COLLINS FOODS LIMITED SUSTAINABILITY REPORT 2022
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
	12 	Section 4: Planet 
	16 	Section 5: Governance
	18	Basis of preparation and glossary
	20 	Appendix

SUSTAINABILITY REPORT 2022 | COLLINS FOODS LIMITED   1
Now in its second year, Collins 
Foods’ Sustainability Report 
demonstrates our ongoing 
commitment to environmental, 
social and governance (ESG)  
and sustainability practices  
within 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 to FY21
•	 increase diversion of waste from landfill by 25% compared  
to FY22.
During FY22, Collins Foods focused on reviewing the flow of data 
to improve awareness, educate employees, and empower reporting 
on all aspects concerning environmental results, energy usage, 
social progress, and governance updates. 
We are pleased to present the progress we have made in these 
areas and recognise the hard work our teams have put in to 
achieving the year’s outcomes.  
People and communities
Collins Foods strives to be a good corporate citizen, supporting  
our communities, people, and planet. 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 
FY22, up from 27% during Period 13 FY21.
At Collins Foods, we consider our people our greatest asset.  
With over 17,000 employees, we are dedicated to creating a strong 
culture of empowered reporting, safety and belonging. With 
domestic violence rates continuing to rise across the country, 
Collins Foods has worked with external specialists to create an 
awareness and support program for employees who may be 
affected. The program includes up to $5,000 of financial support 
and five days of paid leave as circumstances may require.
We also strive to provide safe and healthy workplaces across all 
brands and restaurant support centres and invest in a range of 
initiatives that support our people, focusing on inclusion, diversity, 
reward and recognition, and training. To continue growing our 
culture of acceptance and belonging, our Diversity and Inclusion 
Council established four working groups — LGBTQI+, Disability, 
Multicultural, and Equality — each tasked with delivering an 
overarching roadmap for the enhancement of diversity and 
inclusion initiatives across Collins Foods, to strengthen our  
culture of belonging.
Planet
We acknowledge the importance of having a role in tackling climate 
change and pollution. To play our part, Collins Foods has become 
the only quick service restaurant (QSR) company in Australia to 
commit to installing solar panels in every possible free-standing 
drive-thru restaurant. During the year, we installed 89 additional 
solar panel-based energy systems to 89 drive-thru restaurants. 
Governance
We cannot deliver on our ESG goals without proper governance 
in place. At Collins Foods, we have high standards of corporate 
governance, recognising that good governance not only protects 
and enhances stakeholder interests but is important to our  
ongoing success. 
During the year, the Collins Foods Board updated the Audit and 
Risk Committee Charter to include sustainability as a Committee 
responsibility. 
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 seek continuous improvement to maintain best-practice 
governance standards.
The future outlook
Our Sustainability Report is a key representation of our success 
stories and future plans — we look forward to sharing our 
improvements year on year. This report demonstrates how  
Collins Foods operates and puts our Positive Impact Strategy in 
action to support our people, customers and the planet. . 
Robert Kaye SC 
Chairman
Drew O’Malley  
Managing Director & CEO
Letter of  
introduction

2   SUSTAINABILITY REPORT 2022 | COLLINS FOODS LIMITED
Our positive impact
OUR PRIMARY GOALS
•	 Safety management system that 
underpins strong safety culture FY22: 
LTIFR 11.68 (FY21: 14.20)
•	 Collins Foods Giving employee 
Participation Rate in FY22: 36%  
(FY21^: 27%) 
•	 Collins Family Fund: over $130,000 
gifted
•	 Equitable employee profile: FY22:  
49.2% female, 50.5% male, 0.3%  
non-binary, intersex or preferred  
not to say
•	 Employing young Australians: 566 
traineeships with 307 completed in 
FY22 (FY21: 518 with 290 completed)
•	 Expansion of participation in Food 
Recovery to include KFC restaurants  
in Tasmania
•	 Extended wellbeing strategy to have 
stronger focus on psychosocial hazards
•	 Implemented an IT innovation program 
to improve incident reporting and 
safety analysis
2022 INITIATIVES & OPPORTUNITIES
OUR PILLARS
Establish Collins Foods  
Giving as a best-in-class  
signature program  
by 2026 with
75%+  
Participation Rate
Commitment to
continuous  
improvement
in best-practice  
governance standards  
in all our business activities
People and 
Communities
Planet
Governance
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  
by 2026 compared to FY2225%
•	 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: 89 additional 
solar panel systems installed this 
year, entered power purchase 
agreement
•	 Reducing Scope 1 and 2 GHG 
despite increasing restaurants:  
FY22: 65,926 tonnes CO2-e   
(FY21^: 68,613 tonnes CO2-e)
•	 Reducing average energy 
consumption per restaurant: 
FY22: 1,192 GJ* (FY21^: 1,257 GJ)
•	 Reducing waste to landfill by 
diverting, reusing, recycling or 
upcycling waste. FY22: total  
waste 12,626 tonnes and a  
waste diversion rate of 18.3%
•	 Opportunity: water management 
and other energy efficiencies 
* gigajoules 
^ FY21 restated
Creating 
unmatched 
PEOPLE 
experiences
Being 
BRILLIANT
AT THE BASICS
Making a 
POSITIVE
IMPACT

SUSTAINABILITY REPORT 2022 | COLLINS FOODS LIMITED   3
We aspire to be the World’s Top 
Restaurant Operator by creating 
unmatched experiences for both 
our customers and people.
We are an ASX200-listed entity proudly employing over 17,000 
employees. At the end of financial year 2022, we operated 261 KFC 
restaurants and 20 Taco Bell Restaurants in Australia.
With over half a century of experience, we are proud of our 
successful history and look forward to the exciting journey  
we have ahead. 
Six core values underpin everything we do. These values are  
helping us towards our vision to be the ‘World’s Top Restaurant 
Operator’ and our mission around ‘Restaurants Done Better’.
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.

