Domino's Pizza, Inc. (DPZ) 2024年CSR報告「NYSE」.pdf

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1、CORPORATE STEWARDSHIP REPORTUpdated April 2025 Most Delicious Food Our focus on the most delicious food involves collaboration between our product development,quality assurance,and procurement teams to source our ingredients and drive innovation sustainably.Through our Supplier Code of Conduct and d

2、iligent Product Quality and Safety program standards,we convey our expectations for our growing base of varied suppliers.Looking ahead,our ingredient sourcing policies and menu development will continue to evolve,increasing accessibility and availability of more sustainable food options for a wider

3、range of consumers.Operational Excellence Our commitment to operational excellence in stores and in our supply chain includes a commitment to sustainability.In our supply chain,we are implementing new“stop loading”practices to improve productivity,job ease,and satisfaction for team members.At the st

4、ore level,we continue to examine innovations to create energy efficienciesandarecollaboratingwithourstoredesign team to build more sustainable stores over time.Further,we are evolving our data collection process with a new platform to better measure our decarbonization progress.2We have a rallying c

5、ry at Dominos,Sell more pizza,have more fun!Central to that cheer is the word MORE,and as a brand we know we can always do more MORE Sales,MORE Stores,MORE Profits,andMOREforourcommunities and our team members.Thats why our new strategy is called Hungry for MORE.This strategy outlines a blueprint fo

6、r future growth and provides a structure for our corporate priorities,including brand stewardship.Since 2020,when we established a formalized stewardship program,Dominos has focused on building a strong foundation through a deeper understanding of our impact as a brand and identifying opportunities

7、for improvements.This work serves as a roadmap,connecting the Hungry for MORE strategy to stewardship for our communities,customers,franchisees,team members,and the planet.Applying the Hungry for MORE strategy to stewardship strengthens our ability to make a positive impact across everything that we

8、 do.The four strategic pillars of the Hungry for MORE strategy are focused on how we will accomplish this by providing the Most Delicious Food,Operational Excellence,and Renowned Value,all Enhanced by our Best-in-Class franchisees.Russell WeinerChiefExecutiveOfficerLETTER FROM THE CEO Renowned Value

9、 Providing renowned value in our business extends beyond the customer,as we strive to create value for our team members and in our communities.We are proud of our programs focused on team member equity and inclusivity,and maintained pay equity across job families for all corporateteammembersinouroff

10、ices,storesand supply chain centers for our salaried and hourly positions.In addition,our new MORE strategy enables us to do more for our community,including raising MORE funds for our national charity partner,St.Jude Childrens Research Hospital.Over the past 20 years we have raised over$126 million

11、 in customer donations,joining St.Jude in their missiontofindcuresandsavechildrenaroundtheworld.In 2023,we raised over$16 million to support St.Jude in the development and opening of The Dominos Village,a 140-unit housing facility for families with children receiving treatment and care at the hospit

12、al.Earlier this year,I was thrilled to announce our commitment to raising a total of$300 million for St.Jude by the 30th year of our partnership in 2034.Being the#1 Pizza Company in the world means embracing the responsibility to do even more,and our Hungry for MORE strategy lets us do just that.Enh

13、anced by Best-in-Class Franchisees The fourth component of our Hungry for MORE strategy recognizes that everything we do is enhanced by our best-in-class franchisees.We are committed to building an enduring brand and a sustainable and resilient business for our current and future franchisees.With MO

14、RE sales and MORE stores,we have more opportunities for new franchisees.I am as encouraged today about the future of our business as I have ever been.Our Hungry for MORE strategy,coupled with the foundation weve set for our stewardship efforts,enables us to embrace responsibility and maximize our im

15、pact as we do MORE for people and our communities.3Russell Weiner ChiefExecutiveOfficer4COMMITMENT TO OUR CORE VALUES DO THE RIGHT THING:Weactwithintegrityandmakedisciplineddecisions,evenwhenitsdifficultorunpopular.High ethical standards and uncommon honesty are at the heart of how we work together.

16、We are committed to safely and responsibly serving our customers,and to giving back to the communities where we live and work.PUT PEOPLE FIRST:We create an inclusive culture,knowing our people are core to our success.We treat each other with dignity and respect,and we value the differences each team

17、 member brings.We strive to be a company where all team members can bring their full selves to work and know that they can belong,contribute,and reach their potential.CREATE INSPIRED SOLUTIONS:We are a company built on entrepreneurship and innovation.We get better every day by having the humility an

18、d the courage to embrace and lead change.Together,we unlock our collective potential to be bold and think big.We have a bias for action to solve customer needs in new and relevant ways.CHAMPION OUR CUSTOMERS:We deliver on our promises,treating each order and interaction as an opportunity to deepen r

19、elationships by delivering great products,services and experience.We hold ourselves accountable,and if we dont deliver on a promise,we are committed to making it right.GROW AND WIN TOGETHER:Wearenotplayingafinitegame.Wearecommittedtobuildinganenduringbrandthat outlives any of our individual contribu

20、tions.We will grow together,deliver exceptional results together,celebrate wins together,have fun together,and leave the Dominos brand in a better place for those that come after.Dominos is a purpose-inspired and performance-driven company with exceptional people committed to feeding the power of po

21、ssible,one pizza at a time.At the heart of our brand is a commitment to a set of values thatdefineourcorebeliefsonhowwerunourbusiness,treatourpeople,supportourfranchiseesandserve our customers.5STEWARDSHIP VISION AND PILLARS Dominos stewardship vision is to feed the power of possible every day for t

22、he communities we serve,our people,and the planet.We do this with our pizza and by living our values every day.Fulfillingthisvisionrequiresfocusingonthoseeffortsthatare most important to our business and stakeholders.We have four pillars of stewardship that guide our work.ENVIRONMENTAL FOOTPRINTFocu

23、s on science-based climate targets and actions to reduce our greenhouse gas emissions,reduce water impact,and minimize waste.RESPONSIBLE SOURCINGIncrease supply chain transparency,maintaining our supplier standards and food safety requirements,enhancing our animal care standards,and addressing defor

24、estation.EMPOWERING PEOPLECreate a company culture that provides a safe,inclusive workplace,with development pathways andsupportivebenefits.COMMUNITY IMPACTStrengthen our commitment to local communities and national partners,while expanding support of new meaningful organizations.TABLE OF CONTENTS E

25、NVIRONMENTAL FOOTPRINT 6RESPONSIBLE SOURCING 12 EMPOWERING PEOPLE 16 COMMUNITY IMPACT 19 CORPORATE GOVERNANCE 24CARBON FOOTPRINTOur anticipated approach for reducing our total greenhouse(GHG)emissions to achieve our science-based targets is twofold:For our corporate operations and U.S.franchise stor

26、es,we currently plan to focus on energy.Energy and fuels are the primary drivers of our scopes 1&2 emissions,so wearefocusedonfindingwaystoreducetheseemissionsandscalingwhatworks over time to our franchisees,whose emissions from which will be in our Scope 3.For our suppliers,we intend to focus on en

27、gagement to accelerate common objectives.x Food suppliers contributing to our Forest,Land and Agriculture(FLAG)related to our scope 3 emissions are prioritized for engagement based on where we believe we have alignment and ability to impact our supply chain together.x Other suppliers,such as for log

28、istics,are also critical to our approach and will be engaged throughout the normal course of business to address opportunities to decarbonize.Beginning with the 2025 report,we will include our international franchisee emissions from their store and supply chain center activities in our scope 3 emiss

29、ions inventory.Were proud that several of our largest international master franchisees are already setting their own targets and taking action to reduce their emissions.OWNED OPERATIONS Over 2022 and 2023,we initiated pilot projects to reduce energy usage and worked to identify further opportunities

30、 across our supply chain centers and corporate stores.Energy reduction results at stores plus ongoing data collection will help inform future energy work across our owned operations.We partnered with a leading climate consultancy to develop a renewable energy framework based on Dominos unique busine

31、ss model,operations and priorities.We use the Greenhouse Gas Protocol and emissions factors from a variety of well-known sources to calculate scope 1,2,and 3 emissions.ENVIRONMENTAL FOOTPRINT6ENVIRONMENT SOURCING PEOPLE COMMUNITY GOVERNANCESUPPLY CHAIN Utilities:Wetestedsub-meteringinfivesupplychain

