Addressing Food Waste in Restaurant Training: Practices and Challenges

Abstract

Food waste significantly impacts the restaurant industry’s financial viability and environmental sustainability. This study explores training practices used to minimize food waste and identifies obstacles encountered in implementing these practices. Semi-structured interviews with 10 chefs from diverse restaurants in a mid-South U.S. state were conducted. Two themes emerged from the qualitative analysis. The results revealed that the predominant training methods were verbal instruction, mentoring, and hands-on coaching, emphasizing real-time feedback and individualized guidance. Training for front-of-house staff primarily included reducing unnecessary table items, whereas back-of-house employees focused on portion control and repurposing ingredients. Mentoring emerged as critical, especially for new employees with limited culinary experience, ensuring that they develop critical thinking skills and resourcefulness in minimizing waste. Chefs identified significant barriers, including staff cooperation, knowledge gaps, employee turnover, and resource limitations. Overcoming these challenges necessitates stronger managerial commitment, standardized guidelines, and incentive-based reinforcement. This study concludes that cultivating an organizational culture that embeds sustainability into training practices is essential. Practical strategies such as mentoring and continuous reinforcement can mitigate food waste, enhance operational efficiency, and promote a sustainable food system. Future research should quantify training impacts on waste reduction and examine consumer-side factors influencing restaurant food waste.

1. Introduction

The restaurant industry plays a crucial role in global food consumption, but it is also a major contributor to food waste. A significant percentage of food waste in the hospitality sector can be attributed to improper handling, mismanagement, and lack of awareness among employees (Elnakib et al., 2021; Kohli et al., 2024; Lee et al., 2024; Lins et al., 2021; Montesdeoca-Calderón et al., 2024). Training restaurant staff to reduce food waste is essential for both economic efficiency and environmental sustainability. However, implementing effective training programs presents numerous challenges, including employee turnover, varying levels of experience, and the fast-paced nature of the industry (Harri Insider Team, 2024; Jones, 2023). By addressing these challenges, businesses can create more sustainable operations and contribute to a more responsible food system.

One of the key difficulties in training employees in food waste reduction is fostering a culture of responsibility and awareness (Montesdeoca-Calderón et al., 2024). Many restaurant staff members are focused on speed and efficiency, often prioritizing quick service over careful portioning and waste management (Vardopoulos et al., 2025). Without clear guidelines and reinforcement, best practices for minimizing waste can be overlooked in favor of expediency. Moreover, new hires and temporary workers may not receive thorough training, leading to inconsistencies in waste management practices across shifts and locations (Martínez-Falcó et al., 2024).

Additionally, limited resources and budget constraints can hinder the development of comprehensive training programs (Bello et al., 2024). Small and independent restaurants may struggle to allocate time and funding for specialized training, making it challenging to implement standardized waste reduction strategies (Ezeife et al., 2024; Nedzvedskyi et al., 2024). On the other hand, larger restaurant chains may face logistical difficulties in ensuring that training is effectively disseminated and applied across locations (Ceynowa et al., 2024; Kanwal et al., 2024). These barriers emphasize the need for innovative solutions, such as digital training tools, incentive programs, and regular waste audits to monitor progress and reinforce training objectives.

Despite these challenges, there are several strategies that can enhance the effectiveness of food waste training. Hands-on training sessions (Anokye et al., 2024; McArthur-Floyd et al., 2024), clear communication of waste reduction goals (Nwokediegwu & Ugwuanyi, 2024), and incorporating waste tracking systems into daily operations (Melinda et al., 2024) can significantly improve employee engagement. Encouraging staff members to take ownership of waste reduction initiatives and providing incentives for waste-conscious behavior can further foster a culture of sustainability within the restaurant industry (McArthur-Floyd et al., 2024; Melinda et al., 2024; Nwokediegwu & Ugwuanyi, 2024). By integrating these best practices, restaurants can not only minimize food waste but also enhance their operational efficiency and environmental impact.

Theoretical Underpinnings

To frame our examination of chefs’ decision making and change behaviors, we draw on two complementary theories. First, Ajzen’s Theory of Planned Behavior (TPB; Ajzen, 2020) articulates how attitudes toward a behavior, perceived social pressures (subjective norms), and perceived behavioral control jointly shape intention and subsequent action. TPB is relevant here because chefs’ adoption of innovations, whether menu revisions, sustainability protocols, or new service models, depends not only on their own evaluations of those practices but also on the expectations of colleagues, management, and patrons, as well as on their confidence in having the skills, time, and resources to enact change.

