Green Plate: van ambitie naar praktische uitvoering van de eiwittransitie in de foodservice

This report presents an approach for (government) organisations and companies that, together with a caterer, want to offer more plant-based foods on their menus. Organisations seeking to implement the ‘protein transition’ often encounter barriers related to a gap between policy, procurement, organisational agreements, and day-to-day practice. In the Green Plate Tailored Knowledge project, Wageningen Social & Economic Research, together with Koning Willem I College and the Netherlands Nutrition Centre (Voedingscentrum), observed how the protein transition is being implemented in three cases: the correctional facilities of the Custodial Institutions Agency (Dienst Justitiële Inrichtingen), which work with the caterers Sodexo, Vitam, Compass, and De Buurman; the staff canteens of Rijkswaterstaat, which are supplied with food by Albron; and the catering of luxury sit-down dinners for the government by the company House of Lords. Through insights from scientific research and an analysis of barriers and facilitating factors, lessons and potential solutions were identified. This resulted in a layered approach to promoting the protein transition at the macro, meso, and micro levels. In environments where policy (organisational/business policy at the macro level), organisational processes (meso level), and behaviour and execution (micro level) are not coordinated, the protein transition remains fragmented and vulnerable. In open environments, guests can easily switch to other food providers; in closed environments, targets are not met if the menu is not changed, or if staff or other providers do not adapt. Possible consequences include slow progress, a distorted view of achieved targets due to less footfall in company restaurants, undermining of food policy, and demotivation in the workplace, both among guests and catering staff. The report contends that further progress in the protein transition can be achieved by aligning organisational vision and sustainability objectives (macro level), organisational processes (meso level), and day-to-day implementation and guest behaviour (micro level), and ensuring continuous interaction across these levels. More specifically, this involves: • Formulating objectives (macro level): determining the direction and pathwayfor change • Preparation and coordination with all stakeholders (meso level): developing concepts and fostering innovation • Implementing the strategy in day-to-day practice (micro level): introducing and embedding new practices. Implementation of the protein transition requires continuous attention from all involved parties, with the following division of roles: • The organisation/company sets the direction, defines the objectives to be achieved, and stands behind the policy. It determines the pace at which animal-based dishes are removed from the menu and more plant-based dishes are introduced; ensures organisational mandate; embeds the policy within the organisation; legitimises the policy and builds support; absorbs potential resistance and undermining; and creates financial space. • The caterer translates client objectives into concepts and recipes: menu cycles, product range, supply chain, training of teams (cooking, storytelling, nudging). The caterer reports operational bottlenecks and guest feedback back to the client, and monitors progress. • Catering team staff members implement the policy by preparing and presenting food in a way that aligns with local culture and preferences; making recommendations to guests; and collecting feedback.