generally perceived as well-received (Q18),
most respondents in Q19 reported that they do not actively promote these initiatives to
the public. Only four consistently shared their efforts through marketing or signage, and
eight considered such promotion a low priority. This limited outward communication
might explain the minimal guest feedback observed in Q17 and indicates that visibility,
rather than disinterest, could be a barrier to increased guest engagement in reducing
food waste.

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Section 5: Tools and Support for the Future

60% of respondents are either 'very likely' or 'somewhat likely' to invest in food waste
reduction or composting improvements within the next year. This indicates a notable
interest in sustainability, with about a third already having plans and budgets dedicated
to these initiatives. Conversely, 39% remain uncertain or consider such investments not
a current priority, highlighting ongoing uncertainties or operational constraints. These
findings imply that although momentum is increasing, further support or incentives might
be necessary to propel the industry forward.

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Respondents identified reducing overall food waste by a specific percentage as the
most common sustainability goal for the next 12–24 months, followed closely by staff
training and improved waste tracking. Efforts to start or expand composting, obtain
certifications, and replace single-use plastics were also mentioned, though less
frequently. Guest engagement and food donation programs were chosen less often,
possibly due to resource or operational challenges. Notably, while some organizations
are still in the early stages of setting goals, a small number reported having no current
plans to pursue sustainability initiatives.

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When asked what would most assist their business in adopting or improving composting
or food waste reduction, respondents most often mentioned staff training workshops
and local compost pickup programs, both at 20%. These findings align with previous
studies that identified internal and external barriers, such as labor shortages and
infrastructure gaps (Engström & Carlsson-Kanyama, 2004; ReFED, 2016). Fewer
respondents expressed interest in digital tools for waste tracking, suggesting that
although technology offers long-term benefits, food service businesses may prefer more
immediate and accessible support options.

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Recommendations
The findings of this study align closely with existing literature, reinforcing strategies to
advance food waste reduction and sustainability in food service operations. The
following recommendations offer a multifaceted approach to address food waste
challenges effectively.

Invest in Comprehensive Staff Training and Engagement
Consistent with Betz et al. (2014), who emphasize that employee awareness is critical
in identifying inefficiencies, this study found that staff training is among the top goals for
food waste reduction. Food service organizations should implement regular, rolespecific training programs that cover waste prevention techniques, proper portioning,
composting procedures, and food donation protocols. Training can help overcome
operational challenges such as labor intensity and the need to maintain kitchen
efficiency while managing waste (Engström and Carlsson-Kanyama, 2004).
Empowering staff to become sustainability champions can foster a culture of
accountability and continuous improvement, as recommended by Maia et al. (2024).

Expand Composting Infrastructure and Collaborate with Local
Governments
Survey responses echo logistical and infrastructural barriers, with some businesses
discontinuing composting due to these constraints. To mitigate these issues, food
service providers should partner with local waste management authorities and
policymakers to improve access to compost collection services and develop supportive
regulatory frameworks. Composting offers environmental benefits as part of a broader
waste diversion strategy; however, this practice alone cannot resolve all food waste
issues (ReFED, 2016). Therefore, improving composting accessibility while addressing
the root causes of waste is critical.

Leverage Technology in Food Waste Tracking Systems
Effective food waste reduction begins with accurate measurement and monitoring. The
current study shows that only half of the respondents track food waste, limiting
opportunities to identify patterns and target interventions. Adoption of digital inventory
and waste tracking tools can facilitate real-time data collection, enabling precise
inventory control and minimizing overproduction, notable drivers of spoilage and
preparation waste (Levesque et al., 2022). While interest in such technology was
moderate, education on user-friendly and cost-effective solutions may improve

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acceptance. Qi and Roe (2017) caution that tracking alone is insufficient without
accompanying behavioral change, reinforcing the need for integrated approaches.

Enhance Guest-Facing Sustainability Initiatives and Marketing
Although most operators perceive sustainability as important to guests (Rastogi et al.,
2024), direct guest feedback remains limited, and many businesses do not actively
promote their sustainability efforts. Visible green practices, such as sustainable
packaging and public communication of waste reduction, can positively influence
customer perceptions and behavior (NASEM, 2020). This study’s findings support
prioritizing convenience-driven, visible initiatives to engage guests. Food service
providers should also consider integrating customer education campaigns and feedback
mechanisms to strengthen the link between guest values and operational practices,
ultimately driving greater demand for sustainability.

Advocate for Policy Incentives and Support Programs
Structural barriers such as regulatory complexity, cost, and limited infrastructure
disproportionately affect smaller establishments. There is a pressing need for expanded
public incentives, such as tax credits for food donations and subsidies for composting
equipment, and policy initiatives to level the playing field across diverse food service
models. The United Nations Sustainable Development Goals emphasize the global
imperative to halve food waste by 2030, showing the role of coordinated policy support
in enabling businesses to meet these targets (UNEP, 2024). Stakeholders should
pursue collaborative efforts between governments, industry associations, and
environmental groups to design tailored programs that address the specific challenges
of food service operators.