Second, Kotter’s 8-Step Change Model (Appelbaum et al., 2012) provides a processual map of organizational change, from creating urgency through to embedding new approaches within an organization’s culture. This model aligns with the lived experiences of culinary teams, who must first gain support, secure early wins (e.g., pilot a new dish), and finally routinize successful practices in a high-pressure kitchen environment. By applying Kotter’s framework, we can interpret participants’ narratives in terms of discrete change-management activities and pinpoint where facilitators or barriers emerge.

Together, TPB and Kotter’s model offer a dual lens on individual volition and organizational processes. Grounding our study in these theories not only sharpens our data collection and analysis but also lays the foundation for our theoretical contribution: extending TPB to account for context-dependent heuristics within chef communities and adapting Kotter’s largely corporate change sequence to the fast-paced, team-centric environment of professional kitchens.

By exploring chefs’ perceptions and practices about current and future efforts to decrease food waste, practical training methods and the organizational obstacles encountered while supporting sustainable practices can be uncovered. Two research questions were posed:

• How do chefs train employees to reduce food waste?
• What do chefs identify as the biggest challenges in reducing food waste?

2. Materials and Methods

A qualitative approach was employed to explore the nuanced attitudes, motivations, and practices of chefs (Batat, 2020; Filimonau et al., 2024; Reardon et al., 2024; Sezerel & Filimonau, 2023). Such an approach allows for an in-depth understanding of complex, context-dependent experiences (Guba & Lincoln, 1994). In line with qualitative conventions in hospitality and tourism studies, open-ended, semi-structured interviews were conducted to explore participants’ lived experiences and identify emergent themes within their narratives (Faulkner & Trotter, 2017; Patton, 2015).

2.1. Sample

Following Institutional Review Board approval at the University of Arkansas, the research team identified a population of self-identified chefs working within a single region in a mid-South U.S. state. Participants were recruited via a private Facebook group, “Chef’s & Culinary Collaborative.” Potential participants received a direct message introducing the study, explaining the voluntary nature of participation and assuring confidentiality. Chefs willing to participate were then scheduled for interviews at mutually convenient times.

2.2. Data Collection

An interview protocol comprising open-ended questions was developed (Reardon, 2020). These questions probed areas such as chefs’ motivations, attitudes toward culinary practices, and operational approaches in their respective kitchens. The open-ended format permitted participants to elaborate on personal experiences and share insights beyond predetermined topics (Patton, 2015). The interview questions used in this study were pre-tested by a group of local chefs who were not included in the final sample. These chefs reviewed the questions for clarity and relevance, and they deemed the instrument valid. As a result, no changes were made to the interview protocol.

Ten chefs, each from a different restaurant, ultimately took part in the study: nine interviews were completed over a two-week period, with the tenth conducted the following week. This sample size is fully consistent with Guest et al.’s (2006) finding that thematic saturation often emerges within 6–12 interviews among relatively homogeneous groups. In our study, no novel themes arose after the tenth interview, confirming that theoretical saturation had been achieved. Therefore, engaging 10 participants provided a sufficiently rich dataset to capture the breadth and depth of chefs’ experiences without unnecessary redundancy.

Each interview lasted between 15 and 48 min with a mean interview time of 29 min. With participant consent, all interviews were audio-recorded to ensure accurate transcription. At the conclusion of each interview, chefs completed a brief demographic survey.

2.3. Data Analysis

All recorded interviews were transcribed verbatim. Interview transcripts were then reviewed for accuracy and de-identified to protect confidentiality. A thematic analysis was conducted (Braun & Clarke, 2006). First, researchers familiarized themselves with the transcripts by repeatedly reading them to gain an initial understanding of participants’ perspectives. Second, initial codes were generated, reflecting salient points in the data (e.g., “chef motivation,” “kitchen practices,” “local sourcing”). Third, these initial codes were grouped into broader thematic clusters, which were then refined and aligned into coherent themes (e.g., “Community Engagement,” “Sustainability,” “Team Dynamics”). The research team cross-examined the emergent themes, discussing any discrepancies until a consensus was reached. Following the iterative review of coded transcripts, the research team confirmed the decision that theoretical saturation had been reached when no new concepts emerged, and existing themes were thoroughly developed (Faulkner & Trotter, 2017; Guest et al., 2006).

To ensure the trustworthiness of the findings, criteria of credibility, transferability, dependability, and confirmability were observed (Guba & Lincoln, 1994). Credibility was enhanced through iterative discussions among the research team, which allowed for the triangulation of perspectives on coding decisions. Transferability was addressed by providing a clear description of the research context and participant demographics. Dependability was maintained through an audit trail consisting of detailed methodological notes, while confirmability was supported by reflexive discussions within the research team to minimize bias.

