SUSTAINABILITY REPORT 2023
ACN 151 420 781

Contents
	01 	Letter of introduction 
	02 	Our positive impact
	03 	Section 1: About Collins Foods
	04 	Section 2: Our Positive Impact Strategy and materiality
	06 	Section 3: People and Communities
	14 	Section 4: Planet 
	18 	Section 5: Governance
	20	Basis of preparation and glossary
	22 	Appendix
Letter of  
introduction
Welcome to Collins 
Foods’ 2023 Sustainability 
Report for our operations 
throughout Australia. 
Our sustainability practices are driven by our 
Positive Impact Strategy, which is structured 
around three key pillars — People and 
Communities, Planet, and Governance — with 
three primary goals to be achieved by 2026:
•	 establish Collins Foods Giving as best-in-
class signature program with 75%  
plus Participation Rate
•	 reduce our carbon footprint by achieving 
a 25% reduction in Scope 1 and 2 
greenhouse gas emissions compared  
with FY21
•	 increase diversion of waste from landfill 
by 25% compared with FY22.
FY23 was another promising year for Collins 
Foods, with positive change being made in 
all aspects of our business to increase the 
safety and wellbeing of our employees and 
communities, while empowering our people to 
take steps to decrease our carbon footprint. 
We are pleased to present this year’s Positive 
Impact Report as a true reflection of the 
hard work our teams have made to promote 
continuous improvement across our business. 
Acknowledgment of Country 
Collins Foods Limited acknowledges the 
Traditional Owners and Custodians of the lands 
on which we operate. We pay our respects to 
Elders past, present and emerging.

SUSTAINABILITY REPORT 2023 | COLLINS FOODS LIMITED   1
 	
SUSTAINABILITY REPORT 2023  COLLINS FOODS LIMITED   1
People and communities
One of our core values is People at the Heart, and we are dedicated 
to supporting cultural diversity, positive mental health and ensuring 
our workplaces are safe, happy and welcoming. 
In FY23 our Diversity and Inclusion (D&I) Council’s working groups 
— LGBTQIA+, Disability, Multicultural and Gender Equality — have 
made significant progress by implementing an overarching roadmap 
to enhance diversity and inclusion initiatives across Collins Foods 
and strengthening our culture of belonging. We worked with MAX 
Solutions to offer training and employment opportunities to 
people with a disability and we are very proud of the employees 
who have joined our team through that pathway. 
Optional employee Recharge Days, early access to Long Service 
Leave and the expansion of the Collins Family Fund to our European 
restaurants have been implemented this year to support the safety 
and positive wellbeing of our team. 
As part of our commitment to the safety and wellbeing of our 
people — to support those who may be directly or indirectly 
affected by domestic and family violence — all employees have 
access to 15 days of paid and up to ten days unpaid family and 
domestic violence leave each year. Over 2023, Collins Foods also 
granted $275,000 to a number of employees and their families  
to aid them through challenging times.
Our Workplace Giving Program, which allows employees to donate 
a portion of their weekly pre-tax income to a charity of their 
choice, has contributed over $6 million to charitable organisations 
since its inception. Our Participation Rate is at 36% of employees 
during Period 13 FY23, consistent with 36% during Period 13 FY22.
Planet
Collins Foods is very proud of the roll out of our solar panel 
initiative across all suitable freestanding restaurants in Australia. 
This has resulted in the installation of 164 solar generation sites at 
the time of writing this report.
We also launched our inaugural organics waste program, with 23 
stores now participating. Our passionate team members sort our 
waste to divert organic matter from landfill, which is then collected 
and turned into fertiliser by our waste partner.
Governance
Without strong governance, we would be unable to keep building 
on our success. We have high standards of corporate governance, 
recognising that sound governance practices not only protect  
and enhance stakeholder interests but is important to our  
ongoing success.
Cyber security is an increasing risk for many organisations 
and in FY23, we commenced our three-year enterprise 
Information and Cyber Security Strategy that will uplift security 
policy and architecture, resilience planning, user access and 
vulnerability management. 
As an ASX-listed corporation, we respect and support the integrity 
of the market where investors trade in Collins Foods’ shares (ASX: 
CKF) and from which we access capital. An overview of Collins 
Foods’ corporate governance practices is set out in our corporate 
governance statement available at www.collinsfoods.com.
We are continuing to make progress towards best-practice 
governance standards.
The future outlook
Our Sustainability Report is a true representation of our ESG 
journey, and outlines how we are actively working to improve  
our ESG program. 
To support the creation of our future ESG strategy, we have 
engaged EY to provide Task Force on Climate-Related Financial 
Disclosures (TCFD) and Sustainability Advisory Services, which will 
involve performing a qualitative climate risk assessment, a TCFD 
readiness assessment, and a materiality assessment. The materiality 
assessment will be conducted to support the identification and 
understanding of Collins Foods' key sustainability priorities, impacts 
and opportunities within a dynamically changing landscape. 
The climate risk assessment and TCFD readiness assessment will 
support the identification of Collins Foods' material climate-related 
risks and opportunities, confirm the business' existing management 
practices and disclosures, and develop a roadmap and action plan 
to demonstrate alignment with the TCFD Recommendations. The 
outcomes of these assessments will be drawn upon to support 
the development of our ESG strategy in the year ahead where we 
are committed to enhancing our response to sustainability and 
climate-related risks, impacts, and related requirements.
We promote a culture of safety through regular reporting, new 
safety software and acting on employee feedback. Our Board and 
executives actively review strategies and standards to ensure our 
business practices deliver what we promise to our stakeholders and 
customers, and align with our commitment to the planet. 
Robert Kaye SC 
Chair
Drew O’Malley  
Managing Director & CEO

2   SUSTAINABILITY REPORT 2023 | COLLINS FOODS LIMITED
Our positive impact
OUR PRIMARY GOALS
•	 Safety management system that underpins 
strong safety culture FY23: LTIFR 10.37 
(FY22: 11.43)
•	 Collins Foods Giving employee 
Participation Rate in FY23: 36%  
(FY22: 36%) 
•	 Collins Family Fund: over $275,000 granted
•	 Equitable employee profile: FY23:  
47.4% female, 51.9% male, 0.7%  
non-binary, intersex or preferred  
not to say
•	 Employing young Australians: 577 
traineeships with 371 completed in FY23 
(FY22: 566 with 307 completed)
•	 Expansion of participation in 
Food Recovery
•	 Extended wellbeing strategy to include 
EAP Ambassadors
•	 Introduced the first Collins Psychosocial 
Questionnaire
•	 Introduced Career Corridors to support 
career pathways. 
2023 INITIATIVES & OPPORTUNITIES
HOW WE ARE TRACKING
OUR PILLARS
Maintained a 36% participation rate 
in Collins Foods Giving, despite 
economic challenges and a rising strain 
on living costs.
Continuing to make progress towards 
best-practice governance standards.
People and 
Communities
Planet
Governance
•	 We expect our people and those 
who conduct business with us to 
act with integrity, ethically and with 
openness, honesty and fairness
•	 Food safety management 
system underpins strong food 
safety culture.
•	 Renewable energy: 162 solar panel 
systems were installed by the end 
of the reporting period. A total of 164 
have been installed at the time  
of writing this report
•	 Reducing Scope 1 and 2 GHG  
despite increasing restaurants:  
FY23: 60,776 tonnes CO2-e  
(FY22: 65,926 tonnes CO2-e)
•	 Reducing average energy  
consumption per restaurant:  
FY23: 1,177 GJ* (FY22: 1,226 GJ*) 
•	 Reducing waste to landfill by diverting, 
reusing, recycling or upcycling waste. 
FY23: total 13,297 tonnes and a waste 
diversion rate of 19.5% for FY23 
(FY22: 18.3%)
•	 Organics waste diversion launched  
at 23 stores
•	 Opportunity: water management and 
other energy efficiencies
•	 In FY23, we planted over 7,000 trees. 
In FY24, we aim to plant another 
11,000 trees.
* gigajoules 
The reduction in greenhouse gas emissions 
from FY21 to FY23 has been 11.4%.  
This reduction includes a significant growth 
of our business in 2023 with 8 new Taco 
Bell and 11 new KFCs as well as an energy 
offset from the implementation of our 
solar program. The greening of the national 
grid resulted in changes to the National 
Greenhouse Accounts (NGA) factors which 
has contributed 9.5% towards our reduction.
As at year-end, waste diversion is 19.5% 
(FY22: 18.3%).
Creating 
unmatched 
PEOPLE 
experiences
Being 
BRILLIANT
AT THE BASICS
Making a 
POSITIVE
IMPACT
Establish Collins Foods Giving as a 
best-in-class signature program by 
2026 with 75%+ Participation Rate.
Reduce our carbon footprint 
by achieving a 25% reduction in 
greenhouse gas emissions by 2026 
compared to FY21.
Increase diversion of waste from 
landfill by 25% by 2026 compared 
with FY22.
Commitment to continuous 
improvement towards best-practice 
governance standards in all our 
business activities.