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Study Conclusion
This study details food waste patterns and reduction strategies within the food service
industry. The findings confirm that food waste occurs at various stages, including
spoilage, preparation, and plate waste. Operational, behavioral, and structural factors
drive food waste. While plate waste has traditionally received the most attention, this
study’s results indicate that pre-consumer waste, especially from spoilage and
preparation, is a significant part of food waste.
The survey identifies ongoing barriers to sustainability efforts, such as limited labor
capacity, space constraints, and inconsistent access to composting infrastructure.
Despite these obstacles, many food service operators show a willingness to enhance
practices, reflecting a trend in the industry toward sustainability. Prevention strategies
like proper training, inventory management, and composting could provide
environmental benefits and cost savings.
Guest perceptions are complex. Although many respondents think sustainability is
important to customers, limited direct feedback and low emphasis on public promotion
indicate a disconnect that could reduce overall engagement. This gap offers a chance to
improve customer-facing efforts by blending operational transparency with marketing,
encouraging a collective commitment to waste reduction.
This study confirms that a systems-based approach is essential to reduce food waste in
food service operations effectively. Tackling waste involves combining prevention with
solutions supported by policy and technological innovation. By investing in training,
infrastructure, data-driven management, and guest engagement, food service
businesses can reduce their waste while helping to achieve international sustainability
goals. Food waste reduction strategies can help the food service industry adapt more
sustainable practices to lower the sector’s environmental impact and promote a fairer
and more resilient food system.

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Appendices
Appendix A: Recruitment Email
Subject: Consent to Participate in a Research Study
Hello,
I am a graduate student from the Swette Center for Sustainable Food Systems at
Arizona State University. I am conducting a research study that focuses on the
challenges impacting food service operations when implementing sustainability
initiatives. This research will explore the main barriers and opportunities related to food
waste management in restaurants and similar food service operations.
As a food service industry professional, I am requesting your participation. This will
involve a one-time online survey of multiple-choice questions that will take up to 15
minutes to complete. No personal information will be collected. Participation is
voluntary, and you must be 18 years or older.
Please contact me with any questions or concerns. I appreciate your consideration.
Regards,
Jessica Cox

Appendix B: Consent Form
Consent to Participate in a Research Study
Title of Study: Challenges to Food Waste Management in Food Service Operations
I am a graduate student from the Swette Center for Sustainable Food Systems at
Arizona State University. I am conducting a research study that focuses on the
challenges impacting food service operations when implementing sustainability
initiatives. I am requesting your participation, which will involve a one-time online survey
of multiple-choice questions that will take up to 15 minutes to complete.
You must be 18 or older to participate. Your participation in this study is voluntary. If you
choose not to participate or to withdraw from the study at any time, there will be no
penalty.

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Although there are no direct benefits to you for taking part in this research study, you
will be contributing to knowledge about different strategies to measure and improve the
sustainable practices of food service operations. There are no foreseeable risks or
discomforts to your participation.
The information I seek is about your attitudes, opinions, and behaviors regarding the
implementation of sustainable initiatives in your food service operation. Your responses
will be reported anonymously. Any information collected as part of the research, even if
identifiers are removed, will not be used or distributed for future research studies.
The following means will be used to keep your questionnaire responses confidential. I
will download your responses to a secure file that requires a password to access. Only I
will have access to the password.
Although the results of this study may be used in reports, presentations, or publications,
no information that can identify you will appear in any of these. We will ask you to
include your job title and type of food service establishment when you complete the
survey.
If you have any questions concerning the research study, you can contact Jessica Cox
or Dr. Chris Wharton.

If you have any questions about your rights as a subject/participant in this research, or if
you feel you have been placed at risk, you can contact the Chair of the Human Subjects
Institutional Review Board through the ASU Office of Research Integrity and Assurance
at (480) 965-6788. Please let us know if you wish to participate in the study by checking
the box that says “I agree.” It will then prompt you to the survey on the next screen.

