2017-2018 Sustainability Report
TABLE OF CONTENTSWelcome From Dave & KarenAbout Dunkin’ BrandsMateriality AssessmentProgress & GoalsOur Sustainability JourneySustainable FoodImproving Menu QualityTransparency & LabelingOptionalityOur Commitment to Food SafetyResponsible SourcingSustainable RestaurantsRespectful Guest ExperienceInformation SecuritySustainable PackagingRecycling & WasteSustainable BuildingSustainable CommunitiesEnergy & ClimateWaterStakeholder EngagementOur EmployeesDiversity & InclusionWellness at Dunkin’ BrandsTraining & Professional DevelopmentOur Franchisees & LicenseesJoy In Childhood FoundationEmployee Giving & VolunteerismCharitable PartnershipsGovernance & EthicsCorporate GovernanceEthics & CompliancePublic PolicyAbout This Report2
A NOTE FROMLEADERSHIPABOUT DUNKIN’BRANDSPROGRESS& NTSWELCOME FROM DAVEAt Dunkin’ Brands, we like to say our customers, franchisees, employees, and suppliers all share a common “DNA”: strong,smart, and kind.It’s these qualities that fuel our system andallow us to grow responsibly in characterand in business. We recognize that oursuccess is not our own, our achievementsare the result of a wide reaching systemto whom we are accountable. Our brandsare built on the dedication of hardworkingmen and women who took risks and madesacrifices in search of something better –building their own businesses, employingthose in their communities, and givingback to the people they serve. And that’swhat we’re after, too: getting better.We’re eliminating one billion foam cupsfrom the planet, introducing plant-basedproteins and vegan options for greaterchoice, strengthening the sustainability of our coffee supply chain, and givingback to our communities through our Joyin Childhood Foundation. It is a tremendous honor to serve the millions of loyalcustomers who come through our doorsevery day, and to be represented by nearly 2,000 franchisee and licensee partnersaround the world.1But with that honor comes a significantobligation to do our part to get better inthe areas that matter most. We are on ajourney to transform our brands, and itis our commitment to get there in a waythat is not only sustainable, but that is alsostrong, smart, and most importantly, kind.Dave HoffmannChief Executive Officer, Dunkin’ BrandsSUSTAINABLECOMMUNITIESGOVERNANCE& ETHICSABOUTTHIS REPORT
A NOTE FROMLEADERSHIPABOUT DUNKIN’BRANDSMATERIALITYPROGRESS& BLECOMMUNITIESGOVERNANCE& ETHICSABOUTTHIS REPORTWELCOME FROM KARENDear Stakeholders,Welcome to Dunkin’ Brands’ 2017-2018 Sustainability Report. We are excited to shareour sustainability progress over the pasttwo years, as we and our franchisees striveto have a more positive impact on our customers, our communities, and the worldaround us.Dunkin’ and Baskin-Robbins are two brandsin transformation, and over the past twoyears we have made tremendous strideswith our efforts to drive positive, noticeable change for our customers. A criticalpart of our journey is taking bigger, bolderaction to be more socially responsible in allthe ways we operate. A greater commitment to our communities and our world iswhat customers expect from brands likeours – and what we demand of ourselves.The following pages highlight how weare stepping up to this commitment andstrengthening our leadership in the area ofresponsible, sustainable growth.We have organized our corporate responsibility efforts around three main pillars: Sustainable Food Sustainable Restaurants Sustainable CommunitiesAcross each of these areas, we have putbig stakes in the ground, pushed innovation, and designed solutions to help make2our aspirations a reality. Among our mostrecent progress, I want to call out somenotable headlines:Sustainable FoodIn the area of coffee sustainability, wecontinued taking leadership action – inpartnership with our franchisees and vendor partners – to strengthen sustainablepractices within our supply chain andhelp ensure the most responsible, ethicaland beneficial growing and harvesting ofthe product at the heart of our business.These efforts include new partnershipswith World Coffee Research and the Sustainable Coffee Challenge.Around menu