32、centers,which we hope will help us understand the energy impact of each piece of equipment.Outbound logistics:We began rolling out a new way to load and deliver product from our supply chain centers to stores called StopLoading.Thismodelallowsdeliverydriverstosignificantly reduce their idle time dur

33、ing deliveries at stores.Reducing idle time overall continues to be a focus across all supply chain centers,both through Stop Loading and other programs.CORPORATE STORES We tested Energy Management Systems(EMS)in two corporate store markets Virginia and Texas and gathered important learnings and ins

34、ights.Smart thermostats and central control points for heating and cooling showed early results in both energy and cost reduction.Sub-metering within the store is also helping teams identify equipment maintenance opportunities.STORE DEVELOPMENT The results from the EMS pilot will be used to inform r

35、ecommendations to franchisees that wish to reduce their carbon footprint.All of these learnings will be vital to our scope 3 emissions from U.S.franchisees as well as future supply chain expansions or builds.SUPPLIERS As we further explored our scope 3 FLAG emissions data,we have begun using a tiere

36、d system to address our highest emission-generatingsuppliersandcommoditiesfirst.Ourtopfourfood suppliers represent the largest opportunity to reduce FLAG emissions,and in 2023 we began engaging with each of them in-depth.Through visits to their operations and best-practice sharing,each of these top

37、four suppliers have informed us that they have already begun their own decarbonization journeys and are largely aligned with our science-based targets.As we seek to identify the most effective partnership opportunities for decarbonizing our food supply chain with these suppliers,we have been priorit

38、izing better data collection and use.While we focus on reducing emissions aligned with our science-based targets as a top priority,we are also focused on addressing other topics with these suppliers,including water,animal welfare,logistics,and waste.Through these critical partnerships,and as we iden

39、tify the next tier of suppliers where we have opportunity to partner,we expect to further develop programs,processes and tactics to drive emissions reductions.7ENVIRONMENT SOURCING PEOPLE COMMUNITY GOVERNANCESCIENCE-BASED TARGET INITIATIVE(SBTI)UPDATE In 2021,we set ambitious science-based targets f

40、or climate,and we are developing plans to reduce our absolute emissions while growing the business.We submitted our science-based targets for validation in 2023 and through that validation process are planning to update our footprint and 2021 baseline emissions to include store and supply chain acti

41、vities from our international master Franchisees as part of scope 3 emissions,in alignment with the latest guidance from the Greenhouse Gas Protocol.These results are expected to be included in the 2025 StewardshipReport.Whileweareawaitingfinalvalidationofourtargets,wedontexpectsignificantchanges.Th

42、e following table shows our estimated emissions:Our pursuit of science-based targets will be balanced with our Hungry for MORE strategy and our overall Company growth blueprint,as we navigate our path forward towards ultimately achieving our environmental goals.PARTNER SPOTLIGHTLeprino Foods,the wor

43、lds largest mozzarella cheese maker and top producer of whey protein and dairy ingredients,has provided several ideas for ways we can engage as partners to further our total stewardship,including hosting a group of individuals across procurement and ESG in 2023 to discuss the pathway to meet our col

44、lective priorities.Leprino has already developed policies and programs that are highly aligned to Dominos priorities across climate impact,water risk,animal care standards,and continued business growth and innovation.They are leading the way by embedding this impact into their ongoing projectworkacr

45、ossenergyandwater,includinganewstate-of-the-artefficientplantinTexas,andfinanciallysupportingprojectsthatmakebusinessandsustainabilitysense.Leprino works very closely with the entire dairy value chain to continually research and understand the landscape,the receptiveness of various dairy products by

46、 consumers,and support farmers in their endeavor to reduce environmental impact,while setting them up for long-termsuccess.Beginningin2022,Leprinohasprovidedasupplier-specificemissionsfactor for Dominos to use in our greenhouse gas emissions calculations,which makes our footprint more robust.Theyre

47、also working toward providing an even more complete data set on emissions by 2027.Leprino developed a rewards-based program to bring more farmers onto the National Dairy Farmers Assuring Responsible Management Environmental Stewardship(FARM ES)platform.The program is meaningfully supporting both far

48、mer livelihoods and the most science-based on-farmresponsiblepracticesthatwillflowthroughtobeapartofDominosimpact.Leveraging their connection to the entire dairy and agriculture industry,Leprino supported a group of organizations,including Dominos,to advocate for improvements to the Green-house Gas

49、Protocol,the leading standard-setting body.This work resulted in credit for more on-farm dairy activities throughout the dairy value chain.To read more about the work Leprino is doing,click here.ENVIRONMENT SOURCING PEOPLE COMMUNITY GOVERNANCE2023323,183.87385,496.54 708,680.41Fuel(Natural Gas/Propa

50、ne/Diesel)Energy SourceElectricityTotal Energy ConsumedENERGY CONSUMED(IN GIGAJOULES)*SCOPE2021 EMISSIONS(BASELINE)(Kg of CO2e)2023 EMISSIONS(Kg of CO2e)Scope 1126,589,74041,953,26852,567,224Scope 2(Location Based)Scope 2(Market Based)3,845,944,4664,025,101,430121,160,96238,479,78141,703,2803,937,75

51、9,0754,100,623,316Scope 3Total Emissions(using scope 2 Market-Based)*Includes Dominos corporate-owned supply chain centers,stores,and offices.Calculated using EIA conversion factors,following the GHG protocol.All electricity consumption is supplied from grid electricity.Numbers include rounding.8 Re

52、duce absolute scope 1 and 2 greenhouse gas emissions 50.4%by 2032 from a 2021 baseline.Reduce absolute scope 3 non-FLAG greenhouse gas emissions 30%by 2032 from a 2021 baseline.Reduce absolute scope 3 FLAG greenhouse gas emissions 36.4%by 2032 from a 2021 baseline.Achieve net zero emissions by 2050.

53、WATERAs a food company,water is essential for us.We rely on water to grow and make the food we sell,and to operate and clean the facilities we manage.Water quantity,quality,and other risks are important for us to address throughout our value chain.Since these risks vary and are highly localized,our

54、approach will be designed to incorporate the context of each location,its risks,and our role in that water system.WATER RISK ASSESSMENT Inearly2023,wecompletedourfirstwaterriskassessment,and identifiedseveralriskmitigationmeasuresalongwithopportunities to improve our own water use practices.Water ri

55、sk results were shared with cross-functional teams across the Company from engineering to store development and construction to procurement.Afterrefreshingourtotalwaterinventory,severalkeyfindings will help guide our ongoing water risk assessment work:x Animal-based proteins,such as chicken,pork,and

56、 beef,have high water consumption compared to relatively low procurement volumes,predominantly driven by upstream irrigation demand associated with feed mix production.x Mushrooms have a very high-water consumption due to high water demand during cultivation,which also includes maintenance of a humi

57、d indoor environment.x Despite high procurement volumes,dough ingredients(primarily flour)haverelativelylowwaterconsumptionduetowheatshighwaterefficiencyduringcultivation.We aligned to Science Based Targets Network step 1 methodology,and assessed for quality,quantity,water sanitation and hygiene (WA

58、SH)and extreme weather events risks using the World Resources Institutes(WRI)Aqueduct and World Wildlife Funds (WWF)Water Risk Filter.x Included in scope were all our owned operations supply chain centers and corporate stores and key raw materials.x Since purchased goods represent over 90%of our wat

59、er footprint,we assessed the top water intensive key ingredients and materials,which includes animal proteins,sauces,cheese,vegetables,and corrugated cardboard consumer packaging.Within the key purchased goods,nine commodities represent 75%of Dominos water consumption footprint and our procurement l

60、eaders conducted a materiality ranking.We surveyed suppliers across the nine commodities in scope and had great response rates:x Risk assessment covers 86-100%of sourcing volume for each commodity x 130 supplier-owned facilities assessed using precise locations x 100+agricultural regions assessed to

61、 the state or province level(ormorespecific)WATER RISK MITIGATIONUsing the results of the water risk assessment,weve begun prioritizing risk mitigation measures across our business units.Raw materials opportunities include:x Embedding water conversations with our top suppliers into our emerging over

