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Published: 29 September 2014

Tackling food waste from root to stalk


Each year, every NSW household throws away more than $1000 of food, or 20 per cent of what they buy, according to the NSW Environmental Protection Authority (EPA). This is equivalent to one in five bags of groceries going straight to the bin.

Student chefs and event managers will be trained in food sustainability such as eating the whole vegetable from leaves to root.
Student chefs and event managers will be trained in food sustainability such as eating the whole vegetable from leaves to root.
Credit: ©istock/bluewren

Researchers from the Institute for Sustainable Futures (ISF) at the University of Technology, Sydney (UTS), hope new practices such as root-to-stalk cooking – clever and delicious ways to use the whole vegetable – will focus community attention on wasting less food and keep the notion front-of-mind.

‘Imagine if we could weigh or photograph all the waste from our day-to-day cooking and how that might affect our cooking practices?’ says ISF Research Principal Jade Herriman.

‘It is only now that we are looking at food waste the way we have been thinking for years about water and power waste,’ she says.

The research team has just been awarded a grant from the NSW Government to introduce food sustainability into the curriculum for student chefs and event managers at Sydney TAFE.

The project will draw on resources from the NSW EPA’s Love Food, Hate Waste program that highlights how wasting food also wastes the energy, water and natural resources used to grow, package, transport and market that food.

Targeting people embarking on a career in the food industry – whether student chefs, front-of-house wait staff or event managers – is one way of spreading the Love Food, Hate Waste message through the community, says Herriman.

‘It’s about planning your menus so that you only buy what you need. It’s about storing food properly so it doesn’t spoil but it can also be something as simple as not skinning the carrots you are cooking, or using beetroot tops in a salad, akin to the nose-to-tail concept.

‘It’s about getting the idea of not wasting food front and centre for students.’

Planning has begun to introduce food waste reduction concepts into the Sydney TAFE curriculum. The researchers hope guest chef speakers will give talks to students during Good Food Month in October, which will include demonstrations of low-waste cooking at mobile kitchens.

Researchers will also be taking similar ideas into the UTS Business School to see food waste reduction embedded into coursework for masters students. The business school began a process four years ago to integrate sustainability into every subject, rather than treating the subject as an optional extra.

UTS Business School students focus on environmental and social dilemmas as an integral part of their studies, Professor for Sustainable Enterprise Suzanne Benn says.

‘The knowledge generated from this project will provide a context for them to consider business development opportunities,’ she says.

Source: University of Technology







Published: 4 July 2011

Assured sustainability reporting – navigating obligations

Nick Fleming

As the way in which organisations address environmental, social and governance (ESG) issues comes under increasing scrutiny, sustainability reporting is gathering importance and momentum. Yet reporting must be seen as a product of sustainable business practices, not the focus of it.

Emphasis on more robust sustainability reporting is helping to drive the wider assessment and reform of companies’ associated supply chains and logistics infrastructure.
Emphasis on more robust sustainability reporting is helping to drive the wider assessment and reform of companies’ associated supply chains and logistics infrastructure.
Credit: iStockphoto

While sustainability reporting is new territory for some organisations, many leading businesses have been engaged in reporting for over a decade. Indeed, sustainability reporting is typically one of the first vehicles for engagement with the topic and issues of sustainability, often at the encouragement of a few passionate staff.

However, the call for greater organisational accountability and transparency is growing. An increasing number of shareholder resolutions are placing pressure on company boards to ensure they are effectively identifying, disclosing and addressing ESG risks. Institutional investors are already using ESG data to differentiate firms and guide investment decisions.1

Powerful customers are also forcing their suppliers to become more transparent. The classic example is Walmart, which launched a supplier sustainability initiative in July 2009. Locally, Woolworths recently announced its own Sustainable Fish Sourcing Strategy.2

There is also an expectation for assurance. This reflects a stakeholder desire for reports to be relevant, reliable and free from bias, while the reporting organisation wishes to build a case for lower costs for finance and insurance. This all takes time and money; reporting can be a costly exercise and carries risks.

The banking sector provides an insight to the challenges posed by sustainability reporting. In Australia, banks have typically lead sustainability reporting and have performed well against international benchmarks such as the Dow Jones Sustainability Index. Yet this year, the big four banks have been publically criticised over their involvement with coal-fired power stations.3 People ask how an organisation that receives sustainability accolades can also finance environmental pollution. This questions the connectivity between sustainability reporting and governance.

Scrutiny is also being applied by the regulators. The Australian Competition and Consumer Commission has prosecuted cases against companies such as GM Holden and Prime Carbon for overstating their ‘green’ credentials. It’s clear that inaccurate communication on ESG matters presents serious risks to an organisation’s reputation – and that of the rating or assurance agency.

These issues have been behind recent reviews of reporting guidelines and benchmarking methods.4,5 The reviews found that ratings and reporting tend to be backward-looking measures of compliance with ‘good practice’, failing to enable a meaningful assessment of an organisation’s ability to create and sustain value, in the short and longer term.

What’s lacking is adequate interrogation and reporting of the strategic capabilities and the core competencies required to underpin business continuity and delivery of sustainable outcomes; that is, a truly sustainable enterprise.

However, the push for integrated financial and non-financial (sustainability) reporting may offer a silver lining – the trigger to focus conversations among executives and boards about the things that will drive genuine business continuity, profitability and sustainability. Without these conversations, there will neither be the understanding, focus nor commitment to cultivate truly sustainable enterprises.

The adage ‘What gets measured gets managed’ remains true; as does ‘It’s what you do, not what you say, that counts’. Reporting without subsequent actions to manage risks and create value is meaningless, and arguably harmful.

While there are growing market and stakeholder pressures for integrated reporting of financial and ESG matters, reporting should only be entered into with an eye on:

  1. material business risks

  2. core competencies for organisational continuity

  3. a core set of meaningful performance measures that offer real insight

  4. integrating reporting into governance

  5. commitment to real action in response to identified risks and opportunities.

Organisations that assume this approach take sustainability reporting beyond a ‘nice?to?have’ PR exercise to a ‘must?have’ business improvement tool. It’s a factor in the superior financial performance demonstrated by ethical and sustainable organisations. Getting it right is good for business – and good for communities.

Dr Nick Fleming is Chief Sustainability Officer Sinclair Knight Merz, leading the application of sustainability thinking in business operations and client services. Through his Sustainable Enterprise column, Nick provides insight to how businesses and organisations are effectively putting sustainability theory into practice.


1 Ernst & Young (2011). Shareholders press boards on social and environmental risks. tinyurl.com/social-environmental-risks
2 tinyurl.com/sustainable-fish
3 Greenpeace (2011). Pillars of pollution. www.greenpeace.org.au/climate/GI-profundo.php
4 Eccles RG, Cheng B, Saltzman D (Eds) (2010). The landscape of integrated reporting: reflections and next steps. Harvard Business School. tinyurl.com/integrated-reporting
5 SustainAbility (2011). Rate the raters: uncovering best practices. www.sustainability.com/library/rate-the-raters-phase-one




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