Corporate social responsibility (CSR) is redefining buying criteria in the world of food service, to the point of becoming a key component of invitations to tender. In institutional catering and commercial restaurants alike, restaurateurs are now demanding concrete guarantees as to the provenance, production method and environmental impact of the products they purchase, in response to expectations of eco-responsibility. In France, 39% of consumers say they seek out restaurants that use local ingredients. As for the United Kingdom, the preference there for local and artisanal products has deep roots in British society. It has been reported that 57% of British consumers prioritise domestic products and brands, a predilection that has had a profound impact on the food service sector, as well.
This explains why the transition to cage-free eggs is advancing in supermarkets and hypermarkets but is lagging behind within the food service industry. In 2025, major wholesalers that serve institutional caterers have announced figures ranging from 40% to 44% cage-free products, compared to 29.5% to 37% in 2024. Within this context, distributors must understand that CSR labels aren’t just an added bonus. They’re a strategic point of leverage for remaining visible, competitive and attractive, especially in demanding markets like the UK and Spain.
CSR, now a decisive criterion for purchasing decisions
Nowadays, CSR directly influences contracts, particularly in the field of institutional catering, where the scoring systems for public invitations to tender include environmental and social criteria. In the United Kingdom, the British Lion mark and free-range labelling have become prerequisites in many markets.
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Created in 1998, the British Lion mark has become the gold standard for eggs in the United Kingdom. More than 90% of the eggs that are farmed and consumed in the country bear that easily recognisable red stamp in the form of a lion. The mark is a guarantee of:
For British distributors, displaying the British Lion logo on their products has become an imperative for sales and marketing. It reassures consumers, promotes the different actors’ CSR commitments and serves as a differentiating factor for customers who are increasingly mindful of food safety and provenance. |
The absence of these certifications can be enough for a buyer to rule a product out, even if its pricing is competitive.
In Spain, the rising momentum of organic and campero (free-range) labels is an expression of growing expectations relating to animal welfare and local sourcing, especially for hospitals and schools. 71% of European consumers say they prefer some form of cage-free eggs, placing a priority on animal welfare when deciding what they want to eat.
For distributors, this means:
- Products without appropriate certifications run the risk of gradually being excluded from lists of approved product ranges
- CSR criteria could become a more important differentiating factor than price, particularly in premium and institutional segments.
Labels to boost trust and differentiation
Certification labels provide an assurance to restaurateurs that their products adhere to a precise set of specifications which could be tied to provenance, animal welfare, environmental impact, or health and safety, amongst others. In the UK, the British Lion mark is iconic, certifying that stamped eggs come from British farms that satisfy strict standards in terms of bird feed, traceability and food safety (notably in connection with salmonella). A certified product reduces the risk of an issue arising during an inspection or quality audit of an end client. In institutional catering, it can help secure a multi-year contract or add multiple points to the overall score assigned to a tender.
For distributors, this means:
- Identifying, for each customer segment, the labels that will add the most point to their tenders, and developing a portfolio of standard labels, so they can bank on a strong portfolio rather than a multitude of different labels, and then push those labels that come across as the most reassuring or the most premium
- Incorporating those products into ready-to-use packs or assortments, to facilitate their clients’ ability to meet CSR requirements
- Supporting their restaurant and catering clients with ready-to-use marketing materials (information sheets, POS displays and other visuals) that include the label and explain its value – a service that will help to stand out from the crowd and bolster sales and customer retention; this includes providing a narrative to accompany their products, because restaurateurs and bakers concrete arguments for their customers, so distributors should do more than just deliver products – they should provide materials (brochures, product information sheets, producer testimonials, etc.) that tell the story of the wheat, eggs, farmer or label.
In short, a wholesaler can stand out, not by selling a label, but by selling a strategic portfolio that combines reputation, ethical economic commitments and a secure, safe supply chain, whilst also delivering communication tools so that chefs and bakers can become the best ambassadors for their own brands.
How distributors can incorporate certifications into their strategies
Adopting a CSR approach is a strategic process that entails auditing, sourcing, training and promoting, while at the same time remaining attentive to regulatory developments and the specific expectations of each market. The first step is to accurately identify the current level of certification of a distributor’s portfolio. This involves listing every product by product family and by market segment, and then identifying whether or not each one possesses a locally recognised label. For example:
- Products that are already certified with a label that is relevant to the market
- Products that could be certified in the short to medium term (by adapting sourcing processes, changing suppliers, etc.)
- Products that are not certified but that are being retained for strategic reasons (such as niche or exclusive products)
A distributor on its own is unlikely to be able to transform the nature of the products on the market. This is where industrial partnerships come into play. Working with suppliers that have production capacities which meet the expected standards (cage-free, organic, free-range, traceability, etc.) could be a game-changer for a given distributor. Contractually stipulating minimum quantities of certified products can help to secure the supply chain and make it possible to negotiate better terms and conditions.
The rising momentum of CSR labels is profoundly changing how distributors build and promote their portfolios. To stay competitive, distributors must incorporate certifications into their general strategies. To do this, they will need to:
1. Map their existing product lines
Drawing up a comprehensive inventory of their existing products and ranges
Identifying the CSR certifications (labels, standards, self-declarations, etc.) that they already possess
2. Audit their product portfolios
Assessing each product’s compliance with current CSR standards
Identifying any gaps and/or opportunities for improvement (products that are not yet certified but that are eligible for certification)
3. Secure their sourcing
Verifying their current suppliers’ traceability and CSR compliance
Including CSR criteria in their invitations to tender and supplier contracts
Diversifying their sourcing to limit the risks associated with a particular certification or country
4. Train their teams
Raising the awareness of their buyers, product managers and sales and marketing teams about CSR standards
Providing educational materials (like label information sheets, online training, workshops, etc.)
5. Promote their certifications to their clients
Adapting their sales and marketing materials (catalogues, product information sheets, POS displays, etc.)
Training their sales teams to pitch the added value provided by their labels
Using digital resources (website, social media, etc.) to advertise their CSR commitments
6. Perform ongoing monitoring
Tracking changes to CSR standards and labels, by country and by industry
Anticipating regulatory developments and new consumer expectations
Updating internal procedures and supplier specifications
7. Measure and adjust
Establishing CSR performance indicators linked to the product portfolio
Regularly evaluating the impact on the brand’s sales and image
Adjusting their strategies according to actual results and feedback from clients.
All this is important, because local dynamics can act quickly and forcefully. For example, the rise in cage-free products in the UK is likely to become the norm within the next few years, such that distributors should already be planning for this shift in their product ranges. And in Spain, the boom in organic high-end products is already opening new doors, but it is also forcing distributors to adjust their sourcing and their sales pitches in response to a more demanding clientele.
Distributors that anticipate these changes will become known as preferred partners, capable of supporting their clients’ own CSR commitments and of transforming regulatory constraints into opportunities for lasting growth.