SUSTAINABILITY REPORT 2023 | COLLINS FOODS LIMITED   3
We aspire to be the World’s Top 
Restaurant Operator by creating 
unmatched experiences for both 
our customers and people.
As a franchisee of Yum! Brands Inc, we operate KFC and Taco Bell 
restaurants across Australia. 
Our relationship with Yum! Brands Inc as our franchisor is based 
around a “Franchise Partnership Pact” — this pact sets out 
principles for all interactions within our business. We are provided 
with marketing, food innovation, supply chain and information 
technology services in exchange for service fees and are part of 
forums, committees and councils. As the franchisee, Collins Foods 
is consulted within decision-making but Yum! Brands Inc has 
ultimate control. 
Under our franchise agreements, we are required to use goods and 
services that have been approved by our franchisor to prepare, 
market and sell products in our restaurants. This ensures quality 
and consistency of products sold throughout the franchise system 
for both KFC and Taco Bell. Yum! Brands Inc conduct the sourcing 
and purchasing negotiations for food, packaging, equipment and 
other items on our behalf, which means supply and distribution 
arrangements are limited to approved supply and distribution 
partners of Yum! Brands Inc. 
SECTION 1:  
About Collins Foods
We are deeply committed 
to the wellbeing, 
development and safety  
of our people, and treat 
them as our family. 
We are passionate  
about our customers.  
We work together to create 
unrivalled experiences.
‘Being Brilliant at the Basics’  
is in our DNA — we are 
fanatical about driving 
performance and getting  
it right every time.
This is our company.  
We treat it like our own and 
take complete accountability 
for results.
Life is too short to stick with 
the status quo. We think 
big and take bold moves 
to make sure we are better 
tomorrow than today.
Our people, our 
communities, and our planet 
deserve our wholehearted 
commitment. We want our 
growth to be sustainable.
At Collins Foods, Restaurants are Done Better. 
We are an ASX200-listed entity proudly employing over 17,000 
employees throughout 300 KFC and Taco Bell restaurants in 
Australia. Six core values underpin everything we do and help us 
achieve our vision to be the ‘World’s Top Restaurant Operator’  
and our mission around ‘Restaurants Done Better’.

4   SUSTAINABILITY REPORT 2023 | COLLINS FOODS LIMITED
This is Collins Foods’ third 
Sustainability Report covering  
our Australian operations. 
Consistent with our vision to be the ‘World’s Top Restaurant 
Operator’ and our ongoing pursuit of sustainable growth, 
environmental, social and corporate governance (ESG) and 
sustainability practices have been at the core of Collins Foods’ 
organisation for many years.
Our stakeholders include:
•	 our people
•	 franchisors
•	 customers
•	 investors
•	 suppliers
•	 charity partners
•	 government
•	 regulators.  
The diversity of our stakeholders is a true reflection of the breadth 
of ESG factors that impact our organisation. Our sustainability 
strategy combines the materiality factors into three key pillars:
•	 People and Communities — creating unmatched people 
experiences and supporting our local communities
•	 Planet — making a positive impact
•	 Governance — commitment to continuous improvement in  
best-practice governance standards in all our business activities 
and ‘Being Brilliant at the Basics’.
From these factors, Collins Foods has chosen three main aspirations 
as our primary focus:
•	 establish Collins Foods Giving as a best-in-class signature program 
with over 75% Participation Rate by 2026
•	 reduce our carbon footprint by achieving a 25% reduction in 
greenhouse gas emissions by 2026 compared with FY21
•	 increase diversion of waste from landfill by 25% by 2026  
compared with FY22.
PILLAR
People and  
Communities
Planet
Governance
SECTION 2: 
Our Positive Impact  
Strategy and materiality
MATERIALITY FACTORS RELEVANT 
TO COLLINS FOODS

SUSTAINABILITY REPORT 2023 | COLLINS FOODS LIMITED   5
FOCUS
MATERIALITY FACTORS
OUR SUSTAINABILITY INITIATIVES
Creating
unmatched 
PEOPLE 
experiences
Workplace health and safety
Utilise safety management system to reduce LTIFR and TRIFR.
Diversity and inclusion
Introduction of employee working groups across disability,  
gender equality, LGBTQIA+ community and multicultural. 
Labour practices
Regular review and test of employee life cycle. 
Supporting
OUR LOCAL 
COMMUNITIES
Collins Foods Giving — 
workplace giving program
Establish Collins Foods Giving as a best-in-class signature program  
by 2026 with 75% plus Participation Rate. 
Collins Family Fund
Continue to provide support to our employees in times of need.
Food Recovery
Increased number of restaurants participating in Food Recovery.
Making a
POSITIVE  
IMPACT
Energy management and 
carbon offsets
Reduce our carbon footprint by achieving a 25% reduction 
in greenhouse gas emissions by 2026 compared with FY21.
Waste management
Increase diversion of waste from landfill by 25% by 2026  
compared to FY22.
Animal welfare
Provide input to our franchisors to be a good steward of the animals 
raised for food throughout our supply chains via our representation 
on the franchisor’s Supply Chain Management Council.
Supply chain management
Continue to evolve and mature modern slavery due diligence processes  
by requesting high-risk non-core suppliers to join the Sedex platform, 
complete questionnaires on modern slavery practices, and if required, 
complete a third-party SMETA audit.
Maintaining
ETHICS AND 
INTEGRITY IN 
DECISION-
MAKING
Ethics and integrity
Inclusion of serious social misconduct termination event  
in Supplier Code of Conduct
Proactive issue of questionnaire to all above restaurant employees 
supporting operation of Group Code of Conduct and Group  
Securities Trading Policy.
Legal and regulatory 
environment management
Due diligence workshops and director site visits.
Critical incident risk 
management
Third-party facilitated crisis management solutions
Implement an Incident Cause Analysis Method (ICAM) approach  
to critical incident investigations.
Privacy and data security
National Institute of Standards and Technology Cyber Security  
Framework control uplift based on Cyber Strategy initiatives
Tactical data management activities across key Human  
Resource applications
Restaurant multi-factor authentication enabled.
Delivering responsible   
and uncompromising food 
by ‘Being 
Brilliant at  
the Basics’
Product quality and safety
Audited food safety programs in place for both KFC 
and Taco Bell.
Customer welfare
Continue to measure customer experience using Guest  
Experience Surveys administered and audited by  
an independent third party.
Selling practices and 
product labelling
No direct marketing to children under 15 years old.

6   SUSTAINABILITY REPORT 2023 | COLLINS FOODS LIMITED
At Collins, our greatest strength 
is our people, and the unique 
perspectives and experiences 
they bring to work, every day.  
It is one of the many reasons we 
have People at the Heart as one 
of our core values. 
Our team of over 17,000 are situated throughout Australia and work 
hard to foster success at our 300 KFC and Taco Bell restaurants. 
Collins Foods is committed to creating a culture of belonging where 
our people feel welcomed, accepted, safe, included, supported  
and encouraged.
We want to ensure our people understand our values and standards 
and how important their contribution is to Collins Foods' success. 
As an ASX200-listed entity, we are able to provide our people with 
dedicated career progression and have introduced our Careers 
Corridors initiative, reviewing career pathways and communication 
of flexible working. We have also revitalised our Employee Value 
Proposition to increase retention and attract a new generation  
of employees. 
Supporting employee mental health and physical wellness  
continues to be top of mind. Implementation of the Wellbeing 
Strategy continued throughout FY23 with updates to the 
Psychosocial Risk Assessment and the launch of the first Collins 
Psychosocial Questionnaire. 
An EAP (Employee Assistance Program) Ambassador program was 
also launched across the business to create a greater awareness of 
the employee assistance program. 
Safety and wellbeing 
Championing positive mental health and wellbeing for all team 
members is a critical priority for Collins Foods. We continued to 
implement our Wellbeing Strategy throughout FY23, updating our 
Psychosocial Risk Assessment to include new strategies such as EAP 
ambassadors and mental health first aid.
The introduction of an EAP Ambassador program to the business 
further strengthens our EAP program. The EAP Ambassador 
program identifies key personnel throughout Collins Foods to share 
content and create greater awareness of the program across all 
geographical locations. 
We also launched the first Collins Psychosocial Questionnaire, using 
the People@Work survey tool to better understand where our 
teams need support the most. The Questionnaire targets a range of 
psychosocial risk factors such as burnout, lack of support, bullying 
and conflict. It supports employees by helping us decide where to 
focus resources.
Our safety culture has strengthened over FY23, as our workplaces 
regularly promote safe and healthy practices within our day-to-day 
operations. This culture is underpinned by our Workplace Health 
and Safety (WHS) Strategy. The Strategy defines responsibilities 
for WHS across the entire Australian organisation, driving a broad 
range of key organisational and operational activities, improving 
WHS management, and supporting the achievement of our vision of 
sustaining safe, healthy and productive workplaces. The Strategy is 
reviewed every two years by the Collins Foods’ Board and executive 
management team to ensure it is up to date and meets legal 
obligations, business and customer needs, client requirements, and 
stakeholder expectations. 
SECTION 3: 
People and Communities
We have worked hard to 
DECREASE 
our injury frequency rates
FINANCIAL YEAR
LTIFR
TRIFR
2023
10.37
15.84
2022 Restated*
11.43
18.81
2021
14.20
22.12
LTIFR: Lost Time Injury Frequency Rate 
TRIFR: Total Recordable Injury Frequency Rate 
*The 2022 LTIFR was restated from 11.68 due to a calculation error.

