MacVille has always been committed to provide superior customer service. In order to conduct the business in a more sustainable way a new sustainable policy has been developed. The sustainability at MacVille will involve social, economic and environmental implications. The policy will ensure economic sustainability by creating value for all stakeholders. The purchasing practices of the company will support its mission and vision. The coffee selection would be organic providing maximum benefit to the farmer. The policy will lead to social sustainability, as the rising income will help in individual growth and self-fulfilment. The policy involves customer education on living a sustainable lifestyle and its benefits. This component involves labelling of the organic and local food items for creating awareness among consumers. The policy targets environmental sustainability through recyclable packaging and low impact growing practices. It targets waste reduction through composting and recycling. Thus, this policy is in alignment with the company’s goal of serving high quality coffee in a comfortable cafe-style environment.
In order to develop and implement the sustainable policy the staff, local community, customers, suppliers, local community and other stakeholders of the company will be consulted. The key stakeholders includes the board of directors of Macville, the project manager for the takeover of the existing Hurley’s café Mr. Peter Smith, the existing staff, customers and the landlord of Hurley’s café. The customers will be consulted through surveys to receive their valuable feedback on ways to reduce environmental impact. The other stakeholders will be consulted through meetings and sessions to identify the changes required regarding sourcing of beans, and improvement in infrastructure to make a sustainable business.
To reduce energy consumption the company will focus on employee awareness, waste reduction, and sustainable land management and reduce energy consumption. Some of the environmental strategies that will be implemented are-
The company will promote sustainable farming to provide farmers with better conditions to live and develop healthier environment. The coffee farming will remain “organic, shade grown and Fair trade certified” as it is already collaborating with Rainforest Alliance. The coffee beans will be purchased from certified farms. Beans will be purchased from the suppliers who take care both of the labours and the environment. Beans will be sourced from different farms that are of higher yield and better quality such that it tastes better than the commodity coffee. The farmers will be trained to replace the natural nutrients of the land using organic matter and the fertilisers and use composted coffee pulp under and between the coffee trees. Coffee pulp can reduce upto 20% of the cattle feed containing commercial concentrates. This will increase the yield over time, enhance the quality of coffee and minimise the pollution Only when the growers produce coffee in a right way that the industry can be changed positively (Kolk 2013).
The company will use the philosophy of “reduce, re-use and recycle” (Lebel et al. 2014). The drinks will be served in the ceramic mugs. It will help reduce the amount of cutlery, cups and paper waste generated. This will reduce the carbon footprints of the cup of coffee. The company will introduce the system of offering ten cent discount to the customers for bringing their own refillable mugs and allow them to use china mugs and plates while dining. This will create environmental stewardship. Only cups manufactured from polystyrene would be used as it is recyclable (Levy et al. 2015). The backyard of the coffee house will be designed for source separation, recycling and composting. It will remove toxic materials and hazardous substances from the environment.
Further, a water tank will be installed in the courtyard to prevent the breach of water and avoid the fines imposed by the government for excess loss of water. The kitchen will contain spray for low water consumption. The pre jet wash will reduce water consumption by 30%. The kitchen will be installed with latest glass washer, dishwasher, and washing machine that consume low water and energy. The kitchen will be fitted with induction hob that works with an electromagnetic field. It saves energy as the temperature changes are instantaneous. Therefore, it will eliminate the need of maintaing the oven at 2000C at all times and hence improve the resource efficiency (Joyce and Paquin 2016).
The coffee store will be modified incorporating the ecofriendly principle. Unnecessary lightening will be avoided in the shop and switch the lights to LED bulbs. The refrigerated storage rooms will be covered with strip curtains. Internet facility will be provided in the stores to educate consumers about reducing paper usage. Staff training and development will be initiated to encourage them to give new ideas and take more initiatives. To increase consumption and market development actions will be taken such as opening of more stores in the surrounding shopping centres. Further, implement the current by-law that is to expand the store’s footpath dining and put more tables and chairs outside the premises (Matzler et al. 2013).
The organisation will implement the sustainable policy that includes various steps. Firstly, it will create framework that involves the series of steps and later each of the steps will be executed. The board of directors will develop a framework containing annual programme of activities. The contents of the strategic action plan will be used to draft policies and make recommendations about the activities. It includes prioritisation of sustainability practices and development of written policies and procedures manual for the staff mandating its strict implementation. The manual will contain information on correct storage techniques and correct handling and disposal techniques and correct storage techniques.