62、all supplier engagement strategy.x Focusing on chicken,pork and cheese suppliers,given the embedded water footprint from feed crop production.Corporate stores opportunities include:x Recommendationsforwater-efficientequipmenttobe incorporated into building considerations.x Potential to include water

63、 risk considerations within future store build geographies.x Operationsinnovationprocessesandefficiencyopportunties.Wecontinuetoevaluatewhethersettingspecificwaterreductiontargets is appropriate for our business teams and,if so,which framework to use.As our efforts to embed sustainability practices

64、into our business evolve,key performance indicators and any associated targets will help drive the overall environmental and business outcomes we seek.ENVIRONMENT SOURCING PEOPLE COMMUNITY GOVERNANCE9WATER USEBased on 2023 utility bills,the total water withdrawal at our Supply Chain Centers in the U

65、.S.and Canada was 499 megaliters (ML),supporting activities from food preparation to cleaning and sanitation.All material withdrawals were from freshwater,third-party municipal systems.Our water consumption,primarily representingthe water used in our processes from dough production at our Centers,wa

66、s approximately 68 ML.Over the same period,we discharged approximately 431 ML of water from our Supply Chain Centers,which included wastewater released to municipal sewage systems managed in compliance with local environmental regulations.PARTNER SPOTLIGHT Tyson conducted a water risk assessment in

67、partnership with the World Resources Institute(WRI)to assess water risk and develop a water stewardship strategy.Sites were categorized as Tier 1(high risk),Tier 2(medium risk),and Tier 3(little to no risk).Of Tysons sites that produce product for Dominos,North Richland Hills in Texas is considered

68、a Tier 1 location and therefore is part of TysonsContextualWaterPlansprogramwithspecific,time-bound objectives that set the desired outcome to include both a component that speaks to Tysons water performance and a component that addresses the basins conditions.North Richland Hillsisalsocertifiedtoth

69、eAllianceforWaterStewardships International Water Stewardship Standard.All other sites that produce for Dominos are Tier 3 with little to no water risk.To read more about the work Tyson is doing on sustainability,click here.WASTEAs the number one pizza company in the world,we know that we have a res

70、ponsibility to help advance a circular economy,and we believe that starts with evolving and innovating our waste management practices to reduce waste and improve packaging throughout our value chain.Our supply chain centers,stores,and corporate headquarters each present unique challenges that we are

71、 committed to tackling head on.SOLID WASTE&RECYCLING Our waste and recycling partner WM(formerly Waste Management)supports store recycling and complex supply chain center diversion programs for 83%of our supply chain centers located throughout the U.S.and Canada.The diversion programs include mixed

72、recycling,cardboard,plastic tray recycling,dough,organics,and usedoil.Wedivertedover3,700shorttonsfromlandfillin2023,generating the following estimated environmental impacts from WM:10ENVIRONMENT SOURCING PEOPLE COMMUNITY GOVERNANCEWITHDRAWAL12%12%High or Very HighTYPECONSUMPTION2023 WATER USE BASEL

73、INE WATER STRESS29,1987,124MtCOe4,802Cu.Yd.12.83MGal2.9MKW-Hr.TreesSavedGHGEmissionsPreventedLandfillAirspaceSavedWaterSavedElectricitySavedWMs Compactor Monitoring Service(CMS)has been an effectivesolutionfordrivingefficiencyforDominosandallowing our employees to be more productive.Going beyond sim

74、ple compactor monitoring,CMS combines an automated solution with a human element to continuously track performance of each compactor,improve tons per haul and monitor anomalies.The monitoring equipment communicates compactor data to WMs server and informs Dominos supply chain centers when a compacto

75、rs optimal or target fullness will be reached.WMs specialiststrack,analyze,schedule,andconfirmthehaulsneeded to achieve the best schedule based on our usage profilesandanticipatedvolumetrends.When WM installed a monitor to optimize haul volume in a pilot program at the supply chain center in Katy,Te

76、xas,the location had fewer compactor pickups and reduced costs,plus reduced emissions from fewer trucks servicing the site.Average tons per haul at Katy increased 438%,dropping from an average of 9 hauls per month to 3,and saving tens of thousands of dollars per year.Based on this results,we are eva

77、luating the possibility of expanding this initiative into other centers in the future.FOOD WASTE:STORESDominos is proud to serve food that is made-to-order,and as such there is already relatively lower food waste occurring at stores throughout our system.As a best practice,Dominos store teams both c

78、orporate and franchise teams order and track the incoming food daily and weekly as designed to minimize excess food orders and,ultimately,food waste.All stores use one point-of-sale system that tracks food variance and helps keep food waste at a minimum.These practices not only help reduce overall f

79、ood waste throughout the system,butalsocontributetotheoverallprofitabilityandoperationalexcellence of Dominos stores around the U.S.ENVIRONMENT SOURCING PEOPLE COMMUNITY GOVERNANCEPARTNER SPOTLIGHTDominos and Denali have been working hard on reducing food waste since Denali become a Dominos vendor i

80、n 2021 for our Southern California supply chain center.Denali adds value to the waste reduction process by delivering Dominos food waste directly to livestock production facilities within the U.S.or taking it to one of its partner-or company-owned food-to-feed processing facilities.There,it is proce

81、ssed and blended with other commodities to be used or marketed as a high-quality feed supplement to local live-stock production operations.This is a closed loop process,diverting foodwasteandnutrientsawayfromlandfillstobeneficialuseslikeanimal feed,compost,and energy.In 2023,Denali removed an estima

82、ted 176.4 tons of food waste,bringing the total food waste removed to 572.9 tons since the partnership began.According to the United States Department of Agriculture(USDA),30-40%of food supply in the United States goes to waste each year.Dominos and Denalis partnership objective is to replenish the

83、earth by repurposing waste.This work is important in building soil fertility,making farmers more resilient,minimizing greenhouse gas emissions,andreducingrelianceonbothfossilfuelsandonlandfills.To read more about Denalis work,click here.11LAND USEAs a food company,the topic of land use within our so

84、urcing practices is of importance for a range of reasons,including the greenhouse gas emissions from agricultural land use change.As discussed earlier,our science-based targets for FLAG and non-FLAG emissions are currently undergoing validation.In alignment with the expected validation of these targ

85、ets,per the Science Based Target initiative FLAG criteria,Dominos is committed to no deforestation in our primary deforestation-linked commodities by the end of 2025.While several of our commodities are linked with potential deforestation risks,we believe palm oil and soy,both present in our pizza d

86、ough and some bread sides,represent our biggest deforestation risk.Additionally,in preparation for our commitment,we are continuing our internal risk assessment process for palm oil and soy,along with other potentially high-risk deforestation-linked commodities like beef,cocoa,and timber,with the in

87、tention of gaining further transparency into our entire value chain.SOURCINGSubstantially all of our food ingredients sold in the U.S.and Canada are grown and raised in the U.S.By focusing on U.S.supplier partnerships,we address environmental and social impacts like minimizing travel distance to our

88、 supply chain centers and stores and reducing the overall riskprofilefordeforestation.2023wasthefirstyearinwhichDominosbeganto incorporate emissions from land-use change and non-land use change activities,following the GHG Protocol Land Sector and Removals Draft Guidance and SBTis Science Based Targ

89、et-Setting Guidance.Using this guidance,we are continually evaluating the relative emissions from FLAG-based activities and will apply relevant learnings to address the impacts of deforestation and land use change in our supply chain.We have been limiting palm oil-linked deforestation for several ye

90、ars in partnership with our palmoilsuppliersandbysourcingRSPOCertifiedmaterials.100%ofthepalmoilproductin ourpanpizzadoughandbreadsidesisRSPO(RoundtableonSustainablePalmOil)certifiedvia RSPOs Mass Balance supply chain model and is traceable to the mill.RESPONSIBLESOURCING12ENVIRONMENT SOURCING PEOPL

91、E COMMUNITY GOVERNANCEPARTNER SPOTLIGHTAAK is a global leader in specialty and semi-specialty oils and fats and has consistently demonstrated its commitmenttosustainability,makingsignificantstridestoward environmental stewardship and responsible sourcing.As a key supplier of palm oil for Dominos,AAK

92、s commitment to responsible sourcing sets them apart as an environmentally forward-thinking partner.They have made sustainable agriculture and deforestation-free supply chains central to their overall sustainability strategy called“Making Better Happen.”AAK is focused on improving traceability of al