improvement, we took further steps to deliver greater options andmore relevant choices for our guests. Wesuccessfully removed all artificial dyes fromnearly all our products. And we built outour platform of better-for-you offerings,with an eye toward expanding our vegetarian and vegan options moving forward.Sustainable RestaurantsWhen it comes to sustainable packaging, we made a watershed commitmentto replace all polystyrene cups used inour restaurants with a new double-walledpaper cup by mid-2020. Our transitionto paper cups will remove 1 billion foamcups from the waste stream annually. Ad-ditionally, we have set a goal to removeall rigid-polystyrene lids in our system andtransition to a recyclable polypropylenelid – with a projected 100% system conversion by mid-2020.We also continued to improve the environmental impact of our restaurants throughour DD Green Achievement programand the launch of the new next generation concept stores for both Dunkin’ andBaskin-Robbins. The new concept storefor Dunkin’ is almost 30% more energy-efficient than our previous restaurant model. We currently have more than 340 DDGreen Achievement restaurants in the U.S.with a goal to open a total of 500 by theend of 2020.Sustainable CommunitiesOur franchisees, crew members, employees and guests continued giving back toour communities through their support ofour Joy in Childhood Foundation . Overthe past two years, we donated millionsof dollars to help battle childhood hunger and illness. In addition, we launchednew community-support initiatives, whilethousands of our franchisees, crew members and employees carried on their tradition of volunteering in food banks acrossthe country.
A NOTE FROMLEADERSHIPABOUT DUNKIN’BRANDSMATERIALITYWe have also remained committed to ourpeople here at Dunkin’ Brands and are focused on continuing to improve our culture so that employees feel empowered,valued and included. We made significant strides in strengthening the diversityof our workforce and are delighted thatDunkin’ Brands was named one of theBEST Places to Work for LGBTQ Equalityby the Corporate Equality Index. We willcontinue making improvements to ensureDunkin’ Brands remains an exceptionalplace to work!You will find much more detail on theseand many other initiatives in the pages thatfollow – all of which give you a true senseof the breadth and depth of our actions.3PROGRESS& GOALSSUSTAINABLEFOODSUSTAINABLERESTAURANTSWe are extremely proud of all we have accomplished and humbled in knowing thatit truly takes a village. We could not havemoved forward and accomplished all wedid without the support and partnershipof our franchisees, employees, vendorsand our customers, who love our brand,want us to do good, and continuouslypush us to be a better corporate citizenevery day. To all of you, we say thank you.And as always at Dunkin’ we’re stayingfocused on what’s next. This is an ongoing journey, and we realize we have muchmore that we need to accomplish. As youread our report, know that we are hard atwork taking our next steps – driving our initiatives further, expanding into new areas,SUSTAINABLECOMMUNITIESGOVERNANCE& ETHICSABOUTTHIS REPORTand bringing more innovative solutionsforward. Guided by our brand principles ofstronger, smarter, kinder, we and our franchisees are committed to always doingwhat’s right for our customers, employees,suppliers and the planet we all call home.Thank you for taking the time and interest in our sustainability efforts. I welcomeyour feedback on this report by contacting [email protected] Regards,Karen RaskopfChief Communications & SustainabilityOfficer, Dunkin’ Brands
