| Overall Rating | Reporter - expired |
|---|---|
| Overall Score | |
| Liaison | Tashina Giraud |
| Submission Date | May 7, 2013 |
| Executive Letter | Download |
Euromed Management
OP-6: Food and Beverage Purchasing
| Status | Score | Responsible Party |
|---|---|---|
|
Reporter |
Tashina
Giraud Sustainable Development Manager Department of Corporate Social Responsibility |
Percentage of food expenditures that meet one or more of the criteria for this credit (0 - 100):
A brief description of the sustainable food and beverage purchasing program:
Euromed Management is a pilot school in a responsible Restauration initiative that is led by CAMPUS RESPONSIBLE. Through this project we have a framework or guidelines that cover the triple bottom line. In this project there is a progressive label process that integrates criteria such as locality, seasonality, quality, nutrition, training, etc.
All of the fresh (non frozen or transformed) products are local. This represents 25% of the overall food expenditures. However, we have not inclued local made bread and other transformed items because we cannot assure that the rare materials are local.
The Website URL where information about the institution's sustainable food and beverage purchasing efforts is available:
Data source(s) and notes about the submission:
Euromed Management is a pilot school in a responsible Restauration initiative that is led by CAMPUS RESPONSIBLE. Through this project we have a framework or guidelines that cover the triple bottom line. In this project there is a progressive label process that integrates criteria such as locality, seasonality, quality, nutrition, training, etc.
All of the fresh (non frozen or transformed) products are local. This represents 25% of the overall food expenditures. However, we have not inclued local made bread and other transformed items because we cannot assure that the rare materials are local.
Euromed Management is a pilot school in a responsible Restauration initiative that is led by CAMPUS RESPONSIBLE. Through this project we have a framework or guidelines that cover the triple bottom line. In this project there is a progressive label process that integrates criteria such as locality, seasonality, quality, nutrition, training, etc.
All of the fresh (non frozen or transformed) products are local. This represents 25% of the overall food expenditures. However, we have not inclued local made bread and other transformed items because we cannot assure that the rare materials are local.
The information presented here is self-reported. While AASHE staff review portions of all STARS reports and institutions are welcome to seek additional forms of review, the data in STARS reports are not verified by AASHE. If you believe any of this information is erroneous or inconsistent with credit criteria, please review the process for inquiring about the information reported by an institution or simply email your inquiry to stars@aashe.org.