The first step for, Mr Smith is to initiate the rebranding of Hurley’s cafe where as an assistant manager my job is to get the coffee shop renovated in six months times. The second step is to get branded suppliers as quickly as CBD Brisbane could and invest one month for it.
Thirdly, it is essential to know the root cause of arising problems during the execution of the plan such as excess water usage, neglecting the watering of non-native flowering plants and high electricity consumption while baking items which will be monitored by the project manager and may take 3 months of time. The project manager Mr. Smith will address as to how to bring other resources into the equation or what is the extent of change since the execution.
Fourthly, the project manager will conduct assessment of individual compliance with the plan is essential. It helps to identify if the staff is following the instructions given regarding the ecofreindly practices such as dumping of kitchen waste, offering of ten cents to customers using refill mugs and similar others. This may consume one month to collect feedback from the staff and address their concerns while looking at other firms for suggestions (Matzler et al. 2013).
Fifthly, additional two months will be invested in instructing, educating and coaching the staff throughout the plan. Lastly, a system of monitoring and evaluation will be established to assess the progress of the implemented plan and will continue for three months (Agnew et al. 2014).
The five performance indicators for the sustainable policy are
The resource efficiency targets include 20% increase in energy efficiency. The target is to reduce the use of resources while supporting the economic performance. The target is to reduce the water consumption by 20%. The other target is to install the energy management system to optimise the heating and cooling in the kitchen. Further drive energy saving in the stores through optimisation of lighting and equipment of specification. Another target is to reduce energy use by focusing on the advancing renewable energy sources through our purchasing practices. The target is set by implementing policy that if the set standards are found with noncompliance then penalty will be imposed on the person responsible. It will ensure achievement of set targets (Hirschnitz-Garbers 2017).
The strategies to improve the resource efficiency include capturing the environmental impacts with the help of environmental impact indicator. The water productivity by sector would be the other indicator to capture resource efficiency. Assessment of the staff responsibilities and system management are other strategies for improving resource efficiency. Particular staff responsibilities involve the staff to consider that it is an integral part of the business responsibility to manage the environment. There is a need to produce cleaner team and nominate team leader. The environmental responsibilities for example energy efficiency will be integrated into position descriptions (Carroll and Buchholtz 2014).
Regular feedback and audits will help in monitoring and evaluating the success of the strategies. It is the responsibility of the assistant manager to use trained staff for monitoring of environmental performance and to review the whole system annually (Kolk 2013).
The project manager will be responsible for storing and maintaining records related to the policy. The record includes the measure and track of the resource usage such as ingredients, water and energy. The record also includes regular assessment of environmental performance. It further includes data of maintenance and material safety and other related data sheet manuals in an easily accessible place. It is the responsibility of the project manager to keep the records up-to-date. It is essential to keep the current records up to date while managing the historical records effectively. It will help in determining the cost attribution of each waste product (Von Geibler et al. 2016). These records will be used to devise reports to in terms of products to be sold. It is useful to track usage rates of raw materials for example the waste output rates, number of spills, product yields provided the records must be consistent. These records keeping is essential for establishing regular reports for major resource consumables including energy and water. The consumptions will be recorded on the basis of per unit production instead of time. According to Dahmus (2014), the records of measurement of resources consumed and the amount of waste produced will better help in managing the business improvement specifically in terms of increasing efficiency and waste reduction.
This section deals with evaluation and review of sustainable policy developed for MacVille café. Evaluation and review are essential for ensuring improvement in performance. It helps to determine if the goals are reached and take informed decision. Sustainable policies require integrated approach to plan and implement (Winn et al. 2012). The rationale for evaluation is to demonstrate the results and identify the challenges in implementation and to set standards
The evaluation of sustainable policy thus requires a blueprint with the in-house evaluation team that comprises of project manager, directors and the assistant manager at MacVille. It will be followed by anticipating the data collection needs and laying strong foundation. This step provides an opportunity to reflect on the cost-effectiveness of the program, stakeholder support, staffing structures, participant outcomes, and others. After getting a clear sense of the information needs a comprehensive data collection system will be designed to gain information on processes and on system (). For data collection there is a requirement of subsequent engagement in conducting audits, survey, and direct interview. It involves the investigation of what happened, and its immediate consequences and what are the alternate solution. This step will be followed by creating a baseline data. This data will be related to say staff morale for example number of staff taking advantage of flex-time arrangements in the store. The staff survey is used to measure the morale before and after the policy implementation. Prior to program implementation, base line data is essential to avoid any biasness (Ingenbleek and Reinders 2013).