A NOTE FROMLEADERSHIPABOUT DUNKIN’BRANDSMATERIALITYPROGRESS& GOALSSUSTAINABLEFOODSUSTAINABLERESTAURANTSABOUT DUNKIN’ BRANDSDunkin’ Brands Group, Inc. (NASDAQ:DNKN), headquartered in Canton, Massachusetts, is the parent company of twoof the world’s most known and lovedbrands: Dunkin’ and Baskin-Robbins .As one of the world’s leading franchisorsof quick service restaurants (QSR), wehave more than 20,900 points of distribution in over 60 countries worldwide.In 2018, we reported 11.6 billion in system-wide sales and company revenues of 1.3 billion. Dunkin’ Brands opened 440and 392 net new restaurants globally in2017 and 2018, respectively.other business matters. All of their companies have their own names, employees, operations, and leadership teams. Inessence, since we are 100 percent franchised, the extent of Dunkin’ Brands’ influence is different than that of our competitors who own all or a greater portionof their restaurants. We work closely inpartnership with our franchisees to makesure they continue to be the best representation of our brand and values.Our more than 20,900 restaurants globally are supported by our corporate entityas franchisor, however they are ultimatelyowned and operated by a network of nearly 2,000 independent business owners.Dunkin’ & Multi-Brand Restaurants*Dunkin’ Brands owns two buildings in theU.S. – our corporate headquarters in Canton, Massachusetts and our learning facility in Braintree, Massachusetts. Our franchisees are independent business ownerswho own and operate their franchisedrestaurants. They license our brand fortheir companies and are solely responsible for all business decisions related totheir restaurants, including operations,training, and employment, among various41,030 U.S. franchise ownersSUSTAINABLECOMMUNITIESGOVERNANCE& ETHICSABOUTTHIS REPORTPartners for aBetter TomorrowAt Dunkin’ Brands we are committed toproviding our guests with great coffeeand great food, fast, while still providing a great restaurant experience. Ourthree-pillar sustainability strategy is integrated into our business strategy.SUSTAINABLEFOODTaking pride in thefood and beverageswe serve.54 international operators9,419 U.S. restaurants3,452 restaurants in 43 internationalmarketsBaskin-Robbins Restaurants*SUSTAINABLERESTAURANTSRespecting thegreater environmentwe operate in.758 U.S. franchise owners135 international operators2,550 U.S. restaurants5,491 restaurants in 53 internationalmarkets*All numbers as of the end of FY 2018SUSTAINABLECOMMUNITIESHonoring the peoplewho power ourbrands.
A NOTE FROMLEADERSHIPABOUT DUNKIN’BRANDSMATERIALITYPROGRESS& BLECOMMUNITIESGOVERNANCE& ETHICSABOUTTHIS REPORTMATERIALITY ASSESSMENTThe Global Reporting Initiative’s (GRI)Principles for Defining Report Contentserve as the basis of Dunkin’ Brands, Inc.’s(DBI) materiality assessment process. Toconduct the assessment, we relied on acombination of internal and external factors to assess relevant topics and their level of priority. The process identified topicsthat reflect the company’s significant economic, environmental and social impacts– both positive and negative – and the influence these impacts have on stakeholder assessments and decisions. We also examined the issues that pose the greatestrisk to DBI’s business and/or present opportunities to advance sustainability.DBI engaged an independent consultancyto help identify and prioritize its materialissues.There were four major steps in this process: sustainability context and identification of the material topics; stakeholderengagement and feedback; prioritization;and validation.STEP 1: SUSTAINABILITY CONTEXT & IDENTIFICATIONTo set the broader context, and identify potential issues, we reviewed a wide range ofinternal and external sources and inputs, including company financial and sustainabilityreports, business plans, brand positioning and enterprise risk assessments; key organizational values, policies, strategies, goals and targets; internal sustainability documents,including strategies and previous materiality findings; shareholder inquiries and resolutions; media audit reports; influencer and expert communications; investor and reputational indices; industry and corporate peer sustainability reports, announcements andcommitments; sustainability frameworks and reporting standards; regulation, proposedlegislation and policy trends; industry association reports; and consumer and societaltrend reports.To determine the potential material topics, each issue was analyzed through the followingcriteria: Does the issue have a significant impact on people, society and/or the environment, and what is the impact? Does the topic present