SUSTAINABILITY REPORT 2023 | COLLINS FOODS LIMITED   7
WHS has been further enhanced by the launch of Donesafe, a new 
safety management IT system. Donesafe is an easy-to-use system 
for use in incident management, checklists, audits, open action 
tracking and many more functions related to safety.  
We are also currently refreshing our ’Stop and Step Back’ materials 
to highlight the importance of high workplace health and safety 
standards and help our teams to better identify and understand the 
risks that can arise in their work environment.
The Collins Foods Safety Management System (SMS) supports 
our business practice and the WHS Strategy. The Board has direct 
oversight of the SMS through regular reports, briefings, workshops, 
new director induction, and visits to our restaurants. 
Teams across all sites are regularly consulted on safety standards 
and staff feedback is acknowledged and actioned appropriately 
where required. We promote a culture of reporting and 
empowering staff to register any workplace incidents promptly 
and accurately.  
The implementation of Donesafe, refresh of ‘Stop and Step Back’ 
materials, and other key safety initiatives, coupled with our ongoing 
commitment to the safety and wellbeing of our people has meant 
that this year we set a target to improve on last year’s Lost Time 
Injury Frequency Rate (LTIFR) of 11.43 which we have achieved, 
resulting in LTIFR of 10.37 at year end.
Refreshing our ‘Stop and Step Back’ materials has included recording 
13 new videos for the 13 four-week periods across both Taco Bell and 
KFC. The videos are designed to improve safety culture by sharing 
important messages and engaging all team members on safety 
topics which they can connect with.
Recharge Days 
To allow for opportunities for a healthier work-life balance, and a 
greater focus on physical and mental wellbeing, Collins Foods has 
introduced Recharge Days. 
Recharge Days allow our employees to take an extra day off per 
period (4 weeks) to recharge, connect and relax. By working an 
additional 7.6 hours per period, employees are entitled to a day 
off each period to ‘Recharge’. This can include spending extra time 
with their family, engaging in their personal interests such as playing 
sport, catching up on personal administration, or simply relaxing. 
Long Service Leave 
We are proud to lead the way in the Quick Service Restaurant 
(QSR) and other industries with early access to Long Service Leave. 
Permanent team members in New South Wales, Tasmania, Northern 
Territory, Western Australia, and Queensland can access their pro-
rated Long Service Leave entitlement after 7 years of continuous 
service instead of 10 years. 
This aligns with the legislation currently in place for South Australia 
and Victoria, and allows our employees to help achieve personal 
goals, commitments or improve their wellbeing.
Domestic and family violence support 
In February 2023, the Australian Federal Government implemented 
changes to family and domestic violence leave to include 10 days of 
paid family and domestic violence (FDV) leave for all staff, including 
part-time and casual staff members.
From 1st February 2023, employees of non-small business employers 
are able to access 10 days of paid family domestic violence leave. 
This includes part-time and casual employees. At Collins we felt, 
why wait, why not help now! We started providing 5 days of paid 
family and domestic violence leave in 2022 and following the 
legislative change to 10 days, we have extended our offering to 
15 days. Our employees can also access emergency funds (through 
the Collins Family Fund) to assist them and their families in 
these times. Everyone deserves a safe home.
Our impacted employees have access to up to $5,000 financial 
support that can be used for additional assistance such as 
emergency accommodation, a bond payment on a new rental 
property or to set up a new mobile phone. 
To help our employees access this support easily, Collins Foods 
launched an online portal accessible to all employees, providing 
information about FDV leave and additional assistance. 
Creating
unmatched 
PEOPLE 
experiences

8   SUSTAINABILITY REPORT 2023 | COLLINS FOODS LIMITED
Collins Family Fund 
Our employees are the most important part of Collins Foods.  
That's why we invest in a range of wellbeing benefits that help our 
team through all the ups and downs of life.
Since its inception in 2020, our Collins Family Fund has provided 
financial support to employees experiencing financial difficulties or 
hardship or are otherwise in a time of need. 
All employees are eligible to apply for financial assistance for any 
reason, including unexpected vehicle or home repairs, medical  
bills, or household goods affected by extreme weather events.  
Our intent is to ‘support our team’ in the same way they could 
depend on their family or loved ones during times of need. 
In FY23 over $275,000 was granted to a number of employees  
and their families to support them through a difficult time. 
The Collins Family Fund has now extended to our European  
business across Germany and The Netherlands, and we are proud  
to continue supporting our team across the extended business.
CULTURE AND DIVERSITY 
As a business centred on delivering high quality customer service, 
it is important that the diversity of our employees reflects the 
diversity of the communities we serve. Collins Foods values 
providing equal opportunities within the workforce and ensuring 
the views of our team members are taken into consideration at 
every step of our diversity journey. 
In FY23 we completed our Voice Engagement survey. The survey 
provided us with an opportunity to hear from employees and 
understand their views on working within our brands and in the 
Restaurant Support Centre (RSC). 
Our commitment to equality is evident in the profile and gender 
equality indicators from our full Workplace Gender Equality Agency 
(WGEA) report for the past four WGEA reporting periods. In 2022, 
our gender pay gap was -1.0% and this has increased to -3.7% in 2023.
With employees and customers coming together from a broad 
range of backgrounds, we aim to leverage and champion our rich 
cultural diversity, create inclusive frameworks to promote career 
development, inclusion and a sense of belonging. 
In FY22, our Diversity and Inclusion (D&I) Council established four 
working groups — LGBTQIA+, Disability, Multicultural and Gender 
Equality. In FY23 the working groups have focused on development 
of the overarching roadmap for the enhancement of diversity and 
inclusion initiatives across Collins Foods and to strengthen our 
culture of belonging. 
SECTION 3: 
People and Communities
FINANCIAL 
YEAR
WORKPLACE 
PROFILE
PROMOTIONS
ACTUAL 
GENDER PAY 
GAP FOR 
WOMEN
2023
47.4% female
51.9% male
0.7% non-
binary, intersex 
or prefer not 
to disclose
58.9% female
40.4% male
0.6% non-
binary, intersex 
or prefer not  
to disclose
-3.7%
2022
49.2% female
50.5% male
0.3% non-
binary, intersex 
or prefer not  
to disclose 
57.8% female
42.2% male
-1.0%
2021
49.4% female
50.6% male
60.1% female
39.9% male
-0.9%
We have a stable
GENDER  
BALANCE
The number of women 
 employed 
by Collins Foods has also  
remained stable
NUMBER 
OFWOMEN
FY23 
ACTUAL
FY22 
ACTUAL
FY21 
ACTUAL
Number
%
Number
%
Number
%
Employees 
in the whole 
organisation
8,290
47.4%
8,157
49.2%
7,547
49.4%
In senior 
executive 
positions
3
43%
3
50%
2
40%
On the Board
2
29%
2
33.3%
2
33.3%

SUSTAINABILITY REPORT 2023 | COLLINS FOODS LIMITED   9
In FY23 our working groups have:
•	 implemented ‘hiring a person with a disability’ toolkit 
for restaurants
•	 collected demographic data (on a voluntary basis) at time 
of recruitment
•	 introduced pronouns on name badges and email signatures
•	 reviewed the gender balance across training and development
•	 promoted and communicated flexible work arrangements, 
both internally and to prospective employees
•	 promoted career pathways across all genders via the 
Careers Corridor
•	 launched a new calendar of events relating to diversity and 
inclusion, and cultural celebrations.
Celebrations 
With employees joining us from a broad range of backgrounds, 
we aim to leverage and champion our rich diversity. As such, we 
recognise and celebrate a range of events to celebrate our Diversity 
and Inclusion at Collins Foods, including: 
•	 Pride Month 
•	 Harmony Week 
•	 NAIDOC Week 
•	 International Women’s Day
•	 International Men’s Day 
•	 R U OK? Day.