3. Results

3.1. Description of the Sample

Four of the chefs worked in fine dining establishments, and none were currently employed at a fast food, café, or buffet restaurant. More participant characteristics are detailed in

Table 1. Summary (modal category) of participant characteristics (n = 10).

Variable	%
Educational/Culinary Background—No degree, self-taught	40
Position Title—Executive Chef	50
Length of Employment—At least 7 years	60
Gender—Male	80

.

3.2. Research Question (RQ1): How Do Chefs Train Employees to Reduce Food Waste?

Among the 10 ten chefs interviewed, only 1 reported a complete absence of formal or informal training related to food waste reduction for either front-of-house or back-of-house staff. When asked how employees were educated on the importance of minimizing food waste, most chefs described an approach rooted in informal, ongoing communication. Two dominant themes emerged: verbal instruction and on-the-job mentoring. Chefs frequently conveyed expectations and best practices through daily conversations, pre-shift meetings, and hands-on demonstrations during service. This type of training, while not standardized or documented, was described as effective in cultivating a workplace culture of mindfulness around waste. Employees reportedly became more aware of portioning, proper storage, and efficient ingredient usage over time. Some chefs noted that this informal method fostered stronger team accountability and empowered staff to make more sustainable decisions independently. While structured training programs were rare, the emphasis on mentorship and real-time learning appeared to be instrumental in reinforcing food waste reduction as a shared operational value.

3.2.1. Verbal Training

Half of the chefs primarily relied on verbal training, utilizing daily conversations, pre-shift meetings, and real-time feedback to emphasize food waste reduction. This informal training cultivated employee awareness and responsibility toward sustainable practices. Chef A explained the following:

I’m just trying to build them how I was built... It’s more like having them think for themselves.

Front-of-house training focused explicitly on minimizing waste from unnecessary table items. Chef D articulated this practice:

We don’t assume a guest wants bread; we don’t assume you want tartar sauce, or hot sauce. Don’t just color the table with stuff that you may just throw in the trash.

Though predominantly informal, some restaurants supplemented verbal instruction with documented guidelines, such as written tests and composting procedures, to reinforce sustainability principles.

3.2.2. Mentoring

Chefs consistently highlighted mentoring as critical, especially in back-of-house roles. They provided hands-on demonstrations and tailored coaching, primarily benefiting less experienced employees. Chef D illustrated their preference clearly:

I like teaching those people that have never really done anything because I can teach them how to do it and the way I like it.

Mentorship effectively instilled sustainable kitchen practices and reinforced proactive waste reduction behavior. Chef E emphasized the continuous nature of this mentorship:

You have to teach that all the time, absolutely… because not everybody knows.

Mentoring was identified as particularly essential due to varying staff experience levels, requiring chefs to adapt their approaches to ensure knowledge retention.

3.3. Research Question (RQ2): What Do Chefs Identify as the Biggest Challenges in Reducing Food Waste?

When asked about the greatest obstacles to reducing food waste in their operations, chefs cited a range of challenges, with two recurring themes standing out across interviews: employee cooperation and lack of knowledge or training. Several chefs emphasized the difficulty in achieving consistent buy-in from staff at all levels, particularly in high-turnover environments where new employees may not fully understand the financial and environmental impact of food waste. Front-of-house staff were occasionally noted as being less engaged in waste-reduction practices, especially when compared to kitchen personnel who often see waste firsthand.

Equally significant was the issue of limited food waste education. Many chefs expressed concern that employees often lacked basic knowledge about how overproduction, improper storage, or inefficient prep methods contribute to waste. This gap in understanding hindered the adoption of sustainable practices, especially in fast-paced settings where speed and efficiency are prioritized over careful monitoring of waste.

A few chefs also noted broader systemic challenges, such as unpredictable customer volume, inconsistent portion expectations, and difficulty repurposing surplus ingredients in a way that aligns with menu quality standards. Despite these hurdles, most chefs acknowledged that addressing employee engagement and improving training would be critical steps toward more sustainable kitchen operations.

3.3.1. Cooperation

Chefs identified staff cooperation as a significant challenge in reducing food waste, emphasizing the need for employee buy-in and cultural alignment. High turnover rates complicate the consistent implementation of sustainable practices. Chef B discussed the challenge of scaling waste reduction efforts:

I think it’s kind of just getting our staff used to it…I could see how corporate restaurants would have a lot harder time getting those things done.

