At Dunkin’ Brands, we feel fortunate that our restaurants are part of the fabric of so many communities and neighborhoods around the globe, and our franchisees value the role they can play in strengthening their communities.
Joy in Childhood Foundation®
The mission of the Joy in Childhood Foundation is to provide simple moments of joy to sick and hungry kids. Since 2006, the Joy in Childhood Foundation has granted millions of dollars to help improve the lives of children and families in the communities where we operate. For more in-depth information about the Joy in Childhood Foundation, its programs and its financials, please refer to the Foundation’s Neighborhood Impact Reports.
Employee Giving and Volunteerism
As part of our benefits package, Dunkin’ Brands employees get five hours of paid volunteer time a year. Our employees volunteer with various organizations in the community – from veterans organizations to animal rescue leagues and homeless shelters. One of our most beloved giving programs, Coffee For Our Troops, provides pounds of Dunkin’ coffee to troops overseas thanks in part to donations from our employees.
For Dunkin’ and Baskin-Robbins franchisees, charitable giving begins at their own front doors. Our franchisees generously support many local organizations such as the Jimmy Fund, American Red Cross, Autism Speaks, Special Olympics, Make-A-Wish Foundation, Easter Seals, and local children’s hospitals.
Climate and Energy
In our 2016 CSR Report, Dunkin’ Brands set energy reduction goals for our corporate facilities and corporate fleet for the first time. For our corporate facilities, we are committed to reduce energy user per square foot by 28%, compared to a 2013 baseline, by the end of 2020; and 30% by the end of 2025. For our corporate fleet, we are committed to increase fleet fuel efficiency by 9%, compared to a 2013 baseline, by the end of 2020; and 13% by the end of 2025.
We have reduced our energy use per square foot by 28.6% compared to a 2013 baseline for our corporate facilities. We recognize that we must be diligent in monitoring our energy usage to continue to meet our goal. We will also explore additional energy efficiency opportunities to meet our 30% reduction goal by the end of 2025.
As of 2018 we achieved a 13.5% increase in fuel economy. We must continue to encourage employees to select fuel efficient vehicles and explore additional opportunities to improve fuel efficiency across the fleet to maintain and improve upon this performance.
This follows the implementation of successful energy reduction strategies for our corporate holdings: We saw a 36% reduction in electricity at Brand Central from 2013 to 2018. At our training facility, Dunkin' Brands University (DBU) we saw a reduction in electricity by 10% and a 29% increase in heating from 2013 to 2018. In early 2018, we closed our training facility in Burbank, CA and combined it with DBU to offer a more comprehensive training program.