4   SUSTAINABILITY REPORT 2022 | COLLINS FOODS LIMITED
This is Collins Foods’ second 
Sustainability Report covering 
operations in Australia. 
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 diverse group of key stakeholders includes our people, 
franchisors, customers, investors, suppliers, charity partners, 
government, and regulators. This diversity is extended to our 
material factors for our organisation, with the Board and executive 
noting relevant elements from the Sustainability Accounting 
Standards Board (SASB) for food retailers, distributors and 
restaurants. Key risks incorporated in our existing risk management 
framework were also overlaid, resulting in the identification of the 
environmental, social and governance issues considered by the 
executive to be relevant for Collins Foods.
Our sustainability strategy combines these factors into three 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 focus:
•	 establish Collins Foods Giving as a best-in-class signature program 
with 75% plus Participation Rate by 2026
•	 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 
to FY22.
 
PILLAR
People and  
Communities
Planet
Governance
 
SECTION 2: 
Our Positive Impact  
Strategy and materiality
MATERIALITY FACTORS RELEVANT 
TO COLLINS FOODS

SUSTAINABILITY REPORT 2022 | COLLINS FOODS LIMITED   5
FOCUS
MATERIALITY FACTORS
INITIATIVES
Creating
unmatched 
PEOPLE 
experiences
Workplace health and safety
Leverage safety management system to reduce LTIFR and TRIFR
Diversity and inclusion
Work with third-party provider to support people  
with disability
Increase diversity in geographies and consideration of individuals  
who identify as LGBTIQA+
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
A new program launched in 2020 to support our employees  
in times of need
Food Recovery
Increased number of restaurants participating in Food Recovery  
to include restaurants in Tasmania
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 to 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
Expand modern slavery due diligence by requesting high-risk  
non-core suppliers to complete due diligence questionnaires  
on modern slavery practices
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
Adoption of National Institute of Standards and Technology Cyber  
Security Framework 
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 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 2022 | COLLINS FOODS LIMITED
Our people are the heart of 
Collins Foods, and we are deeply 
committed to their wellbeing, 
development and safety. 
With over 17,000 employees in Australia, our team are an integral 
part of our day-to-day operations and overall business success.  
We are committed to fostering a culture of belonging where  
our people feel welcomed, accepted, safe, included, supported  
and encouraged. 
Our aim is 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 career progression including above restaurant or 
corporate roles and the implementation of contemporary people 
practices, reward and recognition programs. Traineeships and talent 
management strategies are all part of our drive to better the lives of 
our employees, as is the allocation of appropriate resourcing levels. 
Supporting employee mental health and physical wellness continues 
to be top of mind. The Wellness @ Collins program introduced in 
FY21 continued in FY22, promoting overall wellbeing and providing a 
support network for employees navigating difficult situations, both 
inside and outside the workplace. 
Our ongoing employee assistance program is offered to both 
employees and their immediate families who may need support 
or professional advice, with a dedicated manager support line 
providing managers with advice in the moment or as needed. 
Safety and wellbeing 
Supporting employee mental health and overall wellness continues 
to be a key focus for the business. During the year, we prioritised 
the design and implementation of a broader wellbeing strategy that 
includes a stronger focus on psychosocial hazards. 
We also establish a strong safety culture by providing a safe 
and healthy workplace across all brands and restaurant support 
centres, underpinned by our Workplace Health and Safety (WHS) 
Strategy. This defines the responsibilities for WHS across the 
entire 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. To ensure continuous improvement, 
the Strategy is reviewed every two years by Collins Foods’ Board 
and executive management team. This review also checks we are 
meeting legal obligations, business and customer needs, client 
requirements, and stakeholder expectations. 
The Collins Foods Safety Management System (SMS) is also a  
critical tool for our business practice and underpins the WHS 
Strategy. The Board has direct oversight of the SMS through regular 
reports, briefings, workshops, new director induction, and visiting 
our restaurants.
Regular consultation on safety with staff across all sites is a high 
priority, as well as ensuring staff feedback is acknowledged and 
appropriately actioned if required. By fostering a reporting culture, 
our employees are empowered to accurately and promptly submit 
any incidents that occur within their workplace. 
SECTION 3: 
People and Communities

SUSTAINABILITY REPORT 2022 | COLLINS FOODS LIMITED   7
The opportunity to take an active role in improving safety within 
Collins Foods has had a positive impact, with surveys conducted 
since FY19 confirming employees agree that Collins Foods makes 
their health and safety a priority and that it also promotes a safety 
minded culture.
The consultation framework and the implementation of the SMS 
have meant that this year we reduced our rate of lost-time injuries 
— decreasing from 14.20 in FY21 to 11.68 in FY22. 
Domestic and family violence support 
At Collins Foods, our commitment to the wellbeing of our people 
extends past the walls of the workplace. According to the Australian 
Institute of Health and Welfare, the most recent Australian Bureau 
of Statistics Personal Safety Survey in 2016 indicated that since the 
age of 15, one in six women and one in 16 men have experienced 
physical or sexual violence by a current or previous partner. 
Violence within the home and family can happen to anyone, 
regardless of where they live, their job, their education, or their age.
Collins Foods supports any of our people who may be directly or 
indirectly affected by domestic or family violence. Throughout 
FY22, we worked with a specialist organisation to develop a range 
of support services including up to $5,000 of financial support and 
five days of paid leave as circumstances may require. We now have 
critical new resources available to our workforce and continue 
to encourage our team to learn more about domestic and family 
violence, its impacts and warning signs, and how to support one 
another should anyone be experiencing it at home. 
Culture and diversity 
As we continue to grow and acquire restaurants and welcome new 
employees, we also invest time and effort to support a smooth 
integration into the Collins Foods workplace culture. In a business 
centred on delivering great customer service, we see this as a critical 
success factor. 
We value our diverse workforce and truly have ‘People at the 
Heart’. The Collins Foods Culture and Diversity Strategy and related 
initiatives took direction from a 2019 employee survey, and have 
continued in the years following. The survey helped us understand 
employees’ views on working within our brands and in the RSC,  
and the key qualities that align to brand-specific cultures and  
our cultural journey to date. 
We take great responsibility for providing equal opportunities 
within our workforce. Profile and gender equality indicators from 
our full WGEA Report for the past three WGEA reporting periods 
demonstrate our commitment. 2022 has seen a change in our GPG 
of -1% attributed to a combination of growth across our brands 
and the volatility of the employment market challenging our 
recruitment capability both internally and externally. We anticipate 
this re-balancing of our GPG as the employment market settles 
post-pandemic. 
Creating
unmatched 
PEOPLE 
experiences
We have worked hard to 
DECREASE 
our injury frequency rates
FINANCIAL 
YEAR
LTIFR
TRIFR
2022
11.68
18.81
2021
14.20
22.12
FINANCIAL 
YEAR
WORKPLACE 
PROFILE
PROMOTIONS
MOVEMENT 
IN OVERALL 
GENDER PAY 
GAP FOR 
WOMEN
2022
49.2% female
50.5% male
0.3% non-
binary, intersex 
or prefer not 
to disclose 
57.8% female
42.2% male
-1% GPG
2021
49.4% female
50.6% male
60.1% female
39.9% male
No GPG
We have a stable
GENDER BALANCE