Appendix C: Survey
Challenges to Food Waste Management in Food Service Operations
General Information
1. What best describes your position?
1. Business owner
2. Chef

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3. FOH manager
4. Cook/Other BOH employee
5. Server/Bartender/Other FOH employee
6. I have another job in food service not listed above (please specify)

2. What type of food service operation best describes your operation? Select one.
1. Full-service restaurant
2. Quick-service/fast food
3. Hotel or resort food service
4. Institutional dining (school, hospital, etc.)
5. Catering service
6. Other (please specify)

3. Where is this business located? Enter city and state.
1. Text Box

4. On average, what is the number of meals served per day?
1. Less than 100
2. 100-500
3. 501-1,000
4. Over 1,000

Food Waste Practices
5. Do you currently track food waste in your operation?
1. Yes
2. No

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6. Where do you believe the majority of your food service operation’s food waste is
produced?
1. Food preparation (trimmings, overproduction, etc.)
2. Expired or spoiled inventory
3. Plate waste from customers
4. Excess production
5. Other (please specify)

7. What methods does your organization currently use to dispose of food waste?
Check all that apply.
1. Landfill disposal
2. Composting
3. Repurposing leftovers for specials and/or staff meals
4. Donations to food banks
5. Other (please specify)

8. What strategies does your organization use to prevent or minimize food waste
before it happens? Check all that apply.
1. Inventory management
2. Smaller portion sizes or optional sizes for guests
3. Staff training on waste reduction
4. Rotational or seasonal menus
5. Waste tracking tools
6. Forecasting tools for predicting demand
7. Creative reuse of ingredients
8. None currently in place
9. Other

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9.

Please estimate the percentage of all food used in your food service operation
that goes to waste in a given day.:
1. Less than 5%
2. 5-10%
3. 11-20%
4. 21-30%
5. More than 30%
6. Not sure

Composting
10. Dos your organization currently compost food waste?
1. Yes, on-site
2. Yes, through a commercial composting service
3. No, but interested
4. No, and not interested
5. Tried in the past and discontinued

11. If your organization discontinued composting, what are the main reasons? Write
N/A if not applicable.
1. Text Box

12. What challenges have you faced in implementing or maintaining composting?
Check all that apply.
1. Lack of space
2. Cost of composting services or equipment
3. Staff training or participation
4. No access to commercial composting in the area
5. Contamination of compostable waste
6. Concerns about pests, odor, or hygiene

31
7. Local regulations or restrictions
8. Other
9. Not applicable

13. Who is responsible for managing composting efforts (if any)?
1. Kitchen manager or chef
2. Sustainability coordinator
3. General manager
4. Staff
5. External composting contractor
6. No one specifically assigned
7. Not applicable (my organization does not participate in a composting program)

14. How confident do you believe your staff are in properly separating compostable
materials?
1. Very confident
2. Somewhat confident
3. Not very confident
4. Untrained/unsure
5. Not applicable (my organization does not participate in a composting program)

Guest Perception and Business Practices
15. Have any of the following influenced your decision to adopt or consider food
waste reduction or composting programs? Check all that apply.
1. Guest feedback or demand
2. Online reviews or public perception

32
3. Company sustainability goals
4. Pressure from competitors
5. Not influenced by public perception

16. How important do you believe food waste reduction and sustainability practices in
food service operations are to your guests?
1. Extremely important
2. Moderately important
3. Slightly important
4. Not important
5. Unsure

17. Have you received any feedback from guests about your food waste or
composting practices?
1. Frequently
2. Occasionally
3. Rarely
4. Never
5. Not sure/not tracked (i.e., my organization does have practices in place but does
not track guest perceptions)
6. Not applicable (my organization does not participate in food waste or composting
programs)

18. Of the following possible guest-facing food service sustainability practices, which
would guests most likely respond positively to (i.e., be happy to see)? Check all
that apply.
1. Visible compost bins with signage
2. Menu mentions of food waste reduction actions taken by your organization
3. Sustainability certifications or awards received by your organization

33
4. Social media posts from your organization about composting or food donations
5. Sustainable packaging or take-out containers as part of your food service
operation
6. Publicly posted food waste metrics or goals related to your specific operation
7. None of the above

19. Do you promote your sustainability efforts to the public in any way, such as via
traditional marketing, on-site signage, or social media,?
1. Yes, consistently
2. Yes, occasionally
3. Yes, but rarely
4. No, but planning to
5. No, and not a priority

Tools and Support for the Future

20. How likely is your operation to invest in food waste or composting improvements
in the next year?
1. Very likely, plans and budget are in place
2. Somewhat likely, with plans and/or budget under consideration
3. Unlikely and not a current priority
4. Unsure

21. What are your food waste or sustainability goals over the next 12–24 months?
Check all that apply.
1. Reduce overall food waste by a specific percentage
2. Begin or expand composting program

34
3. Replace single-use plastics with compostable alternatives
4. Train staff on food waste prevention
5. Launch a food donation program
6. Engage guests in sustainability efforts
7. Apply for sustainability-related certifications or awards
8. Monitor and track food waste data more closely
9. Other (please specify)
10. No formal goals yet, but we are interested
11. No plans to pursue sustainability goals currently

22. What support would help your business adopt or improve composting or other food
waste reduction strategies? Check all that apply.
a. Local compost pickup programs
b. Discounts or subsidies for compostable materials
c. Digital tools for tracking food waste
d. Staff training workshops
e. Partnerships with food recovery organizations
f. Grants or funding for sustainability improvements
g. Other (please specify)
h. None

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