From commitments to action: discover our 2026–2027 Sustainability Charter

A sustainable approach is about more than intentions. It is built, measured and evolves over time.

Our new 2026–2027 Sustainability Charter brings together the actions that shape our approach today, the results we monitor and the objectives we have set to continue evolving the way we work.
From the menus we design and the partners we choose to the preparation and delivery of an event, and what happens afterwards, this Charter reflects our business as a whole.

It also shows where we stand today: the progress we have made, the choices we have made and the areas where we know there is still more to do.

→ Discover our 2026–2027 Sustainability Charter

A new Charter to make our approach clearer

Sustainability has been part of Artfood’s story since long before it became associated with labels, certifications or quantified targets.

Since 2009, certain choices have naturally shaped the way we cook and work: respecting the seasons, cooking in-house from raw ingredients, prioritising local sourcing, limiting single-use items and favouring reusable alternatives.

Over time, the company has grown. Our cuisine has evolved, our teams have expanded and our organisation has become more structured.

What initially came naturally through the way we cooked and worked has gradually developed into a broader reflection on our environmental, social and economic impact. We have learned to better identify our key issues, measure them and structure our approach so that we can continue to progress.

This new Charter therefore has a simple ambition: to make our approach clearer and more concrete.

From convictions to action

Before deciding where to take action, we first need to understand what guides our decisions.
Our approach is built around one vision: to turn every event into a moment of meaning, connection and taste, while fully embracing the responsibilities that come with our work.
Three values provide a shared direction for the way we work: Excellence. Care. Belonging.

• Excellence means constantly seeking the right balance between quality, high standards, experience, our teams and the environment.

• Care means acting with respect, openness, attentiveness and consideration towards the people we work with, as well as the resources and ecosystems we depend on.

• Belonging reflects our desire to create meaningful connections, within the company and with our territory, our partners and the communities around us.

These principles give us direction.

Our Sustainability Charter then shows how they are put into practice throughout our business.

Sustainability at every stage of an event

The impact of an event does not begin when guests arrive, nor does it end when they leave.
It begins long before, with the menu we design, the products and partners we select and the way we plan our preparations.
It continues during the event, through the way we cook, serve, manage logistics and bring the guest experience to life.
And it carries on afterwards, when it is time to sort, recover, redistribute, measure and learn from what can still be improved.
Our new Charter follows precisely this journey.

Step 1. It all starts with the menu

Our cuisine evolves with the rhythm of the seasons. We have moved towards four menus a year to better reflect the natural rhythm of our ingredients. Plant-based food is also playing an increasingly important role in our production: between 2023 and 2025, the share of vegetarian items produced increased from 48.7% to 57.4%. Over the same period, the amount of beef per guest decreased by 18%. These developments do not mean compromising on taste or creativity. They are part of the way we continue to evolve the gastronomy we want to offer.

Step 2. Choosing our partners with care

A sustainable approach is also built with the people and organisations involved in making it happen.

• In 2025, 90% of our suppliers were located within an 80 km radius of our workshop.
• In 2026, the median distance of our Food & Beverage suppliers is 30 km from our workshop.

But proximity is about more than distance. It is also built over time: we have worked with our Food & Beverage suppliers for an average of 8 years. We apply the same thinking to the choice of our equipment, tableware and decorative items, favouring reusable solutions and materials designed to last wherever possible.

Step 3. Preparing & monitoring to stay in control

Sustainability is also about the way we organise our work. Anticipating needs, preparing our teams, monitoring operations and using the right tools help us limit unforeseen issues and continuously improve the way we work. Our management system is specifically designed for event caterers. A weekly cross-team meeting also helps us align the different areas of expertise involved in upcoming events. This operational rigour is an integral part of our vision of excellence.

Step 4. Bringing excellence to life

Every event is different. From seated dinners and walking dinners to different culinary formats or events held in unexpected settings, our role is to adapt while maintaining the same high standards. Sustainability therefore needs to fit the realities of each event. This includes better waste sorting wherever the venue allows, as well as logistical and organisational choices tailored to each event. In 2025, 95% of our turnover was generated within an 80 km radius of our workshop, reflecting the strong local presence we are committed to strengthening.

Step 5. Measuring to keep improving

The end of an event is not the end of our approach.

Surplus food, waste sorting, waste streams and non-conformities are also part of what we monitor.

• In 2025, around 24 tonnes of organic waste were collected by Recyclo, a Brussels-based cooperative that turns our waste into compost.
• Between January and June 2026, 25 food donations were made thanks to Alpaca fridges located at several of our partner venues, enabling surplus food to be redistributed.

As part of our ISO 20121 system, we also monitor non-conformities on a daily basis to identify areas for improvement and implement concrete corrective actions.

Because making progress also means looking at what is not yet working perfectly.

Measuring to keep improving

Commitments matter. Measuring them matters just as much.
That is why our Charter links each stage of our approach to concrete indicators. Here are a few examples from 2025:

• 57.4% of items produced were vegetarian
• 90% of our suppliers located within an 80 km radius
• 24,455 kWh generated by our solar panels
• Around 24 tonnes of organic waste collected by Recyclo

These figures are not an end in themselves.
Above all, they help us understand where we stand, identify remaining gaps and decide where to focus our efforts.

Continuing to do better

This Charter is not a snapshot of a completed journey. It reflects where we stand today.

Our objectives will continue to evolve, alongside our business and the challenges surrounding it. The roadmap presented in the Charter sets out new objectives for the coming years, including organic purchases, resource consumption, vegetarian production and reducing emissions per guest. Continuing to question our practices, measure our impact and evolve the way we work is an integral part of our approach. Without ever losing sight of what has driven us from the very beginning: creating moments of meaning, connection and taste.