93、l raw materials through supply chain monitoring and supplier engagement.Improved traceability enables AAK to understand the potential risks and negative sustainability impacts of their operations and engage to mitigate them.The most substantial opportunity to minimize impact comes from their highest

94、 volume commodity:palm oil.Historically,the rapid expansion of palm oilplantationshascontributedtosignificantdeforestation,whichisrecognized as a major contributor to GHG emissions.Knowing the location of the palm oil mills is key to understanding whether production is linked to deforestation;theref

95、ore,AAK committed to 100%traceabilitytoplantationsand100%verifieddeforestation-freepalm by 2025.As of 2023,AAK has achieved 93%traceability to plantations,aswellas83%verifieddeforestation-freepalm.Thissignificantprogressreaffirmstheircommitmenttosustainable practices and responsible sourcing through

96、out the value chain.To learn more about the work AAK is doing,click here.PACKAGING We know that packaging is another major contributor to our overall waste footprint.By investigating advancements in material use and recyclability,and reducing the amount of packaging needed to operate our supply chai

97、n,we are working toward enhancing the total circularity of our packaging,reducing the end-of-life burden on our supply chain centers,stores and consumers.PIZZA BOXES We have worked hard to develop pizza boxes that work foralmost all of our products.Those boxes are made with over70%recycled content a

98、nd we actively encourage consumerstorecycletheboxessothatthefiberscangobackintorecycledcontent and ultimately support better material choices.As part of our work running our supply chain business in Canada,we supported the market in their decision to switch consumerfacing boxes,including all pizza a

99、nd all side order boxes,to akraft substrate instead of a bleached white substrate.Thischange addresses the needs of the local Canadian markets.We have also made the important transition away fromintentionally-addedpolyfluoroalkylsubstances(PFAS)across our pizza boxes.SINGLE-USE PLASTIC In the few it

100、ems where we do use single-use plastic(forks,dip cups,and salad packaging,among others),we are activelypursuing solutions to provide such items only upon customerrequest and evaluating other materials that are viable andavailable for our U.S.system.In2023,webeganaprojecttochangeourforkspecificationb

101、yreducing the amount of plastic we used by 41%,or an estimated256,000 lbs.annually.13ENVIRONMENT SOURCING PEOPLE COMMUNITY GOVERNANCE In 2023,we decided to transition all of our gift cards fromsingle-usePVCplastictopapercertifiedbytheForestStewardshipCouncil(FSC).Thefirstpapercardswentintoproduction

102、 in late 2023 and theyll be rolled out through allcurrent outlets over the course of 2024 as inventory allows.SUPPLIER PACKAGING In 2023,Dominos increased the size of our inbound case packsfor provolone cheese and green peppers.This allows for moreproduct to be packed in each box that our suppliers

103、send to us.By maximizing the amount of product in each box,we reducedthe amount of packaging needed to receive those items byover 1.1 million pounds per year.ANIMAL AGRICULTUREOur approach to animal welfare is based on honoring the Five Freedoms,as reported on our website,endorsed by the World Organ

104、ization for Animal Health.We continue to learn and evolve our approach via partnerships with suppliers and industry experts.Dominos requires that all suppliers comply with USDA regulations on the humane treatment of animals as a baseline for all animal care.Its important to highlight that Dominos do

105、es not own,raise,transport or process the animals used for our products.Dominos purchases pork,beef and poultry ingredients from suppliers who obtain their products from farmers and ranchers who raise and care for their animals in compliance with local,state,and federal guidelines,industry best prac

106、tices and the support of farm animal veterinarians.Dominos has published our animal care principles,which can be found in our reporting library,and remains committed to creating an animal care policy for applicable suppliers.We support the efforts of the dairy industry,at farms both large and small,

107、to use best management practices as outlined by the National Dairy Farmers Organization in the Farmers Assuring Responsible Management(FARM)program.To learn more about our Animal Welfare Principles,click here.ANTIBIOTICSOveruse of certain antibiotics in animal agricultural practices can present a ri

108、sk to human,animal,and environmental health.Therefore,we work with our suppliers to understand their policies and practices and are deepening our partnerships across animal agriculture to address this risk.We care about the food we serve to customers and our families,and we want it to be safe.We als

109、o support the care and wellbeing of animals,including those that are sick and may require antibiotics to become well.We believe that no meat in the U.S.food supply can have antibiotic residue in it when it is sold to the public,and we respect the ongoing assessment and regulatory evolution in this a

110、rea.Chicken Wedonotpurchasebroilerchickenthatreceivefluoroquinolonesor steroids.Accordingly,Dominos mandates that all major poultrysuppliershaveaUSDAProcessVerifiedProgram(PVP)fortheproper use of No Antibiotics Important to Human Medicine(NAIHM)whentheyupdatetheirPVPcertificationforeachraw material

111、facility that provides Dominos products.More than 96%of our products use chicken sourced from farmsthatareenrolledintheapprovedUSDAProcessVerifiedProgramforResponsibleUseofAntibioticsasdefinedbytheWorld Health Organization.Pork and Beef Although the poultry industry has reacted rapidly to providingn

112、ew antibiotic protocols,it is not quite as straightforward oreasy in the production of pork and beef.We believe that thepork and beef industries have made a considerable amount ofprogress.However,for us to consider antibiotic restrictions inthe pork and beef we purchase,there is still more work that

113、needs to be done before the amount of available supply isaccessible by suppliers that meet Dominos requirements.Specifically,weintendtotransitiontoporkandbeefsourcedfrom animals raised without the routine use of antibioticsimportanttohumanmedicineonceasufficientsupplyofsuchpork and beef is available

114、 in the U.S.market.This needs to comefrom suppliers who satisfy our food safety,quality,cost,andother product standards,and who can demonstrate their abilityto reliably source and distribute these products with appropriatebusiness continuity measures.ANIMAL HOUSINGPork Dominos supports the humane tr

115、eatment of animals includinggroup housing for pregnant sows,but it does not control thesupply chain.We do not own,raise,transport or process animalsand are limited to supply available to us.While Dominos is asmall minority purchaser in the pork industry,we will continuetoexerttheinfluencewehavewitht

116、heU.S.porkindustrytomaximize the time that pregnant sows spend in group housing,away from gestation crates.The livestock industry continues to increase the number of animals raised without the use of gestation crates,but the transition is not complete.We commend efforts to eliminate 14ENVIRONMENT SO

117、URCING PEOPLE COMMUNITY GOVERNANCESUPPLY CHAIN CENTERSDominos supply chain centers produce fresh dough and distribute more than 240 other products to Dominos stores across the U.S.and Canada multiple times per week.Our supply chain center employees receive relevant food safety training,designed to u

118、phold our food safety standards.In addition to regular state and local regulatoryinspections,weleverageacertifiedinspectortoconductregular food safety audits at each supply chain center.We have a dedicated food safety and quality assurance team that works to partner with our operations,maintenance,a

119、nd engineering teams at the centers to maintain safety and quality of the dough we produce and ingredients we distribute to restaurants.STORESDominos restaurant food safety standards are reviewed and updatedannuallytoreflectnewlearnings.Additionally,Dominosoperations team conducts regular restaurant

120、 operations assessments,part of which focuses on key food safety metrics.Restaurant audits form the foundation for continuous improvement,training,and new tools to ensure we are continuously evolving our in-restaurant execution.In 2023,Dominos partnered with our third-party audit provider to conduct

121、 store food safety evaluations globally.NUTRITIONTransparency is an important component of trust,and we provide our entire ingredient and allergen list for the products Dominos sells online.We also provide a nutrition calculator on that can provide full nutrition information on the millions of combi

122、nations of products on our menu.DOMINOS SMART SLICE PIZZADominos delicious and nutritious Smart Slice Pizza was developed specificallyforschoolmealsandcanmeetalltheUSDAGuidelinesfor inclusion in the National School Lunch Program.The pizza is handmade in local Dominos Pizza stores on a whole grain ri

123、ch crust with 100%real lite mozzarella cheese and delivered hot right on time for school lunch.Introduced in 2009,Dominos Smart Slice Pizza is currently served at school lunch in over 20,600 schools in 1,280+school districts across the U.S.In 2023,over 55 million slices of Dominos Smart Slice Pizza