8   SUSTAINABILITY REPORT 2022 | COLLINS FOODS LIMITED
Diversity and inclusion bolster positive work environments by 
incorporating new and different ways of thinking and interacting 
so all individuals can contribute. Established in 2018, our Diversity 
and Inclusion Council is made up of representatives from across 
the organisation to promote a sense of belonging into every aspect 
of the business. Everyone should feel welcomed, accepted, safe, 
included, supported and encouraged to engage in the workplace. 
In April 2022, our Diversity and Inclusion Council endorsed a new 
approach to our engagement activity. Working groups for each of 
the four diversity and inclusion focus groups — LGBTQI+, Disability, 
Multicultural, Equality — have been implemented to organise 
activities and consider new opportunities to foster a sense of 
belonging at Collins Foods.
With employees and customers coming together from a broad 
range of backgrounds, we aim to leverage and champion our rich 
cultural diversity. Harmony Day coincides with the United Nations 
International Day for the Elimination of Racial Discrimination and 
is an initiative of the Australian Government designed to celebrate 
multiculturalism within Australia. On 21 March 2022, we actively 
participated in Harmony Day by celebrating a ‘Taste of Harmony’  
to celebrate our workplace’s cultural diversity.
We also champion employment of people with disability and 
continued our work with a third-party provider, MAX Solutions, to 
understand where we can make a difference. This journey began 
in FY21 as we sought to better understand and improve the safety 
and support needed by employees with disability when performing 
their duties. The partnership has remained in FY22, as we continue 
to look at the development of leaders’ and teams’ skills to increase 
awareness and understanding, and we are now becoming a 
disability-confident workforce. As of the end of FY22, Collins Foods 
employs 48 people with disability.
SECTION 3: 
People and Communities
"To be a member of the Diversity and Inclusion 
Council is a great opportunity to help influence 
and change our working environment. I am part of 
the LGBTQI+ community and it is important to me 
that Collins Foods is a safe, inclusive, and supportive 
workplace for all. 
Over the years, the Council has introduced many initiatives 
to make our workplace better, including celebrating NAIDOC 
Week, introduction of supported wage employees, and 
sharing rainbow pins for our teams. We still have a bit to 
go to remove any direct or indirect barriers that may exist 
for minority groups, but we are on the right track and it’s 
something I am very proud of."
Trent Brigginshaw, Operations Excellence Specialist, 
Diversity and Inclusion Council member since 2017
NUMBER OF WOMEN
FY22 ACTUAL
FY21 ACTUAL
Number
%
Number
%
Employees in the 
whole organisation
8,157
49.2%
7,547
49.4%
In senior executive 
positions
3
50%
2
40%
On the Board
2
33.3%
2
33.3%
The number of women 
 employed 
by Collins Foods has also  
remained stable

SUSTAINABILITY REPORT 2022 | COLLINS FOODS LIMITED   9
CASE STUDY
Team member Jarrod Lowerson featured in ABC podcast
At Collins Foods, one of the initiatives our Diversity 
and Inclusion Council supports is creating a workplace 
where supported workers can enjoy a fulfilling career 
and feel they belong. We are incredibly proud of our 
supported workers, and what they bring to the table.
Jarrod Lowerson, our customer service team member at KFC 
Robina was featured in ABC Radio National’s This Working 
Life podcast. Jarrod spoke about his role and the support and 
guidance he has received in the role. The podcast discussed 
how hyper-personalised workplaces can accommodate 
neurodiversity and individual skill sets. 
In partnership with MAX Solutions, Jarrod participated in a 
pilot program with KFC to match him with a job that best 
suited his skills. As a person living with Asperger’s Syndrome, 
Jarrod’s high energy levels mean he often completes tasks 
quickly, making him a valuable team member.
Following Jarrod’s appointment at KFC Robina, MAX Solutions 
worked with Jarrod and Collins Foods to develop his workplace 
skills — coaching him on safety and creating props to remind 
him of tasks to build his efficiency and confidence.