10   SUSTAINABILITY REPORT 2023 | COLLINS FOODS LIMITED
SECTION 3: 
People and Communities
CASE STUDY
Mandy Boxsem — Communications and Culture Manager 
Mandy Boxsem, Collins Foods’ Communications and 
Culture Manager and lead of Diversity & Inclusion is a 
founding member of Pride@Collins.
Creating a culture of inclusion and belonging is part of Collins 
Foods’ core value ‘People at the Heart’. To continue growing 
this culture, our Diversity and Inclusion Council established 
four working groups — Pride@Collins (LGBTQIA+), Respect@
Collins (Disability), Unity@Collins (Multicultural), and Equality@
Collins (Gender Equality). Each group is tasked with delivering 
an overarching roadmap for the enhancement of diversity and 
inclusion initiatives across Collins Foods.
Mandy is a true believer that employees are the greatest assets 
of any company. 
“With this mindset I'm passionate about promoting diversity in 
the workplace to create strong teams,” Mandy said.
“All of our working groups consist of amazing, passionate and 
talented employees who volunteer their time, skills and talent 
to make Collins Foods a more inclusive and welcoming place. 
“We are excited to expand our working groups with more 
employees in the coming years.”
Pride@Collins is a cause that is close to Mandy’s heart.
“Pride@Collins is currently in the process of working towards 
an application for the Australian Workplace Equality Index 
(AWEI) and we will be one of the first businesses in the 
Quick Service Industry to participate,” Mandy said. 
“AWEI provides an independent benchmark to show if we are 
on track to becoming the kind of workplace we want to be. 
It also gives us valuable insights into best practice inclusion 
initiatives.
“I am proud of the work Collins Foods has shown to make 
sure people from the LGBTQIA+ community feel included 
and welcomed — from policies, to celebrating Pride Month 
in restaurants, and wearing a simple rainbow pin. I love seeing 
restaurants celebrate our LGBTQIA+ colleagues and customers.
“I think it’s important to give a voice to the diverse employee 
base that all organisations have. It’s critically important to 
listen to minority and marginalised communities, and to 
understand their lived experience — inside and outside of the 
workplace. Once an organisation has this perspective, it can 
tailor its business operations and remove any direct or indirect 
barriers that may exist.”

SUSTAINABILITY REPORT 2023 | COLLINS FOODS LIMITED   11
Reward and recognition
Our team does great work for us, each and every day, both on the 
frontline and behind the scenes. As a customer-driven organisation, 
our people are our backbone and we want to make sure their 
superb work doesn’t go unnoticed. 
LONG-TERM COMMITMENT   
In 2022 Collins Foods proudly recognised 713 employees for their 
long-term tenure of 5, 10, 15, 20, 25, 30 and 35 years.
2022 COLLINS WAY AWARDS 
The Collins Way Awards program is our premier recognition 
program for rewarding and recognising our Restaurant Support 
Centre, Assistant Restaurant Managers and Restaurant General 
Managers who live the ‘Collins Way’ by demonstrating our 
core values to the highest level and setting the benchmark for 
‘Restaurants done Better’. 
Employees are recognised across our values — People at the Heart, 
Customer Driven, Operational Excellence, Ownership, Innovation 
Mindset, and Positive Impact.
Our 2022 Collins Way Awards were held in February 2023. 
34 employees from across Restaurant Support Centre, KFC and Taco 
Bell were recognised for their exceptional work. The overall winners 
of each category were: 
•	 Restaurant Support Centre 2022 Collins Way Winner: Zachary 
Wilson — Operations Excellence
•	 Taco Bell 2022 Collins Way Winner: Monica West — Restaurant 
Manager Taco Bell Coorparoo
•	 KFC 2022 Collins Way Winner: Amy Bingham — Restaurant 
Manager KFC Cairns.
An unmatched people experience 
CAREERS CORRIDOR   
At Collins, we aim to deliver Unmatched People Experiences for 
our customers and our people. Our Learning and Development 
programs focus on upskilling our employees — growing their career 
from team member to Restaurant General Manager and beyond. 
To showcase the career journey and benefits we have to offer,  
we invited over 30 talented team members to our first KFC Careers 
Corridor in April 2022. 
At our Careers Corridor, team members learn more about career 
opportunities across Collins Foods, with detail available on career 
paths, training and development opportunities and benefits and perks. 
Since its inauguration, we have hosted 13 ‘Careers Corridors’  
across Australia with 289 team members attending across KFC and 
Taco Bell. We are proud to announce Careers Corridor achieved,  
on average, a 75% conversion rate of attendees taking the next step 
in their career at Collins Foods.
A REVITALISED EMPLOYEE VALUE PROPOSITION (EVP)
As we continue to grow our business and open new restaurants, we 
are also increasing our workforce. 
The competition for talent within the Quick Service Restaurant 
(QSR) industry is strong. To increase retention and attract talented 
employees, we revitalised our employment brand and geared it 
towards promoting an EVP that emphasises our career development 
opportunities, benefits and culture. 
Our EVP reflects our core brand DNA as a ‘place where you belong’, 
where we offer Unmatched People Experiences. 
It is a place where our team can take ownership of their wealth, 
thrive personally and professionally as we invest in a range of 
wellbeing benefits, create a better future and grow their career at 
Collins Foods while making a positive impact to their communities.
Traineeships 
For many of our team members, being employed by Collins Foods 
signifies the beginning of their career with over 90% of Collins Foods’ 
workforce under the age of 25. 
To support our young Australians, Collins Foods has introduced 
577 young people to our national traineeship program throughout 
FY23. The traineeships combine paid on-the-job training, and formal 
study at high school and/or a registered training organisation, 
with the trainee receiving a nationally recognised qualification 
upon completion.
More than 71% of trainees have stayed on with Collins Foods for 
longer than 12 months after the completion of their training, and 
45.6% of employees who completed a traineeship in the past four 
years have chosen to remain employees. These figures represent 
the positive culture fostered within our workplaces and we are very 
proud of our team members for their loyalty and commitment. 
FINANCIAL  
YEAR
TOTAL 
TRAINEESHIP 
SIGN-UPS
TOTAL 
TRAINEESHIPS 
COMPLETED
2023
577
371
2022
566
307
2021
518
290
577  young people took part  
in our traineeship program in FY23

12   SUSTAINABILITY REPORT 2023 | COLLINS FOODS LIMITED
SECTION 3: 
People and Communities
CASE STUDY
Amy Bingham — KFC Restaurant General Manager    
Amy started her career at KFC as a Customer Service 
Team Member in 2016 and is now the Restaurant 
General Manager at Cairns Central. 
As the 2022 Collins Way Winner for KFC, Amy constantly 
improves the efficiencies and processes of her restaurant 
to ensure the team delivers unmatched experiences to our 
customers every single day. 
“Winning the 2022 Collins Way Award for KFC has definitely 
been a highlight for me, that was a really fantastic experience, 
and something that I am definitely proud of.” 
Amy excelled in achieving her targets and boosted employee 
engagement to an all-time high at 92% on the 2022 Voice Survey. 
“I am all about our people, they’re the reason I love my job so 
much and I’m proud of the team. I have some fantastic team 
members at the restaurant, across all levels, and a management 
team that makes me proud every single day, particularly my 
Assistant Managers, Ryan and Kiara, who have come so far in 
the last 12 months. 
“Together we have achieved some awesome results and I am 
excited to see what we can achieve in the coming year.”
Amy’s passion is developing her team through training and 
career opportunities. 
“There have been so many incredible development 
opportunities offered to me while working at Collins which I 
am appreciative of,” Amy said.  
“I have also been fortunate to have worked in an area with 
people who have become role models for me. Having such a 
great team that supports each other so well is something that 
has really contributed to who I am as a manager and my overall 
style of leadership. 
“I am very thankful to our team for always being incredible 
mentors to me and such positive examples of strong female 
leadership.” 
Amy is currently studying a Bachelor of Business, majoring in 
Accounting and Finance, which has gone hand-in-hand with 
her current role at KFC. She aspires to continue to grow her 
career at KFC following graduation. 
“The idea of working in an above store role, or within the 
Restaurant Support Centre at Collins Foods in a finance or 
accounting role really appeals to me,” Amy said.

