The document discusses strategies for leading in wellness through food and nutrition services. It describes Morrison Healthcare's new programs and initiatives, including a station-by-station menu refresh designed to continuously provide customers variety and updated options. It also outlines Morrison's focus on regulatory readiness and customized quality assurance programs to help partners achieve and maintain compliance with regulations.

1. REFRESH
& RENEWStrategies for Leading
in Wellness
More Than Just
a Logo p. 2
Truman Medical
Centers p. 4
Our Cultural
Beliefs p. 6
WINTER 2014

2. WINTER 2014
More Than Just
a Logo p. 2
Truman Medical
Centers p. 4
Our Cultural
Beliefs p. 6
REFRESH
& RENEWStrategies for Leading in Wellness

3. Custem, caeque es hica tem
popte turnicit, que foreter
ratractanum. Satus hicervid
nostre ta. Do, nos consu.
WINTER 2014
More Than Just
a Logo p. 2
Truman Medical
Centers p. 4
Our Cultural
Beliefs p. 6
A Refreshing
APPROACHDelivering Extraordinary Food,
Nutrition & Hospitality

4. Custem, caeque es hica tem
popte turnicit, que foreter
ratractanum. Satus hicervid
nostre ta. Do, nos consu.
WINTER 2014
More Than Just
a Logo p. 2
Truman Medical
Centers p. 4
Our Cultural
Beliefs p. 6
REFRESH
& RENEWStrategies for Leading in Wellness

5. Custem, caeque es hica tem
popte turnicit, que foreter
ratractanum. Satus hicervid
nostre ta. Do, nos consu.
WINTER 2014
More Than Just
a Logo p. 2
Truman Medical
Centers p. 4
Our Cultural
Beliefs p. 6
A Refreshing
APPROACHDelivering Extraordinary Food,
Nutrition & Hospitality

6. Morrison provides dining, nutrition and hospitality services in over 600 hospitals
across the United States. For more information, go to www.IamMorrison.com
This publication was printed with 100% soy-based inks and recycled paper
Please recycle this publication or pass it along
PRESORTED
STANDARD
U.S. POSTAGE
PAID
LYNCHBURG, VA
PERMIT NO. 297
MORRISON
5801 PEACHTREE DUNWOODY ROAD
ATLANTA, GEORGIA 30342
Morrison is part of Compass Group USA. All content owned by Morrison unless stated. Reprinting in whole or in part is forbidden without written permission
from Morrison. ©2013 Morrison. The following are registered trademarks and/or trademarks of the Compass Group and Morrison: Catering to You, Compass
Group, Conscious Cuisine, Dining on Call, Great Living, Great Starts Here, Moose on the Loose, Morrison, The Morrison Way, Webtrition, Zipthru. The follow-
ing trademarks and logos are the intellectual property of their respective company or organization: Culinology, iPad, Julia Child, Research Chefs Association,
Six Sigma.
PHOTOGRPAHYBYPETERTALOR
Wellness
Served Here
We believe everyone deserves
wholesome, great-tasting and
great-for-you foods that nourish
the body, enliven the senses and
fuel wellness.
The Morrison Way has a digital edition
at www.TheMorrisonWay.com
Find extended versions of stories and
exclusive recipes from Webtrition
Connect with us and share
instantly on Facebook and Twitter
www.twitter.com/
morrisonhc
www.facebook.com/
morrisonhealthcare1
A Refreshing
APPROACHDelivering Extraordinary Food,
Nutrition & Hospitality
Custem, caeque es hica tem
popte turnicit, que foreter
ratractanum. Satus hicervid
nostre ta. Do, nos consu.
More Than
Just a Logo p. 2
Truman Medical
Centers p. 4
Our Cultural
Beliefs p. 6
WINTER 2014