10   SUSTAINABILITY REPORT 2022 | COLLINS FOODS LIMITED
Reward and recognition
We are customer driven — creating unmatched experiences for 
our customers and people is a core reason behind why we do what 
we do. Our employees on the frontline and behind the scenes are 
integral to creating these experiences and we are dedicated to 
making sure exceptional work doesn’t go unnoticed. 
This year, Collins Foods hosted its inaugural Collins Way awards 
ceremony to show appreciation of our employees. It is our premier 
program for rewarding and recognising our employees who 'live the 
Collins Way' and demonstrate our core values to the highest level. 
The ceremony was held in March 2022 at Victoria Park in Brisbane, 
welcoming finalists from across our KFC and Taco Bell brands as well 
as the restaurant support centre. For the first time, the top ‘Collins 
Way’ award was given to three recipients, one each recognising the 
top performer in Taco Bell, KFC, and the Restaurant Support Centre. 
In total, 27 employees were recognised for their exceptional work, 
with the overall winners highlighted here:  
•	 Taco Bell ‘2021 Collins Way’ Winner of the Year:  
Charlie Voudouris 
•	 KFC ‘2021 Collins Way’ Winner of the Year: Paige Benson 
•	 Restaurant Support Centre ‘2021 Collins Way’ Winner of the 
Year: Shaun Smith (in honour of his memory).
Shaun Smith was a much loved member of the Collins Foods family 
having worked in IT at Collins Foods for nearly 20 years. Shaun was 
a living embodiment of Collins Foods’ values. To commemorate 
Shaun and commend the sporting prowess of his daughter Taylor 
Smith, Collins Foods was player sponsor for Taylor for her season 
with the AFL Women’s Brisbane Lions in 2022.
Traineeships 
Over 90% of Collins Foods’ workforce are under the age of 25 
and for many, being employed by Collins Foods is the first step in 
their career. This is why we prioritise traineeships, with 566 young 
Australians participating in our program nationally. This learning 
pathway combines 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. 
It is a testament to the Collins Foods culture that of the employees 
who have completed a traineeship, more than 62% elected to stay 
longer than 12 months after their completion and more than 52% of 
employees who completed a traineeship in the past four years have 
chosen to remain employees. 
Most of our Restaurant Management Teams, Area Coaches and 
Market Managers started with us as early team members so we  
are currently investigating the opportunity to include traineeships 
as a stepping-stone in the staff development journey towards 
becoming a Shift Supervisor, Assistant Manager or Restaurant 
General Manager.
Supporting young Australians is something Collins Foods is 
passionate about. Working with our franchisors, we support the  
KFC Youth Foundation that partners with three incredible charities, 
The Black Dog Institute, ReachOut Australia and Whitelion.  
Collins Foods Giving 
In 2008, we established the Collins Foods Giving Committee to 
deliver on our commitment to improving sustainable growth within 
our communities and offer our employees an opportunity to give 
back to everyday Aussies in need. Our Collins Giving Committee 
is made up of representatives from across the organisation who 
plan activities and consider new initiatives to continue growing our 
presence in this area.
The program, recognised by Workplace Giving Australia (WGA), 
provides our employees the opportunity to give back to everyday 
Australians in need through a weekly automatic donation from 
pre-tax salary to any one of five 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 
$6.2 million to date. 
In FY22, $892,000 
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)
2022
$480,000
$412,000
2021
$587,000
$325,000
SECTION 3: 
People and Communities
FINANCIAL  
YEAR
TOTAL 
TRAINEESHIP 
SIGN-UPS
TOTAL 
TRAINEESHIPS 
COMPLETED
2022
566
307
2021
518
290
566  young people took part  
in our traineeship program in FY22

SUSTAINABILITY REPORT 2022 | COLLINS FOODS LIMITED   11
Every donation goes directly to one of the charity partners of the 
employee’s choice, to make a difference in the communities in 
which we operate. The Collins Foods Giving charity partners are:
•	 Companion Animal Network Australia — providing shelter,  
care, adoption and rescue services for animals in need 
•	 Ardoch — improving education outcomes for children in 
disadvantaged communities 
•	 Breast Cancer Network Australia — providing support, 
information, treatment and care to Australians affected by  
breast cancer
•	 Children’s Hospital Foundation — providing care for sick children 
and their families and funds for vital research and new equipment 
in Queensland and New South Wales
•	 Youngcare — improving the lives of young people with  
high-care needs.
To sustain our positive impact in our communities, we aim 
to establish Collins Foods Giving as a best-in-class signature 
program with 75% plus Participation Rate by 2026. The employee 
Participation Rate in Collins Foods Giving was 36% during Period 13 
FY22 — an increase from 27% during Period 13 FY21 — and we are 
working hard to further promote the program internally by engaging 
with our employees on areas for improvement. We distributed a 
survey to employees to confirm we are supporting the charities 
they are interested in, and profiled our charity partners in our 
newsletters to showcase what our donated funds are contributing 
to. We invite our charity partners to share with our teams the great 
work they do and our charity partners invite our employees to 
spend time with them as volunteers. Participation in the Collins 
Foods Giving program is and has always been on a voluntary basis. 
A voluntary, opt-in model is especially important to Collins Foods 
considering the young age demographic and casual employment 
status of most of its employees. The FY21 restated Participation 
Rate and FY22 Participation Rates are presented on this basis.
Collins Family Fund
In April 2020, the COVID-19 Relief Fund was established to  
support our teams and their families with any financial difficulties 
they may have been facing during the COVID-19 pandemic.  
Over FY21 and continued into FY22, the Fund transformed to a 
broader initiative, the Collins Family Fund. 
The Collins Family Fund is now a permanent initiative and is 
designed to provide financial support to employees experiencing 
hardship or in times of need. All employees are eligible to apply for 
assistance for any reason, including unexpected vehicle or home 
repair, medical bills, or household goods affected by extreme 
weather events. Our intent is to ‘support our own’, much in the way 
you can depend on your family during times of need. 
Each application is treated on a case-by-case basis with integrity, 
empathy and understanding and in FY22 over $130,000 was gifted  
to 42 employees and their families to support them through a 
difficult time.
CASE STUDY
Supporting Children’s  
Hospital Foundation
In April 2022, Collins Foods was proud to be part of 
the Nine Telethon — Queensland’s only live televised 
fundraising event. Money raised from the Telethon 
goes to the Children's Hospital Foundation, which 
supports sick children by funding life-saving medical 
research, purchasing cutting-edge medical equipment, 
and providing vital patient and family support services 
at Queensland Children’s Hospital and paediatric 
facilities. Incredibly, the Telethon raised over $14.3m  
in 2022.
Our Taco Bell Eatons Hill and KFC Strathpine and Warner 
restaurants fuelled over 100 phone operators with Taco Bell’s 
fan favourites and finger lickin’ good food! 
Collins Foods also supports the Foundation via Collins Foods 
Giving, donating over $70,000 in FY22.