Chefs noted that cooperation required ongoing communication and leadership-driven reinforcement. Chef G described this complexity, noting how training itself could unintentionally lead to waste during learning curves:

Staff training itself can be a double-edged sword… mistakes made by new employees can result in unintended waste despite good intentions.

Consistent cooperation thus required deliberate leadership and sustained efforts.

3.3.2. Lack of Knowledge

Another critical barrier cited was employees’ lack of foundational knowledge about sustainable food practices. Chefs viewed education as essential to mitigating waste. Chef I explained this issue from their perspective:

There’s always things like, I don’t know everything about food waste... whereas some people, if they just got hired, this might be their first restaurant job, so they just don’t know.

The chefs agreed that knowledgeable leadership was vital for addressing this gap, as informed managers could effectively instill awareness and sustainable behaviors. Chef I highlighted the importance of connecting staff with food sources to enhance understanding:

If you could go to your source of where you get your food, it would make people realize how real it is and it’s not just a package that should be easily thrown away.

Thus, bridging knowledge gaps requires both comprehensive education and purposeful leadership interventions.

3.4. Other Themes

While cooperation and knowledge were the most frequently cited barriers, two additional themes emerged that further highlight the complexity of food waste reduction in hospitality settings: portion size and perceived guest value, and cost-related constraints.

Two chefs emphasized the delicate balance between minimizing food waste and ensuring guests feel they are receiving adequate value for their money, particularly in buffet or catered service models. Chef I reflected on this challenge, stating the following:

We still need to make sure that guests feel like they are getting value. If there was a way to define value in a different way, maybe we can minimize food waste and all the people they were trying to entertain are happy and full and we didn’t have 10 to 15 percent of the food that we cooked for them leftover [on the buffet].

Chef I’s comment speaks about the tension between perceived abundance and actual consumption, which is a common issue in hospitality environments. Guests often associate larger portions or overflowing buffets with higher value, even when much of that food goes uneaten. This perception pressures chefs to overproduce, leading to significant waste. The chef’s suggestion, to redefine how value is communicated and perceived, points toward a possible cultural shift, where sustainability and satisfaction can coexist if framed correctly for consumers.

Another theme that surfaced, though mentioned only once, was the financial barrier of sustainable practices. One chef noted that compostable products, often promoted as eco-friendly alternatives, are more expensive than standard disposables. This cost differential can deter businesses from adopting sustainable packaging and serviceware, particularly if budgets are tight or if the perceived return on investment is unclear. Although this concern was less prevalent among participants, it highlights the intersection of sustainability and economic feasibility, which may be especially relevant for smaller or independently owned establishments.

Together, these themes reflect the broader challenges chefs face in aligning operational goals with environmental responsibility. Reducing food waste is not solely a logistical or educational challenge; it is also shaped by customer expectations, cultural norms, and the economic realities of running a business.

4. Discussion

This study sought to understand the ways chefs train employees to reduce food waste (RQ1) and to identify the primary challenges in doing so (RQ2). The interview findings revealed two main areas of interest: the training approaches currently employed (verbal instruction, mentoring, and culture-building) and the obstacles chefs encounter (lack of cooperation, knowledge gaps, and resource constraints). By aligning these findings with behavioral change and organizational training models, we can glean insights into how restaurants might enhance waste-reduction efforts.

A dominant strategy reported by chefs was hands-on verbal training and mentoring, primarily targeting back-of-house staff. This approach aligns with experiential training principles (Shapiro & Kazemi, 2017) and underscores how immediate, on-the-job feedback can foster competence in tasks such as portion control, repurposing leftovers, and avoiding unnecessary discards. Several chefs noted that instructing employees to think critically, asking “How can we re-use this ingredient?”, shifted staff perceptions and promoted resourceful behaviors.

From a theoretical standpoint, these training approaches echo Ajzen’s Theory of Planned Behavior (Ajzen, 2020), in which favorable attitudes toward sustainability, supportive social norms (encouraged by senior chefs’ leadership), and employees’ perceived behavioral control (reinforced via hands-on demonstrations) collectively drive waste-reduction behaviors (Mancha & Yoder, 2015). Additionally, structuring these verbal and mentoring sessions with ADDIE (Analyze, Design, Develop, Implement, Evaluate) (Shapiro & Kazemi, 2017) or Kirkpatrick’s Model (Reaction, Learning, Behavior, and Results) (Kirkpatrick & Kirkpatrick, 2006) could help restaurants systematically measure and refine their training programs. For instance, more formal evaluation methods like recording cost savings or reduction in waste bins would allow managers to track the efficacy of different training interventions over time. These practices can improve a restaurant’s bottom line by both reducing costs and appealing to consumer interest in green practices (Han, 2021).