SUSTAINABILITY REPORT 2023 | COLLINS FOODS LIMITED   13
Strategic Leadership Development 
Program (SLDP) 
Our CFL Academy continues to deliver on designing and delivering 
consistent and formalised training programs, with a focus on up-
skilling team members and leaders across our business. 
In 2021, we officially launched our six-day Strategic Leadership 
Development Program (SLDP). Through the SLDP, our high-potential 
leaders receive the unique opportunity to learn directly from our 
Executive Team on topics such as: 
•	 leadership
•	 strategy
•	 change management
•	 project management
•	 finance
•	 ethics and risk management.
Our leaders learnt practical tools and learnings to continue to fuel 
their growth.  
22 employees were selected for the first SLDP group in 2021 and 
in 2022, 37 employees also joined the program. The program will 
continue to develop after positive feedback from attendees. 
Diploma of Leadership & Management 
To support employee development in current or future roles, 
particularly from Team Member to Restaurant General Manager 
and above, we offer the opportunity to undertake a nationally 
recognised qualification, the Diploma of Leadership & Management 
(BSB50420).
In March 2023, over 20 employees officially graduated from the 
12-month Diploma of Leadership & Management program.
OUR COMMUNITIES 
As part of our commitment to make a Positive Impact to our 
people, communities and our planet, Collins Foods partners with a 
number of community organisations, charities and not-for-profits 
across Australia to support the communities we call home.
COLLINS FOODS GIVING  
Established in 2008, Collins Foods Giving continues to deliver 
on our commitment to improving sustainable growth within our 
communities. The committee of representatives from across 
the organisation plan activities and new initiatives to offer our 
employees an opportunity to give back to those in need.  
The program is recognised by Workplace Giving Australia (WGA), 
enables our team the opportunity to contribute an automatic 
weekly donation from their pre-tax salary to any one of six partner 
Australian charities. Collins Foods matches donations each year,  
up to the value of $150,000.
Through our Collins Giving Program we have donated over 
AUD $6 million since 2008.
Every donation goes directly to one or more of the charity partners 
of the employee’s choice, to make a real difference for those in 
need. The Collins Foods Giving charity partners are: 
Fights for a world that values the extraordinary 
bond between people and their pets. 
Helps to improve education outcomes for 
children in disadvantaged communities. 
Providing support, information,  
treatment and care to Australians  
affected by breast cancer. 
Providing care for sick children and their families 
and funds for vital research and new equipment 
in Queensland and New South Wales.  
Revolutionising the way young people  
with high care disabilities live. 
Supporting mental wellbeing for 
young Australians.
In February 2023, we introduced KFC Youth Foundation as our new 
charity partner to Collins Foods Giving. With over 90% of our team 
members being under the age of 25, supporting youth is something 
we care deeply about. KFC Youth Foundation supports three 
charity partners:
In FY23, $820,500 
was raised for our charity partners 
by our customers and employees
FINANCIAL 
YEAR
COLLINS FOODS 
GIVING 
(ROUNDED)
CUSTOMER 
AND EMPLOYEE 
DONATIONS TO KFC 
YOUTH FOUNDATION 
(ROUNDED)
2023
$533,500
 $287,000
2022
$480,000
$412,000
2021
$587,000
$325,000

14   SUSTAINABILITY REPORT 2023 | COLLINS FOODS LIMITED
Collins Foods recognises the 
important part we can play in 
reducing carbon emissions and  
is aiming to achieve a 25% 
reduction in greenhouse gas 
emissions by 2026 compared  
to FY21.
A significant portion of Collins Foods’ greenhouse gas emissions 
comes directly from energy usage. Collins Foods is proud to have 
completed the rollout of solar panels on every free-standing drive-
thru restaurant we operate, subject to local council requirements 
and landlord consent.
As our restaurant network grows and new restaurants are built, 
we commit to planting trees to balance the effect of trees 
removed during construction, restore areas affected by bushfires, 
create habitat for koalas, and promote native biodiversity. 
Our Development team took an initiative to plant 10 trees for each 
tree removed by our development partners. This has resulted in 
over 300 trees being planted.
In FY23, we planted over 7,000 trees. In FY24, we aim to plant 
another 11,000 trees.
Solar Energy
Collins Foods is very proud to have completed our highly 
anticipated solar rollout in FY23. The rollout began in FY22 and to 
date we have installed 164 solar generation systems. The completion 
of this project will see every freestanding KFC and Taco Bell rooftop 
(excluding those where the infrastructure is unsuitable) host solar 
panels, saving more than 3% of total energy usage.  
 
FINANCIAL  
YEAR
NUMBER OF 
RESTAURANTS
TOTAL 
SOLAR ENERGY 
CAPACITY 
2023
162
2,392 kW
SOLAR ENERGY CAPACITY 
(KILOWATTS)
SECTION 4:
Planet
Average Energy 
Consumption is down 
by an average of 49 GJ*
FINANCIAL YEAR
NUMBER OF RESTAURANTS
TOTAL ENERGY 
CONSUMPTION (GJ)
AVERAGE ENERGY 
CONSUMPTION PER 
RESTAURANT (GJ)*
2023 (sales $1.35b)
300 (290.3 ORE*)
341,648
1,177
2022 restated (sales $1.18b)
281 (273.2 ORE*)
334,897
1,226
2021 restated (sales $1.07b)
267 (257.0 ORE*)
335,631
1,306
*	 Total energy consumed divided by the total number of operating restaurants equivalent (ORE) during the reporting period. "Average energy 
consumption per ORE" has been reported for the first time this year as a more representative measure of consumption than "Average energy 
consumption per restaurant operating at year end" which was reported in the prior year. 2022 and 2021 comparative data has been restated to  
reflect this change.
per  
restaurant

SUSTAINABILITY REPORT 2023 | COLLINS FOODS LIMITED   15
Making a
POSITIVE 
IMPACT
GHG emissions
Collins Foods is acutely conscious of the impact our greenhouse gas 
emissions (GHG) have on the environment around us. 
To support our aim to drive down our GHG emissions we have 
engaged Australia's leading decarbonisation consultancy Energywise, 
which has undertaken a very detailed review and monitoring of our 
usage at six of our sites. Energywise has identified some potential 
energy reduction initiatives, which we intend to trial and verify 
during next financial year. 
In FY23 we also purchased over 6% of the energy we consume 
in Queensland as green power. This equates to 4.1% of the total 
network. We have continued to procure a portion of our power as 
green power and are currently investigating several options to help 
reduce our impact. These include: 
•	 set point management of air conditioning
•	 load shedding or distributing our demand for electrical power 
across multiple sources (however this will be minimal due to our 
low load)
•	 partnering with vehicle charging companies to assist our 
customers with EV charging facilities at our restaurants. We are 
committed to having a 2-4 site trial for delivery in FY24.
We continue to investigate initiatives to lower our energy usage 
with support from Energywise, both individually and in conjunction 
with our franchisor of KFC Australia, Yum! Brands Inc. 
KFC Australia is currently the only known Quick Service Restaurant 
system that reports carbon emissions for both company-owned 
and franchised restaurants to the National Greenhouse and Energy 
Reporting (NGER) scheme (established by the National Greenhouse 
and Energy Reporting Act 2007 or NGER Act). 
Our KFC Australia franchisor reports and lodges the NGER Report 
with the Clean Energy Regulator on behalf of all Australian KFC 
franchisees as they have operational control over the supply chain.
The Scope 1 and Scope 2 GHG emissions for KFC Australia and Taco 
Bell restaurants operated by Collins Foods are set out in the table 
above. Scope 2 emissions from the consumption of electricity 
remain our most significant source of GHG emissions but with 
energy initiatives in place, we aim to see this reduced in the future. 
Data is primarily reported on the basis of invoiced electricity 
consumption, with 6% derived from estimates in FY23 (FY22: 8%). 
Average GHG 
Emissions is down by 
an average of 32 tonnes CO2-e* per restaurant
FINANCIAL YEAR
NUMBER OF 
RESTAURANTS
SCOPE 1 GHG 
TONNES CO2-e 
SCOPE 2 GHG 
TONNES CO2-e
TOTAL SCOPE 1 
 AND 2 GHG 
TONNES CO2-e
AVERAGE GHG 
EMISSIONS PER 
RESTAURANT 
TONNES CO2-e*
2023 (sales $1.35bn)
300 (290.3 ORE*)
2,981
57,795
60,776
209
2022 restated 
(sales $1.18b)
281 (273.2 ORE*)
2,859
63,067
65,926
241
2021 restated  
(sales $1.07b)
267 (257.0 ORE*)
2,887
65,726
68,613
267
*	 Total GHG emissions consumed divided by the total number of operating restaurants equivalent (ORE) during the reporting period. "Average GHG 
emissions per ORE" has been reported for the first time this year as a more representative measure of emissions intensity than "Average GHG 
emissions per restaurants operating at year end" which was reported in the prior year. 2022 and 2021 comparative data has been restated to reflect 
this change.