12   SUSTAINABILITY REPORT 2022 | 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. To combat this, Collins Foods has 
committed to installing solar panels on every possible free-standing 
drive-thru restaurant it proudly operates, subject to local council 
requirements and landlord consent.  
With over 280 restaurants in Australia, this is a significant 
commitment. The size of the solar system varies depending upon 
roof space availability. FY22 saw solar panel-based energy systems 
installed across 89 drive-thru restaurants bringing the total to 103 
restaurants at a total investment of circa $1.6m, with more expected 
in the coming year. 
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. To achieve this, 
we partnered with One Tree Planted, a not-for-profit which will 
plant one tree for every new employee welcomed to Collins Foods.  
We expect to plant on average 7,000 trees a year.
Energy and GHG emissions
Collins Foods has intensively investigated a wide range of potential 
energy-efficiency initiatives over the past five years in our efforts 
to reduce energy consumption in our restaurants. While initiatives 
such as the use of voltage optimisers (equipment which stabilises 
energy consumption at premises) and low-flow exhaust hoods for 
back-of-house operations have been trialled, these have proven  
to be unsuitable for our industry. We continue to aggressively 
pursue multiple potential avenues for reduction in energy use,  
both individually and in tandem with our franchisor of KFC 
Australia. During the year we also entered into renewable power 
purchase agreements for the purchase of 1,960 MWh of renewable 
energy (equivalent to over 2% of total energy consumption) which 
have contributed to reducing our greenhouse gas emissions in FY22. 
SECTION 4:
Planet
Average Energy 
Consumption is down 
by an average of 65 GJ*
FINANCIAL YEAR
NUMBER OF RESTAURANTS
TOTAL ENERGY 
CONSUMPTION (GJ)
AVERAGE ENERGY 
CONSUMPTION PER 
RESTAURANT (GJ)*
2022 (sales $1.18b)
281
334,897
1,192
2021 restated  
(sales $1.07b)
267
335,631
1,257
2021 (sales: $1.07b) 
267
316,695
1,177
* Total energy consumed divided by the number of restaurants operated by Collins Foods’ during the relevant financial year.  
Using FY21 restated and FY22 figures.
per  
restaurant

SUSTAINABILITY REPORT 2022 | COLLINS FOODS LIMITED   13
Average GHG 
Emissions is down by 
an average of 22 tonnes CO2-e* per restaurant
FINANCIAL YEAR
NUMBER OF 
RESTAURANTS
SCOPE 1 GHG 
TONNES CO2-e 
SCOPE 1 GHG 
TONNES CO2-e
TOTAL SCOPE 1 
 AND 2 GHG 
TONNES CO2-e
AVERAGE GHG 
EMISSIONS PER 
RESTAURANT 
(CO2-e)*
2022 (sales $1.18b)
281
2,859
63,067
65,926
235
2021 restated  
(sales $1.07b)
267
2,887
65,726
68,613
257
2021 (sales: $1.07b)                                                          
267
471
62,570
63,042
234
* Total GHG emissions divided by the number of restaurants operated by Collins Foods’ during the relevant financial year.  
Using FY21 restated and FY22 figures.
KFC Australia is the only known QSR system that reports carbon 
emissions for both company-owned and franchise restaurants to 
the National Greenhouse and Energy Reporting (NGER) scheme 
(established by the National Greenhouse and Energy Reporting Act 
2007 or NGER Act) and has been reporting on Collins Foods’ behalf 
since the introduction of the Australian Government’s reporting 
framework. 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 are 
our most significant source of GHG emissions. Data is primarily 
reported on the basis of invoiced electricity consumption, with 8% 
derived from estimates in FY22 (FY21: 23%). In FY22 we identified 
restaurants and additional sources of Scope 1 emissions which had 
not been disclosed in the prior year, and so expanded our reporting 
to include the Taco Bell restaurants, Fleet and Refrigerant Emissions. 
To support comparison on a like-for-like basis, FY21 has been 
restated on the same basis that FY22 is reported, as set out in the 
table above.
We continue to work with our franchisors and construction teams 
to design and build restaurants with sustainable credentials and 
learn lessons from our existing restaurants to continuously improve.
COLLINS 
FOODS WASTE 
CATEGORIES 
general
recycling
grease  
traps
used 
cooking oil
Waste: Divert, reuse, recycle or upcycle 
As the operator of KFC and Taco Bell, Collins Foods is aiming to 
increase its diversion of waste from landfill by 25% by 2026 
compared to FY22.
For our Australian KFC operations, all paper-based packaging is 
fibre-based and sourced from responsibly managed forests and 
recycled sources. In KFC Australia and Taco Bell, all plastic straws 
have been removed and replaced with paper straws and both 
brands are transitioning from single-use plastics. Where wooden 
cutlery is used, Forest Stewardship Council-certified utensils and 
packaging will be sourced.
The waste from our restaurants can be classified into four 
categories — general (including organic waste), recycling, used 
cooking oil, and grease traps. Each has a different management 
approach, and we work with our franchisors and third parties to 
find innovative ways to divert, reuse, recycle or upcycle waste. 
Making a
POSITIVE 
IMPACT