a business risk or impact that could harm the company’sreputation or impact performance? Is this topic a top concern for stakeholders – such as investors, consumers, employees, franchise owners, NGOs/influencers or policymakers – as evidenced by feedback, media trends, reports, pending legislation, campaigns/NGO actions, etc.? Is this topic an existing priority for DBI, or was it considered material in the past? Does the issue present an opportunity, such as a new or improved product, increased revenues, cost savings, reputational benefits or enhanced relationshipswith stakeholders? Is there existing or pending regulation related to the topic? How are relevant legislators thinking about this topic? Does the company have control or influence over this topic? Is the topic considered material by rating, ranking or reporting agencies? Is the topic material to industry peers and/or do they report on it? Is the issue growing in relevance or likely to have significance in the future?The result was the identification of 30 potential issues that fell into 6 categories.5
A NOTE FROMLEADERSHIPABOUT DUNKIN’BRANDSMATERIALITYSTEP 2: STAKEHOLDER ENGAGEMENT& FEEDBACKThe findings of the first phase informedinterviews with 15 internal subject matterexperts and senior leaders in the company.Discussions covered feedback on prioritization of material issues; trends, considerations of operational realities influencingsustainability priorities; guest, investorand other stakeholder feedback; potentialareas of risk and impact for the company;and emerging issues on the horizon.In addition, DBI engaged six externalstakeholders covering the topics of sustainable coffee, sustainable agriculture,packaging and food waste. Through theseconversations, we asked for input on themost salient issues the company shouldbe prioritizing, stakeholder expectationsregarding these issues and opportunitiesfor the company to advance or evolve itssustainability agenda.Lastly, we conducted a survey with franchise owners for both Dunkin’ and BaskinRobbins. The survey was sent to our entire franchise system. The survey asked respondents to evaluate the importance ofeach potential issue on a six-point scale– from “not relevant” to “very important totheir business.”6PROGRESS& BLECOMMUNITIESGOVERNANCE& ETHICSABOUTTHIS REPORTSTEP 3: PRIORITIZATIONSTEP 4: VALIDATIONAfter input from both internal and externalstakeholders, including franchise owners,our list of potential issues was trimmed to15 material issues including five that weredeemed “critical”, five “high priority” andfive “priority,” as detailed in the chart below. This prioritization was informed bythe research and stakeholder inputs described above, and evaluated against fourkey criteria: The issue’s level of positive and negative economic, environmental andsocial impacts The issue’s influence on stakeholderassessments and decisions The issue’s potential risk to DBI’sbusiness The issue’s potential opportunity toadvance sustainabilityAs a last step, the findings of the materiality assessment and prioritization rankingswere vetted internally among senior leaders and subject matter experts to ensurethe identified issues were material, prioritized correctly and appropriately defined.This process helps to fuel and inform oursustainability strategy. Upon completionof the materiality assessment, our leadership team and subject matter expertsconvene to ensure our strategy is alignedwith our key material issues.DUNKIN’ BRANDS MATERIAL ISSUESHIGHPRIORITYCRITICAL Food safetyRespectful guest experienceFranchisee relationshipProduct qualityData security and privacy Sustainable agriculturePackagingDiversity & inclusionResponsible sourcingEnergy & waterPRIORITY Transparency & labelingAnimal welfareCommunity InvestmentOptionality 1Food waste