16   SUSTAINABILITY REPORT 2023 | COLLINS FOODS LIMITED
Waste: Managing waste well 
Collins Foods is aiming to increase its diversion of waste from 
landfill by 25% by 2026 compared with FY22.
The waste from our KFC and Taco Bell restaurants can be classified 
into four categories — general, recycling (including packaged 
organic waste), used cooking oil, and grease traps. Each category 
is managed differently, and we work with our franchisor and third 
parties to find innovative ways to ensure minimal waste is reaching 
landfill, with the majority being reused, reduced or recycled. 
Throughout FY23, Collins Foods trialled the introduction of 
an additional waste stream for restaurants to collect packaged 
organic waste. As identified in deep dive audits completed in FY22, 
over 70% of in-store waste for KFC Australia is organic. Following 
the implementation of packaged organic waste recycling into 
23 restaurants, diversion rates have increased. 
Sustainable waste management solutions company, Cleanaway 
is also working on fleet and service expansions to allow for more 
organic services to restaurants and further increases in diversions 
per store. The impact of this additional service to Collins Foods' 
diversion from landfill has proved to be significant. In partnership 
with Cleanaway, we also conducted packaged organics trials within 
Queensland restaurants through the year, processing organic waste 
into fertiliser.
We plan to roll out Organics waste diversion services to further 
stores in FY24 in partnership with our waste providers, to achieve 
our target overall waste diversion by 2026. 
All paper-based packaging used within our Australian KFC 
operations is fibre-based. We ensure we source only from recycled 
materials and responsibly managed forests and if wooden cutlery is 
used, we ensure only Forest Stewardship Council-certified products 
are sourced. We have eliminated plastic straws and are minimising 
single-use plastic across all restaurants. 
The amount of waste generated by our restaurants continues to be 
an opportunity to make a difference, and notwithstanding our new 
restaurant openings in FY23, we achieved a Waste Diversion rate  
of 19.5%. 
FINANCIAL 
YEAR
NUMBER OF 
RESTAURANTS*
TOTAL 
SOLID 
WASTE 
(TONNES)
TOTAL WASTE 
DIVERSION 
FROM LANDFILL 
(%)
2023
252
13,297
19.5
2022
239
12,626
18.3
2021 
(estimated)**
225
9,609
18.9
* KFC Australia and Taco Bell restaurants. Excludes food courts and 
restaurants serviced by the Sunshine Coast Council as Collins Foods 
does not have operational control over waste collection services for 
these restaurants.
**FY21 waste diversion rates are not comparable on a like-for-like basis to 
FY22 rates and were not audited.
RECYCLING
Our Recycled Waste includes cardboard, commingled recycling 
and packaged organics. Any cardboard packaging generated 
from our back-of-house operations is recycled. In FY23, Collins 
Foods recycled 2,378 metric tonnes of cardboard, 77 tonnes of 
commingled recycling and 133 tonnes of packaged organics.
FINANCIAL 
YEAR
NUMBER OF 
RESTAURANTS*
TOTAL 
RECYCLED 
(TONNES)
AVERAGE 
RECYCLED PER 
RESTAURANT 
(TONNES) 
2023
252
2,588
10.27
2022
239
2,305
9.64
2021 
(estimated)
225
1,727
7.68
* KFC Australia and Taco Bell restaurants. Excludes food courts and 
restaurants serviced by the Sunshine Coast Council as Collins Foods  
does not have operational control over waste collection services for 
these restaurants.
USED COOKING OIL
Up to 95% of the used cooking oil of our restaurants is upcycled 
into initiatives that re-purposes the product for stockfeed and  
bio-lubricant, including biodiesel. In this financial year, 610 kilolitres 
of cooking oil have been collected from Collins Foods’ restaurants  
for upcycling.
We regularly investigate initiatives to increase cooking efficiency 
in order to reduce the amount of oil used in the production of our 
food and will continue to test and trial equipment technology such 
as self-filtering and oil processing. 
SECTION 4: 
Planet
COLLINS 
FOODS WASTE 
CATEGORIES 
general
recycling
grease  
traps
used 
cooking oil

SUSTAINABILITY REPORT 2023 | COLLINS FOODS LIMITED   17
GREASE TRAPS
All of our restaurants manage grease traps to ensure grease waste 
does not enter community sewerage systems. Over the past three 
financial years, 26.8 million litres of waste from grease traps have 
been collected and upcycled into products such as stockfeed. 
FINANCIAL 
YEAR
NUMBER OF 
RESTAURANTS
TOTAL 
COLLECTED 
FOR 
UPCYCLING 
(L)
AVERAGE 
COLLECTED 
FOR 
UPCYCLING PER 
RESTAURANT 
(L)
2023
300
9,350,228
31,167
2022
281
8,937,160
31,805
2021
267
8,516,180
31,896
Water
Collins Foods is at the beginning of our journey for water 
management, and we are committed to understanding how water 
is used in our restaurants and supply chains and where we can make 
changes to our current systems and water management processes. 
Food Recovery 
Collins Foods continues to work with our KFC franchisor to donate 
cooked chicken to Food Recovery programs, OzHarvest and 
Foodbank (depending on the location of the restaurant) in a bid to 
lessen the weight and stress of food insecurity. We explored these 
partnerships further in FY23 and made additional donations where 
possible. Currently 16 restaurants across Northern Territory and 
Tasmania donate, with expansion of this service set to continue in 
FY24. In FY23 we also added OzHarvest to two restaurants in Wagga 
Wagga, NSW. 
Supply chain
KFC and Taco Bell are subsidiaries of Yum! Brands Inc.  
As a franchised business for KFC and Taco Bell, Collins Foods’  
franchisors provide us with marketing, food innovation, supply chain 
and information technology services in exchange for service fees. 
While Collins Foods manages the relationship with each supplier 
for administration purposes, and has oversight of the suppliers 
selected, the main items of KFC Australia’s restaurant supply chain 
are managed by our franchisor. Similarly, the main suppliers for Taco 
Bell are managed in partnership with our Taco Bell franchisor. 
Our Modern Slavery statement can be found on our website. Given 
the way that supply chain is managed, the Collins Foods and KFC 
Australia modern slavery statements should be read together and 
are available on the respective webpages.
Animal welfare 
Taco Bell sources all proteins from reputable local suppliers in 
Australia approved under the Yum! Approved Supplier Audit 
Standards. The Wholesome Animal Food Program makes up part 
of these standards. The chicken raw material used in Taco Bell is 
sourced from one of the suppliers that also supplies to KFC Australia.
Our KFC Australia franchisor is committed to animal welfare.  
All the chickens are raised in large barns which allow flocks to be 
raised comfortably. All chicken meat suppliers are required to be 
members of the Australian Chicken Meat Federation and strictly 
follow the Model Code of Practice for the Welfare of Animals, 
Domestic Poultry. In addition, our KFC Australia franchisor has 
a code of conduct for suppliers, which features animal welfare 
standards and is also part of its relevant supplier contracts.
Antibiotics are used to some degree in chicken flocks in Australia, 
but they are used judiciously and in response to specific diagnosed 
conditions and under veterinary guidance, which supports animal 
welfare. The use of any antibiotics in animals must be approved by 
the federal authority, Australian Pesticides and Veterinary Medicines 
Authority (APVMA). The chicken industry undertakes a National 
Residue Survey annually, which is carried out by the Department 
of Agriculture, Fisheries and Forestry. The survey conducts regular 
independent checks for residues of antibiotics in chicken meat 
in Australia. This testing has consistently shown that Australian 
chicken meat does not contain residues of antibiotics. Food and 
animal welfare safety is paramount and stringent food safety and 
animal welfare processes are in place between suppliers and our KFC 
Australia franchisor. As part of these processes, our KFC Australia 
franchisor requires suppliers to pass audits that include monitoring 
the use of antibiotics in flocks and their welfare.
FINANCIAL 
YEAR
NUMBER OF 
RESTAURANTS
TOTAL 
COLLECTED 
FOR 
UPCYCLING 
(L)
AVERAGE 
COLLECTED 
FOR 
UPCYCLING PER 
RESTAURANT 
(L)
2023
300
610,225
2,034
2022
281
665,390
2,368
2021
267
718,060
2,689
107,835L 
Over three years thanks to these efficiencies, 
cooking oil use has decreased by around 
despite 33 more restaurants operating