124、were served in schools across America.15 gestation crate usage in the restaurant industry.While we continue to assess how our blended meat ingredients may be ultimately transitioned,we have taken measures to source from suppliers utilizing group housing and are pleased that over 50%of the bacon curr

125、ently distributed in our supply chain is group housing compliant.We reiterate our commitment to animal welfare and purchasing group-housedporkifandwhenwedeterminethatasufficient supply of such pork is available within the supply chain that meets Dominos quality assurance and product continuity stand

126、ards.FOOD SAFETY AND NUTRITIONDominos prioritizes serving safe and quality food,and we are committed to protecting Dominos customers and maintaining their trust.As such,meaningful farm-to-customer food safety and quality standards are a critical part of Dominos business.Dominos food safety and quali

127、ty assurance,supply chain and operations teams work closely with our ingredient and packaging suppliers,distribution facilities,franchisees,and restaurants to source and serve safe and quality food.SUPPLIERSDominos food safety and quality programs begin with our ingredient suppliers.In the U.S.and C

128、anada,Dominos stores serve ingredients from third-party ingredient suppliers that are nearlyallcertifiedbyoneoftheGlobalFoodSafetyInitiative(GFSI)schemes.GFSIcertificationiswidelyrecognizedasagoldstandardprogram to indicate that food production facilities are operating with structured,comprehensive,

129、and effective food safety programs.Additionally,U.S.and Canadian suppliers are expected to adhere to our Supplier Code of Conduct which outlines additional human rights,environmental,integrity and food safety expectations.15ENVIRONMENT SOURCING PEOPLE COMMUNITY GOVERNANCEOur mission to feed the powe

130、r of possible,one pizza at a time,starts with our people.Dominos team members have a passion for innovation and learning,a commitment to our core values and to delivering the joy of pizza worldwide.We believe that fostering a sense of belonging for everyone promotes a culture where anything is possi

131、ble.That is why we are committed to building an environment that welcomes,seeks to understand and values everyones contribution.We are made better together.Our Empowering People efforts,focus on three pillars:EMPOWERING PEOPLE*Reference to Dominos in this section and in the employment context refers

132、 to Dominos corporate stores,supply chain centers and offices.The information contained in this report does not reflect statements on behalf of franchisees.16WORKFORCE COMPOSITION At Dominos,we believe attracting,retaining and developing a workforce whose background and experiences represent the com

133、munities we serve is a competitive advantage,helping us meet the needs of our customers,team members,and franchisees.We are committed to reporting our team member workforce representation at all levels.PAY EQUITYDominos commitment to creating an inclusive work environment is built on a foundation of

134、 providing equal access to employment opportunities and equal earning potential for our team members.Every year we assessSTRATEGIC FRAMEWORKWorkforce focused on the diversity of our workforce at all levels of the organization.Workplace focused on ensuring that our company-owned stores,offices,and su

135、pply chains are inclusive.Marketplace focused on ensuring our brand reaches our customers and is relevant to consumers in the neighborhoods we serve.“Do the Right Thing”and“Put People First”are two of our core values at Dominos that are crucial elements of our commitment to building and strengthenin

136、g our culture every day.We take pride in celebrating the diversity of our team,which enhances our ability to innovate and operate successfully in over 90 countries around the world.RUSSELL WEINER,DOMINOS CEO WORKFORCEENVIRONMENT SOURCING PEOPLE COMMUNITY GOVERNANCEiftherearestatisticallysignificantg

137、apsinpayforsubstantially similar groups of team members after controlling for variables that would impact pay,such as level,job family,management role,location,and age as a proxy for experience.In 2023,we are proud to have maintained pay equity across job familiesforallteammembers*inouroffices,corpo

138、rate-ownedstores and supply chain centers for our salary and hourly positions.This strong result was achieved through proactive examination of pay,in collaboration with third-party experts.Previously,Dominos removed all questions from the application and interview process related to pay history;remo

139、ving a key barrier and enabling candidates to be paid in line with their peers and salaries in the market.Pay and salary rates for all positions are regularly reviewed to monitor equitable pay practices across Dominos.YoucanfindourEEO-1reporthere.*Excluded from the review are CDL Drivers,who were pa

140、id on an activity model.EMPLOYEE WELLBEING AND INCLUSIVE BENEFITSOurcommitmenttoputpeoplefirstmeansthatweworkto ensure that our team members feel valued and supported.We know that our team members enable our success,and we remain committed to their overall wellbeing and development.Dominos offersaco

141、mprehensivebenefitspackagetoeligibleteammembersintheU.S.,includingseveralbenefitsdesignedtopromoteaninclusive workplace and other programs to help eligible members manage and optimize their health.In 2023,our health plan advancements included enhanced adoption assistancebenefits,enhancedparentalleav

142、ebenefitprovidingbirthmothers up to 14 weeks of 100%paid leave and non-birth parents up to 6 weeks of 100%paid leave,and increased child care tuition discount from 20%to 25%.WORKPLACEWORKPLACETEAM MEMBER ENGAGEMENTDominos is committed to fostering an engaged culture in the workplace where people are

143、 respected and appreciated,and where team members listen,learn,and support each other.Wedefineteammemberengagementasthestrengthofthe connection team members feel toward the work they do,their teams and the overall organization.Every year our aim is to proactively and continuously listen to our team

144、members sentimentaround their work,direct manager,teams,culture,and overall commitment to the brand.Through deep analyses and leader-led listening sessions,we strive to validate our efforts and commit ourselves to making year-over-year improvement as we propel Dominos to be a workplace of choice.BUS

145、INESS RESOURCE GROUPSOne of the ways we engage our team members is through our business resource groups(BRGs),which are open to all team members regardless of demographics.In 2023,our BRGs held company-widefiresidechatsfeaturinginclusivetopicsandspeakers,provided best practice sharing,and helped tea

146、m members enhance professionalskillsandnurturemeaningfulworkconnections.OurfiveBRGs serve as trusted advisors to functional business groups while continuing to foster a culture of belonging,inclusion and allyship.x WiSDOM(Women at Dominos)x BLISS(Black Leaders Innovating,Strategizing and Succeeding)

147、x LatiDo(Latinos and Hispanics at Dominos)x True Colors(LGBTQIA+,representing all colors)x SOAR(focused on varying abilities at Dominos)17ENVIRONMENT SOURCING PEOPLE COMMUNITY GOVERNANCETOGETHERMADE BETTERTOGETHERMADE BETTERTrue ColorsTOGETHERMADE BETTERWiSDOMLatiDoTOGETHERMADE BETTERTOGETHERMADE BE

148、TTERTrue ColorsTOGETHERMADE BETTERWiSDOMLatiDoTOGETHERMADE BETTERTOGETHERMADE BETTERTrue ColorsTOGETHERMADE BETTERWiSDOMLatiDoTOGETHERMADE BETTERTOGETHERMADE BETTERTrue ColorsTOGETHERMADE BETTERWiSDOMLatiDoTOGETHERMADE BETTER PIZZA PREP SCHOOLPizza Prep School,an immersive experience for non-store t

149、eam members and business partners.Participants dive into Dominos store culture,gaining a comprehensive understanding of store operations by running a fully-functioning Dominos store located in the World Resource Center,our corporate headquarters.This experience connects non-operators to store operat

150、ions,helping them to better understand their contributions to the system and fostering a deeper appreciation for the operational complexity and successes of our store teams.PREPARING OUR LEADERS:LAUNCHING LEADERSHIP ESSENTIALS In 2023,we launched Leadership Essentials,a transformative program design

151、ed to empower all Dominos people leaders.This initiative provides a foundational understanding of key leadership frameworks,while emphasizing the critical importance of areas such as culture,engagement and inclusivity.Aligned with Dominos values and leadership competency framework,Leadership Essenti

152、als focuses on vital subjects including giving and receiving feedback,coaching for high performance,and inclusive leadership behaviors.TRUCK DRIVER DEVELOPMENT PROGRAMDominos Driver Development Program is taking participants on new roads.The program,which was recently revamped and expanded,focuses o

153、n developing a talent pipeline for one of our most critical talent segments Dominos truck drivers.This program provides supply chain center team members working in nondriving roles the opportunity to earn their Commercial Driver License and become safe,professional semitruck drivers for Dominos.The