14   SUSTAINABILITY REPORT 2022 | COLLINS FOODS LIMITED
The amount of waste generated by our restaurants continues to be 
an opportunity to make a difference, and notwithstanding our new 
restaurant openings in FY22, we achieved a Waste Diversion rate  
of 18.3%. 
FINANCIAL 
YEAR
NUMBER OF 
RESTAURANTS*
TOTAL 
SOLID 
WASTE 
(TONNES)
AVERAGE WASTE 
DIVERSION 
FROM LANDFILL 
(%)
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.
GENERAL WASTE
In the last three months of FY21, Collins Foods changed waste 
collection providers. In data presented for the first nine months 
of FY21, General Waste and recycling collection weights were 
estimates based on a standard QSR industry weighted average for 
general waste services. 
For the remaining three months of FY21 and during FY22, Collins 
Foods’ new waste service collector has reported waste collection 
figures based upon actual weights for approximately 60% of Collins 
Foods’ services (with the remainder estimated based on the number 
of bins collected and assumed densities of various waste streams).      
In line with our waste collection providers upgrading their fleets 
to retrofit more trucks with measuring arms, diversion rates are 
anticipated to become more accurate over time with a greater 
proportion of waste collections measured rather than estimated. 
This will impact upon diversion rates and the ability to compare 
periods — no two periods will be on a true like-for-like basis until 
100% of services are on an ‘actual weights’ basis. 
FY22 saw reviews of bin room configuration and our waste 
collection service provider conducted a deep dive into the contents 
of General Waste bins from a sample of restaurants. From these 
reviews it was ascertained that over 70% of General Waste for KFC 
Australia is organic with cooked chicken being one of the largest 
contributors in that category. We are working with our franchisor 
to expand the national Food Recovery program for cooked chicken 
from two existing providers to three. 
A trial will commence in FY23 in partnership with our waste 
collection provider for the collection of other organic waste to be 
processed into high-grade fertiliser.
RECYCLING
Our Recycled Waste consists of cardboard and commingled 
recycling. Cardboard packaging generated from our back-of-house 
operations is recycled. In FY22, Collins Foods recycled 2,229 metric 
tonnes of cardboard and 77 tonnes of commingled recycling.
FINANCIAL 
YEAR
NUMBER OF 
RESTAURANTS*
TOTAL 
RECYCLED 
(TONNES)
AVERAGE 
RECYCLED PER 
RESTAURANT 
(TONNES) 
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
Used cooking oil can be repurposed for external industries, 
including stockfeed and bio-lubricants. Up to 95% of our 
restaurants’ used cooking oil is upcycled with the majority going 
into biodiesel. Over the past three financial years, 2,207 kilolitres  
of cooking oil have been collected from Collins Foods’ restaurants 
for upcycling.
Cooking efficiency has increased as equipment technology used 
in restaurants has improved to minimise the requirement for oil to 
be changed manually. Self-filtering and the oil top up process has 
become automated, resulting in the number of oil changes being 
reduced and less oil being discarded. Updated oil filtering and 
processing equipment is now standardised across all new  
restaurant openings. 
SECTION 4: 
Planet
FINANCIAL 
YEAR
NUMBER OF 
RESTAURANTS*
TOTAL 
COLLECTED 
FOR 
UPCYCLING 
(L)*
AVERAGE 
COLLECTED 
FOR 
UPCYCLING 
PER 
RESTAURANT 
(L)*
2022
281
665,390
2,368
2021
267
718,060
2,689
157,970L 
Over three years thanks to these efficiencies, 
cooking oil use has decreased by around 
despite 27 more restaurants operating

SUSTAINABILITY REPORT 2022 | COLLINS FOODS LIMITED   15
GREASE TRAPS
All restaurants have grease traps that prevent grease waste entering 
civic sewerage systems. The fats, oils, grease and food solids that 
settle in the grease traps are collected and upcycled into stockfeed. 
Over the past two financial years 17.4 million litres of waste from 
grease traps has been collected and upcycled.
FINANCIAL 
YEAR
NUMBER OF 
RESTAURANTS*
TOTAL 
COLLECTED 
FOR 
UPCYCLING 
(L)*
AVERAGE 
COLLECTED 
FOR 
UPCYCLING 
PER 
RESTAURANT 
(L)*
2022
281
8,937,160
31,805
2021
267
8,516,180
31,896
* 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.
Water
In FY21 Collins Foods committed to installing water tanks in all new 
builds and retrofitting them in existing restaurants. While we are at 
the beginning of our journey in this area, we are committed to better 
understand how water is used in our restaurants and supply chains.
Our franchisor of KFC Australia also continues to undertake trials to 
better understand water consumption in our restaurants and by our 
Australian suppliers. 
E-waste 
In FY22 we began looking at ways to reduce IT infrastructure 
and footprint, to lessen the amount of e-waste produced by the 
business. To achieve this, we adopted more online platforms and 
cloud-based servers, avoiding the need for physical hardware. 
Collins Foods has also partnered with an Australian data centre, 
which provides more energy efficient options for backing up data.
Food Recovery 
Food insecurity is a serious issue across Australia. In 2021 Foodbank 
reported that 1.2 million children went hungry, and more than half 
of people impacted by severe food insecurity will go a whole day 
once a week without eating. Working with our KFC franchisor, 
Collins Foods donates cooked chicken to Food Recovery programs 
run by OzHarvest and Foodbank (depending on location of the 
restaurant). Across the Northern Territory and Tasmania, we have 
13 restaurants participating in the Foodbank program — collecting 
over 9,200kg of chicken in FY22 for Foodbank. We are currently 
evaluating this program for potential expansion.
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, development, food innovation, supply chain and 
information technology services in exchange for service fees.
Core items for KFC Australia’s restaurant supply chain are  
co-ordinated by our franchisor. Collins Foods holds the 
administration relationship with each supplier and has oversight  
in the selection of core suppliers used.
Core suppliers for Taco Bell are managed in partnership with our 
Taco Bell franchisor. Information on our supply chains’ structure and 
operations can be found in our modern slavery statement and KFC 
Australia’s modern slavery statement. 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 — who are the best in the industry 
— to pass audits that include monitoring the use of antibiotics in 
flocks and their welfare.