7. PHOTOGRPAHYBY(COVER)STEVEPUPPE,(OPPOSITEPAGE)TK,(THISPAGE)TK
Our Commitment to
HEALTH & WELL-BEING
NEW CAPTION
TK at the café
entrance provides
instant information;
guests can build a meal
with a simple touch of
a screen or leave
feedback.
• SALAD
• GLOBAL CUISINE
• GRILL
• DELI
• ITALIAN
• OUTTAKES
• BREAKFAST
• EXHIBITION
• DESSERT
• SEASONAL TABLE
• BEVERAGES
Always innovating and ever-evolving in
our promise to lead in food and nutrition services,
Morrison Healthcare introduces two branded programs
to help our partners on their path to wellness.
A Fresh Look at SAFETY & COMPLIANCE
MORRISON HEALTHCARE IS A PARTNER IN ACHIEVING AND
MAINTAINING REGULATORY READINESS
While consistency can be a good thing,
endless repetition of the same few meals,
day after day, can result in serious case of
tastebud burnout.
“More than anything, we want to continue
to keep our business fresh,” said Kevin
Door, Senior Corporate Executive Chef at
Morrison. “We have customers who eat with
us every single day. As with any restaurant, if
you eat there every single day, it can be tough
to stay excited about it. In the past, we
refreshed our menus up to four times a year
and based on seasonality, but that was only
every quarter. Now we are refreshing one
station at a time continuously throughout the
year, so at any given point during the year,
something new and fresh.
The program began in October with the
salad station and will extend through every
area of operations. The refresh is designed to
delight not only guests, but also to help chefs
and associates remain inspired about the food
they create and offer.
The station by station refresh helps
Morrison methodically and systematically
update every offering for customers and
clients, resulting in an ever-­changing and
proven foodservice program that grows
satisfaction.
“While there is obviously a wellness
component, it’s really all about delivering
component can’t come into play unless
people are eating and enjoying the food. So
great and also happens to be good for you.”
STATION-BY-STATION REFRESH DELIVERS FLAVOR, VARIETY AND WELLNESS
ACROSS ALL OFFERINGS
DIGITAL EXTRAS Read about our
commitment to lead through our
Morrison Cultural Beliefs at
themorrisonway.com.
All Aboard the Flavor Train!
A new year is a brand new opportunity
to refresh and renew our commitment to
leadership in the delivery of extraordinary
food, nutrition and hospitality. We are proud
to welcome 2014 with strategies designed to
help drive sales, attract new business and build
market share. The new Morrison Healthcare
mark you see in this issue is more than just
a logo: it is an opportunity to accelerate our
company with a fresh, contemporary look that
leading our market in wellness, as well as the
globalization of our company in the growing
world of healthcare. Leadership is a privilege
earned every day by going the extra mile, and
our new logo symbolizes our individual and
collective commitment, passion and desire
to be the absolute best every day—in all that
we do and at every level of our organization.
Similarly, “Be the Leader” is a rallying cry
that guides our Morrison Cultural Beliefs and
inspires us to push to the next level in partner-­
ship with leaders, such as Truman Medical
Centers, which you’ll read about on page
4. We now offer more ways than ever to Be
The Leader, including connecting with us on
Facebook, Twitter, Yammer, LinkedIn and our
interactive version of this magazine. Join us.
More Than
Just a Logo
TIM PIERCE, CEO,
MORRISON HEALTHCARE
process and the answer at the ready.”
The Centers for Medicare ad Medicaid
Services program (CMS) has been
piloted in a few states. California decided
to formally adopt and implanted the program
and Morrison—which partners with many
providers in that state—has been working
with clients to adapt and prepare for the new
format of survey and inspection. One aspect
of that is QAPI.
To achieve readiness, there are three
main areas of focus: quality assurance and
performance improvement, infection control,
and readmission reduction. The QAPI is a
root-­cause analysis of situations and
processes in the organization that could be
improved to increase patient safety
and satisfaction.
“We run these analyses both on the
foodservice operation side and on the clinical
operation side,” O’Neill said. “So the
dietitians should also look for QAPI plans
and make sure that all of our processes are to
the best performance for patient safety. And
it’s similar in food service;; in the kitchen we
make sure there’s no cross-­contamination,
we make sure that the food is stored safely
and sanitized, and that all of our operational
procedures are according to the safety and
sanitation guidelines, including hand washing,
temperature checking and food temperatures.”
Is your organization regulatory ready?
The QAPI plan is standard practice for all
Morrison partners;; it provides a road map
to implement a process that is quality and
outcome-­focused and that meets the needs
of each healthcare account.
Now more than ever, it is essential for
hospitals to achieve and maintain compli-­
ance. Healthcare reform, patient satisfaction,
reimbursement, tight budgets, rankings,
safety and surveys all intersect to create a
complex and crucial need for Regulatory
Readiness. As a leader in food and nutrition,
Morrison Healthcare has designed and put
in place customized Quality Assurance and
Process Improvement (QAPI) programs that
are quality and outcome-­focused, meet the
needs of each account, and meet federal
regulations for food safety in its hospitals.
“We generally refer to this as having
‘Regulatory Readiness,’ meaning that you
are ready for the inspections,” said Peggy
O’Neill, Vice President, Nutrition and Well-­
ness for Morrison Healthcare. “You are ready
for the surveyor to come in, turn over every
stone and say ‘Did you do this, and this?’
and ‘How did you do this?’ And you have the
“THE ‘PATIENT PROTECTION’ PART
IS THE ONE THAT REALLY SPEAKS
TO HOSPITALS, ALONG WITH CMS.
IT’S NOT THAT FEDERAL REGULA-
TIONS HAVE CHANGED, BUT THE
WAY SURVEYORS ARE IDENTIFYING
HOW TO MEET THAT CRITERIA HAS
BEEN UPDATED.”
Peggy O’Neill, Vice President, Nutrition
and Wellness
STATION-BY-STATION
REFRESH FOR FY 2014
WINTER 2013 3the morrison way2
morrison HEALTHCARE