154、Driver Development Program pays for team members to go to driving school and obtain a CDL license,and offers mentoring by experienced Dominos drivers.This program has increased our retention rate among participants by more than 25%points and exemplifiesputtingpeoplefirst.Itisalsodesignedtoenable bus

155、iness continuity for all our Dominos products to reach our stores and franchises across the U.S.and Canada.One graduate,Juan Ruiz,of our Arizona supply chain center said,”Dominos gave me not only the opportunity to expand my career within the company,but also the belief in my ability to accomplish t

156、his goal.Never in my wildest dreams did I think I would be driving a tractor-trailer.“18MARKETPLACEFRANCHISEE OPPORTUNITIESWe are proud that substantially all of our franchisees in the U.S.started as delivery experts or in other in-store positions which speaks to the power of whats possible with our

157、 brand.As we execute our Hungry for MORE strategy,delivering MORE sales and MORE stores,we also embrace our commitment to do even more to build an enduring brand for both our current and future franchisees.ENVIRONMENT SOURCING PEOPLE COMMUNITY GOVERNANCEDominos launched its Driver Development Progra

158、m in 2021 to give supply chain center team members the opportunity to earn their CDL and become drivers.NATIONAL PARTNERSHIP ST.JUDESt.Jude Childrens Research Hospital is leading the way the world understands,treats and defeats childhood cancer and other life-threatening diseases.Its researchers and

159、 doctors work together to turn laboratory breakthroughs into lifesaving treatments for children from across the U.S.and around the world.Since 2004,Dominos has proudly supported St.Jude and its lifesaving mission through fundraising by asking customers to add a donation to their pizza order.Thanks t

160、o the generosity of these customers and many others,St.Jude can provide cutting-edge treatments at no cost to families so they can focus on helping their child live.THE DOMINOS VILLAGEIn fall 2023,a brand new housing facility opened on St.Judes campus in Memphis,Tennessee.The building,named The Domi

161、nos Village in honor of a ten-year commitment made by Dominos in 2020,exists as a home away from home for patient families during their treatment at St.Jude.It offers a peaceful respite with independent living accommodations,as well as enrichment spaces for residents to gather and build community.Th

162、e six-story,307,110-square-foot building can house up to 140 families in one,two and three bedroom fully-furnished apartments,designed to accommodate different lengths of stay and family sizes.This housing facility was created with St.Jude families in mind,with spaces to provide comfort and support

163、for families during their St.Jude journeys.Community kitchen:Families can reserve the community kitchen for special functions.Dining room:Families can enjoy breakfast,lunch and dinner at The Dominos Village.Arts and craft room:A perfect space for patients looking to unleash their creativity.Fitness

164、room:Thisroomfeaturesstate-of-the-artfitnessequipmentandspaceforyoga andothergroupfitnessclasses.Rec room:A space for the whole family to enjoy with foosball,a pool table and gaming stations.Toddler room:A beach-themed play space with a walk-in lighthouse and colorful murals to inspire imaginative p

165、lay.Outdoor playground:This space includes accessible play equipment,outdoor grills,patio tables,a large LED movie screen and a walking path.Pedestrian bridge:The walking bridge offers safe and easy access to campus.COMMUNITY IMPACT 19ENVIRONMENT SOURCING PEOPLE COMMUNITY GOVERNANCEDominos celebrate

166、d the opening of The Dominos Village on Sept.27,2023,with a ribbon-cutting ceremony.ST.JUDE WALK/RUN TO END CHILDHOOD CANCERDominos franchise and corporate team members show up for the kids of St.Jude every September for the St.Jude Walk/Run to End Childhood Cancer.These events happen in cities acro

167、ss the country.In 2023,30 teams of over 500 people participated representing franchise organizations,and corporate team membersfrom headquarters,corporate-owned stores and supply chain centers.The national Dominos team raised more than$275,000 through participating,counting toward Dominos commitment

168、 to St.Jude.EXPANDED COMMITMENTRecord-high fundraising in 2023 largely driven by adding the ability to round up and donate on iOS apps led Dominos to expandits2020commitmenttoSt.Jude.Inthefirst20yearsofpartnership,Dominos raised more than$126 million for St.Jude,primarily through the Thanks and Givi

169、ng campaign.Dominos added the ability to round up all year on in 2020,driving more than$3 million in incremental donations.Adding round up on iOS apps in 2023 drove an additional$3 million in donations,resulting in a total of$16 million raised in 2023.Dominos expanded its commitment to St.Jude for a

170、n additional four years and a total of$300 million raised by 2034 when we will mark 30 years of partnership.PARTNERS FOUNDATION Taking care of the community of people inside Dominos is vital too,which is why our internal Partners Foundation is so important to our efforts to give back as a brand.Form

171、ed in 1986 as an independent nonprofitorganization,ThePartnersFoundationsprimaryobjectiveistoprovidefinancialassistancetoDominosfranchiseandcorporateteam members in need,distributing over$33 million since its inception.The Partners Foundation recently added homelessness to its assistance categories,

172、with guidelines developed to assist team members facing eviction from their homes.The Partners Foundation is generously funded with donations received primarily through voluntary payroll deduction programs,franchisee contributions and various fundraising activities.In 2023,the Partners Foundation di

173、stributed nearly$2.8 million in assistance to more than 1,900 corporate and franchisee team members including,600 franchisee team members impacted by the earthquake in Turkey.ENVIRONMENT SOURCING PEOPLE COMMUNITY GOVERNANCE20Community kitchenRec roomOutdoor playgroundin assistance to more than 1,900

174、 team membersCORPORATE GIVING Dominos corporate giving program allows us to demonstrate our values and uplift the communities in which we live and serve.In 2023,Dominos donated more than$125,000 worth of pizza andgiftcardsapproximately15,000pizzastofirstresponders,volunteers and people in need,and g

175、ave more than$2 million in grantstononprofitorganizationsinlinewithourgivingpriorities.Our priorities center around three key categories that are highly relevant to ensuring our communities are places where we,our business and our team members can thrive:Agriculture&the Environment,Empowerment&Oppor

176、tunity and Food&Housing.2022-2023ENVIRONMENT SOURCING PEOPLE COMMUNITY GOVERNANCE21GIVING PRIORITY2022 TOTAL$2023 TOTAL$750KEmpowerment&Opportunity$725KAgriculture&the EnvironmentFood&Housing$650KTotalOver$2.13MOver$1.79M$550K$970K$265KAGRICULTURE&THE ENVIRONMENTDominos recognizes the importance of

177、farmers for both our business and our communities.We are proud to give directly to organizations that impact and strengthen the agriculture industry and that promote the success and well-being of farmers.Dominos has been a proud supporter of the National Future Farmers of America(FFA)since 2017 an i

178、ntracurricular organization that prepares students for success in the agriculture industry by providing vital education and leadership experience.Dominos donated$300,000 in each of 2022 and 2023,helping deliver collegiate scholarships,grants for agricultural experiences,and sustainable agriculture e

179、ducation resources for teachers.American Farmland Trust and the Brighter Future FundAmerican Farmland Trust(AFT)launched its Brighter Future Fund in 2020 to assist farmers in successfully launching,growing,and sustaining farms in the face of forces impacting the food and agricultural system.Funding

180、is awarded in microgrants to help a wide range of farmers 1)Improve farm viability;2)Access,transfer,or permanently protect farmland;or 3)Adopt regenerative agricultural practices.According to AFT,the impact of Brighter Future grants drives new solutions for resolving key challenges by:Strengthening

181、 local food systems to be more resilient to disruptions caused by global events as well as providing equitable access to healthy food;Creating greater equity in opportunities for historically underserved farmers;Ensuringtheavailabilityofsufficientcleanwaterandhabitats for threatened wildlife;Improvi

182、ng long-term farm viability and community vitality.Dominos supported the Brighter Future Fund in 2022 and 2023,funding more than 15 grants to farmers across the United States.One farmer included Dazmonique Carr,an urban farmer in Detroit,who was able to purchase 14 abandoned city lots to grow her fa

183、rm from half an acre to two acres.This empowered Carr to increase operations of her mobile grocery store business and increase food access in her neighborhood.Learn more about Carr,AFT and the Brighter Future Fund here.FOOD&HOUSING INSECURITYAs a pizza company,we have a unique ability to support the