A NOTE FROMLEADERSHIPABOUT DUNKIN’BRANDSMATERIALITYPROGRESS& BLECOMMUNITIESGOVERNANCE& ETHICSABOUTTHIS REPORT2016 GOALS: PROGRESS OVERVIEWGOALPROGRESSMORE DETAILRemove artificial dyes from the Dunkin’and Baskin-Robbins U.S. menus by December 31, 2018.Dunkin’ and Baskin-Robbins have successfully eliminated artificial dyes from key categories on their menu.p. 12Source 100% Rainforest Alliance Certified Dark Roast Coffee by the end of2018.Our Dunkin’ brand currently offers 30% Rainforest AllianceCertified Dark Roast Coffee. We continue to work with theRainforest Alliance to bolster the supply chain to enable us toincrease our certified Dark Roast.p. 16Review and update our Guidelines forSourcing Palm Oil for 2017, including setting clear policy compliance dates for ourglobal business operations by the end of2017.We updated our Guidelines for Sourcing Palm Oil in November 2017 with feedback from our suppliers, internal and external stakeholders. In addition, we’ve set compliance dates forour global business operations. The updated guidelines can befound here.p. 17Source 100% sustainably certified materials for direct palm oil purchases in U.S. byDec. 31, 2017.100% of the inputs for direct palm oil purchased through NDCPwere claimed as RSPO certified, but only 82% were validatedas certified. We continue to work with RSPO to meet our goal.p. 17Update our standard restaurant prototype for new restaurants to include newsustainability features by the end of 2018.In January 2018, we revealed our new Next Generation concept store in Quincy, MA that offered the first look at our U.S.store of the future.p. 25Open 500 DD Green Achievement restaurants by the end of 2020.We are on track to meeting this goal; as of May 2019 we haveover 340 DD Green Achievement restaurants.p. 26SUSTAINABLE FOODSUSTAINABLE RESTAURANTS7
A NOTE FROMLEADERSHIPABOUT DUNKIN’BRANDSMATERIALITYGOALPROGRESS& BLECOMMUNITIESGOVERNANCE& ETHICSPROGRESSMORE DETAILFor our corporate facilities, we are committed to reduce energy use per squarefoot by 28%, compared to a 2013 baseline, by the end of 2020; and 30% by theend of 2025.As of 2018, we met our 2020 corporate facilities goal and reduced energy use per square foot by 28.6%. We understandthat energy usage fluctuates and thus we must remain diligentin our energy management processes to continue to reduceconsumption.p. 28For our corporate fleet, we are committed to increase fleet fuel efficiency by 9%,compared to a 2013 baseline by the endof 2020; and 13% by the end of 2025.As of 2017, we met our 2025 corporate fleet goal and increasedfleet fuel efficiency by 13%.p. 29Map water use for our corporate facilitiesfor 2017 and 2018 and design water reduction strategies to implement by theend of 2020.We mapped the water usage for our corporate facilities andhave begun implementing new water reduction strategies.p. 31Achieve a 3% improvement in overall employee satisfaction in our next corporateemployee engagement survey in 2018.In 2018 we introduced a new cloud-based, mobile-enabled engagement tool that updates in real-time, allowing for a moreuser-friendly experience. We have seen significant improvement in employee engagement levels since implementation.p. 35Launch company-wide unconscious biastraining in 2018.This mandatory training was completed through an E-learningformat for all employees. This training supplements additional training for Directors and Vice Presidents, which was introduced the previous year.p. 38SUSTAINABLE COMMUNITIES8ABOUTTHIS REPORT
A NOTE FROMLEADERSHIPABOUT DUNKIN’BRANDSMATERIALITYPROGRESS& BLECOMMUNITIESGOVERNANCE& ETHICSABOUTTHIS REPORT2018 GOALSDUNKIN’ BRANDS 2018 SUSTAINABILITY REPORT GOALSCommit to 100% compliance for sustainable, traceable, and no deforestation impact palm oil in donut fry oilacross our global operations by 2025.SUSTAINABLEFOODEngage with RSPO on new supply chain certification model for franchise business and establish action planfor next steps by the end of 2020.Map our global coffee supply chain by the end of 2020.Expand our vegetarian and vegan offerings on both DD/BR menus by 2020.Increase the recyclability of our hot cup lids and transition our system to a polypropylene lid by IES9Through our DD Green Achievement program we will reduce energy consumption in our U.S. DD locationsby 20% by 2025.Double our single-stream recycling rates at our corporate headquarters by the end of 2020.Increase engagement with international licensees on sustainability issues.