8. “We make that beverage a focus of the
catering table, so people walk in and say
‘Oh wow, it’s so pretty and it tastes so good,’”
said Lynda Donegan, Vice President of
Professional Health Services, for TMC.
As part of its new Healthy Hydration
campaign, TMC has gone a step further and
removed all carbonated beverages from its
campus.
“I don’t know that it’s going to be popular,
but I think as health professionals, it makes
a lot of sense,” Donegan said. “Our public,
whether it be our patients or our physicians
or our workforce, expect us to promote health.
So I think they wait for that next big step.”
Morrison is working with TMC to expand
the new café and dining area space where
T
ruman Medical Centers (TMC) has a
consistent and comprehensive approach
to wellness that has made it a model
for improving the health of patients, staff
and greater community. While the hospital is
known for its aggressive, headline-­making
health programs—including terminating a
long-­term lease with McDonald’s and
announcing it would no longer hire employees
who smoke—the push for overall wellness is
actually a broad-­based philosophy that touches
every aspect of TMC operations, right down to
removing salt shakers from the dining room to
discourage passive salt consumption.
One bite at a time, TMC is changing the
stark reality and startling statistics of chronic
disease among its Kansas City, Mo., patient
base. Almost three-­quarters of TMC patients
seen on an annual basis have hypertension,
diabetes, asthma, obesity, congestive heart
McDonald’s used to be, to encourage more
people to dine there.
“We have been adamant on replacing items
with healthier options, instead of just taking
away,” said Delissa Drake, Retail Manager
and Champion for TMC. “By doing this,
sales have remained stead and customers are
embracing and appreciating what we are trying
to accomplish.”
The dining room offers samples, and it’s not
unusual to see quinoa or farro served in tasty,
innovative ways. With the expansion, TMC
is adding a station that will be an exhibition
for all healthy items, said Lisa Roberson,
Corporate Director of Wellness for Morrison.
“During high retail hours, they’ll have great-­
tasting, really yummy, quickly made-­to-­order
foods, such as a salmon stir-­fry, “Roberson
said. “When the café is closed, it is a dual use
space and it turns into a demo kitchen. We
can bring staff, patients and customers in to
learn about healthy cooking with the chefs
and dietitians.”
Food Desert
to Wellness Oasis
Soon, the wildly popular Healthy Harvest
Mobile Market, a farmers market that runs
every Wednesday, spring though fall, will be
joined by a 35,000-­square-­foot full-­service
grocery store some seven blocks away in a
to capture an estimated $13 million in annual
grocery purchases made outside the area,
and provide a healthy local alternative for
shopping.
“We hope to make an impact on the com-­
munity in terms of convenience and quality,”
Bluford said.
failure, sickle cell anemia, COPD, or a
combination of these.
“It’s clear to us that all of those conditions
have a large nutritional element,” said John
Bluford, CEO of TMC. “It’s not just one thing;;
we are looking at changing a culture, and that
takes time. It’s got to be part of everything
you do. Food is very culturally oriented, and
if we can change that, it’s a major step toward
improving the health of the community.”
Partnership for a Healthier America program
for its patient menu. Created in partnership
with Morrison, the menus are multifunctional,
patients with and without dietary cautions,
such as diabetes. Jeneta Culton, Clinical
Nutrition Manager for TMC, said the menus
are used as an educational tool, and include
calorie and carb counts, as well as information
“Our partnership with
Morrison is the one con-
sistent in an ever-evolving
push toward health and
wellness. The only thing
that’s remained the same,
quite frankly, has been the
consistency of the relation-
ship. Everything else, for the
good, has changed—mean-
ing the product, the con-
cepts, promotional displays,
the presentation, ideas and
menus. All of them have
evolved to a better place
today, and that’s the goal."
WHY WE CHOSE
MORRISON
John Bluford, CEO,
Truman Medical Centers
“OUR STRATEGY
HAS NEVER BEEN
TO FORCE HEALTH;
OUR STRATEGY
HAS BEEN MORE
TO SELL HEALTH
AND MAKE SURE
THAT PEOPLE ARE AWARE OF THE
CALORIES AND THE CONTENT,
FROM OUR PATIENT MENU TO OUR
DINING MENU. SO THEY SEE WHAT
THE CONTENT IS BEFORE THEY
MAKE CHOICES.”
Lynda Donegan, Vice President, Professional
Health Services, Truman Medical Centers
DIGITAL EXTRAS Check out our
photo gallery to get a better look
at how TMC is taking wellness to heart
at themorrisonway.com.
CHANGING CULTURE
One Bite at a Time
Truman Medical Centers sells health and wellness, seasoned with enjoyment
on sodium content.
ourselves as a hospital, even as we talk about
wellness and value-­based care, as opposed to
volume,” Bluford said. “It all makes sense and
Not only that, it’s just the right thing to do.”
Not So Sweet
TMC has launched a full frontal attack on
sugar-­sweetened beverages, nearly removing
them from the campus environment. First,
the hospital narrowed the choice of sugary
beverages in its dining room to just two
options, in the smallest size and lowest
visibility location. Then came the vending
machines and catering. The beverage of choice
for TMC catering is now water, with fruit and
vegetable infused waters taking center stage
for meetings and events.
NEW CAPTION
TK at the café
entrance provides
instant information;
guests can build a meal
with a simple touch of
a screen or leave
feedback
Tara Snow, RD, LDN, Manager of Health and Wellness, RJ Harvey, Corporate manager Health and
Wellness, Dawn Ropson, Regional Director of Operations, Lewis Region
WINTER 2013 5the morrison way4
PHOTOGRAPHYBYSTEVEPUPPE
morrison HEALTHCARE