184、 basic needs of underserved members of our community.Dominos makes monetarycontributionstononprofitorganizationsworkingto address food and housing insecurity.We contribute to food banks to support the demand for food pantries,increasing food access to people in the communities surrounding our headqu

185、arters,corporate-owned stores and supply chain centers.Additionally,werefocusedonsupportingnonprofitsprovidingemergency housing,transitional housing and supportive housing programs that combine housing and wraparound services in a supportive setting.Dominos Partners with the International Rescue Com

186、mittee to Help Families Access HousingDominos has launched a new partnership with the International Rescue Committee(IRC)by donating$100,000 in 2023 to help grow the IRCs Housing Pilot Program,which will provide families with access to housing in Northern California.Building upon the IRCs expertise

187、in resettlement housing,case managementandfinancialcapabilityservices,theIRCsnew Housing Pilot Program is designed to address the housing affordability,availability,and accessibility challenges faced by the IRCs clients.The program uniquely integrates housing counseling serviceswithfinancialassistan

188、cesolutionstocreatelongertermhousing stability for clients and set them on a path to economic wellbeing,safety,and empowerment.The IRCs Housing Pilot Program is an innovative solution to address housing insecurity by delivering housing services coupled withfinancialliteracy.Thisapproachwillprovidest

189、abilitywhileenriching the neighborhoods we serve.“Bold commitments from across sectors are needed to match the scale of todays humanitarian needs,”said Madlin Sadler,Chief OperatingOfficerattheIRC.“Wearegratefulforourpartnershipwith Dominos,which enables the IRC to support and serve our clients as t

190、hey integrate into new communities.”Dominos Team Members Take Action to Help Food Banks Address Summer Feeding Needs As schools close for summer break,many families lose access to the main source of food that feeds their children and turn to local food pantries for help.As a result,food pantry deman

191、d largely increases in the summer.Dominos donated more than$215,000 to more than 30 food banks,pantries and food rescue organizations in 2023,and Dominos team members across the country took part in hunger relief initiatives to help alleviate the pressure on these local organizations.ENVIRONMENT SOU

192、RCING PEOPLE COMMUNITY GOVERNANCE22Team members from a Dominos supply chain center in Houston volunteered at Houston Food Bank an organization that services 18 counties in Southeast Texas to sort and repackage shelf stable food in the warehouse.Meanwhile,at Dominos corporate headquarters in Ann Arbo

193、r,Michigan,team members generously donatedfoodandfundstobenefitFoodGatherersaFeedingAmerica partner that Dominos has supported for more than 20 years.More than$1,300 and 330 lbs.of food were collected to help Food Gatherers with summer feeding initiatives.Ann Arbor team members also participated in

194、an event to help Food Gatherers feed local children.They decorated paper bags with colorful pictures and inspiring quotes,and stuffed them with delicious,kid-friendly lunch items.Team members packed more than 150 lunches that were donated to Food Gatherers for distribution in the Ann Arbor area.EMPO

195、WERMENT&OPPORTUNITYAt Dominos,we strive to champion our customers by making monetaryandin-kinddonationstononprofitorganizationsonamissiontohelppeoplereachself-sufficiencyandfindtheirownpower of possible through scholarship,job training,youth development,and beyond.In2023,Dominosmadegrantstomorethan1

196、00localnonprofit organizations to support programming striving to unlock the power of possible for vulnerable populations.These organizations,includingPeace Neighborhood Center in Michigan,Lighthouse Charities in Nevada and Lowcountry Orphan Relief in South Carolina,serve communities across the coun

197、try,including where Dominos has corporate operations.In 2022 and 2023,Dominos also funded scholarships through the United Negro College Fund(UNCF)for ten students each year.Mentorship at 100 Black Men of Greater DetroitTheorganization100BlackMenofAmericaisanationalnonprofitorganization committed to

198、the intellectual development of youth and the economic empowerment of the African American community.Mentoring is the cornerstone of 100 Black Men and its network of chapters,which deliver unique programs to address specificneedsintheirlocalcommunities.Between2022and 2023,Dominosdonatedatotalof$125,

199、000tofive100BlackMen chapters Baltimore,Detroit,Houston,Las Vegas and Phoenix to support youth mentoring.100 Black Men of Detroit launched Detroit Project Success,a mentoring program,to increase the on-time high school graduation rate in Detroit.More than 600 youth have participated in the mentoring

200、 program since its inception in 2010.In 2022 and 2023,the on-time graduation rate for mentees was 100%.“Support from great sponsors like Dominos is the key to our success,”said Donald Ferguson,chair of the mentorship program at the 100 Black Men of Greater Detroit,Inc.“Not only does Dominos provide

201、the needed funding they get involved in our programming.We are pleased that several members of the Dominos family are also members of the 100 Black Men chapter in Detroit.”Dominos team members supported the mentees in 2022 and 2023 by collecting school supplies and volunteering at oratorical contest

202、s.To celebrate mentees meeting their goals,Dominos donates gift cards as a reward,and provides pizza to group events like movie night.ENVIRONMENT SOURCING PEOPLE COMMUNITY GOVERNANCE23SUPPLY CHAIN CENTER COMMUNITY OUTREACH PROGRAM LAUNCH Dominos launched the Supply Chain Community Outreach program i

203、n 2023,which resulted in a total of$300,000 in donations to44nonprofitorganizationsidentifiedbyDominos30supplychain centers across the U.S.and Canada.Team members were challenged to come together to identify organizations aligned with Dominos giving priorities that made a difference in their communi

204、ty.Organizations including emergency shelters,Boys&Girls Clubs,food banks,veterans organizations,and FFA chapters at local high schools are just a few examples of the incredible organizations that teammembersidentified.TheprogramisDominosfirstcentralizedefforttocontribute directlytononprofitorganiza

205、tionsintheneighborhoodssurroundingits supply chain centers.Many centers selected organizations with strong ties to team members.Some team members visited facilities to learn more about their work and present the donation.Others hosted pizza parties or attended events.While some center team members h

206、ad engaged with these organizations prior to the program launch,the program offered an opportunity for many to establish a connection to the community.STEWARDSHIP GOVERNANCEDominos has a commitment to strong corporate governance practices.These practices provide a framework by which Dominos manageme

207、nt develops and implements a strategic visiondesignedtoensurelong-termandsustainablegrowthofthebusinessforthebenefitof its various stakeholders,including its franchisees,team members,shareholders and the communities they serve,under the oversight of Dominos Board of Directors.Currently,the Board tak

208、es the approach that certain matters are most appropriately overseen by the Board as a whole.For other topics,the most appropriate Committee of the Board should maintain oversight.Given the importance of the companys stewardship initiatives,the entire Board has determined to retain general oversight

209、 of such initiatives and support the implementation of the companys stewardship priorities rather than delegatetheseeffortstoaspecificCommitteeoftheBoard.At the operational level,a cross-functional team comprised of members of the Companys Leadership Team and other senior leaders within the company

210、assess and manage stewardship risks and shape strategy for the organization,which is under the direction oftheCompanysExecutiveVicePresidentandChiefFinancialOfficer.Theseexecutives are responsible for setting direction and driving accountability as we work to address material issues,work with key st

211、akeholders and measure and report our progress.CORPORATE GOVERNANCEFor more information on our general corporate governance practices,click here.POLITICAL CONTRIBUTIONS AND LOBBYINGDominos does not have a political action committee(PAC)and does not currently use company funds for direct political co

212、ntributions.While the Company does not directly participate in any climate-related lobbying activities,the Company is a member of trade associations and coalitions such as the International Franchise Association,the National Restaurant Association and the National Retail Federation that represent a

213、broad spectrum of views on industry and policy issues that generally align with our long-term strategic priorities.We believe that we have effective policies in place to ensure the appropriate oversight and disclosure of our political and lobbying activities,including compliance with applicable disc

214、losure laws.CORPORATE GOVERNANCE24ENVIRONMENT SOURCING PEOPLE COMMUNITY GOVERNANCEBUSINESS DEALINGS AND TEAM MEMBER EDUCATIONAt Dominos,we are committed to acting ethically and with integrity in our business dealings and relationships,and are committed to promoting compliance with applicable laws an

215、d protecting the dignity and rights of all people connected to our business.Our Code of Business Conduct and Ethics forDirectors,OfficersandEmployeesprovides straightforward information about our commitment to act in accordance with our ethical and legal obligations.All Dominos corporate employees a