OUR SUSTAINABILITY JOURNEY1997Increased TransparencyOne of the 1st QSRs to list nutrition, ingredient, and allergeninfo online2009Made allergen information available in all restaurants/shops2011Published our first Corporate Social Responsibility report2016Nutrition, ingredient, & allergen information on mobile appCalories displayed on menu boards nationally for both brandsBetter-for-you2008Introduced the Dunkin’ DDSMART menu featuring our eggwhite veggie breakfast sandwich & iced teaLaunched Baskin-Robbins BRight Choices menu, featuringreduced fat, no sugar added and light ice cream flavors, as wellas frozen yogurt and sorbet2014Introduced almond milk at Dunkin’ restaurants2018Reduced sodium 12% across the Dunkin’ menu from 2012-2018BetterIngredients20182014Formed our NutritionAdvisory Board forinput on brand menus;Dunkin’ became thefirst major QSR tointroduce a zero gramartificial trans-fat donutRemoved artificial dyesfrom key categories onboth the Dunkin’ andBaskin-Robbins menuSustainableCommunities20062018Introduced Rainforest Alliance Certified Iced Green Tea2016Began offering 100% Rainforest Alliance Certified espresso2017All BR milk suppliers required to participate in F.A.R.M2018Dunkin’ announces partnership with the NDCP and World CoffeeResearch in support of coffee sustainability effortsDunkin’ joins the Sustainable Coffee ChallengeSustainable Building2014Launched DD Green Achievement , our sustainable restaurantprogramAnimal Welfare2018Launched the Dunkin’and Baskin-RobbinsCommunity Foundation, now the Joy inChildhood FoundationThe Joy in ChildhoodFoundation announced anational in-residencefacility dog program forchildren’s hospitals, “Dogsfor Joy.”Launched 30% Rainforest Alliance Certified Dark Roast BlendPublished our Guidelines for Sourcing Palm OilMenu Items200920072014Responsible SourcingAll of our sourced chicken is raised with no antibiotics everSustainablePackaging20162018Published ourSustainable Pulp andPaper PolicyMoved to certifiedpaperboard, reflected inour paper policyWork in ProgressEliminate all polystyrene foamcups from global supply chain by2020Donuts fried in 100% sustainablysourced palm oilCage-free eggs by 2025Gestation crate-free pork by 2022
A NOTE FROMLEADERSHIPABOUT DUNKIN’BRANDSMATERIALITYPROGRESS& BLE FOODSUSTAINABLECOMMUNITIESGOVERNANCE& ETHICSABOUTTHIS REPORTCoffee producing regionof Northern Peru
A NOTE FROMLEADERSHIPABOUT DUNKIN’BRANDSMATERIALITYIMPROVING MENU QUALITYAt Dunkin’ Brands, we strive to offer Dunkin’ and Baskin-Robbins guestshigh-quality menu items. To do so, weunderstand the need to continuously improve our menu ingredients and itemsto better suit the needs of our guests. In2018 we launched a new handcrafted lineof espresso drinks. Using our 100% Rainforest Alliance Certified espresso, newstate-of-the-art equipment for optimalbean extraction, and a new recipe for astronger and more robust flavor profile,we now offer our guests a high-qualityespresso experience, at a great value, fast.As part of our ongoing efforts to offer ourguests great tasting, high-quality products,and cleaner menu labels, both Dunkin’ andBaskin-Robbins have eliminated artificialdyes from key categories on their menu.Dunkin’ has successfully removed artificialdyes from donuts, baked goods, breakfastsandwiches, coffee flavorings and nearlyall frozen beverages. We continue to workwith our suppliers to identify a solution forBlue Raspberry COOLATTA . Additionally, Baskin-Robbins has removed artificialdyes from its ice cream sold at both itsrestaurants and in quarts and pints at retaillocations as well as from its syrups, sauces, and beverages, including CappuccinoBlast . The exception for both brands’menus include select supplier-branded ingredients produced by other companiesand used as topping, ice cream inclusionsand decorative elements. We continue12PROGRESS& GOALSSUSTAINABLEFOODSUSTAINABLERESTAURANTSto partner with suppliers to find replacements for ice cream cake decorations.To further our commitment to offer ourguests better-for-you menu items andingredients, in 2017 we removed artificialflavors from cream cheese spreads on theDunkin’ U.S. menu. We continue to develop our menu items and from 2012 to 2018we reduced sodium by 12% across theDunkin’ menu by removing some itemsand reformulating others. We are proudof this achievement but continue to explore opportunities to further reduce sodium across our entire menu. Throughout2019 we will be introducing additionaldelicious, better-for-you menu items. Weare committed to making it easy for ourguests to make the choices that are rightfor them while eating on the run.TRANSPARENCY & LABELINGWe believe it is important to provide clear,simple nutrition and ingredient information on menus and labels. Our guests deserve to know the nutritional content ofthe food and beverages they consumefrom both our brands. All of our ingredient information is available on the Dunkin’and Baskin-Robbins websites. Our guestshave the ability to easily see the caloriccontent of our food and beverages at thepoint of purchase in restaurant or on mobile apps. In addition, our Guest Supportteam members are trained to respond toall nutrition-related inquiries.SUSTAINABLECOMMUNITIESGOVERNANCE& ETHICSABOUTTHIS REPORTBetter-for-YouAt the beginning of 2019, Dunkin’ introduced the Power Breakfast Sandwich.This new, better-for-you sandwich features an egg white omelet with spinach, peppers and onions, topped withturkey sausage and American cheese,served on thin, seeded multigrain sandwich bread. At 370 calories, this sandwich has 8 whole grains, 24g of proteinand no artificial flavors or dyes and nohigh fructose corn syrup.