18   SUSTAINABILITY REPORT 2023 | COLLINS FOODS LIMITED
Ethics and integrity
Collins Foods’ Board and 
management adopts high 
standards of corporate 
governance as we recognise 
this protects and enhances 
stakeholder interests and is 
critical to our ongoing success.
We are committed to maintaining ethical standards in our  
business activities.
Our Group Code of Conduct and our Supply Chain Code of 
Conduct describe the standards of behaviour that give effect to 
Collins Foods’ values considered to be essential to our continued 
success in the short, medium and long term.
We expect our employees to conduct themselves with openness, 
honesty, fairness and integrity, and in the best interests of the group 
in all business transactions and dealings with others — including 
their colleagues, shareholders, joint venture partners, suppliers, 
creditors, financiers, the financial markets, governments, and  
the general public. 
As an ASX-listed corporation, we respect and support the integrity 
of the market where investors trade in Collins Foods’ shares and 
from which we access capital.
An overview of Collins Foods’ corporate governance practices 
is set out in our corporate governance statement, published at 
www.collinsfoods.com. Other corporate governance framework 
policies relate to whistleblowers, securities trading, how and when 
we communicate externally with our stakeholders (continuous 
disclosure), remuneration, risk management, modern slavery, 
diversity and inclusion (including our annual workplace gender 
equality report), the protection of personal information, and the 
amount of tax paid by Collins Foods. These are also published at 
www.collinsfoods.com.
SECTION 5:
Governance
Audit and Risk 
Committee
Board
Remuneration and 
Nomination Committee
Government and 
regulators
Business partners  
and investors
Shareholders 
(investors)
Employees
Community
Delegation of authority
Chief Executive Officer
Executive management
Organisation/employees
Codes of Conduct/ 
Group Whistleblower Policy
Legal & compliance and risk
policies and procedures
External and internal audit
Independent  
assurance activity
STAKEHOLDERS

SUSTAINABILITY REPORT 2023 | COLLINS FOODS LIMITED   19
Privacy and data security 
Cyber security continues to present unique challenges for business 
and is taken very seriously at Collins Foods.
In FY23, our three-year enterprise Information and Cyber 
Security Strategy commenced, and will uplift security policy and 
architecture, resilience planning, user access and vulnerability 
management. Collins Foods continues to focus on employee 
security awareness, third-party risk management and data 
management initiatives to uplift controls and enhance compliance.
The implementation of a technology assessment framework to 
enhance understanding of supply chain information and cyber risk 
within the business is also ongoing in accordance with the Collins 
Foods’ Information Security Policy.
Food quality and safety
Being the ‘World’s Top Restaurant Operator’ means achieving 
operational excellence and, ‘Being Brilliant at the Basics’ is in  
our DNA. High performance and getting it right every time is a  
non-negotiable, which means ensuring food safety is a critical part  
of our business.
Just like our personal safety, Collins Foods promotes a culture of 
upholding high standards of food safety. We have robust internal 
food safety and sanitation practices, internal and third-party audit 
programs, customer complaint processes, supplier partner selection 
protocols, and communication policy and protocols to ensure we 
are getting it right, every time. 
We use an A-D scale grading system for our restaurants. In FY23  
92% of Collins Foods' restaurants inspected achieved an A or B 
grade categorisation by local government environmental health 
officers from the 90+ local council jurisdictions within which 
Collins Foods operates (FY22: 96%). In addition to assessments and 
inspections carried out by our internal quality assurance team, our 
franchisors engage independent third-party auditors and receive 
Hazard Analysis Critical Control Point (HACCP) certification. 
Our team continues to reinforce our standards every day, putting 
safety, health and hygiene, illness exclusion, and cleaning and 
sanitation first. We implement corrective actions as efficiently and 
diligently as possible and address any non-conformances raised 
during audits in a timely manner, as well as taking appropriate steps 
to improve restaurants rated below ‘B’ grade categorisation. 
Selling practices and product 
KFC allergen and nutritional information is available on the KFC 
website and managed by our franchisor KFC Australia. Australian 
menu labelling legislation and healthy food choices initiatives 
requires food outlets with more than 50 locations to display the 
average kilojoule content of menu items — this information is 
displayed on the KFC menu panels. Taco Bell allergen information 
is available on the Taco Bell website and managed in partnership 
with our franchisor Taco Bell International. We are working towards 
including nutritional information on the Taco Bell website and  
menu panels.
In 2008, KFC decided it would no longer advertise children’s 
meals or target advertising campaigns directly at children. This 
commitment included removing all toys from children’s meal 
offers. KFC Australia was among the first to join the Quick Service 
Restaurant Initiative for Responsible Children’s Advertising and 
Marketing to Children — an initiative developed by the Australian 
Food and Grocery Council (AFGC) and the Australian Association 
of National Advertisers (AANA). Strict guidelines are in place about 
when and where KFC is advertised. Responsible marketing to 
children is a global and local initiative of our franchisor.
Maintaining
ETHICS AND 
INTEGRITY IN 
DECISION-MAKING
In 2023, we achieved  
92% 
audit compliance
2022
2023
96%
92%
98%
2021
Category A
Category B

20   SUSTAINABILITY REPORT 2023 | COLLINS FOODS LIMITED
Indicator or term
Definition
ASX
Australian Securities Exchange
ASX200
A market-capitalisation weighted and float-adjusted stock market index comprised of the largest  
200 entities listed on the Australian Securities Exchange. The index is maintained by Standard & Poor’s
Average Energy 
Consumed Per 
Restaurant
Total energy consumed divided by the operating restaurant equivalent. This was previously calculated using 
total number of restaurants at the end of the reporting period. Under the previous method the average 
energy consumption for FY23 was 1,139GJ per restaurant. Using an ORE, this is 1,177GJ per restaurant.  
Uses FY21 restated, FY22 and FY23 figures
Average GHG 
Emissions Per 
Restaurant
Total Scope 1 and Scope 2 greenhouse gas emissions divided by the operating restaurant equivalent.  
This was previously calculated using total number of restaurants at the end of the reporting period.  
Under the previous method the average GHG emissions for FY23 was 203 and is now 209 using the ORE. 
Uses FY21 restated, FY22 and FY23 figures
Collins Foods
Collins Foods Limited, Level 3, 485 Kingsford Smith Drive, Hamilton, Brisbane, Queensland  
151 420 781 (ASX: CKF)
Collins 
Foods Giving 
Participation Rate
The total number of employees enrolled and contributing to the Collins Foods Giving Program during  
Period 13, divided by the total number of employees employed during the same relevant period
EAP
Employee Assistance Program
Fleet
Liquid fuel vehicles owned by Collins Foods and operated by Collins Foods employees
Food Court 
Restaurant
A restaurant operating within a mixed food court or with two or more competing businesses and 
sharing waste collection services
Food Recovery
Cooked chicken donated to food recovery programs
General Waste
Solid waste that is sent to landfill and not included in Waste Diversion. Includes organic waste.  
Excludes used cooking oil, grease traps and Recycled Waste
GHG
Greenhouse gas emissions are reported in tonnes of CO2-equivalent, with the National Greenhouse 
Accounts Factors (NGAs) or DEFRA 2022 (for refrigerants) used to derive the Scope 1 and 2 greenhouse  
gas emissions
GPG
Gender Pay Gap. A measurement derived from WGEA reporting that measures the difference  
between the average earnings of women and men in the workforce
Group Code  
of Conduct
The Collins Foods Group Code of Conduct outlining the standards of responsibility and ethical conduct 
expected of directors and employees of the Group, and where relevant and to the extent possible, 
consultants, secondees and contractors of the Group
Group Securities 
Trading Policy
The Collins Foods Group Securities Trading Policy outlining procedures which apply to trading in Collins 
Foods’ securities by directors and restricted employees
HACCP
Hazard Analysis Critical Control Point. HACCP is a food science organisation specialising in food safety 
management systems
Lost Time Injury
An injury that requires one full shift away from work and is lodged as a lost time workers compensation 
claim, but does not include journey claims
LTIFR
Lost Time Injury Frequency Rate calculated using the formula: (number of Lost-Time Injuries/total hours 
worked) x 1,000,000
MWh
Megawatt Hours
ORE (Operating 
Restaurant 
Equivalent)
Number of operating days of all restaurants divided by the number of days in the reporting period.
 