When asked to identify major barriers, chefs pointed to cooperation (employee buy-in) and knowledge gaps as recurring issues, particularly among less experienced hires. High turnover rates, time pressures, and limited budgets emerged as additional complications. These challenges echo the difficulties of integrating sustainability measures into a fast-paced restaurant environment, an issue noted in broader hospitality research (Al Suwaidi et al., 2021).

Framing these challenges with organizational change models such as Kotter’s 8-Step Model (Appelbaum et al., 2012) underscores the importance of cultivating a shared vision. Several chefs attempted to “build a guiding coalition” by recruiting key team members who champion waste-reduction practices and “institutionalizing new approaches” (e.g., standardized composting procedures). However, resource constraints often hampered the scale or consistency of these efforts. Such constraints especially affect small, independent establishments, which often struggle to allocate funds for specialized training or sophisticated waste-tracking tools (Naradda Gamage et al., 2020).

4.1. Limitations

While this study provides valuable insights into chef-led training for food waste reduction, its scope is geographically limited to a mid-South U.S. region and a sample of fine dining establishments, which may influence transferability (Kanwal et al., 2024). The qualitative approach offers rich contextual understanding but invites further quantitative validation of training outcomes on actual waste metrics (Montesdeoca-Calderón et al., 2024). Self-reported practices may introduce positive bias (Faulkner & Trotter, 2017), and future studies should incorporate direct employee perspectives and observational data to triangulate findings (Han, 2021).

Looking ahead, expanding research to include diverse restaurant formats, such as fast casual and quick-service venues, can reveal how training strategies perform across operational environments. Integrating quantitative measures (e.g., waste diversion rates, cost savings) will strengthen evidence for best practices. Additionally, exploring interventions that engage consumers (e.g., menu design, guest education) may reveal complementary pathways for holistic waste reduction. By addressing these avenues, future research can build on this foundational work and further advance sustainable training frameworks in the hospitality sector.

4.2. Implications

The findings underscore several implications for restaurant industry stakeholders. Incorporating structured, hands-on training programs aligned with behavioral frameworks, such as the Theory of Planned Behavior (Ajzen, 2020), can significantly enhance sustainable practices by fostering employee engagement and responsibility (Al Suwaidi et al., 2021). Managers and operators should prioritize the clear, consistent communication of sustainability goals and actively mentor staff to internalize waste-reducing behaviors (Sezerel & Filimonau, 2023). Investing in formalized training and feedback systems (Kirkpatrick & Kirkpatrick, 2006) can address persistent challenges related to staff cooperation and turnover, yielding operational efficiencies and cost savings. For educators and industry trainers, emphasizing mentorship skills and sustainability-oriented curriculum could better prepare future culinary leaders for environmentally responsible management (McArthur-Floyd et al., 2024), making sustainability a central part of the organizational mentality (Naradda Gamage et al., 2020).

5. Conclusions

This study, grounded in the lived experiences and perspectives of chefs, reveals that reducing food waste in restaurant settings demands more than isolated policies or ad hoc interventions and calls for the intentional cultivation of a sustainability-focused organizational culture. Such a culture must be embedded in day-to-day operations and reinforced through clear leadership, practical training, and a shared sense of accountability across all levels of staff.

The findings emphasize that employee cooperation and knowledge are not merely operational concerns but critical cultural pillars. Without staff buy-in and a fundamental understanding of food waste practices, even the most well-designed strategies may fall short. Additionally, the significant challenges related to portion size, guest expectations, and cost barriers underscore the need for a more integrated approach—one that considers both back-of-house logistics and front-of-house perceptions.

Leadership emerged as a central driver in shaping attitudes and behaviors related to food waste. Chefs who served not just as managers but as educators and role models were more likely to inspire long-term change among their teams. At the same time, informal mentoring and verbal reinforcement proved valuable in environments lacking formal training programs, illustrating the importance of adaptability in waste-reduction strategies.

These insights offer actionable guidance for chefs, restaurant managers, hospitality educators, and foodservice operators seeking to make measurable progress in waste reduction. From designing employee training that builds food literacy, to rethinking how value is communicated to guests, and advocating for investments in sustainable practices, this study emphasizes that meaningful change is both possible and practical.

Ultimately, minimizing food waste is not simply a cost-saving measure or a sustainability trend—it reflects operational excellence, ethical responsibility, and a commitment to building a more resilient and responsible food system.