A NOTE FROMLEADERSHIPABOUT DUNKIN’BRANDSMATERIALITYOPTIONALITY 2At Dunkin’ Brands, we are constantlyevaluating our menu in order to meet theneeds of our guests. We strive to offer avariety of menu options that meet a widerarray of health and wellness concerns.From better-for-you to vegan and plantbased options, our goal is to serve andprovide all guests with options no mattertheir dietary preference. Providing choiceis a key element of our menu innovationat Dunkin’ Brands, and so we have made acommitment to expand our vegetarian andvegan offerings on both the Dunkin’ andPROGRESS& obbins menus by 2020. In 2019,we will be testing a MorningStar Farms breakfast sandwich as a meat-free alternative in select U.S. markets. Additionally, wewill be launching two non-dairy and vegan3 frozen desserts at Baskin-Robbins inAugust 2019. Our guests will be able to gointo their local Baskin-Robbins to try ourNon-Dairy Chocolate Extreme, a chocolate flavored non-dairy and vegan dessertwith chocolate chunks and a chocolate ribbon, or Non-Dairy Chocolate Chip CookieDough, a cookie-flavored non-dairy andvegan dessert with cookie pieces, choco-SUSTAINABLECOMMUNITIESGOVERNANCE& ETHICSABOUTTHIS REPORTlate chunks, and a chocolate ribbon. In November 2019 we will be launching a thirdnon-dairy flavor. Our R&D and Culinaryteams continue to innovate in this space,and we are thrilled to be able to offer ourguests increased options.OUR COMMITMENT TO FOOD SAFETYFood safety continues to be a top priority at Dunkin’ Brands. In order to minimizefood safety risks in our Dunkin’ restaurants, Baskin-Robbins shops, and CentralManufacturing Locations (CMLs), we continuously work with our suppliers, manufacturing facilities, franchisees, licensees,and their employees to evaluate our protocols and processes. We are constantlyevolving our food safety systems to bestprotect our franchisees, guests, and business. All of our domestic suppliers are audited under Global Food Safety Initiative(GFSI) standards and assessed annuallyby our Quality Assurance team. All suppliers are monitored against key performance metrics to identify areas of opportunity and specification refinement.Our franchisees must meet rigorous foodsafety standards as defined in our FoodSafety systems, and are required to conduct monthly food safety self-assessments to review the effectiveness of theirfood safety practices and adherence toour Cleaning and Sanitation and Pest Management Brand Standards.13
A NOTE FROMLEADERSHIPABOUT DUNKIN’BRANDSMATERIALITYPROGRESS& BLECOMMUNITIESGOVERNANCE& ETHICSABOUTTHIS REPORTIn 2018, our Manufacturing team joinedour Operating Systems and RestaurantExcellence team to better support the safeoperation of CMLs and ensure more directoversight by our Food Safety team. OurOperations, Manufacturing, Food Safety,and third-party food safety support teamsalso evaluate restaurant-level food safetyduring restaurant assessments. Produ
Baskin-Robbins Restaurants* 758 U.S. franchise owners 135 international operators 2,550 U.S. restaurants 5,491 restaurants in 53 international markets Dunkin’ Brands Group, Inc. (NASDAQ: DNKN), headquartered in Canton, Massa-chusetts, is the parent company of two of the world’s m