Corporate social responsibility and sustainable food procurement

Rimmington, Mike; Smith, Jane Carlton; Hawkins, Rebecca

doi:10.1108/00070700610702082

Cited by 83 publications

(67 citation statements)

References 4 publications

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“…through lower GHG emissions) and there is evidence that initial financial outlay had been countered by savings made in other areas, supporting Rimmington et al's (2006) argument that 'what gets measured gets managed.' However, systems and indicators require further development if they are to incorporate full life cycle costs that are tailored to local contexts and that are not too complex to manage within urban governments, if progress is to extend procurement beyond green purchasing and create more sustainable food systems and better public health nutrition.…”

Section: Beyond 'Green'mentioning

confidence: 60%

Balancing competing policy demands: the case of sustainable public sector food procurement

Andersson²,

Gourlay

et al. 2016

Journal of Cleaner Production

110

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This is the accepted version of the paper.This version of the publication may differ from the final published version. 2 Balancing competing policy demands: the case of sustainable public sector food procurement. Abstract A focus on market--based green growth strategies to pursue sustainability goals neglects the pursuit of understanding how human health is interwoven with the health of eco--systems to deliver sustainability goals. The article argues that clarifying the difference between green and sustainable public sector food procurement, with political continuity that supports and enables policymakers and practitioners to take an incremental approach to change, makes an important contribution to delivering more sustainable food systems and better public health nutrition. Five European case studies demonstrate the reality of devising and implementing innovative approaches to sustainable public sector food procurement and the effects of cultural and political framings. How legislation is enacted at the national level and interpreted at the local level is a key driver for sustainable procurement. Transition is dependent on political will and leadership and an infrastructure that can balance the economic, environmental and social drivers to effect change. The development of systems and indicators to measure change, reforms to EU directives on procurement, and the relationship between green growth strategies and sustainable diets are also discussed. The findings show the need to explore how consistent definitions for green public procurement and sustainable public procurement can be refined and standardized in order to support governments at all levels in reviewing and analysing their current food procurement strategies and practices to improve sustainability. Permanent repository linkKey words: Sustainable public procurement; green growth strategies; public health nutrition; sustainable diets; EU procurement regulation; urban and regional governments. IntroductionRecognising that food purchasing and catering services, including those in hospitals, care homes, schools, prisons and state companies etc., represent a significant part of public sector procurement budgets, the central premise of this article is that there is a need for clarity about what is meant by 'green' public sector food procurement and 'sustainable' public sector food procurement. The dominant economic paradigm has led to a growing focus on market--based green growth strategies to pursue sustainability goals and, it is argued, an ecological shift is required in order to further understanding of how human health is interwoven with the health of eco--systems, and to enable policymakers and practitioners to move towards creating more sustainable food systems and better public health nutrition.Public sector procurement, representing all of the goods and services purchased with public money, represents 13 to 20 per cent of gross domestic product (GDP) in OECD countries, including 17 percent of the EU's GDP (Evans et al, 2010), while in developing cou...

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Section: Beyond 'Green'mentioning

confidence: 60%

Balancing competing policy demands: the case of sustainable public sector food procurement

Andersson²,

Gourlay

et al. 2016

Journal of Cleaner Production

110

View full text Add to dashboard Cite

show abstract

“…Traceability and Fairtrade foods were two further indicators that achieved high scores in the human food supply chain, with the latter being the top priority for social sustainability. Both issues reflect valid concerns amongst consumers about food safety (Carter and Jennings, 2004) and about food producers in developing countries (Rimmington et al, 2006) respectively. As retailers and caterers of food for people, zoos also reflect these consumer trends (Hill, 2008;Schram, 2008;Swannie Sigsgaard, 2009).…”

Section: Sustainable Food Procurementmentioning

confidence: 99%

Sustainable food procurement in British and Irish zoos

Hanson

Holt

2014

British Food Journal

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Purpose. This study assessed the sustainable food procurement of members of the British and Irish Association of Zoos and Aquariums (BIAZA). It also considered the inconsistencies between their animal and human food supply chains, as well as between between their procurement priorities and practices.Design. A quantitative, cross-sectional approach was employed, involving the use of a web-based questionnaire to gather data from 41 BIAZA members across 21 indicators of food sustainability. The results were considered within a Sustainable Supply Chain Management (SSCM) framework.Findings. There was considerable variation amongst the issues considered by zoos during the SFP process for their animal and human food operations. For both, local expenditure, nutritional content and packaging reduction were some of the highest scoring indicators in practice and as priorities. The overall levels of SFP were found to be equal between the human and animal food supply chains. Significantly low levels of inconsistency were found between the two, practically and in terms of procurement aspirations. Within both supply chains, there was also very few significant gaps between procurement priorities and actions.

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“…Ethical decision making is increasingly viewed as an important management skill (Enz, 2002;Kincaid et al, 2008;Reynolds, 2000); student and practitioner engagement with ethics has been examined in a number of studies (Lynn et al, 2007;Stevens, 2001;Upchurch, 1998); and several studies have examined the link between ethical practice and successful business performance (cf., Luria and Yagil, 2008;Rendtorff and Mattsson, 2008;Reynolds, 2000). In developing ethical research the challenge is to examine the researcher's stance and how particular interests of stakeholders are best met (Lugosi, 2009); moreover, how researchers can mediate between different stakeholders (see, for example, Rimmington et al, 2006). Scale, claims of legitimacy and research quality Pizam (2008) and Rivera and Upchurch (2008) claimed that the use of complex statistical techniques was evidence that hospitality management research had reached a level of credibility.…”

Section: Ethics and Advocacymentioning

confidence: 99%