9. TK
TK
DIGITAL EXTRAS Find Chef Pea-
cock’s refreshing recipe for XXXXXX
online at themorrisonway.com
D
eliver Flavor is what we do every
day;; if we are doing our job right,
you can’t separate it from what we
do as culinary professionals. For me, I chose
this business because of the immediacy of it
and that response that you get from the end
user—meaning the people who eat our food.
smell, taste and touch. It’s a total package.
If you can do that, you’ve completely
So for example, when one of the chefs in
my region did the rollout for the Great Living
menu, he did a great job of achieving all of
these things. He did an event for the entire
nursing staff;; they came down and he had
to the eyes. Then they noticed the smells;;
these were wonderful aromas of fresh vegeta-­
bles, herbs and spices in the foods. Then they
felt the different textures and got to taste the
back with feedback, giving that immediacy
that’s so important. I love that, and I think all
chefs do. And while this is just one example,
there are so many of our chefs doing that all
day, every day.
following Chef Cary Neff’s career, and then
joined Morrison myself in April 2012. It’s
such an exciting time to be part of healthcare
food and nutrition;; there’s a growing interest
in things like the Food Channel. Sure, there’s
sometimes a perception of hospital food, and
it can be negative. But when people come to a
Morrison account, that changes quickly. We
have people come down and say ‘I was in the
room with my wife and I saw this wonderful
plate. I want to order that for lunch!’ That
speaks volumes, especially when there are
so many other dining options out there for
people. When it comes to setting a high stan-­
dard, we’re really doing it. That’s delivering
I develop skills to deliver great, flavorful food
There are four initiatives that
really demonstrate how we will
beyond. These include: food
cost improvements, labor
productivity, retail sales
and client retention.
We actually started many of
these initiatives in 2013, and we’ve
had some big success already in
reducing food cost and driving savings.
That will continue in FY-­14. Some of the
things we did were to make sure we’re
buying what we need given the recipes
that are on-­hand, so we don’t end
up with food waste. At the same
time, we’ve taken a close look
fully accounted for and
properly tracked.
In regard to labor
productivity, we learned
that we need to provide a
tool that allows us to plan
hours at the account. We
developed a productivity
measure using metrics for
productive labor hours.
-­
cations for different
account sizes, and
OUR CULTURAL BELIEFS A guide to the traits that define us and the Morrison qualities we value most
In late 2013, Morrison introduced its new logo and a set of Cultural Beliefs that articulate the individual
and collective attributes of the Morrison Healthcare family. In this issue, we explore two of those
beliefs: Own Finances and Deliver Flavor.
I own the financial health of my business through
operational excellence creating opportunities for all
I Am Senior Vice President of Finance
Teresa Del Mundo, and
I OWN FINANCES
the productive labor is for meals produced
per hour. By giving a particular target for
productivity, people are able to see where
their account stands, and we can look at
ways to improve productivity. It allows us to
the system.
Another focus is retail;; we plan a
-­
tion program that trains managers on how to
add value to the consumer experience. We
are looking at optimal pricing, with pricing
recommendations based on store income
patterns of purchases. We look at trading
relationships and moving people to one
product versus another without reduction
experience that people enjoy;; they have other
choices, so we want them to choose us, which
had a very good record in FY-­13, but we are
working to improve that even more. Our goal
is 100 percent client retention;; we want to
not really all about costs. It’s about the
patients and guests being happy with the
food. It’s looking at ways of pleasing the
client and touching the lives of the patient,
while also containing costs and providing
the best value.
I Am Corporate Executive
Chef Darius Peacock
THIS IS HOW I
DELIVER FLAVOR
WINTER 2013 7the morrison way6
morrison NEWS