Basis of Preparation and Glossary 
This report covers Collins Foods Limited operations in Australia. Collins Foods applies the concept of operational control to guide the scope 
of our sustainability data and disclosures. Environmental data is reported where Collins Foods has operational control over the activity, such 
as the restaurants where Collins Foods has operational control over the building. Data is not reported in instances where Collins Foods does 
not have operational control, such as waste diversion for a tenancy within a mixed food court or restaurants serviced by the Sunshine Coast 
Council. Social data is reported where Collins Foods has control and management of the activity or asset.

Indicator or term
Definition
Period 13
The thirteenth four-week accounting period in the reporting year
QSR
Quick Service Restaurant offering food items delivered through quick service
Recordable 
Injuries
Any injury requiring professional medical treatment
Recycled Waste
Represents recycled cardboard, commingled recycling and packaged organics diverted from landfill
Refrigerant 
Emissions
Refrigerant emissions from our restaurants include HFC-134a, R404A and R410A. For free standing drive-thru 
KFC and Taco Bell restaurants, calculated on the basis of refrigerators, freezers and air conditioning of a 
representative free standing drive-thru for a KFC or Taco Bell restaurant multiplied by the total number of 
free standing drive-thru KFC or Taco Bell restaurants operating at the end of the reported period
For a food court KFC restaurant, calculated on the basis of refrigerators and freezers of a representative food 
court restaurant multiplied by the total number of KFC food court restaurants operating at the end of the 
reported period
RSC
Restaurant Support Centre located at Level 3, 485 Kingsford Smith Drive, Hamilton, Brisbane, Queensland
Scope 1  
Emissions
Scope 1 Emissions are the release of GHG into the atmosphere as a result of operations owned or controlled 
by Collins Foods (direct GHG emissions) and includes Fleet, natural gas, Liquified Petroleum Gas (LPG) and 
Refrigerant Emissions. Emissions are calculated using the most recent National Greenhouse Account Factors 
published by the Commonwealth Government and DEFRA 2022 (for Refrigerants) 
Where invoice data is unavailable, Scope 1 emissions from the consumption of natural gas have been estimated 
using either a seasonal adjustment based on the same period in prior year, a daily average based on actual 
consumption from a known date range, extrapolated for the period where data is unavailable or, where no data 
is available, created an estimate based on a store in the same state with similar sales
Scope 2  
Emissions
Scope 2 Emissions are indirect GHG from the consumption of purchased electricity by each KFC or Taco 
Bell restaurant in Australia. Emissions are calculated using the most recent National Greenhouse Account 
Factors published by the Commonwealth Government and are reported net of renewable energy purchases. 
Excludes RSC
Where invoice data is unavailable, Scope 2 emissions from the consumption of electricity have been 
estimated using either a seasonal adjustment based on the same period in prior year, a daily average based 
on actual consumption from a known date range, extrapolated for the period where data is unavailable or, 
where no data is available, created an estimate based on a store in the same state with similar sales
Senior Executive
Senior executives includes managers who hold roles designated as senior executive roles, as well as Key 
Management Personnel
Supplier Code  
of Conduct
The Supply Chain Management Code of Conduct that outlines the rules and standards of conduct that 
apply to third parties in Collins Foods’ food production and supply chain
Supply Chain 
Management 
Council
A council formed and managed by the KFC franchisor whose members are comprised of representatives 
from the franchisor and franchisee community
Total Solid Waste
Total solid waste represents solid waste streams including general waste and Recycled Waste. Approximately 
60% of total solid waste weight data is derived through measured collection services;  
the remainder is estimated based on the number of bin collections and industry accepted densities  
of general waste and Recycled Waste streams. Excludes used cooking oil and grease traps
TRIFR
Total Recordable Injury Frequency Rate calculated using the formula: (number of Recordable Injuries/total 
hours worked) x 1,000,000
Waste Diversion 
From Landfill
The redirection of waste from landfill by means of Food Recovery and recycling for KFC and Taco Bell 
restaurants in Australia. Calculated as Recycled Waste and Food Recovery as a percentage of total solid 
waste. Excludes food court restaurants and restaurants serviced by the Sunshine Coast Council as Collins 
Foods does not have operational control over waste collection services for these restaurants
WGEA
Workplace Gender and Equality Agency, an Australian Government statutory agency created by the 
Workplace Gender Equality Act 2012 charged with improving gender equality in Australian workplaces
WHS
Workplace Health and Safety
 	
SUSTAINABILITY REPORT 2023 | COLLINS FOODS LIMITED   21

22   SUSTAINABILITY REPORT 2023 | COLLINS FOODS LIMITED
Appendix
Further information on the materiality factors addressed in this Collins Foods’ Sustainability Report is available from the following sources.
Location
Reference
Collins Foods Limited website
Collins Foods Limited website 
https://www.collinsfoods.com/
Corporate Governance Statement
https://www.collinsfoods.com/wp-content/uploads/2022/07/Corporate-Governance-
Statement-June-2022.pdf
Workplace Gender Equality Report  
https://www.collinsfoods.com/wp-content/uploads/2021/08/Collins-Foods-WGEA-Public-
Report-2020-2021.pdf
Diversity and Inclusion Policy
https://www.collinsfoods.com/wp-content/uploads/2023/06/Diversity-and-Inclusion-
Policy-CFL-POL-CG-005-v4-with-HR.pdf
Group Code of Conduct
https://www.collinsfoods.com/wp-content/uploads/2019/04/Group-Code-of-Conduct-
March-2019-CFL-COD-CG-001-v2.pdf
Group Communications Policy
https://www.collinsfoods.com/wp-content/uploads/2022/02/Group-Communications-
Policy-February-2022-CFL-POL-CG-004-v3.pdf
Group Continuous Disclosure Policy
https://www.collinsfoods.com/wp-content/uploads/2022/02/Group-Continuous-
Disclosure-Policy-February-2022-CFL-POL-CG-006-v3.pdf
Group Disclosure Guidelines
https://www.collinsfoods.com/wp-content/uploads/2022/04/Group-Disclosure-Guidelines-
February-2022-CFL-GUI-CG-001-v5.pdf
Group Risk Management Policy
https://www.collinsfoods.com/wp-content/uploads/2022/12/Group-Risk-Management-
Policy-Nov-2022-CFL-POL-CG-001-v4.pdf
Group Securities Trading Policy
https://www.collinsfoods.com/wp-content/uploads/2020/05/Group-Securities-Trading-
Policy-March-2020-CFL-POL-CG-003-v4.pdf
Group Whistleblowers Policy
https://www.collinsfoods.com/wp-content/uploads/2022/09/Group-Whistleblowers-
Policy-July-2022-CFL-POL-CG-007-v6.pdf
Remuneration Policy
https://www.collinsfoods.com/wp-content/uploads/2019/10/Remuneration-Policy-CFL-
POL-CG-008-v2.pdf
Tax Transparency Code report
https://www.collinsfoods.com/wp-content/uploads/2022/02/Tax-Transparency-Code-
Letter-FY2021.pdf
Modern Slavery Statement
https://www.collinsfoods.com/wp-content/uploads/2022/12/Modern-Slavery-Statement-
2022-October-2022-Corporate-Governance-signed.pdf
KFC Australia website
Modern Slavery Statement 
https://w⁣w⁣w⁣.⁣k⁣ f⁣c⁣.⁣c⁣o⁣m⁣.⁣a⁣u⁣/social-impact
Social Impact Report
https://w⁣w⁣w⁣.⁣k⁣f ⁣c⁣.⁣c⁣o⁣m⁣.⁣a⁣u⁣/social-impact

Independent Assurance Report  
to the Board of Directors
 	
SUSTAINABILITY REPORT 2023 | COLLINS FOODS LIMITED   23

24   SUSTAINABILITY REPORT 2023 | COLLINS FOODS LIMITED
Independent Assurance Report  
to the Board of Directors
24   SUSTAINABILITY REPORT 2023 | COLLINS FOODS LIMITED

SUSTAINABILITY REPORT 2023 | COLLINS FOODS LIMITED   25

26   SUSTAINABILITY REPORT 2023 | COLLINS FOODS LIMITED
Independent Assurance Report  
to the Board of Directors

This Sustainability Report is produced as a digital publication. 
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