16   SUSTAINABILITY REPORT 2022 | COLLINS FOODS LIMITED
Ethics and integrity
Collins Foods’ Board and 
management adopts high 
standards of corporate 
governance, recognising this 
not only protects and enhances 
stakeholder interests but is also 
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 2022 | COLLINS FOODS LIMITED   17
Privacy and data security 
Cyber security continues to present unique challenges for  
business and is taken very seriously at Collins Foods. In FY22,  
we completed an independent information and cyber security 
control testing and maturity baseline exercise. Using this 
information, we then developed a three-year enterprise Information 
and Cyber Security Strategy designed to uplift security control 
maturity, reduce business risk and ensure improved alignment with 
compliance requirements. Finally, we will undertake the ongoing 
implementation of a technology assessment framework to enhance 
understanding of supply chain information and cyber risk within the 
business, and ensure alignment with the Collins Foods Information 
Security Policy.
Food quality and safety
Being the ‘World’s Top Restaurant Operator’ means achieving 
operational excellence. And at Collins Foods, ‘Being Brilliant at the 
Basics’ is in our DNA — we are fanatical about driving performance 
and getting it right every time. This means serving our customers 
safe food and working closely with franchisors to ensure food 
safety is a critical part of our business.
We see food safety as everyone’s responsibility, which is a culture 
we support through 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.
We use an A-D scale grading system for our restaurants. In FY22 96% 
of Collins Foods’ restaurants inspected achieved an above ‘B’ grade 
categorisation by external environmental health officers from the 
90+ local council jurisdictions within which Collins Foods operates. 
In addition to assessments and inspections carried out by our 
internal quality assurance team, our franchisors engage independent 
third-party auditors and receive HACCP certification.
As the COVID-19 pandemic continued to bring restrictions and 
challenges for our restaurants, we saw once again how flexible, 
adaptable and resilient our teams are. They continued to reinforce 
our standards during challenging times, putting safety, health and 
hygiene, illness exclusion, and cleaning and sanitation first. 
We work diligently to implement corrective actions to address  
any non-conformances raised during audits in a timely manner,  
as well as improving restaurants rated below ‘B’ grade 
categorisation. Establishing strong and trustworthy relationships 
with local regulators is a vital part of upholding high-quality 
restaurant standards. 
Selling practices and product 
KFC allergen and nutritional statements and validation are managed 
by our franchisor and in partnership with our franchisor for Taco 
Bell. KFC product nutritional information is displayed on our menu 
panels and the KFC Australia website. We are working towards 
including nutritional information on our Taco Bell 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 (AFGN) 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 2022, we achieved  
96% 
audit compliance
2022
96%
98%
2021
Category A
Category B

18   SUSTAINABILITY REPORT 2022 | 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
Total energy consumed divided by the number of restaurants operated by Collins Foods as at the  
end of the relevant reported period. Uses FY21 restated and FY22 figures
Average GHG 
Emissions
Total Scope 1 and Scope 2 greenhouse gas emissions divided by the number of restaurants operated by 
Collins Foods as at the end of the relevant reported period. Uses FY21 restated and FY22 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
Fleet
Liquid fuel vehicles owned by Collins Foods and operated by Collins Foods employees
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 2021 (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
Period 13
The thirteenth four-week accounting period in the reporting year
 
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 operating within the Sunshine 
Coast Council. Social data is reported where Collins Foods has control and management of the activity or asset.

Indicator or term
Definition
QSR
Quick Service Restaurant offering food items delivered through quick service
Recordable Injuries
Any injury requiring professional medical treatment
Recycled Waste
Represents recycled cardboard and commingled recycling diverted from landfill
Refrigerant Emissions
Refrigerant emissions from our restaurants include HFC-134a and R404A. 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 2021 (for Refrigerants) 
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. 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 simple average 
based on a known date range, or extrapolated on the basis of the previous three or six months
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
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 within the Sunshine Coast Council region 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 2022 | COLLINS FOODS LIMITED   19

20   SUSTAINABILITY REPORT 2022 | 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
Corporate Governance Statement
https://www.collinsfoods.com/wp-content/uploads/2021/07/20210723-Corporate-
Governance-Statement-FINAL.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/2019/10/Diversity-and-Inclusion-Policy-
CFL-POL-CG-005-v3.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/2021/05/Group-Risk-Management-
Policy-Feb-2021-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/2021/03/Group-Whistleblowers-Policy-
February-2021-CFL-POL-CG-007-v5.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/2021/10/Modern-Slavery-
Statement-2021.pdf
KFC Australia website
Modern Slavery Statement
Social Impact Report

Independent Assurance Report  
to the Board of Directors
 
PricewaterhouseCoopers, ABN 52 780 433 757 
480 Queen Street, BRISBANE QLD 4000, GPO Box 150, BRISBANE QLD 4001 
T: +61 7 3257 5000, F: +61 7 3257 5999, www.pwc.com.au 
Liability limited by a scheme approved under Professional Standards Legislation. 
Independent Assurance Report to the Board of Directors of Collins Foods Limited 
What we found 
Based on the work described below, nothing has come to our attention that causes us to believe that the selected subject matter 
within the Collins Foods Limited Sustainability Report 2022 has not been prepared, in all material respects, in accordance with 
the Reporting Criteria.  
 