10. Morrison provides dining, nutrition and hospitality services in over 600 hospitals
across the United States. For more information, go to www.IamMorrison.com
This publication was printed with 100% soy-based inks and recycled paper
Please recycle this publication or pass it along
PRESORTED
STANDARD
U.S. POSTAGE
PAID
LYNCHBURG, VA
PERMIT NO. 297
MORRISON
5801 PEACHTREE DUNWOODY ROAD
ATLANTA, GEORGIA 30342
Morrison is part of Compass Group USA. All content owned by Morrison unless stated. Reprinting in whole or in part is forbidden without written permission
from Morrison. ©2013 Morrison. The following are registered trademarks and/or trademarks of the Compass Group and Morrison: Catering to You, Compass
Group, Conscious Cuisine, Dining on Call, Great Living, Great Starts Here, Moose on the Loose, Morrison, The Morrison Way, Webtrition, Zipthru. The follow-
ing trademarks and logos are the intellectual property of their respective company or organization: Culinology, iPad, Julia Child, Research Chefs Association,
Six Sigma.
PHOTOGRPAHYBYPETERTALOR
Wellness
Served Here
We believe everyone deserves
wholesome, great-tasting and
great-for-you foods that nourish
the body, enliven the senses and
fuel wellness.
The Morrison Way has a digital edition
at www.TheMorrisonWay.com
Find extended versions of stories and
exclusive recipes from Webtrition
Connect with us and share
instantly on Facebook and Twitter
www.twitter.com/
morrisonhc
www.facebook.com/
morrisonhealthcare1
A Refreshing
APPROACHDelivering Extraordinary Food,
Nutrition & Hospitality
Custem, caeque es hica tem
popte turnicit, que foreter
ratractanum. Satus hicervid
nostre ta. Do, nos consu.
More Than
Just a Logo p. 2
Truman Medical
Centers p. 4
Our Cultural
Beliefs p. 6
WINTER 2014

11. MORRISON DIGITAL EXTRA
Growth, Sustainability & Wellness
One of the greatest strengths at Morrison
Healthcare has always been its people.
The care, compassion and commitment to
delivering truly exceptional dining, nutrition
and hospitality are a hallmark trait, and the
“Morrison Culture” is renowned within the
industry. In more than 600 hospitals across
the U.S., Morrison has built its leadership
position by consistently striving to innovate
and improve. As part of that journey,
Morrison developed the Mindful Choices
wellness platform in its kitchens, restaurants
and cafés, and now has a fresh new logo and
set of Cultural Beliefs to help articulate and
crystalize many of the attributes already in
place. The six beliefs fall under an
overarching theme called “Be The Leader.”
They are a clear communication of the
qualities the organization values most—
individually and collectively—and they give
Morrison associates a definitive framework
to focus their efforts and energies.
“It’s almost as if our people were hungry for
this,” said Andrea Seidl, Senior VP of Support
Services. “We have a historically strong
culture, but this is like a prism; it helps us
better focus on our priorities, while also
giving Morrison clients a well-defined set
of expectations.”
Morrison reaffirms its commitment to lead through cultural beliefs
Culture of Accountability
UNLEASH TALENT
I lead and empower my team and always
recognize their achievements
LOVE PATIENTS
I deliver a caring patient experience
DELIVER FLAVOR
I develop skills to deliver great,
flavorful food
BE WELL
I deliver healthy food and promote
wellness in my community
RETAIL EXCELLENCE
I anticipate and deliver great hospitality
experiences for my guests
OWN FINANCES
I own the financial health of my business
through operational excellence creating
opportunities for all

12. Truman Medical Center in Kansas City, Missouri
MORRISON DIGITAL EXTRA