Finally, the program can be implemented with added changes. For effective evaluation, any deviation from the program design will be avoided and any changes required will be documented and incorporated in the final assessment program. At this stage, a complete evaluation design will be produced. It is usually comprised of important research questions, methodological strategies to get the answers, comprehensive data collection plan and its analysis and description of its final evaluation. The obtained results can be used repeatedly as identifying the short-term milestones can signal for achieving long-term goals (Hutchinson et al. 2012).
The review of the workplace sustainable policy implementation will firstly involve the monitoring of records maintained. It helps to identify the trends that need an action for immediate remedy. The remedial action will then promote continuous performance improvement. Hence, in this case the data collection and reporting will follow the TRACE reporting method (Iasevoli and Massi 2012).
To keep the sustainable policy focused and directed monitoring and revising the policy is essential in terms of expected goals. Evaluating particular process say implementation of refill mugs in the café will help in identifying if the company’s needs are served. Hence, it would be feasible to take new initiatives and highly motivate the staff to gain continued excellence in work while keeping high communication. However, to implement best possible sustainable policy it may have to undergo several iterative changes of removing bugs and developing cures for them. It is this iterative process of assessment and adjustment which links the evaluation to sustainability. The sustainability procedure may have to be revised if it is found that a particular staff member is dedicated towards improvement while others are acting merely for the sake of job. If a particular policy in place sacrifices worker’s efficiency it is likely to fail. Secondly, the review provides insight into required modification of sustainable policy if any for desired improvements (Murthy and Naidu 2012). Change can always be initiated if there are better ideas in the market or in response to government regulations after consulting with the key stakeholders (community members, staff, board members, program staff, and clients) of MacVille.
Agnew, L., Toskin, S., Miller, A., Bloss, C. and Goldberg, K., 2014. Planning for a Sustainable Riverside Café at Ohio State.
Carroll, A. and Buchholtz, A., 2014. Business and society: Ethics, sustainability, and stakeholder management. Nelson Education.
Dahmus, J.B., 2014. Can efficiency improvements reduce resource consumption?. Journal of Industrial Ecology, 18(6), pp.883-897.
Hirschnitz-Garbers, Martin. "Resource Efficiency Targets And Indicators". www.ecologic.eu. N.p., 2017. Web. 24 Jan. 2017.
Joyce, A. and Paquin, R.L., 2016. The triple layered business model canvas: a tool to design more sustainable business models. Journal of Cleaner Production, 135, pp.1474-1486.
Kolk, A., 2013. Mainstreaming sustainable coffee. Sustainable Development, 21(5), pp.324-337.
Lebel, L., Lorek, S. and Daniel, R., 2014. Sustainable Production Consumption Systems. Springer.
Levy, D., Reinecke, J. and Manning, S., 2015. The political dynamics of sustainable coffee: Contested value regimes and the transformation of sustainability. Journal of Management Studies.
Matzler, K., Bailom, F., Friedrich von den Eichen, S. and Kohler, T., 2013. Business model innovation: coffee triumphs for Nespresso. Journal of Business Strategy, 34(2), pp.30-37.
Von Geibler, J., Cordaro, F., Kennedy, K., Lettenmeier, M. and Roche, B., 2016. Integrating resource efficiency in business strategies: a mixed-method approach for environmental life cycle assessment in the single-serve coffee value chain. Journal of cleaner production, 115, pp.62-74.
Hutchinson, D., Singh, J. and Walker, K., 2012. An assessment of the early stages of a sustainable business model in the Canadian fast food industry. European Business Review, 24(6), pp.519-531.
Iasevoli, G. and Massi, M., 2012. The relationship between sustainable business management and competitiveness: research trends and challenge. International Journal of Technology Management, 58(1/2), pp.32-48.
Ingenbleek, P.T. and Reinders, M.J., 2013. The development of a market for sustainable coffee in the Netherlands: Rethinking the contribution of fair trade. Journal of Business Ethics, 113(3), pp.461-474.
Murthy, P.S. and Naidu, M.M., 2012. Sustainable management of coffee industry by-products and value addition—A review. Resources, Conservation and recycling, 66, pp.45-58.
Winn, M., Pinkse, J. and Illge, L., 2012. Case Studies on Trade?Offs in Corporate Sustainability. Corporate Social Responsibility and Environmental Management, 19(2), pp.63-68.
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