216、re required to complete training in key compliance areas on a quarterly basis,including business conduct and ethics,fair dealing,compliance with laws,rules and regulations and reporting of illegal or unethical behavior.In addition,certain Dominos corporate employees are also required to complete add

217、itional training relevant to their job functions.INFORMATION SECURITY AND DATA PRIVACYTechnological innovation is vital to the Dominos brand and its long-term success.Dominos respects the privacy of individuals and has designed a broad information security policy covering its business in the United

218、States recognizing the importance of privacy and committing to treat personal information with care in todays digital environment.To learn more about Informations Security and Data Privacy,click here.ADDITIONAL MATTERSNOTE ON MATERIALITY This stewardship report does not cover all information about o

219、ur business.References in this report to information should not be construed as a characterization regarding the materiality of such informationtoourfinancialresultsorforpurposesoftheU.S.securities laws.FORWARD LOOKING STATEMENTSWhile Dominos is actively working to achieve its environmental,social,a

220、nd governance(“ESG”)goals,these goals are forward-lookingstatementsthatreflectexpectationsasofthedateof this report,not historical facts or guarantees of future performance,achievement,or results.There is no guarantee that Dominos will meet its goals or increasing stakeholder ESG expectations.Statem

221、ents in this report that are not strictly historical in nature constitute“forward-looking statements”within the meaning of the Private Securities Litigation Reform Act of 1995.These statements involvesignificantrisksanduncertaintiesandyoushouldnotplaceconsiderable reliance on such statements.Importa

222、nt factors that could cause actual results to differ materially from our expectationsaremorefullydescribedinourfilingswiththeSecuritiesandExchange Commission,including under the section headed“Risk Factors”inourAnnualReportonForm10-KforthefiscalyearendedDecember 31,2023.All forward-looking statement

223、s speak only as of the date hereof and should be evaluated with an understandingof their inherent uncertainty.Except as required under federal securities laws and the rules and regulations of the Securities and Exchange Commission,or other applicable law,we will not undertake,andspecificallydisclaim

224、,anyobligationtopublicly updateorreviseanyforward-lookingstatementstoreflecteventsor circumstances arising after the date hereof,whether as a result of new information,future events or otherwise.You are cautioned not to place undue reliance on the forward-looking statements included herein or that m

225、ay be made elsewhere from time to time by,oronbehalfof,us.Allforward-lookingstatementsarequalifiedin their entirety by this cautionary statement.WEBSITE LINKSWebsite links included in this report are for convenience only.Information contained on or accessible through such website links is not incorp

226、orated herein and does not constitute a part of this report.Information in links relating to our industry partners is the information of those respective partners.25ENVIRONMENT SOURCING PEOPLE COMMUNITY GOVERNANCEABOUT THE BUSINESSDominos is the largest pizza company in the world with more than 20,5

227、00 locations in over 90 markets around the world as of December 31,2023,and operates two distinct service models within itsstoreswithasignificantbusinessinbothdeliveryandcarryout.Founded in 1960,we are a highly recognized global brand that focuses on value while serving neighborhoods locally through

228、 our large worldwide network of franchise owners and U.S.Company-owned stores.We are primarily a franchisor.Franchising enables an individual to be a business owner and maintain control over all employment-related matters and pricing decisions,while also benefitingfromthestrengthoftheDominosglobalbr

229、andand operating system with limited capital investment by us.The Dominos business model is straightforward:Dominos stores handcraft and serve quality food at a competitive price,with easy orderingaccessandefficientservice,enhancedbyourtechnologicalinnovations.Our hand-tossed dough is made fresh and

230、 distributed to stores around the world by us and our franchisees.Dominos generates revenues and earnings by charging royalties and fees to our franchisees.Royalties are ongoing percent-of-sales fees for use of the Dominos brand marks.We also generate revenues and earnings by selling food,equipment

231、and supplies to franchisees through our supply chain operations primarily in the U.S.and Canada and by operating a number of Company-owned stores in theUnitedStates.Franchiseesprofitbysellingpizzaandothercomplementary items to their local customers.In our international markets,we generally grant geo

232、graphical rights to the Dominos Pizza brand to master franchisees.These master franchisees are charged with developing their geographical area,and they may profitbysub-franchisingandsellingfoodandequipmenttothosesub-franchisees,as well as by running stores.Webelievethateveryoneinthesystemcanbenefit,

233、including the end consumer,who can purchase Dominos menu items for themselves and their family conveniently and economically.The Dominos business model can yield strong returns for our franchise ownersandourCompany-ownedstores.Itcanalsoyieldsignificantcashflowstous,throughaconsistentfranchiseroyalty

234、paymentand supply chain revenue stream,with moderate capital expenditures.We have historically returned cash to shareholders through dividend payments and share repurchases.We believe we have a proven business model for success,which includes leading with technology,service and product innovation an

235、d leveraging our global scale,which has historically driven strong returns for our shareholders.ABOUT THIS REPORTOur 2024 Stewardship Report is Dominos fourth report that encompasses the impacts of our United States and Canadian based supply chain,including supply chain centers,our corporate-owned s

236、tores,corporateofficeoperations,andU.S.franchisedstores.This Stewardship Report is a comprehensive look at Dominos stewardship strategy and initiatives and covers the 2023 calendar year.Asoftheendofour2023fiscalyear,approximately96%of Dominos stores in the U.S.were owned and operated by independent

237、franchisee business owners.Where franchised store data was unavailable,for modeling purposes it was extrapolated from Dominos corporate store data,as we believe that our corporate store footprint is generally representative of a Dominos store operational footprint in the U.S.In limited occurrences w

238、here datawas not available,estimations were made based on best corporate footprinting practices which are in alignment with the Greenhouse Gas Protocol(GHGP).We worked with a third-party consultant,Quantis,who specializes in robust,best-practice greenhouse gas(GHG)accounting,to calculate our scope 1

239、,2,and 3 footprints.Quantisprovidesindependentverificationforthisenvironmentalimpactdata.Datainthisreportreflectsestimatesusing methodologies and assumptions believed to be reasonable and accurate.Those estimates,methodologies and assumptions may change in the future as a result of new information o

240、r subsequent developments.Information relating to our industry partners contained hereinreflectsourcurrentbeliefandunderstandingoftheprojectsthey have in process in addition to those being undertaken with the company.Dominos management is responsible for the preparation and integrity of the data in

241、this report.STAKEHOLDER ENGAGEMENTThroughout the year,we engage with many of our stakeholders from franchisees,employees,investors,suppliers,and others.This engagement takes many forms,from employee townhall meetings to regular conversations with suppliers and as-needed discussions with others.Throu

242、gh this stakeholder engagement,we share our priorities and progress and incorporate feedback.Learning from others,seeking out best practices,and evaluating various trends and opportunities informs our overall approach to stewardship and sustainable business ambitions.26ENVIRONMENT SOURCING PEOPLE CO

243、MMUNITY GOVERNANCESENIOR LEADERSHIPDOMINOS PIZZA LLC30 Frank Lloyd Wright Drive,P.O.Box 997,Ann Arbor,MI 48106-0997 Christopher Thomas-MooreSenior Vice President,Chief Digital OfficerArt DEliaExecutive Vice President,InternationalMike DavisSenior Vice President,U.S.Technology Enablement and Delivery

244、Debbie SweeneySenior Vice President,Franchise Relations&System EngagementFrank GarridoExecutive Vice President,Chief Restaurant OfficerKate TrumbullSenior Vice President,Chief Brand OfficerJoe JordanPresident,U.S.and Global ServicesKirk ArmstrongSenior Vice President,Supply Chain ServicesKevin Morri

245、sExecutive Vice President,General Counsel and Corporate SecretaryStefania GvilloSenior Vice President,Chief Analytics&Insights OfficerDavid RoadySenior Vice President,Communications&Chief of StaffCindy HeadenExecutive Vice President,Chief Supply Chain OfficerRoss BehrmanSenior Vice President,Team USAKelly GarciaExecutive Vice President,Chief Technology OfficerRussell WeinerChief Executive OfficerSandeep ReddyExecutive Vice President,Chief Financial Officer Maureen PittengerExecutive Vice President,Chief Human Resources Officer