What we did 
Collins Foods Limited (CFL) engaged PricewaterhouseCoopers 
(PwC) to perform limited assurance on selected subject matter within 
its 2022 Sustainability Report. 
Selected subject matter 
The scope of our work was limited to assurance over the selected 
subject matter within the CFL Sustainability Report 2022. The selected 
subject matter and the reporting criteria against which it was assessed 
is summarised below.  
● Average scope 1 and scope 2 Greenhouse Gas Emissions for the 
year ended 2 May 2021 (257 tCO2-e per restaurant) 
● Collins Foods Giving Participation Rate during Period 13 of the year 
ended 2 May 2021 (27%) 
● Average scope 1 and scope 2 Greenhouse Gas Emissions for the 
year ended 1 May 2022 (235 tCO2-e per restaurant) 
● Collins Foods Giving Participation Rate during Period 13 of the year 
ended 1 May 2022 (36%) 
● Average Waste Diversion from Landfill for the year ended 1 May 
2022 (18.3%) 
 
Reporting criteria 
The selected subject matter needs to be read and understood together 
with the Reporting Criteria, being the boundaries, definitions and 
methodologies disclosed in the Basis of Preparation and Glossary 
within CFL’s 2022 Sustainability Report, which CFL is solely 
responsible for selecting and applying. The absence of a significant 
body of established practice on which to draw to evaluate and 
measure non-financial information allows for different, but acceptable, 
measurement techniques and can affect comparability between 
entities and over time. 
 
Our Independence and Quality Control 
We have complied with relevant ethical requirements related to 
assurance engagements, which are founded on fundamental 
principles of integrity, objectivity, professional competence and due 
care, confidentiality and professional behaviour. 
The firm applies Auditing Standard ASQC 1 Quality Control for Firms 
that Perform Audits and Reviews of Financial Reports and Other 
Financial Information, Other Assurance Engagements and Related 
Services Engagements and accordingly maintains a comprehensive 
system of quality control including documented policies and 
procedures regarding compliance with ethical requirements, 
professional standards and applicable legal and regulatory 
requirements.  
 
 
Inherent Limitations 
Inherent limitations exist in all assurance engagements due to the 
selective testing of the information being examined. Therefore fraud, 
error or non-compliance may occur and not be detected. Additionally, 
non-financial data may be subject to more inherent limitations than 
financial data, given both its nature and the methods used for 
determining, calculating and estimating such data. 
 
What our work involved       
We conducted our work in accordance with the Australian Standard 
on Assurance Engagements (ASAE) 3000 Assurance Engagements 
Other than Audits or Reviews of Historical Financial Information 
(Revised) and Australian Standard on Assurance Engagements and 
Australian Standard on Assurance Engagements 3410 Assurance 
Engagements on Greenhouse Gas Statements.       
These standards require that we comply with independence and 
ethical requirements and plan the engagement so that it will be 
performed effectively.  
 
Main procedures performed 
We are required to plan and perform our work in order to consider the 
risk of material misstatement of the Selected subject matter. The main 
procedures we performed were: 
● 
undertaking enquiries regarding the processes and controls for 
capturing, collating, calculating and reporting the selected subject 
matter; 
● 
undertaking analytical review procedures over the selected 
subject matter and obtaining explanations from management 
regarding unusual or unexpected variations;  
● 
agreeing data for waste diverted from landfill to the underlying 
data reports and calculations; 
● 
assessing the reasonableness of waste density assumptions 
applied in calculating the Average Waste Diversion from Landfill; 
● 
assessing the appropriateness of the Scope 1 and 2 GHG 
emission factors and methodologies applied in calculating the 
Total Scope 1 and 2 GHG emissions and testing the arithmetical 
accuracy of the GHG emission calculations; 
● 
reconciling a sample of scope 1 and 2 GHG emissions to relevant 
underlying records and calculations; 
● 
assessing the reasonableness of any material estimates made in 
preparing the selected subject matter; 
● 
testing the arithmetic accuracy of a sample of calculations of the 
selected subject matter;  
● 
testing participation rate of employees within the Collins Foods 
Giving Program, on a sample basis, to underlying records;  
● 
reconciling the restaurant numbers used in the calculation of 
Average scope 1 and scope 2 GHG emissions to the underlying 
records from each financial period;  
● 
reviewing the selected subject matter to assess whether it has 
been prepared as described in the reporting criteria; and 
 	
SUSTAINABILITY REPORT 2022 | COLLINS FOODS LIMITED   21

Independent Assurance Report  
to the Board of Directors
 
● 
considered the appropriateness of the selected subject matter 
and suitability of the reporting criteria presented in the CFL 
2022 Sustainability Report. 
 
We believe that the information we have obtained is sufficient 
and appropriate to provide a basis for our conclusion. 
 
 
 
             
 
Alicia Clarke                
   PricewaterhouseCoopers 
Partner                                                           
Brisbane 
28 June 2022 
 
 
 
 
 
 
 
 
Responsibilities 
PwC 
Our responsibility is to express a conclusion 
based on the work we performed. 
CFL 
Collins Foods Limited management 
(management) is responsible for the 
preparation and presentation of the subject 
matter in accordance with the reporting 
criteria and is also responsible for the 
selection of methods used in the reporting 
criteria.  
Further, management is responsible for 
establishing and maintaining internal controls 
relevant to:  
• the preparation and presentation of the 
selected subject matter, such that it is free  
from material misstatement, whether due to 
fraud or error;  
• maintaining adequate records; and  
• making estimates that are reasonable in the 
circumstances. 
Limited assurance 
This engagement is aimed at obtaining 
limited assurance for our conclusions. As a 
limited assurance engagement is restricted 
primarily to enquiries and analytical 
procedures and the work is substantially less 
detailed than that undertaken for a 
reasonable assurance engagement, the level 
of assurance is lower than would be obtained 
in a reasonable assurance engagement. 
Professional standards require us to use 
negative wording in the conclusion of a 
limited assurance report. 
Restriction on use 
This report has been prepared in accordance 
with our engagement terms to assist CFL in 
reporting its sustainability performance and 
may not be suitable for any other purpose. 
Our report is intended solely for the Directors 
of CFL. We do not accept or assume 
responsibility for the consequences of any 
reliance on this report for any other purpose 
or to any other person or organisation.  
To assist CFL’s members in assessing 
whether the directors have discharged their 
responsibilities by commissioning an 
independent assurance report in connection 
with the selected subject matter, we consent 
to the inclusion of this report in its 2022 
Sustainability Report. 
22   SUSTAINABILITY REPORT 2022 | COLLINS FOODS LIMITED